- 12 October 2026
Read time: 4 minutes
Summary: Samira Chambas, winner of the Black Excellence in Governance Awards 2025 and Senior Assistant Company Secretary, reflects on this year's Black History Month theme, 'reclaiming narratives', exploring the importance of visibility, representation and inclusion within the governance profession.
When I first started in this profession, I often felt the title ‘company secretary’ did not do justice to the role I played. Too often, and too easily, people saw my role as behind the scenes, a support function, rather than a trusted adviser influencing organisational strategy and board decision-making.
I even remember speaking with a family friend in the early days of my career; they really thought I made the tea and coffee! I can laugh about it now, but that interaction reinforced the feeling that governance professionals have long been misconstrued as minute-takers and administrators, whilst being essential to running organisations effectively and ethically.
We are not merely custodians of process. We bring judgement, challenge, institutional knowledge and perspective. Influence and leadership don’t have to be loud to be real. We can rewrite the story of being invisible by speaking up about what we do, challenging perspectives, celebrating our value. Collective efforts can ensure the next generation of governance professionals look at those in leadership positions and see themselves reflected in positions of influence.
I see some parallels between my aspirations for the governance profession and this year’s Black History Month theme, ‘reclaiming narratives’. BHM encourages us to recognise the vital contributions of underrepresented groups. In some ways, governance professionals face a similar challenge. Our influence is not always visible, and our contribution is not always fully understood. Yet, we possess a quiet authority, helping to shape decisions, challenge thinking and guide organisations forward. We may not always be the loudest voices in the room, but when we do speak, our perspectives matter and our value is felt.
Over time, I’ve learned that influence doesn't always come with a high profile, and my own career has shaped my understanding of what effective leadership and influence really look like. I have worked with people without fancy corporate titles and powerful positions, yet the influence they command is admirable. It is a real art to affect others and outcomes whilst remaining almost invisible. When I first started working in corporate, I believed the only way to lead was from the top down. I didn’t understand that you can lead from anywhere, whether that be across, down or up. I quickly realised I could help change perception and influence by speaking up and expressing my views, regardless of internal hierarchies.
As a Black professional early in my career, representation was not just about visibility, it was also about seeing different pathways to leadership and understanding that authority can be exercised in many ways. Adaeze David, Director of Corporate Governance at Vodafone plc, was a real mentor to me during that time and believed in my potential long before I did. Working with her completely redefined what I thought was possible for myself, and she has profoundly shaped my own personal narrative as a governance professional.
There is so much power in this kind of representation. It shapes how people view themselves and society by turning invisible experiences into shared, validated realities. To see someone who looks like you in a position you aspire to be in can shape your entire outlook and self-belief. It is so important that emerging governance professionals from diverse backgrounds see people who reflect their heritage and background.
The power of representation can have a psychological impact and good governance has an important role to play. Clear policies around recruitment, promotion and succession planning help organisations measure progress, identify barriers to change and hold leaders accountable for delivering meaningful outcomes. But inclusion is about far more than reporting metrics or meeting targets. It requires organisations to be intentional in creating opportunities, broadening talent pipelines and ensuring diverse voices are represented where decisions are made. Real progress happens when inclusion is embedded into the culture of an organisation, not treated as surplus to business goals.
Now, imagine four people in a room who think, act and perceive things in the same way. What if there was no one to challenge the status quo, spot hidden risks or spark the friction that is needed for true innovation? Our unique individual narratives have the power to be essential for ideas to be stress-tested, logic to be defended and flaws to be uncovered.
When reviewing the papers for a board meeting where a significant transaction was due for approval, I remember one of the directors had a conflict of interest that had not been addressed. I recognised it and raised it discreetly with my Chair and senior stakeholders before the papers were finalised. As a result, we amended the director’s conflict, the meeting proceeded smoothly, and the board was able to make its decision with the appropriate governance process in place. Diversity of thought, background and experience has never been more important in the boardroom.
From when I first started out in the profession, we have come a long way. There are more diverse professionals in senior positions and in the governance space more generally. There are also a range of important networks and groups such as Black Governance Professionals Network (BGPN), Black Excellence in Governance Awards (BEGA) and Asian Corporate Governance Network (ACGN), working to champion diversity and inclusion and provide support. The governance profession still has a long way to go but it’s been amazing to see the progress so far.
As governance professionals, we are not simply participants in governance. We are shaping it. By sharing our experiences, challenging assumptions and making our contributions visible, we help create organisations that are not only better governed, but more inclusive. Reclaiming narratives is ultimately about recognising the value that has always been there. When people can see themselves reflected in positions of influence, they begin to believe that those positions are within reach. Just because the work of a Company Secretary is often invisible doesn’t mean you have to be. As the saying goes, if you can see it, you can be it.
Find out more about the Black Excellence in Governance Awards (sponsored by CGI) Black Excellence in Governance Awards.