A seasoned business transformation specialist and CX pioneer, Gwynn has been at the forefront of the Australian tech startup scene for almost a decade following a successful international career as a corporate and government analyst and advisor.

“I really believe in TALK5’s mission,” said Gwynn. “We’re here to make safety universally comprehensible and accessible, irrespective of language or culture.”

Gwynn met TALK5’s founder George Bancs through a mutual friend in late 2022. Impressed by Gwynn’s track record in growing and scaling successful tech startups alongside some of Australia’s most impressive tech founders, Bancs invited her to join the organisation’s advisory board. 

In recent months she has taken on the role of CEO, and said she’s excited to work alongside George and our growing team to not only scale the business, but to lead the charge in AI-powered safety technology empowering a wide range of industries”.

In November 2023, TALK5 launched ‘Mina’ – the world’s first virtual safety, health coach and assistant, delivering voice-to-text and text-to-voice tools, in over 15 languages. This technology delivers essential safety instructions in each worker’s preferred language, eradicating potential misunderstandings caused by language differences. 

It’s a project close to Gwynn’s personal background as a migrant, having emigrated from Beijing to Sydney with her family as a teenager. She says going directly into an English-speaking high school was “a very scary process”, and she understands the impacts of cultural, linguistic and language barriers on learning and comprehension. 

Alongside Bancs, Gwynn’s vision is for TALK5 to redefine how language and safety intersect in the workplace. 

“What I love is the early-stage building part of an exciting young business, making an impact,” she says. 

Back in 2015, Gwynn was the first key go-to-market hire for global tech company SafetyCulture. 

“My years with Safety Culture gave me a really solid introduction to the work, health and safety space and instilled in me an obsession with safety and the importance of developing (and constantly evolving) an incredible product that delivers the best customer experience,” she said. 

 As their Global Head of Customer Success Gwynn achieved 40x MoM revenue growth and scaled the company from less than $1 million ARR to over $45 million, before joining recruitment disruptor Hatch in 2020. At Hatch, she led the industry-shaping development of their COVID-19 Labour Exchange, which placed thousands of workers in temporary employment in 2020.

Following Hatch, Gwynn joined Immutable, an NFT and blockchain technology platform, to lead all partnerships efforts. 

Now, as TALK5’s CEO, Gwynn is passionate about the software platform, saying it may ultimately “help save lives” as there’s “an increasingly diverse workforce, who are largely operating in high-risk sectors, with a sophisticated and efficient approach to work, health and safety training”. 

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Having now grown to more than 60 staff and $30 million a year in revenue, A23 has appointed one of those initial eleven first starters as CEO, to lead the company’s bold plan to target another 75 per cent in growth over the next three years.

Proud Kamilaroi woman and entrepreneur Natalie Legg takes the CEO role, replacing Simon Metcalfe, who will move into a new Chief Growth Officer role.

On being replaced by Legg as CEO, Metcalfe said that her perspectives as an Indigenous woman were a significant asset to the company.

 “Having a First Nations woman move into this role really represents something for the company, it’s about advancing opportunities,” he said.

“This is an industry dominated by men, especially in senior leadership, that should change, and this reflects that. It is a chance to lead by example,” he said.

He described her as a strong leader who has already contributed significantly to getting the company to where it is today.

Legg also brings her entrepreneurial experience to the role, as she owns a cafe and bar in Canberra.

Legg said on her appointment that at a macro level, she wants to see the consultancy grow beyond Canberra to take on more private sector clients.

“At a cultural level, I want to lead a company with clear communications and positive culture. And I hope we can continue to be an employer of choice, championing diversity with more women and diverse cultural backgrounds,” she said.

“We are aiming for 25 per cent year on year growth over the next three years. With Simon in his new role we want to expand further into Sydney and Brisbane; do more work outside of Government and expand our offerings. There is still plenty to do in Canberra though, we’re only just getting started.”

Originally from North Western NSW, Legg has lived in Canberra for nearly twenty years.

Metcalfe described his decision to step back from the CEO role as also being about realising that he was personally ready for a change, and looking at what the company needed to do for growth.

“We recognise that to grow further we need a focused sales engine to drive our goals over the next three years. I’m looking forward to working with the team to build and drive this.”

