In the UAE's evolving regulatory landscape, Anne Agbo shows that Board Effectiveness Evaluations are more than compliance exercises - they're powerful strategic tools that strengthen how organisations govern, make decisions and drive sustainable growth. 

In the UAE's rapidly evolving regulatory environment, governance is no longer optional. Whether regulated by VARA, DFSA, FSRA or listing authorities, organisations are increasingly expected to demonstrate that their Boards operate effectively, exercise meaningful oversight and actively contribute to long-term value creation. While regulatory alignment is important, the real impact lies in how these evaluations help Boards improve the quality of their discussions, sharpen their oversight of risk, and enhance their ability to make confident strategic decisions. 

Anne Agbo, Senior Manager - Corporate Services & Company Secretary at j. awan & partners, brings over 15 years of governance advisory experience across Africa, the United Kingdom and now the UAE. Her work has focused on helping Boards move beyond formal compliance toward governance practices that genuinely support effective oversight and strategic-decision making. In this interview, she reflects on what makes Board effectiveness evaluations valuable, how organisations can navigate the region's increasingly sophisticated regulatory landscape and why lasting governance credibility is built not only on technical knowledge, but on practical, first-hand experience working closely with Boards. 

From Law to Governance Advisory 

Q: Anne, you started your career in law before moving into corporate governance. What drew you to governance advisory? 

A: I was drawn to the unique intersection of law, business strategy, and organisational behaviour. Governance sits right at that centre. It's where you help organisations make better decisions, manage risk more effectively and build structures that genuinely support sustainable growth. After qualifying as a Barrister and Solicitor in Nigeria, I spent years in legal and compliance roles. Over time, I realised that while legal frameworks set the boundaries, governance is what shapes how organisations operate in practice and was where I could make the most impact. That led me to pursue an MSc in Corporate Governance and Accountability from the University of Glasgow, an experience that fundamentally reshaped my career and confirmed my passion for working closely with Boards to strengthen governance in a practical, meaningful way. 

Real Governance, Real Boardrooms 

Q: You've worked directly with Boards across multiple markets. What's the biggest difference between governance in theory and in practice? 

A: Academic training provides an important foundation, but my real education came from working directly with Boards in live decision-making environments. You learn quickly what works and what doesn't when you're sitting in a Boardroom helping Directors navigate complex decisions. Governance frameworks only work when they're designed for real Boardrooms, not theoretical ones. That means understanding Board dynamics, the regulatory context in which Directors operate, and the practical challenges they face when balancing oversight with strategic decision-making. 

Frameworks designed purely in theory often look robust on paper but fall short in execution. Effective governance, by contrast, is grounded in practicality; it must be tailored to how Boards actually deliberate, challenge, and make decisions in real time. 

Why j. awan & partners 

Q: What attracted you to j. awan & partners? 

A: I was looking for a firm that combined strong technical expertise with a genuine hands-on commitment to client service. Having spent years working with large organisations, I had seen the strengths of scale, but I was particularly drawn to j. awan & partners because of its distinctly practical approach to governance advisory. What stood out to me was that the firm doesn’t offer generic, one-size-fits-all solutions. Instead, there is a real emphasis on understanding each client’s operating environment; the organisation’s structure, Board dynamics, and regulatory context, before designing governance frameworks that are both robust and workable in practice. 

That balance between rigour and practicality is what ultimately defines effective governance support, and it was a key factor in my decision to join the firm. 

What Makes Board Effectiveness Evaluations Valuable 

Q: Board Effectiveness Evaluations are now required across multiple UAE regulators. What separates a truly valuable evaluation from a simple compliance exercise? 

A: The most valuable evaluations go beyond confirming that structures exist; they uncover the underlying factors that may be quietly limiting a Board’s effectiveness. 

In many cases, the insights are not immediately obvious. It may be a skills gap that affects the Board’s ability to provide strategic oversight, a committee structure that inadvertently duplicates effort rather than adding value, or an information flow issue where Directors are not receiving the right quality of data at the right time to make well-informed decisions. 

A meaningful evaluation brings these issues to light in a constructive way and, importantly, provides a clear and practical roadmap for improvement. That is when governance moves from being a compliance requirement to becoming a genuine driver of organisational performance. 

Q: Can you give an example of the kind of insights a Board Effectiveness Evaluation can uncover? 

A: I recall a recent engagement where the Board was confident it was operating effectively – and in many respects, it was. However, the evaluation revealed a more fundamental issue around the Board’s role in risk oversight. Directors were focused on operational risks, but there was limited discussion around strategic and forward-looking risks. In other words, the right questions were not being asked at the right level. The gap was not immediately visible until the evaluation process brought it into focus. Once identified, the Board took practical steps to address it. They refined how risk information was presented, strengthened the reporting framework from Committees, and recalibrated discussions to ensure strategic risks received appropriate attention. That is precisely the kind of insight a well-designed evaluation should surface; not to criticise, but to help Boards enhance their effectiveness in a meaningful and constructive way. 

Navigating the UAE's Regulatory Landscape 

Q: You now work across the UAE's diverse regulatory landscape – including VARA, DFSA, FSRA, and listing authorities. How do you navigate these different regulatory frameworks? 

