A boardroom experience that transformed executive leadership
What began as a Future Director role became a catalyst for sharper thinking about risk, strategy and accountability.
Monique Forbes CMInstD
Monique Forbes CMInstD realised she belonged in the boardroom the moment she spoke without stopping to think.
At the time, she was the inaugural Future Director on the Institute of Directors board – there to observe, learn and contribute where appropriate. But somewhere along the way, that distinction faded.
“There were times I forgot I didn’t have a formal vote,” she says.
From the outset, she treated the role with intent, creating what she describes as “clean air” around it – pivoting her professional focus so she could fully commit. That meant doubling down on training and taking every opportunity to be in the room, whether that was board meetings, subcommittees or strategy sessions.
Much of that time was spent in the audit and risk committee, where she had a front-row seat to experienced directors working through complex deliberations.
“At times it felt like poetry in motion, working alongside seasoned directors at the top of their craft,” she says. “It’s the kind of learning no textbook could replicate.”
Coming from a customer strategy background, she focused on rounding out her governance toolkit. That included demystifying capital investment decisions and building a working understanding of audit and financial oversight – a shift that changed how she thought about risk and accountability.
There were moments that marked a step change. One stands out as a definitive moment – contributing alongside more experienced directors and realising she could hold her own.
“That’s when I knew I truly belonged in those rooms,” she says.
Over time, the role moved from observer to acting as a peer director. The transition was gradual, but the integration into discussions felt seamless.
She was contributing, testing her thinking and bringing a perspective grounded in commercial growth, brand equity and digital trust – areas that proved increasingly relevant at the board table.
“It’s changed how I think about risk, strategy and accountability,” she says.
By the end of the programme, she had secured her first commercial board role with GetHomeSafe and is now focused on her next executive leadership challenge – with what she describes as a board-ready mindset.
Future Director experience at a glance:
- 21-month tenure
- 112 hours in board meetings and preparation
- 2,653 pages of board papers reviewed
- 31 hours of mentoring with board members
- Two board strategy days
- Four conferences, forums and special programmes
- Three external panel appearances