The IT consulting firm helps organisations achieve digital transformation outcomes across business applications, data and analytics.

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Starting in the role this week, Shilbury brings more than 32 years’ experience in the NSW and Victorian public health sectors. She’s also held positions in a range of executive leadership roles in hospitals, health and community services. 

From 2014 to 2017, Shilbury served on the board of Family Planning Australia as a non-executive director. 

Shilbury said her focus as the new CEO will be on “driving policy changes to improve access to care and services for the disadvantaged”. She’s passionate about ensuring equitable access to healthcare and social services for people from diverse backgrounds and communities. 

“This organisation has a proud history of working with the under-served,” said Shilbury. 

“I’m in-step with growing the kind of care we offer the community and making sure these essential services are as equitably available as possible.”

“Offering low and no-cost care to patients who need it is a foundational value of Family Planning Australia,” she says, adding that “this helps improve access to essential reproductive and sexual health services.” 

Beginning with a team of volunteers in 1926, Family Planning Australia opened its first birth control clinic in Martin Place, Sydney in 1933. It shifted from volunteers to paid staff in 1960 to become a more professional organisation. 

Now, Family Planning Australia has many clinics focusing on traditional healthcare like contraception and STI checks as well as a range of services like vasectomy, colposcopy, pregnancy choices and education programs. These services are available at the major health hub in Newington and across NSW.

“This diverse focus ensures we not only meet the needs of clients who have always relied on Family Planning for their reproductive and sexual healthcare but also that we respond to changes over time and meet new needs that are emerging among our clients,” Shilbury said. 

“We have huge scope to build on already excellent efforts in areas like research, international programs and education.” 

Shilbury’s appointment came after a recruitment campaign following the retirement of the former CEO, Adjunct Professor Ann Brassil. 

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“Fritha brings to the table an impressive record of achievement in a similar operating environment to Carers Queensland with a lived experience as a family carer and a reputation for delivering great outcomes in challenging programs,” said the Chair of Carers Queensland, Jim Toohey. 

“We are confident she can guide Carers Queensland on its successful journey and advocacy on behalf of unpaid carers, people with disability and their families.”

For more than 20 years, Radyk has led complex projects and operations for a large management consulting, healthcare and community services organisations in Australia and overseas. 

She began her career at Ernst and Young in New Zealand where she specialised in strategic planning, project management and process reengineering with a sub specialisation in Healthcare.

Her most recent position was as CEO of Mercy Community in Brisbane, which she started in July 2019. She’ll commence her new role at Carers Queensland on 29 January 2024. 

Succeeding the CEO position from Debra Cottrell, Toohey said that Radyk’s appointment had come as a result of a national search for someone who could sustain and grow the exceptional performance and reputation as Cottrell. 

“The Board was determined to find someone with a similar track record of success that Deb enjoyed, in delivering great financially sustainable outcomes for some of the most disadvantaged in our community,” said Toohey.

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Representing Australia at the top is Shemara Wikramanayake, Managing Director and CEO of Macquarie Group, who is named as number nine on the list. She assumed the role in December 2018 in what AFR deemed “a seminal moment in Australian business” as she’s the first woman to ever lead the company. 

Three other Aussies are named further down Fortune’s list , including Vanessa Hudson, who assumed the CEO job at Australia’s flagship carrier Qantas in September. She was the first woman to do so.

In the top three spots overall are three Americans– Karen S. Lynch, the President and CEO of CVS Health; Julie Sweet, the Chair and CEO of Accenture; and Mary Barra, the Chair and CEO of General Motors. 

This is the third consecutive year that Lynch has landed the #1 spot as the highest-ranking Fortune Global 500 (#11) company in the world led by a female chief executive.

Fortune says the list is the “most comprehensive on record” and features 67 women with a CEO title in total. This includes some recent appointments such as Marghertial Della Valle, who became the CEO of British telecom Vodafone in April, and Sandy Ran Xu, who took over Chinese e-commerce titan JD.com in May. 

“The business world is demanding change, and women leaders are meeting the moment,” writes Fortune, noting that as CEOs step down, women are being called to replace them in greater numbers than ever before. 

