How BoardAgender’s mentoring programme introduces the next generation of female leaders

Lim, the chief operating officer of Audax, which is backed by Standard Chartered Bank, shares that she was spurred to join the mentorship programme due to “a desire to achieve gender parity on boards, especially in the technology space”, adding that “there’s still much work to be done to bridge this gap”. As someone who regularly engages in quarterly board meetings and collaborates closely with shareholders, Lim places a high value on corporate governance. “Joining the programme,” she says, “was a natural move for me to master new competencies and capabilities to enhance my personal boardroom skills.” With experience in participating and leading various female mentorship initiatives, she brought a seasoned perspective to the programme.

“I have a good sense of what good looks like. The BoardAgender programme certainly exceeded my expectations.” Lim was matched with
Ooi Huey Tyng, who currently holds independent directorships at AIG Asia Pacific Insurance Board, Maxis Berhad, the Pacific Century Group and Bridgetown 3 SPAC. As working mothers in the financial technology sector, both women have a shared experience when it comes to balancing career and family. “She fully understands the life stage I’m at ... and openly shares nuggets of wisdom with me,” Lim says. Her mentor’s guidance on ambition, commercial drive and strategic timing—knowing when to pause and when to push for more—has been instrumental in her learning.

Lim also credits Ooi with enhancing her global outlook and encouraging bigger thinking, saying that Ooi taught her to “ think bigger, such as looking beyond Singapore‐related associations to my global connections.” Their synergy is thanks to the programme’s careful mentor‐mentee pairing, which Lim describes as “spot on”—“We have excellent work chemistry,” she states.

But it is not just the mentees who reap the benefits. Ooi, who reflects positively on mentoring Lim, and praises their immediate connection and the strong bond they developed, finds it a “rewarding experience to witness her growth”, recounting that “mentoring someone brimming with drive, curiosity and energy feels a bit like mentoring my younger self ”.

With more than three decades of experience spanning finance, banking and fintech, Ooi’s shift into board roles makes her an exemplary mentor. In 2021, she made a pivotal move to board positions—a decision she counts as one of the best she has ever made. “The journey has been life‐changing. The boardroom offers a unique vantage point where I can strategically contribute, while also affording moments for self‐reflection. It’s not a retirement, but a deliberate step towards a more strategic and fulfilling phase of my career,” she says. 

Ooi champions mentorship’s role in women’s empowerment, crediting her achievements to the people who have guided her. “I’m grateful to have so many mentors and career sponsors to whom I owe my success. Over the years, I’ve found joy in mentoring as my way of giving back,” she remarks. “A female‐led mentoring programme not only cultivates a diverse talent pool, but also reshapes corporate governance.”

Like Ooi, who finds mentorship “mutually enriching”, Nick Winsor, fellow mentor of the programme’s 2023 cohort, considers the practice a privilege. “The most striking thing about being a mentor is how much you learn,” says the non‐executive director at Bankers without Boundaries Connect Singapore, who has an extensive background in financial services and held numerous board positions across the Asia Pacific, the Middle East and Europe. “Successful mentoring is based on building a trusted relationship. That involves a two‐way conversation. Done well, the mentor will be exposed to different points of view and will benefit as much from the discussion as the mentee.”

Winsor further shares that he joined the programme as he was inspired by the impactful role of diversity in governance. “I’ve experienced firsthand the power of diversity in action and would like to do whatever I can to enable boards to capitalise on this opportunity,” he says.

As the sole male mentor in the programme in 2023, Winsor’s insights are particularly poignant in addressing the navigation through male‐dominated environments. “Building a successful career is already challenging enough, without having to deal with bias, conscious or otherwise,” he observes.

Ooi concurs, noting the internal barriers women often impose on themselves due to societal stereotypes. “I find the stereotypical views of feminine and masculine traits unfair; because of [such views], women have a deep‐rooted fear of being seen as too ambitious or assertive,” she expounds, identifying these traits as hallmarks of leadership success.

Both mentors touch on the importance of board composition and diversity for long‐term company success. Ooi highlights the role of cognitive diversity in enriching boardroom discussions, decision‐making and mitigating group‐think. “Optimal board composition with cognitive diversity is essential for boards to effectively stay vigilant, manage risk adeptly, and navigate both upside opportunities and downside risks successfully,” she states, highlighting how global disruptions such as the Covid‐19 pandemic have spotlighted the need for agile and forward‐thinking boards.

Winsor echoes the significance of diverse perspectives in board effectiveness, noting that “the aim is better outcomes for all stakeholders”. He stresses that true board diversity extends to active engagement and valuation of varied perspectives. “There’s no point in having a different voice at the table if it’s not listened to,” he says.

Still, gender diversity by itself does not guarantee innovative or “fresh thinking”, Winsor cautions. “I’d encourage all directors, regardless of background and gender, to understand their role on the board, be authentic and express themselves. Offering a different perspective leads to healthy debate and, hopefully, better decisions.”

As a member of an investment company focused on the Asia Pacific, he witnessed the invaluable contributions brought by a new female member who has extensive expertise in China, sharing that her perspective, particularly in discussions on geopolitical risks impacting investments, has led to more effective decision‐making. “She brings a different point of view to our discussion. The board makes better‐informed decisions as a consequence,” he highlights.

For those aspiring to board positions, Winsor points out a common challenge: securing membership, which he likens to a “chicken and egg” scenario. “One thing all directors agree on is that getting the first board position is the hardest. But once you establish a track record of success, other roles will follow. Looking for the right first opportunity, preferably from within an individual’s existing network, will better increase the chances of success,” he says.

Ooi recommends creating a strong professional foundation, suggesting that one starts by “building a proven track record and a good reputation to first achieve a ‘senior enough’ position”. She also advocates for the early development of “foundational boardroom capital”, which refers to strategic thinking, financial acumen and the ability to manage boardrooms, adding that “to be effective as an independent director, diplomacy and emotional courage are needed, especially in bringing up contrarian views”.

The future for women on boards looks bright. While “it’s early days yet,” says Windsor, given that there are only “three cohorts of graduates so far who are now making their way in the corporate world”, he looks ahead with optimism. “In time, I’m confident that we’ll get to a position where gender diversity [in boardrooms] will no longer be an issue, with a broad pool of experienced and talented female leaders, and that there’ll automatically be opportunities for all.”

Ooi shares this vision, highlighting the transformative impact of initiatives such as BoardAgender’s mentorship programme on corporate culture.

“By investing in women’s growth today, we’re sculpting a future where inclusive leadership thrives, ensuring enduring impact in corporate landscapes,” she asserts.

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