Meet The Team
We have a core team of experienced individuals who bring in-depth skills to all our assignments.
We also draw on a small number of external associates with specialist skills in particular areas – for example, individuals with in-depth experience of risk in the financial sector.
Each member of our team has worked at senior level in their field and brings practical experience to every engagement.
Sean is an effective board level advisor and communicator, and a recognised authority on board effectiveness and corporate governance. He is passionate about helping boards to develop.
- Julie Baddeley, Chair (Steering Group, Chapter Zero)
Sean O'Hare has spent twenty years leading board effectiveness reviews. He trained as a Chartered Accountant at PwC, and built his career across major professional services firms — as an Executive Director at Mercer UK, Partner at KPMG, and subsequently a Senior Partner at PwC, specialising in people and change, before founding Boardroom Dialogue.
Sean brings direct board experience to his work. He has served as a Non-Executive Director on a number of boards, including as Audit Committee Chair at Oman Power & Water Procurement Co. SAOC, on two UK charity boards, and as an independent NED on the Remuneration Committees of the ICAEW and the RFU, and on the RFU Nominations Committee. He is a Faculty member on the Financial Times Board Director Programme, which provides training and development for current and aspiring board members.
He is a qualified executive coach, having completed the Meyler Campbell Mastered Business Coach Programme, and since 2011 has been a member of the Kilfinan Group, a network of senior business people who provide free and confidential mentoring for charity chief executives.
Sean is an Advisory Board Member of Governance, the leading international publication on corporate governance, and a member of the ICAEW Corporate Governance Committee Advisory Group. He is also a member of Chapter Zero, the Directors’ Climate Forum, which brings together Company Chairs, Committee Chairs and NEDs committed to understanding the implications of climate change for UK business.
Roz Crawford is a qualified Chartered Accountant who began her career advising on personal tax and incentives. The governance reforms of the 1990s — Cadbury, Greenbury and Hampel — led her to refocus on directors’ remuneration, corporate governance and board disclosure.
Roz worked with Sean at PwC on board effectiveness reviews and subsequently led governance reviews for a range of organisations. She worked with Boardroom Dialogue as an associate for four years before joining the core team in 2025, bringing her expertise in board governance and remuneration reporting to the firm’s review practice.
Caroline Keogh read Psychology at university before spending the early part of her career in the retail sector, gaining experience across international trade, team leadership and resource allocation. She joined Boardroom Dialogue in 2021 and has since focused on board effectiveness and governance reviews — her psychology background informing a particular emphasis on the behavioural dimensions of board life.
Culture and Values
We are independent, and we say what we think. Whether we are reviewing a board, advising on succession or coaching an individual director, the work only has value if we are willing to be candid, even when that is uncomfortable.
We treat confidentiality as absolute, whatever the engagement. What is said to us stays with us.
We write in plain English, and we favour a small number of recommendations worth acting on over a long list that never gets used.
How We Work
For board reviews, we assign two consultants to the engagement, ensuring breadth of perspective from the outset. Draft reports are peer reviewed by a third consultant who has had no direct involvement in the project, a step we consider essential to the quality and rigour of our output.
Board Succession assignments are led by a single consultant, who works closely with the Chair and the Senior Independent Director. Where useful, we supplement this with market or candidate research on the client’s behalf.
Board Coaching is delivered one-to-one, in keeping with the personal and confidential nature of that work.
All our consultants meet the CPD requirements of their professional institutes and supplement this with attendance at specialist external board programmes. In a field that continues to evolve, we think it matters that the people advising boards are themselves keeping pace with developments in governance, leadership and board practice.
Our Insights
Browse our latest articles, perspectives and commentary designed to support stronger decision-making and long-term organisational success.