For many senior executives, the journey to the boardroom as a non-executive director does not happen by chance: it is the result of thoughtful preparation, continuous learning, and seizing opportunities early. Geoff Hunt’s story is a clear example of this pathway in action.
After four decades in the built environment and 25 years at Arup, Geoff was ready to apply his experience, give back to his industry, and keep challenging himself with non-executive roles. His progression from senior executive to board-ready professional, and holding multiple non-executive positions, offers practical lessons for anyone considering a portfolio career.
Building the pathway to a non-executive career 📶
Geoff’s journey into non-executive directorship was not accidental; rather it was the result of consciously building a portfolio of experiences while still in his full-time executive role. Early on, he took on governance and advisory responsibilities that complemented his work at Arup, including serving as a trustee of a South Wales charity and as a director of the Association for Consultancy and Engineering (ACE), the membership body for consulting engineers. He also became the non-executive director of a start-up business with Arup, later spun off, to commercialise an innovative air-conditioning technology.
These roles provided Geoff with early exposure to boardroom dynamics, governance, and strategic oversight. They proved to be valuable stepping stones, giving him practical boardroom experience, a broader perspective on organisational challenges, and confidence to operate effectively in a non-executive capacity.
“Taking on trustee and board roles while still at Arup helped me develop the mindset and skills needed for non-executive work,” Geoff reflected. “It meant that when I applied for a more competitive appointment later on, I could demonstrate not just technical expertise, but real governance experience.”
By engaging early and diversifying his board experience, Geoff built a strong foundation for his subsequent NED career: a clear example of how executives can proactively prepare for board service rather than waiting until after retirement.
📖 Read more:
Securing a new non-executive role
Recently, Geoff applied for a new NED position with a business transitioning from private ownership to an Employee-Owned Trust (EOT), a governance model he knew well from Arup’s own structure.
“Because Arup is essentially an EOT, there was great synergy in what I could bring to this organisation,” Geoff explained. “I understood both where it needed to end up and the challenges of the transition process.”
He discovered the opportunity through the NEDonBoard jobs board. Before applying, Geoff carried out due diligence including through industry contacts, a key step he recommends to all aspiring NEDs.
Geoff credited NEDonBoard resources and events for refining his approach to applications and interviews:
“The guidance from NEDonBoard helped me align my experience with the role’s requirements. My previous appointments were direct; this one was a competitive process, so brushing up on interview skills and positioning was invaluable.”
To find out more about Employee-Owned Trust:
The value of learning and giving back
Geoff sees his non-executive work as a way to stay active, curious, and useful, while contributing to society. Joining a company transitioning to EOT in the built environment has allowed Geoff to immediately contribute give his industry expertise and experience of EOT.
“I want to keep challenging myself and learning new things. There’s a lot to do in this business as it transitions, and my role is to help it grow and perform commercially without losing balance.”
He also advocates for others, including younger professionals, to take on external roles early, whether as trustees, school governors, or advisors, to broaden their perspective and leadership skills.
“It’s not an age thing. We have people many years younger than me taking on NED or trustee roles. It’s about bringing your business experience into new contexts and learning from them.”
At Arup, Geoff encourages colleagues to use the company’s support for pro bono service to engage with charities and community organisations. He often connects peers with board opportunities, reinforcing that such experiences make better leaders.
“It works both ways”, he added “ and my executive roles have definitely benefited from the NED and Trustee roles-it helps you look at problems and opportunities from different perspectives”.
Check out another NEDonBoard member journey who also promotes the value of learning and giving back:
Reflections on the non-executive role 💭
One of Geoff’s key learnings has been understanding the boundary between executive and non-executive responsibilities.
“As an NED, you’re not there to do the work yourself. You provide guidance and steer the executive team in the right direction. Knowing when to step back requires self-control but it is a vital discipline.”
👉 Key takeaways for aspiring NEDs
- Start early. Begin your NED journey while still in an executive role. Trustee and advisory positions provide invaluable experience.
- Leverage your sector expertise. Staying within a familiar industry allows you to deliver immediate value while learning new governance skills.
- Understand ownership models. Experience in structures like employee-owned trusts can set you apart in niche opportunities.
- Keep learning and adapting. Continuous personal and professional development keeps you relevant and effective at board level.
- Remember the NED mindset. Your job is not to execute, it is to challenge, guide, and support.
Geoff’s journey reflects what many successful NEDonBoard members discover about non-executive directorship:
“It benefits society, it benefits your career, and it makes you feel good about the contribution you’re making,” said Geoff. “That’s what makes it so rewarding.”
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