The skills company secretaries need to progress into senior roles

The company secretary role has always sat close to the boardroom, but the expectations placed on the function have changed considerably. Strong technical governance expertise remains essential, but it is no longer enough on its own. 
 
Today’s company secretaries are expected to help boards navigate regulation, stakeholder pressure, ESG scrutiny, technology adoption and increasingly complex corporate structures. They are not simply ensuring meetings run smoothly or that statutory obligations are met. They are helping boards make better decisions. 
 
This evolution is creating significant opportunities for governance professionals. Those who can move beyond process and demonstrate commercial awareness, strategic thinking and influence at senior levels are increasingly well positioned for progression.

Why company secretaries are moving closer to the board

The company secretary has traditionally been viewed as the guardian of governance process. That remains a fundamental part of the role, but the most effective professionals are now doing much more than ensuring compliance. 
 
Boards are operating in a more complex environment. Regulatory requirements are more detailed, stakeholder expectations are higher and decisions are being made under greater scrutiny. This has changed the way governance support is valued. 
 
A strong company secretary is now expected to interpret what regulation means in practice, not simply identify what the rules say. They help boards understand risk, weigh competing priorities and make decisions that are both compliant and commercially sound. 
 
As a result, company secretaries are becoming trusted advisers to Chairs, CEOs and boards. They sit at the centre of governance, leadership and stakeholder relationships, often providing valuable insight into how decisions are made and where risks may emerge. 
 
The professionals who add the greatest value are those who can shape discussions, challenge constructively and provide practical advice rather than simply administer governance processes.

The skills that are becoming increasingly valuable

Technical governance expertise remains the foundation of the role, but many governance professionals are discovering that career progression increasingly depends on a broader skill set. 
 
Skills that are becoming increasingly valuable include:

• Commercial awareness – understanding the organisation’s strategy, priorities and challenges 
• Board-level confidence – building trusted relationships with senior stakeholders 
• Influencing skills – guiding discussions and advising on sensitive issues 
• Stakeholder management – managing relationships across the board, executive team, regulators and shareholders 
• Strategic thinking – understanding how governance supports long-term organisational success 
• Technology awareness – recognising how digital tools and AI can improve governance 
• ESG knowledge – supporting boards on sustainability, reporting and stakeholder expectations

The strongest governance professionals combine technical credibility with the ability to communicate clearly, build trust and contribute to broader organisational objectives.

How company secretaries are being assessed for senior roles

As expectations evolve, so does the way governance professionals are evaluated for more senior positions. 
 
Increasingly, organisations want to understand not only what candidates have done, but the impact they have had. Many of the qualities employers look for are explored in company secretarial interview questuons, which looks at the types of questions candidates can expect during the recruitment process. 
 
For example, governance professionals may be asked:

• How have you influenced board-level decision-making? 
• When have you challenged senior stakeholders constructively? 
• How have you helped a board manage risk or navigate uncertainty? 
• What role have you played in ESG governance or reporting? 
• How have you improved governance processes or introduced new technology? 

This means company secretaries should think carefully about how they communicate their experience. 
 
Rather than focusing solely on responsibilities, it is often more effective to demonstrate outcomes. Examples might include improving the quality of board reporting, supporting a governance transformation project, advising directors during a transaction or introducing governance technology that improved efficiency and oversight. 
 
Alongside preparing strong examples, our interview preparation for legal, risk and compliance roles guide offers practical advice on presenting your experience with confidence.

ESG, technology and stakeholder expectations are expanding the role

Several major trends are influencing the future of the profession.

ESG and stakeholder accountability

ESG considerations have become a regular feature of board discussions. Company secretaries are often heavily involved in supporting governance structures, disclosures and reporting processes. 
 
This has broadened the role beyond traditional governance activities and increased interaction with investors, regulators and wider stakeholder groups. 
 
For governance professionals looking to progress, ESG experience can provide valuable exposure to strategic discussions and complex stakeholder considerations.

Technology and AI

Technology is also reshaping governance. Board portals, entity management systems, workflow technology and AI tools are changing how information is prepared, managed and shared, a trend we explore further in AI in corporate governance: how UK FTSE boards and company secretarial teams are adopting it. 
 
While governance professionals are not expected to become technology specialists, understanding how AI can be governed alongside wider governance processes is becoming increasingly important. The guidance set out in governing AI use in your organisation highlights practical considerations for boards and governance teams as AI adoption continues to grow. 
 

Those who can combine governance expertise with an understanding of technology-enabled decision-making are likely to stand out in the market.

Why some company secretaries progress faster than others

Experience is important, but experience alone does not always lead to progression. 
 
The professionals who often move into senior company secretarial and governance leadership roles are those who actively seek opportunities to expand their impact. 
 
Common characteristics include:

• Building strong relationships with senior stakeholders 
• Taking ownership of strategic projects 
• Seeking exposure to boards and committees 
• Developing commercial understanding 
• Supporting ESG and organisational change initiatives 
• Driving improvements to governance processes 
• Demonstrating confidence when advising senior leaders 

In many cases, progression is linked less to technical expertise and more to visibility, influence and business understanding. 

How company secretaries can strengthen their strategic profile

For governance professionals looking to develop their careers, there are several practical ways to build strategic experience.

Seek greater board exposure

Look for opportunities to present governance issues directly to directors and committees rather than solely supporting meetings behind the scenes.

Develop commercial awareness

Take time to understand the organisation’s strategy, financial performance and wider business objectives.

Get involved in ESG initiatives

Supporting governance and reporting projects can provide valuable experience and board visibility.

Lead process improvements

Identify opportunities to improve governance effectiveness, reporting quality or decision-making processes.

Increase your technology knowledge

Become familiar with governance technology, data management and emerging AI applications.

Focus on outcomes

When discussing your experience, show how your work influenced decisions, reduced risk or improved governance rather than simply describing your responsibilities.

The future of the company secretary profession

The company secretary role will continue to evolve as boards face greater complexity, increased stakeholder scrutiny and growing expectations around governance. 
 
Technical expertise will remain critical, but the professionals most likely to succeed will be those who combine governance knowledge with commercial awareness, strong stakeholder relationships and the confidence to influence decision-making. 
 
For governance professionals, the opportunity is clear. The role is no longer defined solely by compliance. Increasingly, it is about helping organisations navigate complexity, make better decisions and deliver long-term success.