Davina Saint’s career is a testament to resilience and transformation. With an impressive list of board memberships at Stripe, NAMA, BlackRock, Northern Trust Fiduciary Services, and Nearwater Capital, she stands today as a highly regarded Independent Non-Executive Director (INED). Yet, the journey to this position was anything but straightforward.
From Legal Expertise to Independent Directorship
Reflecting on her early career, Davina recalls a time when the boardroom felt closed off to women. “It was a different era,” she remembers. “Women weren’t expected in the boardroom on meeting days. It felt antiquated, but that was simply the norm back then. Thankfully, much has changed.” Determined to build her own path, Davina transitioned from her role as General Counsel at BNP Paribas in Ireland to become an independent director – a shift she attributes in part to the Institute of Directors (IoD) Ireland Chartered Director programme, which she completed in 2010.
Her independent non-executive (INED) director journey formally began in 2021 with her appointment to the board of NAMA, followed by several other board roles. Through these appointments, she developed a reputation for insightful governance and a keen understanding of corporate dynamics. Her experiences across various companies have provided a unique vantage point, allowing her to draw connections between roles while maintaining the confidentiality each position demands.
The IoD Network: A Catalyst for Success
Joining IoD Ireland proved pivotal for Davina, offering a professional designation and access to a network she continues to value deeply. The IoD Ireland community, she says, has validated directorship as a bona fide career choice, enhancing the standards and qualifications needed for board positions. For independent directors, this network also serves as a crucial resource, providing camaraderie and support in an otherwise solitary role.
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When asked about preparing for a non-executive role, Davina emphasises strategic foresight and planning. “It’s unwise to leave an executive position without a plan for what comes next,” she advises. Securing qualifications beyond executive experience – like becoming an accredited Chartered Director, can set one apart. In the realm of board appointments, she adds, connections are key, often found through networks like IoD Ireland’s Boardroom centre, law firms, accountancy practices and executive search firms.
Networking, however, should be intentional. For Davina, meaningful connections can be made both in one-on-one coffee meetings, which allow for deeper conversations, and in larger networking events, which provide opportunities to meet a broader range of people. Building trust and understanding the people in her network have been essential strategies throughout her career.
Choosing the right board roles
In choosing new board roles, Davina stresses the importance of alignment. “I’ve turned down more mandates than I’ve accepted,” she explains. “It’s essential to trust the organisation and ensure its values resonate with your own. Emotional intelligence is a valuable tool for self-preservation in these roles, even if not everyone has it.”
Davina has seen firsthand the distinct role INEDs play on a board. For many CEOs, it can take time to appreciate the value of independent directors, but Davina notes that INEDs bring a wealth of expertise and diversity of thought. Sometimes, the value lies in that unexpected perspective which broadens the board’s view and drives more rounded decision-making.
Over recent years, Davina has observed certain issues rising on corporate agendas, particularly in financial services. “In Ireland, regulatory focus on outsourcing and safeguarding has grown significantly,” she explains. Trust, financial integrity, and responsible oversight are essential to maintaining the industry’s reputation, especially after past financial crises.
Guiding principles
To enhance board effectiveness, Davina believes boards should continually assess their purpose and priorities, allowing them to focus on high-impact areas rather than getting lost in minutiae. Strong relationships among board members, cultivated outside formal meetings, are essential for a well-functioning board. For Davina, an effective chairperson is one who listens, manages time wisely, and ensures actionable decisions are made.
As for her own guiding principles, Davina stresses the importance of thorough preparation. Board members need adequate time to review materials and the freedom to discuss and debate key issues. “The need for conversation is critical. That’s where the magic happens,” she says. Ultimately, she believes, the quality of board discussions and decisions rests on well-prepared materials and a shared commitment to insightful deliberation.
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