The lifelong career lesson from her mother...

This week we share Gillian’s story. 

Gillian is the Chair of Freedom Solutions Australia, a not-for-profit organisation that has delivered 50,000 pieces of affordable assistive technology to people with disabilities over nearly five decades. She's also the CEO and Founder of Boardium, providing governance consulting to not-for-profits and SMEs, and President of the Australian Men's Health Forum, the peak body for men's health organisations nationally. Gillian brings more than three decades of experience spanning corporate communications, regulatory affairs, and purpose-driven leadership.

Today, Gillian channels her hard-won wisdom into creating safer, more inclusive spaces where leaders can be authentic and vulnerable while driving meaningful change.

In this story:

— Written by Sharon Brine and brought to you by Kintsugi Heroes and Women for Purpose.

Q: What inspired you to get involved in the not for profit sector?

A: My inspiration came from a desire to make a meaningful difference in people’s lives and communities. 

Early on, I saw how many social issues were interconnected and how systemic change was needed—not just quick fixes. The nonprofit sector felt like the place where I could combine my values with action, working alongside others who were committed to justice, equity, and compassion. 

Over the years, that initial motivation has only deepened as I’ve witnessed first-hand the resilience of communities and the power of collective effort to create lasting impact.

Q: What shaped your understanding of what meaningful work looked like for you?

A: I grew up with a mother who was deeply involved in helping other people. When I was a little girl, she established an organisation called Sisters Incorporated which went on to become a refuge for women escaping domestic violence. 

The way she ran that charity was impeccable. She had a general manager running the day-to-day operations, but she was the chair. The funding was transparent, you could look at the financials and know exactly where every dollar went. 

I suppose nowadays I'd call it governance. 

At the time, I just thought she was being harsh. I thought it should all be this happy kumbaya experience. But it wasn't. It was run along business lines, which is why it's still operating today.

She ran that until she died and was involved in multiple other causes.

We would always drive off to the local Woolworths to pick up food parcels, watch her approach organisations for support, and spend time in the home with the women. 

That was really in our DNA. Every year, we had to choose half of what we owned—clothing, toys, everything—and give it away.

That foundation of combining heart with business principles has influenced me through my career.

Q: With your extensive experience in the not-for-profit sector, what are some misconceptions you’ve come across that you wish more people understood?

A: One major misconception is that leadership in the nonprofit sector is somehow ‘softer’ or less strategic than in the corporate world. In reality, leading in this space requires enormous resilience, innovation, and business acumen often with far fewer resources and much higher emotional stakes. You’re not just managing teams or budgets; you’re navigating complex systems, advocating for justice, and often dealing with deeply human issues like trauma, inequality, or loss.

Another misconception is that passion alone is enough. Passion fuels this work, yes, but it has to be matched with strategy, boundaries, and sustainability.

We need to normalise the idea that care for the mission includes caring for the people who are doing the work. Because they're putting heart, mind, and soul into it, you have to look after their heart, mind, and soul too.

Q: What personal experience has had the biggest impact on how you lead?

A: Both my professional journey and my personal life have profoundly shaped how I lead. I’ve spent many years in the not-for-profit sector, working across causes that aim to address systemic issues and improve lives. That long-term commitment has given me a deep understanding of the importance of purpose-driven leadership, and how critical it is to centre compassion, equity, and community voice in everything we do.

But it was the personal loss of my brother to suicide that most significantly reshaped my leadership lens. It brought the issue of mental health into sharp focus for me—not just as a service area, but as a deeply personal and urgent reality.

Since then, I’ve led with even greater intention around emotional safety, authenticity, and care. It’s made me more open, more vulnerable, and more committed to breaking down the stigma around mental health, especially in leadership where we’re often expected to be infallible.

My lived experience reminds me every day why this work matters, and that real leadership is about connection, humanity, and leaving space for people’s full stories.

Q: What’s a personal mantra that’s guided you during tough times?

A: A spiritual mantra that guides me is: “This too shall pass.”

It’s a powerful reminder of the impermanence of life’s challenges and the importance of staying grounded through both hardship and joy.

It encourages patience, faith, and resilience, and a knowing that difficult moments are part of a larger journey, not the whole story.

Q: If readers only remember one thing about your story, what do you hope it is?

A: I hope they remember that I made them feel seen, valued, and capable. 

Beyond any achievements or titles, what truly matters to me is the impact I have on people’s sense of worth and possibility. If my story inspires someone to believe in themselves a little more, to know that their voice matters, or to feel supported in their own journey, then I’ve done something meaningful.

Sometimes what makes you different is exactly what makes you effective… Stay tuned for Christine Castley’s story next week…