Boards and executives across the women’s sector and broader for‑purpose organisations trust Queenfisher to strengthen governance capability, culture and inclusive governance maturity. These testimonials reflect the practical, trauma‑informed and values‑aligned approach we bring to every engagement.
Strengths‑based audit assessing governance maturity across culture, leadership, risk, systems and integrity.
Andrea guided Women’s Health NSW through a complex and sensitive governance review with care, independence and a clear understanding of the organisation’s purpose. Her work was rigorous and comprehensive, while her inclusive approach ensured that different perspectives were heard and reflected thoughtfully. Andrea translated a substantial body of evidence into a practical roadmap that gives the Board a strong foundation for improved oversight, decision-making and governance maturity. I would confidently recommend Andrea to organisations seeking thoughtful, credible and genuinely useful governance support.
Clear, practical roadmap outlining 12–24 months of governance uplift and capability development.
Andrea’s help was fundamental in helping us as Board transition to a more modern and better developed set of governance policy and procedures and operate as a well-functioning Board, at a time when our growth as an organization was taking off. She created a review process for us that was comprehensive and achievable, and that also considered our time and our available resources to do the job. Most importantly, Andrea’s approach is very inclusive and bought the Board together in this significant endeavour, bridging differences and her mindfulness along the way showed she understood that she was working with real people not just a set of documents.
Clarifying board and CEO roles, strengthening governance systems and decision‑making.
Andrea helped bring clarity and education around the distinct roles of the Board and the CEO/executive — for example, that the Board sets direction and holds the CEO to account, while the CEO runs operations.
The culture beforehand was that the Board was being used to ratify issues after the fact, instead of functioning as a governing body directing the organisation’s strategic direction.
We’re now having the conversations about what’s actually needed — which we weren’t having before. This is long-term work and we’re not there yet, but the direction is right.
Our biggest challenge is still push-back and a lack of understanding of the importance of the Board’s governance role versus the CEO’s — and making clear that these changes aren’t personal, they’re about getting the structure right.
Andrea was able to remain focused and impartial at the same time as being willing to listen and understand where we all were at individually and as a collective Board, which enabled her to come up with recommendations that are workable and achievable for the Board, CEO and the organisation more broadly.
Trauma‑informed governance training focused on culture, psychological safety and inclusive board practice.
Andrea has supported our Board to reflect on its governance foundations, identify opportunities for improvement, and work collaboratively towards a shared vision for stronger governance. Her approach is highly professional, inclusive and easy to engage with, creating a culture where all members feel comfortable contributing their perspectives. Andrea’s ability to balance strong governance principles with genuine inclusivity is a real strength.