In the first half of this year, 106 CEOs around the world left their jobs, and 13 per cent of their replacements were women. Still an unequal percentage but up from 2.4 per cent in 2018.

This is the first time Fortune has had a single worldwide list honouring 100 women, and many of the women named will be speaking at the publication’s “Most Powerful Women Summit in California next week. 

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In case you missed it last week, the Opposition leader warned business leaders “to stop craving popularity on social media by signing up to every social cause.”

Firm words. As someone who advises leaders on digital reputation, I agree. 

When it comes to their social media actions, any leader who hungrily chases popularity and vanity metrics online sits on a ticking reputation time bomb. 

Every leader leaves digital footprints through their posts and comments online. Footprints the outside world uses to make decisions about who they are, whether they’re worth working with, whether they’re worth buying from, and whether they’re worth trusting. 

Getting it wrong can be a governance nightmare for boards and communications teams.

So, does that mean leaders should just stay silent online, as Dutton seemed to also suggest?

Absolutely not. 

The truth is, whether they’re active online or not – every leader now has a digital reputation. This is the one professional asset anyone – worldwide – can access to make decisions about them. It’s also the one thing leaders themselves should use to exponentially grow their impact beyond organisational and geographical boundaries.

Why stay silent and miss that opportunity? Why stay silent and let others – politicians even – control the dialogue?

What must change, and what Dutton highlights, is social media for the sake of popularity. Instead, leaders should move towards another ‘p’ word: purpose. 

When leaders prioritise purpose over popularity online, we all stand to benefit. We now have plenty of examples and evidence for what’s possible when they do, and women leaders – in particular – have the most to gain.

But they must speak up to be heard.

“You can’t follow someone you don’t trust; you can’t trust someone you don’t know.”

These are the wise words of Brunswick Group Partner and expert on executive use of social media, Craig Mullaney. 

They capture the essence of what’s lost in Dutton’s comments. The vast majority of leaders are on social media, because that’s where people expect them to be, and where they themselves must be visible to earn trust. 

Recently on Women’s Agenda, Angela Priestley called out some of those expectations, highlighting Edelman’s Trust Barometer. Brunswick’s own Connected Leadership Report backs these numbers, showing:

• 82 per cent of people expect leaders to use social media to communicate their mission, vision, values;
• People prefer to work for leaders who use social media 4 times more than leaders who do not; and
• More than 80 per cent of candidates will research a CEO’s presence online when considering whether to join a company.

These are compelling reasons to speak up. 

Global reputation data and insights firm RepTrak adds weight to this argument, too, revealing companies with outspoken CEOs across ESG issues enjoy higher-than-average reputation scores. And there is a strong positive relationship between these scores and business outcomes (e.g. purchase intent, talent attraction, trust and advocacy).

In short, participating purposefully on social media is about shares (monetary), not shares (vanity). For leaders, this is about the battle for trust and reputation, which are assets every executive needs today.

Women ASX leaders are speaking up

Research from my firm, Propel, reveals the unique opportunity women leaders have when speaking up purposefully online.

In our 2022 Digital Reputation Report, a study into the social media use of CEOs leading Australia’s 200 largest listed organisations, we found almost 85 per cent of ASX 200 chief executives were either ‘invisible’, ‘inactive’ or ‘ineffective’ on LinkedIn. That’s a large number who’ve avoided Dutton’s popularity ticket. 

Yet, at the other end of the spectrum, among the 6 per cent of all ASX 200 CEOs assessed as ‘very active’ on LinkedIn (e.g. averaging 3+ posts per month). Here, it’s women leaders who stand out and excel. In fact, female CEOs are 6 times more likely to be very active on LinkedIn compared to their male counterparts. 

They are not staying silent.

Why stay silent when you can sing your employees praises from the digital rooftops, like Ramsay Health Care CEO Carmel Monaghan?

Why stay silent when you can share stories of reinvention, energy and optimism from within your four walls, like AMP CEO Alexis George?

Why stay silent when you can tell your people where you’ve come from, and where you’re going – together – like Telstra CEO Vicki Brady?

