Thank you for the completely relevant question.
My day job is a senior leadership role within Sensis, responsible for the innovation and operations of the White Pages digital platforms and apps. My background is digital product management and communications, particularly digital media. I continue to help the marketing and communications team with emerging technologies that may improve reach and engagement with members and supporters to this day. (No joke, I sent an email yesterday regarding some interesting emerging technology)
It is no doubt that when I came to the board 3 years ago I was fresh and green. I grabbed the opportunity to learn and skill up with as much rigor as I could and spent my first year listening, learning and asking questions - how does the club operate? What are the pain points in the operation processes? Why is the company structure as it is? Where are the gaps and areas that I can drive and challenge? etc.
In my second year on the board I moved closer to the community and indigenous areas of the football club. I felt that these areas, while still identified as very important to the culture and make up of our club, had maybe not had as much focus as some of the other areas had received.
I nominated and was chosen to be the first director to sit on the Reconciliation Action Plan Committee where I have driven accountability and pushed for stretch targets on what our club will deliver in the Aboriginal and Torres Strait Islander communities. I also paid my way to join the club on the bi-annual NT community camp last year where I got to witness first hand the work that we do in Tiwi and Maningrida.
After the hiring of our GM of Community, Academies and Womens Football I have continued to push for equality in all areas of the club, particularly around our AFLW proposal and then VFLW licence bid with a focus on the girls coming through - and local community - in the north west corridor of Victoria and our NGA areas.
This year I applied and was accepted into the Australian Institute of Company Directors as an affiliate member, with plans to complete my Company Directors Course early next year.
Being the youngest member on the board and also the only woman on the board I bring a different opinion to the table. I look at things from a different perspective and I generally - though not unique - think about ideas or opportunities that are presented from a more grass roots member, brand and community related lens.
After 3 years sitting on the EFC board I feel extremely confident that I have the necessary experience and skills needed to continue to drive the direction and culture of our club into the future, and will never stop pushing myself to learn, challenge and question the direction and strategy of the club.
Edit: a link that may be useful for those who like to do research or are interested in the mentioned Reconciliation Action Plan.
https://www.reconciliation.org.au/about/ - Reconcilation Australia, who approve RAPs for organisations. They currently have our proposed RAP for approval.
ANOTHER EDIT: Thanks to Paul’s thorough response, I realised I should probably mention that besides from being on the RAP Committee, I , alongside Ken Lay and Andrew Muir, sit on the Nominations Committee responsible for identifying future directors of our club for appointed positions, as well as the Remuneration Committee with Ken Lay, Andrew Muir and Paul Brasher, responsible for auditing and approving large salaries based on the strategy the board has set out for our club.