A: The UAE's governance landscape is evolving at a remarkable pace. Each regulator has specific expectations, and organisations must carefully navigate these requirements while keeping sight of the broader purpose of governance. The challenge is ensuring that regulatory alignment does not become the sole objective. Increasingly, we see organisations approach Board Effectiveness Evaluations primarily as a compliance exercise; something to complete in order to satisfy supervisory expectations. They want to tick the box and move on. But the firms that see this as a chance to genuinely strengthen their Boards - those are the ones that derive the most value. 

Q: What's the biggest challenge you see in the market today? 

A: There is still a noticeable gap between technical governance knowledge and practical Board advisory experience. Not many firms have deep governance expertise combined with hands-on Board advisory experience. That's where j. awan & partners differentiates itself. Our approach is grounded in practice rather than theory. As a team, we have worked closely with Boards, advised on governance structures, and supported organisations through regulatory scrutiny and complex governance challenges. Because of that experience, we have a clear understanding of the realities Directors face, the competing pressures and the expectations from regulators. This practical insight is what allows us to deliver governance solutions that are not only robust, but genuinely workable. 

Building Credibility with Boards 

Q: Boards can sometimes be defensive when it comes to evaluations. How do you build credibility and trust in that process? 

A: Its natural for Boards to feel cautious at the outset; no leadership team is eager to hear that its effectiveness may not be as strong as assumed. That is why credibility is absolutely critical to the success of any evaluation. Trust is built when Boards recognise that the advisor understands their realities. Having worked directly in Boardrooms, supported Directors through complex decisions, and navigated regulatory expectations alongside them, you are able to engage from a position of practical insight rather than theoretical critique. That is ultimately what differentiates j. awan & partners. We bring not only strong technical governance expertise, but also real, hands-on experience working with Boards. This allows us to approach evaluations constructively, as a collaborative process aimed at strengthening governance, rather than simply identifying shortcomings. 

Q: What do you typically tell Boards when they are about to begin an evaluation? 

A: I usually emphasise three key points at the outset. First, it's confidential. Directors need to feel comfortable providing candid feedback – not only about the Board's overall performance, but also peer dynamics and areas where improvement may be needed. Without that openness, the evaluation cannot deliver meaningful insights. Second, the process will inevitably involve asking difficult questions. It requires honest reflection on whether Directors are exercising true independence of judgment, whether the Board is spending time on what matters most and whether Committees are operating effectively and adding value. These conversations may feel uncomfortable, but they are fundamental to strengthening governance. Finally, the goal is not to produce a report that sits on a shelf. It is to give the Board actionable insights they can use to improve how they govern. 

The Human Side of Governance 

Q: Governance can sound very technical. How do you address the human side? 

A: At its core, governance is fundamentally about people. Boards are composed of individuals with diverse backgrounds, perspectives, and priorities, and their effectiveness depends on how well those differences are harnessed productively. Good governance emerges when Directors challenge each other constructively and respectfully, ask difficult questions, and make decisions in the organisation's best interest. While frameworks and policies provide structure, they cannot substitute for trust, alignment, and a shared sense of accountability within the Boardroom. In many ways, that is where the most meaningful work happens, supporting Boards in building cohesion, strengthening mutual trust, and fostering a culture where governance is not simply a process, but a collective commitment to governance excellence. 

Looking Ahead 

Q: Where do you see the biggest opportunities for governance advisory in the UAE over the next few years? 

A: Governance in the UAE is entering a mature phase. Organisations are increasingly recognising that strong governance is not simply about avoiding regulatory consequences – it is about building resilient institutions that can navigate complexity, manage risk proactively, and pursue growth opportunities with confidence. As regulatory frameworks continue to evolve, there is a growing opportunity for organisations to move beyond compliance-driven approaches and embrace governance as a strategic enabler. This shift is particularly evident in the rising demand for Board Effectiveness Evaluations that provide meaningful insights rather than procedural reassurance. 

As j. awan & partners continues to expand its governance advisory practice, I am focused on supporting more UAE-based entities navigate the Board Effectiveness Evaluation process with clarity and confidence. 

Q: If you had to sum up what Board Effectiveness Evaluations should ultimately deliver, what would it be? 

A: At their core, Board Effectiveness Evaluations should enable better leadership. When you help a Board strengthen how it governs, how it oversees risk, challenges assumptions, and make strategic decisions, you are doing far more than supporting regulatory compliance. You are equipping the Board to lead the organisation with greater clarity, confidence, and accountability. That, ultimately, is the true value of a well-executed evaluation. 

About Anne Agbo 

Anne Agbo is Senior Manager - Corporate Services & Company Secretary at j. awan & partners, based in Abu Dhabi. With over 15 years of experience in corporate governance and company secretarial services, she has advised multinational corporations, financial institutions, and listed entities across Africa, the United Kingdom, and the UAE.

Anne holds an MSc in Corporate Governance and Accountability from the University of Glasgow and is an affiliate member of the Chartered Governance Institute, UK & Ireland. She is a member of both the Nigerian and International Bar Associations. 

To discuss Board Effectiveness Evaluations or corporate governance advisory: 

Book a meeting with Anne: https://meetings-eu1.hubspot.com/anne-agbo  

About j. awan & partners 

j. awan & partners is a governance and advisory firm serving clients across the UAE and KSA. The firm provides Board Effectiveness Evaluations, corporate governance advisory, regulatory compliance support and company secretariat services to entities regulated by VARA, DFSA, FSRA, CBUAE, CMA, SAMA and listing authorities. 

For more information: https://www.jawanpartners.com/contact-us