Why stay silent? Because our data shows that, when women leaders speak up, they:

• Average 80 per cent more engagements on their posts compared with their ‘very active’ male counterparts;
• Generate 4 times more engagement than ‘very active’ male CEOs (despite having fewer than half the average number of followers); 
• Are 3.5x more active with posting than male CEOs.

In the specific case of Telstra’s Vicki Brady, she generated at least 2 times more engagement per post than any other CEO in the ASX200 – even 7 times that of her ‘very active’ CEO peers.

As these examples and statistics show, leaders who share their purpose clearly and authentically online are magnets for talent, as well as customer, partners and investor attraction. Purpose trumps popularity every single time.

Are you sharing yours online?

Pictured above: Screenshot from a video featuring Ramsay Health CEO Carmel Monaghan, shared on social media.

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Hudson is the current Chief Financial Officer of Qantas Group, and is set to step into one of the most high-profile positions in corporate Australia in November. She will replace Alan Joyce, who has been in the role for almost 15 years. Hudson is described as already having a “deep understanding of the business”, having first joined Qantas in 1994.

Chairman Richard Goyder also said in statement today that “a lot of thought has gone into this succession” including with the board considering a number of “high quality candidates” both from within Qantas and outside of it.

Hudson said in the statement: “It’s an absolute honour to be asked to lead the national carrier”

“This is an exceptional company full of incredibly talented people and it’s very well positioned for the future. My focus will be delivering for those we rely on and who rely on us – our customers, our employees, our shareholders and the communities we serve.”

Hudson has spent almost three decades with Qantas, across roles in Australia and internally. She has worked in commercial, customer and finance. “She has a huge amount of airline experience and she’s an outstanding leader,” Goyder said.

“For the past five years Vanessa has had a direct hand in shaping our strategy as a member of the Group Management Committee, and her handling of the finance and treasury portfolio during the COVID crisis was outstanding. She also led the fleet selection process in 2022 for the renewal of our domestic jet aircraft over the next decade.

“A key strength of Qantas is the sheer depth of talent it has, and Vanessa will be supported by a deep bench of executives across the organisation as well as by the Board.”

Hudons became Chief Customer Officer of Qantas in 2018, and then in October 2019 was appointed CFO, meaning she held this critical role during the COVID-19 pandemic as border closures saw most Qantas flights grounded.

Hudson had shared her desire to become the next CEO of Qantas with Bloomberg, back in 2022. She said that if the board selected her she would e incredible proud and honoured to do so, but also noted there were a “number of candidates competing for that role.”

Just five per cent of airlines are led by women, according to the International Air Transport Association. However, with Hudson’s appointment Australia will be well-ahead on women leading airlines, with Jayce Hrdlicka the CEO of Virgin Australia Airlines.

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The Institute is internationally recognised as one of the world’s leading global health research institutes, and Professor Patel will bring a distinguished academic career and extensive senior leadership experience to the organisation when she steps into the role at the end of January 2023. 

As a clinician scientist, Professor Patel was most recently Vice-Principal Director and Chief Scientist at The George Institute. She’s also an active cardiologist in Sydney and has held numerous senior academic and professional roles with government agencies, non-government organisations and multilateral organisations, in Australia and globally.

She undertook her medical training at the University of Queensland, with subsequent postgraduate research degrees from Harvard University and the University of Sydney. 

Her personal research interests focus on developing innovative solutions for delivering affordable and effective cardiovascular care in the community and in acute care hospital settings.

“I very much look forward to the challenges ahead, ” says Professor Patel about her new appointment. “Building on the strengths of the organisation, our partnerships and our incredibly talented teams across the Institute and George Health.”

The Institute’s impact is expansive, with over 1,100 people across four regional offices and more than 245 active projects across 50 countries. 

Chair of The George Institute’s Board of Directors David Armstrong says they’re looking forward to welcoming Professor Patel to lead the Institute “during this exciting new phase of organisational growth.”

“Anushka brings a wealth of experience and an inspiring vision to the Institute that will ensure it continues to deliver on its mission to improve the health of millions of people worldwide,” he says.

The Institute was co-founded by Professor Robyn Norton AO and Professor Stephen MacMahon AO in 1999 in Sydney to address the escalating global burden of non-communicable diseases and injury.

