Myth Busting: “I Can’t Get a Board Role Until I’m in My 40s or 50s, Right?”
I am a subscriber to Nikkei X Woman and came across this insightful article *** (see link below.) Since the article is in Japanese, but contains so much lived-wisdom I thought I would share the upshot in English and add in some of my thoughts too.
The content is especially useful for aspiring board members in Japan.
It’s a myth-busting case study of how one Japanese woman secured her first board seat at age 38, breaking the glass ceiling that so many believe only opens in your 40s or 50s. Her story offers practical lessons in proactivity, persistence, and reframing challenges into opportunities.
Case Study of a 38-Year-Old Japanese Woman Who Broke the Glass Ceiling
In Japan, the traditional pathway to a board seat has long been thought of as reserved for a select few: lawyers, accountants, or senior executives, typically in their 40's, 50s or 60s. So naturally, younger professionals often assume they must wait decades, follow a rigid career ladder, and be chosen by others.
The experience of Aiko Saiki, who secured her first outside director appointment at just 38, shows this is a myth.
By combining self-nomination, skill-mapping, entrepreneurship, and persistence, Aiko Saiki carved a path into governance that many thought was closed.
What She Achieved
Became an outside director at two companies (Fund Creation Group and Bitbank) in her late 30s/early 40s.
Transitioned from PR/communications and finance roles into board service, despite not being a lawyer, accountant, or ex-C-suite executive.
Built her own PR consulting company and incorporated it to gain credibility and management experience.
Shifted her career multiple times - finance → PR/fintech → entrepreneurship → governance - while also managing her husband’s overseas postings.
Approach to Securing First and Second Roles
Proactively self-nominated rather than waiting to be invited (unusual in Japan).
Mapped her skills to company needs: reviewed skill matrices, identified gaps, and articulated where she could contribute.
Prepared tailored proposals showing how her experience (finance, PR, IR, international exposure) matched company needs.
Networked strategically through social media, introductions, and peers already in board roles.
Persisted through outreach: contacted 10+ companies, met several CEOs, and pitched herself directly.
Her first breakthrough came when Fund Creation initially considered her as an advisor. After directly meeting leadership and expressing her commitment, she was appointed as an outside director in 2022. This became her “first board”
For those of us with board roles, we know that the first invitation to join a board is the hardest to secure.
Soon after securing the first role, her credibility led to a second role at Bitbank, a major crypto exchange operator, proving the multiplier effect of that first appointment.
Factors in Her Favor
Governance reforms (2021 Corporate Governance Code): regulators pushed listed companies to increase female board representation.
Peers of her generation were also being appointed, showing the age barrier was shifting.
私にも可能性があるかも "Maybe I have a chance too"
Breadth of career: finance, fintech, PR, IR, blockchain, and consulting all gave her a multi-angle profile.
Entrepreneurship: by incorporating her PR business, she gained first-hand management and leadership credentials.
Adaptability: successfully maintained career progression while relocating multiple times overseas with her husband.
What She Worked On to Improve Her Chances
Incorporated her freelance business into a formal company to demonstrate leadership and management ability.
Hired and managed staff, building people-management skills.
Created a personal skill map (visualizing how her skills fit board requirements).
Spoke with peers already appointed as directors to understand the process and skill expectations.
Strengthened her CEO pitch - emphasizing her passion, learning mindset, and willingness to start without immediate compensation.
Challenges She Faced
Entrenched image (and we see it everywhere we look!) of board members as older ex-executives or professionals.
The “first role barrier” - convincing a company to give her the initial chance.
Early-career setbacks: the Lehman shock hit just after she joined Daiwa Securities, leaving her career temporarily stuck.
Relocation challenges: moving between Japan, Singapore, and Vietnam due to her husband’s assignments while continuing her own career.
Her Tips / Advice
Don’t wait until you are “fully ready” ... jump in and learn on the job.
Put yourself forward proactively; don’t wait to be chosen.
Leverage your unique blend of skills, even if they are non-traditional.
