February 2025 marked Patrice Sherrie’s first full year as a Non-Executive Director on the Trilogy Funds Management Limited Board of Directors. In the lead up to International Women’s Day, Patrice outlined some highlights and challenges she has experienced throughout her career, aspirations as the newest Trilogy Funds Non-Executive Director, and ways she looks to Accelerate Action for gender equality.
Could you share some background on your career journey and how you reached your current position on Trilogy’s board?
It all started with wanting to be an accountant. Then, once I had become a chartered accountant, I realised that experience provides a great base for the professional thought process as to how to approach businesses across different industries.
I have also always wanted to strive for something more. I really enjoy the challenge of jumping into a position I may not initially know everything about, but then learning and understanding the role, the organisation, the people and the industry.
This background and want for more, I believe, has served me well throughout my career and continues to do so in my directorial duties.
You have now been on the Trilogy Funds Management Limited Board for a year. What stands out to you the most about the organisation?
I’m most impressed by the team and the culture at Trilogy Funds, which I see as stemming from the Board.
Their openness to the thoughts and opinions of others and their encouragement of the team at all levels of the organisation was very obvious to me from day one. There is very much a ‘tell me more’ approach, and a beautiful respect for everyone’s professional opinion – whether it’s for those who have been around for a while, right through to those that are new to the business.
The culture is also testament to the recruitment process, which I have also found impressive. It is obvious that when recruiting, we’re bringing in people who will be able to improve and grow the business, as well as look after investors and clients. Everyone’s interests are clearly aligned.
Finally, I’m impressed by the overall organisation’s attitude to risk. This demonstrates a paramount care for investors.
What challenges have you faced as a woman throughout your career, and how has the landscape changed over time?
I’ll give you an example. My daughter, Lana, just had her first baby. She works in the property industry, and she is not rushing to go back to work, taking a year of maternity leave.
When I had Lana, I took 11 weeks off.
I planned on taking six months, but I had worked so hard in a male dominated chartered accounting field to be heard, to have my place at the table as a manager, and I felt that door closing. As I was about to go on maternity leave, the company I was working for drafted a new office plan and I didn’t have a place in that office because the assumption was that I wasn’t coming back.
So that’s how much things have changed. Where I had to stick a foot in the door and rush back from maternity leave, Lana knows she can be relevant in her career, even though it’s still a male-heavy field.
I’ve faced many challenges. While challenges remain, it’s a matter of how you face them that ultimately creates change.
How can we foster an environment that ensures everyone is heard?
I love to cycle, and the analogy that I use is that if you’re struggling on a bike, all you need is a hand on your back for a gentle push up a hill. Advocating for someone or having someone has a multiplier effect and can really help people at all levels of an organisation find their voice.
I think it’s important for leaders to notice if someone is struggling up that hill, and act as that gentle hand. For example, if I feel someone is struggling to be heard in a meeting, particularly if they have asked a great question or said something insightful, I will pause and get them to repeat it.
It’s also important for each individual to identify when they’re in need of that gentle nudge. My advice for those people is to find somebody you know that’s going to be involved in a meeting or project and talk to them ahead of time to back you up or advocate for you. I find that if you ask people for help, they rarely say no.
The theme for International Women’s Day this year is to ‘Accelerate Action’ for gender equality. How has gender equality evolved over the course of your career, and what still needs to change?
In 2024, there were only 25 female CEOs in the ASX300. There are also still 20 companies in this cohort with no females in their executive leadership teams.
While this represents progress – eight fewer than in 2023 – it shows there’s still work to be done.
A key issue is visibility – You can’t be what you can’t see. Representation matters because people can’t aspire to roles they don’t see themselves reflected in.
I think to accelerate action for gender equality, it requires an equal opportunity, and this requires a cohort that’s pretty equal to begin with.
To achieve this at the individual level, I believe part of the solution is to recognise unconscious bias. People do themselves a disservice by being dictated by biases – people will surprise you, and sometimes even themselves, when given an opportunity.
I believe that people don’t notice my gender and I don’t notice theirs, because ultimately, I am in a role for the betterment of an organisation.
What has been your most significant professional achievement?
I’m grateful to have been mentored by somebody when I first started work, who has been phenomenal at presenting me with opportunities to pursue. One of these opportunities was to work as the Finance Manager at Queensland Ballet. My mentor had warned me the company would be challenging, and when I came on board, the organisation was at risk of going under.
But it didn’t.
We had an amazing team of dedicated people who worked really well together, not only stabilising the organisation but positioning it for long-term success. We worked to get the company into a position where Li Cunxin was able to come on board as the Artistic Director and grow it to a point where everybody knew it. It’s especially gratifying seeing Queensland Ballet’s cultural impact now.
More broadly, being invited to serve on boards has been a defining career milestone. Board appointments signal professional respect and recognition from peers. As they say, ‘You can go to the ball, but you have to be invited to dance.’
How do you approach leadership, and what qualities do you believe are essential for a successful leader?
I like to be consultative and prepared in my approach. I do my homework. This is a quality that is engrained – I refuse to be underprepared.
As part of this, if I am leading a conversation, I make a conscious effort to anticipate the perspectives of fellow directors and engage them accordingly, to foster a group discussion that draws out everyone’s views.
So, I believe essential qualities for a successful leader are preparedness, the ability to listen, and the ability to bring a group together to make a decision – especially around the boardroom table.
Trustworthiness and integrity are also fundamental as these are the qualities that encourage others to open up and want to keep coming back to work with you. Some of my most fulfilling professional experiences stem from honest, transparent dealings that have evolved into long-standing partnerships.
How do you think companies can better support women in leadership roles?
Companies are a collective of people, and people set the policies.
An analogy I can use here is the first person to work from home. You wanted them to do a good job to set that example for people who do it in future.
When pioneering change, it’s important to ensure early adopters succeed, as their achievements pave the way for others.
When companies implement diversity initiatives, they need strong role models to validate those decisions and create a sustainable culture of inclusion.
How do you see the role of women in business evolving over the next decade?
I see it becoming a natural part of our business landscape. Ideally, we arrive at a point where we don’t notice gender. True progress occurs when diversity is so ingrained that it goes unnoticed.
What are your goals for the future, both personally and for Trilogy?
Personally, my goals are to continue to evolve my director capabilities. I’d also like to get my golf handicap down!
For Trilogy, my goal is to contribute meaningfully to the board’s strategic direction as the company grows. I am particularly excited about chairing the Audit and Risk Committee and supporting the business beyond the boardroom – whether through mentorship or career guidance.
Ultimately, I aim to leave every organisation I’m part of in a stronger position.
What are your hobbies or interests outside of work?
Cycling, golf and now, embracing my role as a grandparent!
