E14 | Robin Buckham’s Unexpected Path to the Boardroom

What do steelmaking, universities, ports, family businesses, cemeteries and rowing have in common? For experienced chair and non-executive director Robin Buckham, they've all played a role in shaping a remarkable governance career built on curiosity, transformation and making a meaningful contribution. 

In the latest episode of the 20 Years of Women on Boards podcast, Robin reflects on a career that has never followed a conventional path. From an Arts degree and teaching, she unexpectedly found herself leading a major steel manufacturing business before moving into senior executive roles in higher education and, ultimately, a portfolio of board positions across the public, private and not-for-profit sectors. 

Rather than carefully planning every career move, Robin describes her journey as one shaped by opportunity, curiosity and a willingness to say yes. She believes careers often only make sense when viewed in hindsight, with each experience building the skills and confidence needed for the next challenge. 

Throughout the conversation, Robin shares practical insights on board leadership, succession planning and strategy. She argues that one of the biggest mistakes boards make is becoming distracted by the latest trend instead of maintaining focus on long-term strategic priorities. Whether discussing AI, financial performance or organisational transformation, she believes boards must continually ask the right questions while remaining grounded in their purpose. 

Looking back on her own governance journey, Robin says Women on Boards has played an important role by providing a practical, supportive community where aspiring and experienced directors learn from one another. She describes WOB as professional, realistic and refreshingly down-to-earth, helping women understand that successful board careers are built over time rather than achieved overnight. 

As Women on Boards celebrates its 20th anniversary, Robin believes the next frontier for governance is broader diversity around the board table. While significant progress has been made in increasing the representation of women, she argues boards should continue expanding opportunities for people from different cultural backgrounds, regions and lived experiences, recognising that stronger governance comes from hearing a wider range of voices. 

For Robin, the past two decades can be summed up in three words: diverse, fulfilling and useful—a fitting reflection on a career dedicated to making organisations stronger and leaving every board better than she found it. 

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