Communicate passion & commitment to leadership, showing why you care.
Accept rejection as part of the challenge: it is not failure but part of the process.
Be willing to start with low or no compensation to build that critical first experience.
Keep reinventing yourself and turn adversity into opportunity.
Other Useful Insights
🧠 She invested her board remuneration into company stock to align with shareholder perspectives.
🧠 She consciously reframed being a woman director from “token appointment” to active value-creation.
🧠 She continues to balance board roles with an executive position at an investment company to stay fresh on both input and output.
Aiko Saiki’s journey challenges the belief that only the over-50s, with decades of C-suite experience, can sit on boards in Japan. Her experience shows that strategic preparation, entrepreneurial credibility, and sheer determination can accelerate the path.
”The lesson is clear: the biggest hurdle is not age, but mindset. The “first board” may be the toughest, but once you break in, opportunities multiply. Don’t let outdated myths dictate your timeline - write your own." - Aiki Saiki
Toolkit: Lessons for Aspiring (Young) Directors
👉 If you’re considering board roles, or mentoring someone who is, take a look and let me know: which of these lessons resonates most with you?
1. Bust the Age Myth
You don’t need to wait until your 40’s or 50s. Start positioning yourself in your 30s - or even earlier.
The first board role is the hardest, but once you secure it, others follow.
2. Be Proactive, Not Passive
Don’t sit back and wait to be invited. Self-nominate, reach out to CEOs, and pitch your value.
Use board agents, but don’t rely on them alone - direct engagement often makes the difference.
3. Map Your Value Clearly
Study company skill matrices to identify what’s missing and where you can add your value.
Create a personal skills map that shows exactly how your strengths fill the gaps.
Back the skills map up with "elevator pitches" describing succinctly how you can contribute.
4. Build Board-Ready Experience
Incorporate your business or take on leadership roles to show management credibility.
Gain people-management experience - hiring, supervising, mentoring.
Diversify your profile: combine functional expertise (finance, law, PR, tech) with cross-border or cross-sector experience.
5. Network with Intent and purposefully
Leverage social media and professional networks strategically.
Don't attend every networking event; be discerning and purposeful
Learn from peers who recently became directors.
Seek out mentors and allies who may be able to help open doors.
6. Show Commitment and Passion
Communicate genuine enthusiasm and most importantly - have a solid reason why you want the role and what value you’ll add.
Be willing to possibly accept low or even no remuneration initially to gain the first appointment.
7. Turn Challenges into Catalysts
Reframe setbacks (recession, relocation, career pivots) as springboards for reinvention.
Highlight adaptability and resilience as board-level strengths.
8. Think Long-Term
Reinvest director remuneration in company stock or personal growth to signal alignment and seriousness.
Treat every board role as a learning journey, not just a credential.
Closing Thoughts from me
Board readiness isn’t a single milestone. It is an ongoing journey of positioning, learning, and contributing.
The best directors aren’t those who waited until they were “perfectly qualified,” but those who stepped forward, grew on the job, and kept aligning their passion with purpose.
Breaking into the boardroom isn’t about waiting until you’re “ready”... it is all about taking the first bold step - that may be investing in training, mentoring .
Talk with board members by all means but have a giver's mindset. Giving to them something from you first, before expecting them to spill the tea.
Your value lies not only in the expertise you bring, but in your willingness to learn, adapt, and contribute.
The first appointment is the hardest. After that, momentum builds. Stay curious, stay proactive, and treat every board seat as both a responsibility and an opportunity to grow.
Good Luck! 🍀
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🔗 *** Link to article in Nikkei X Woman (Japanese only): https://woman.nikkei.com/atcl/column/23/070700379/082000005/?n_cid=nbpnxw_mled_morning_%20saturday%20_top_cont
👉 I often mentor aspiring board members on this very journey. If you’re curious about how I work with people stepping into governance roles, take a look at my profile - and if it feels like a fit, and you are truly serious (ie: you can tell me the reason why you want to be on a aboard) then get in touch and let’s explore how we might work together.