IoD Wales Member Spotlight - Monthly Feature
Each month, we’re shining a light on one of our inspiring IoD Wales members—starting with those who were recognised at the Wales Director of the Year Awards 2025.
This series is all about celebrating leadership, sharing insights, and showcasing the diverse journeys of directors and decision-makers across Wales. Whether they’ve won awards, led innovative projects, or made a meaningful impact in their communities, we’re proud to tell their stories.
Sarah Williams Gardener, Chair, FinTech Wales | NED, DVLA | Trustee, Surviving Economic Abuse | Independent Member, Port Talbot Transition Board
Award: Non-Executive Director of the Year
Event: Institute of Directors Wales Director of the Year Awards 2025
1.Tell us a bit about yourself—what do you do, and which award did you win at the Wales Director of the Year Awards 2025?
I have recently transitioned into a non-executive portfolio career, combining Chair, non-executive, trustee, and independent board roles across the public, private, and third sectors.
Alongside this, I work with founders and executive teams – particularly in early-stage and scaling fintech organisations – providing strategic challenge, governance support, and coaching shaped by my background as an executive and founder.
I am currently Chair of FinTech Wales, a Non-Executive Director at the DVLA, a Trustee of Surviving Economic Abuse, and an independent member of the Port Talbot Transition Board. Across these roles, my focus is on strong governance, strategic oversight, and helping organisations navigate complexity, growth, and transformation while remaining anchored in purpose and public trust.
As a member of public sector boards, I am guided by the Nolan Principles of Public Life, particularly acting in the public interest, making evidence-based decisions, and operating with transparency and accountability. I place strong emphasis on openness, integrity, and constructive collaboration – both within the boardroom and in relationships with executive teams.
At the IoD Wales Director of the Year Awards 2025, I was honoured to receive the Non-Executive Director of the Year award.
2. What does winning this award mean to you personally and professionally?
Personally, the award is deeply meaningful because non-executive work is often quiet, behind the scenes, and focused on stewardship rather than visibility. As someone still relatively early in my NED career, having this contribution recognised is both humbling and affirming. It also reflects the guidance and challenge I have received from mentors throughout my career, whose support has helped shape my values-led approach to
leadership, governance, and public service.
Professionally, the award brings a level of external validation to the way I work as a non-executive and board chair. It provides assurance – both to me and to those I work with – that my approach to governance, strategic challenge, and supporting executives through complexity is effective and valued.
I hope it gives confidence to organisations and people who may be seeking experienced, thoughtful non-executive support – particularly in regulated, public-facing, or high-growth environments – that having me on the team could add meaningful value as they navigate risk, transformation, and accountability.
3. What advice would you give to other directors striving for excellence in leadership?
Firstly, take the responsibility seriously. Governance matters most when circumstances are challenging, not when they are comfortable. Directors must be willing to provide constructive challenge, ask difficult questions, and make decisions grounded in evidence, always acting in the best interests of the organisation and, where relevant, the public.
Secondly, stay curious and invest in your own development. Strong directors actively seek diverse perspectives, continue learning throughout their careers, and value the role of mentors and peers in helping them navigate ambiguity and complexity.
Finally, recognise the importance of leadership by example. Directors shape organisational culture through their behaviours as much as through formal decisions. Consistency, honesty, and openness builds trust, within the organisation, with stakeholders, and with the communities it serves.
4. How has your involvement with the IoD supported your journey as a business leader?
My involvement with the Institute of Directors has provided access to a strong professional network, high-quality governance insight, and valuable space for reflection away from the day-to-day pressures of board and advisory roles.
The IoD brings together directors from across sectors, enabling shared learning, thoughtful debate, and the continual raising of standards in leadership, accountability, and governance, which is particularly important in public-facing, regulated, and fast-evolving environments.