The two co-founders announced earlier this year that they’d step down in December 2022 to make way for new leadership and new ideas for the growth of the Institute.

Professor Patel says it’s “a great honour to follow in the footsteps of such visionary founders, who have presided over an organisation that has seen extraordinary growth and impact globally.”

“We are entering a period of heightened global uncertainty, with rapid social, environmental, economic, technological and geopolitical shifts that will inevitably influence the strategy of any ambitious organisation, particularly one focused on global health,” she says.

“This uncertainty also brings opportunities to further grow our impact.”

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Treasurer Jim Chalmers selected Hughes to join the AOFM, and she’ll step into the role of CEO on 16 January 2023 following her predecessor, Rob Nicholl. 

The AOFM ensures the Australian government can meet its spending, investment and debt payment obligations as well as providing advice to the government on a range of financial risks.

Chalmers said Hughes’ “expertise and leadership will be invaluable for the AOFM.”

“Ms Hughes has big shoes to fill, but I have no doubt that she’ll do an outstanding job.”

Previous to her new CEO appointment, Hughes was South Australia’s deputy under-treasurer.

Before that, she worked as a finance executive with organisations such as the South Australian Government Financing Authority and Hall Advisory. She also worked as a policy officer for both the Queensland and federal governments as well as becoming managing director and lead analytical manager at S&P Global Ratings. 

“Ms Hughes has more than 20 years’ experience as a leader in both the public and private sectors, holding senior roles in finance throughout the Asia-Pacific and in the South Australian government,” said Chalmers.

“Since joining the AOFM as CEO in 2011, Mr Nicholl has shown exemplary leadership and provided advice to government during some of Australia’s most complex economic challenges.”

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Lorraine Hariton told CNBC that this new record is a “incremental victory” but says we can’t relax.

“With more women CEOs in the Fortune 500, we need to be proactive to create more equitable, inclusive and fulfilling opportunities and workplaces for everyone,” she said.

Hariton is president and CEO of Catalyst, a global nonprofit that advocates for more women in leadership positions.

The Fortune 500 list was first published in 1955 and since then, has been closely observed as an indicator of gender diversity among C-suite positions across the US.

Several factors impact the number of female CEOs on the list, including changes to the leadership in a company, new entries from companies expanding and making it on the list, or shrinking to fall off. A company needs to meet the revenue threshold of $5.7 billion to make the list. 

Two companies with female CEOs broke into the list for the first time this year, including materials business Commercial Metals, lead by Barbara R. Smith and Science Applications International’s Nazzic S. Keene, who leads the government information technology company worth $6.4 billion.

Five female CEOs on the list took over companies that were previously led by men. These included Carol Tomé of UPS, Heyward Donigan of pharmacy corporation Rite Aid, Kristin C. Peck of animal health company Zoetis and Sonia Syngal of the clothing brand Gap Inc.

Syngal is only one of three women of colour on the list. The Stanford University graduate was born in India before emigrating to Canada, then to the US. The CEO of Advanced Micro Devices is a Taiwan-born business executive and electrical engineer and MIT alumni.

Lisa Su leads the multinational semiconductor company that develops computer processors, a position she’s held since 2014. Her company came in at 448 on the list. Last month, Su was elected as a new member to the American Academy of Arts and Sciences.

Joey Wat is CEO of fast-food restaurant company Yum China, a position she’s held since 2018. The former president of KFC China heads the Shanghai headquartered company that employees over 450,000 people.

Of the companies on the list where the founder is also CEO, none were women. Ventas, a healthcare real estate capital provider, had the smallest number of employees of the female-lead companies, employing just 516 people.

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Moores proudly boasts no gender pay gap, a practice leadership team that’s half female, and its place as one of the first major firms in Australia to abandon time-based billing.

Van Duyn began at the firm with a 50 year history in July 2019, following 11 years at the Victorian Equal Opportunity & Human Rights Commission, where she led some of the most significant human rights cases in Australia.

“I am delighted to be entrusted by the team to lead Moores into the next version of itself,” van Duyn said in a statement. “I have found the perfect fit at Moores with my values, my experience and my purpose.”

“We will always be people-before-profits-driven, because we know that if we have the right people, the profits will follow,” she said.

