Governance leadership when the stakes are regulated, complex, or mission-critical.

More than two decades building technology companies, with the last decade-plus focused heavily on cybersecurity, privacy, and governance, translates directly into board-level judgment: knowing which risks are theoretical and which are urgent, how to ask the right questions of management and auditors, and where AI governance intersects with existing risk frameworks rather than requiring a new one from scratch.

Darren currently serves as Vice Chair of ISC2's board (Audit & Ethics Committees), on the Audit Committee of the Sydney (McCurdy) Airport Authority, and as a director at Protocase and Carbide Secure, organizations spanning professional certification, critical infrastructure, and technology.

From risk oversight to organizational capability

Boards spend considerable time overseeing risk, cybersecurity, privacy, compliance, reputation and increasingly AI. But effective governance should do more than prevent bad outcomes. It should build the trust and confidence organizations need to innovate, make decisions faster, adopt new technologies and take intelligent risks.