The CHRO/CPO Journey to the Board

For senior HR leaders, the route to the boardroom is increasingly shaped by a confluence of professional ambition, personal development, and a broader commitment to corporate and societal impact. While each trajectory is distinct, several consistent themes emerge from the experiences of those who have transitioned into Independent and NED roles - ranging from the pursuit of strategic influence to the desire to apply people-centric expertise at the highest levels of governance.

Broadening Horizons and Strategic Reach

For many senior HR leaders, the transition to board service is driven by a desire to expand their strategic purview, geographical horizons and engage with new sectors.

As Angie Risley commented, “initially, I was a UK-focused executive, and my first NED appointment was at BIFFA. I had not expanded my horizons internationally and thought it would be a useful addition to my skillset. My role on the Board at BIFFA was instrumental in me joining the Boards of Arriva (the international passenger transport group) and Serco, which provided me with exposure to government outsourcing, a totally new market for me. The insights which I received into very different businesses were fascinating and incredibly helpful.”

This sentiment is echoed by Mikko Pelkonen, who reflected on his own motivations: “To broaden experience and learn from different industries, networking and meeting new people and do some good.” 

Others are drawn to the strategic dimension of board roles.

Gajendra Chandel described the boardroom as “a platform, an opportunity to shape direction, elevate leadership thinking, and support promoters committed to building world-class institutions with deeply Indian roots.” 

For Aparna Sharma, the move was a logical next step: “I became a Board NED because I saw it as a natural progression in my career after serving as a CHRO.” 

Commercial Insight, Variety and Personal Milestones

For many HR leaders, the decision to pursue a board role is underpinned by a desire to broaden their commercial exposure and apply their expertise in new strategic contexts. Michelle Healy noted that she “had exposure as a General Manager, leading M&A transformation and HR throughout her career,” describing HR as “the thread in a wider group of skills.” Upon joining ISS, she proactively sought a non-executive role and received strong backing from her CEO and Board - an experience she described as “one of the best decisions I have ever made” in a sector she finds “genuinely interesting and stimulating.” 

Camilla Grönholm similarly viewed board service as a platform to contribute in a fresh environment. She “wanted to utilise her experience in a new context by contributing as an NED in companies where she can bring true value,” and expressed a desire to “continue challenging herself, but also to give back,” having developed through a range of business models and industries. 

Celia Baxter, reflecting on her tenure at Bunzl, said she “wanted some variety alongside her day job” and initially hesitated about a plural career. She was encouraged by the CEO to take on one NED role - an opening that allowed her to explore this path more fully.

Leanne Wood also highlighted the value of breadth and learning, explaining that she approaches the NED role not “purely with a CHRO lens” but with “a broader business leadership hat.” With over a decade in C-suite roles, she believes it is “that breadth of business insight from different industries that enables her to make a rounded contribution as an NED.” 

Janina Kugel shared that she “wanted additional challenges” and therefore took her first Board role while she was still a CHRO. For Gautam Chainani, the motivation was to remain engaged with the business world in a meaningful way. He explained that he “wanted to stay connected with the business in a less active role,” while continuing to build his network and contribute to the industry, drawing on experience across multiple sectors. 

Mette Vestergaard added that her readiness for board service stemmed from her broader leadership credentials, stating that her appointments were “due to her CEO and P&L experience, not due to the CHRO role alone.” She also pointed out that the CHRO experience contributed to her value as a board member, since it gave her important working knowledge of remuneration, nomination, organisational transformation, and leadership development.

Governance as a Key Driver

For many senior HR leaders, the opportunity to contribute to corporate governance and offer an external, independent perspective is a compelling incentive for board service. 

She believes “the power of NEDs is really bringing a fresh pair of eyes and the outside world into the Boardroom, where the big decisions are being made that have impact on tens of thousands of people.”

Encouragement by Leaders and Networks

In many cases, board appointments were catalysed by encouragement from senior leaders or professional networks. Jacky Simmonds recalled that “my CEO at TUI said that it would be beneficial for me to take on an NED role. I had been in the same industry for some time, and we had a German supervisory Board. As the demand for diversity increased, I was given the opportunity.” 

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We extend our thanks to the valuable contributions made to this report by our network of senior People & Culture leaders. 

Odgers' People & Culture Practice combines extensive knowledge, insight, and networks across the executive and non-executive space, identifying and developing the best talent for leading organisations across the world.

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