“We focus on community and connection and the health and wellbeing of our people is a core focus as it enables our strong relational approach. As such, meeting employees’ needs in the context of what they value personally will remain paramount to the success of the company.”

She also shared her thoughts on the innovation that’s occurred at Moores, as well as the firm’s staff engagement.

“We actually innovate – we were the first law firm to ditch timesheets in favour of value pricing. Our staff love working here – in 2018, Moores ranked in the top 5 per cent of Australian organisations surveyed by InSync in relation to employee engagement. And, we are a purpose-driven organisation – we focus on working with ethical clients to deliver great outcomes that benefit the community.”

Andrew Sudholz is a Board member of the firm and said its values-driven approach and purpose of doing good is a natural alignment with van Duyn’s commitment to social justice.

Sudholz also shared his own thoughts on the push to end time-based billing.

“The culture of time-billing is competitive, stressful, fails to award efficiency, inhibits communication and certainty for clients, and discourages collaboration amongst employees. It was a bold move to remove billable targets firm wide, however it has paid off, and I’m proud of the firm we are today.”

van Duyn starts in the role this week.

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It doesn’t help that the appointment rate of women to such jobs was close to non-existent over the past year: of the 25 CEO posts up for grabs, just two of them went to women.

The Chief Executive Women (CEW) ASX200 Senior Executive Census 2019, released today, tells the story.

A story that shows improvements on figures measuring progress for women in leadership can not be assured over time.

The World Economic Forum most recently said it will take 202 years to close the global workforce gender gap, but when it comes to women in the highest leadership positions — particularly across business— it’s easy to see how quickly we can find ourselves running in the past.

The percentage of female CEOs on the ASX 200, now at 6 per cent instead of 7 per cent, is tiny to start with, showing we can’t simply expect to continually see progress on women’s representation in ‘traditional’ forms of leadership. Nor can we wait and expect to see the spillover effects that can occur with women in leadership, like progress on policies that better support flexible work for all, paid parental leave, equal pay and women’s health. As this Census finds based on the tiny sample available, a female CEO often indicates greater gender balance in their line roles.

Fewer women at the top means a much smaller — and therefore significantly less diverse — candidate pool of women that girls and women can visibly see themselves in when considering the possibilities of leadership.

We also know that less female CEOs means more conference organisers saying they ‘couldn’t find a woman’ because none of the handful of women with the required job title were available. It means less photos and quotes from women in the business media. And less opportunities for those working in corporate Australia to see and experience new forms of leadership.

It means the ‘most powerful’ and ‘best CEO’ business lists will continue to ignore the input of women because women don’t hold ‘traditional’ titles of power. like this list of 100 innovators that features one woman and 99 men.

The lack of female CEOs means more people talking up the need to appoint on ‘merit’, outlining their fears that a qualified men could be overlooked for a job. It means more boards thinking they’re ‘experimenting’ with a female CEO, and possibly more women only elevated to such roles when the chance of failure is significantly high, and there’s a ‘glass cliff’ on the horizon.

The lack of women at the top — also often being a symptom of a lack of women at the higher end of the leadership pipeline — means women are missing from groups and committees that aim to address the future of work for Australia and how we interact and engage with technology, including how we will increasingly engage with AI, already considered a future concern due to its lack of diversity, by the World Economic Forum.

One example today is the inaugural Australian Digital and Data Council, featuring seven men and one woman. This is not a business example, and those invited were appointed separately by their premier or prime minister, but it show how a lack of diversity in these ministerial positions becomes a lack of diversity involved in discussions about matters that affect all of us — and ultimately a photograph like this.

Back to the CEW census, there were some small pieces of progress to note. There are now 17 ASX companies with no women in their executive teams, down from 23 in 2018. But as CEW President Sue Morphet says, it’s absurd that in 2019, 17 such companies are still yet to appoint a woman to their executive teams.

The proportion of female CFOs is up, with women holding 16 per cent of such roles, a 4 per cent change from 2018.

There are now 24 ASX 200 companies with gender balance in their executive leadership teams (meaning women hold 40 to 60 percent of such positions), up from 21 in 2018

Small, incremental wins.

But so small that such progress is only a few changes away from going backwards.

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