Jane Halford
FCA, ICD.D
AB, CANADAJane helps boards, CEOs, and executives navigate leadership transition, succession, governance, and board effectiveness with greater clarity and confidence. Audiences leave with practical ideas they can immediately apply to reduce risk and improve leadership outcomes.
Jane Halford, FCA, ICD.D, is a trusted advisor, board chair, educator, and speaker who helps boards, CEOs, and family business owners navigate leadership transition and governance challenges with clarity and confidence.
As Founder of Halford Consulting, Jane advises organizations on CEO succession, leadership transition, governance modernization, board effectiveness, and other high-stakes situations where leadership decisions carry significant organizational risk.
Jane brings a unique perspective shaped by experience as a CEO, board chair, corporate director, regulator, entrepreneur, educator, and advisor. Before founding Halford Consulting, she served as CEO of the Institute of Chartered Accountants of Alberta.
Jane serves as Chair of Farm Credit Canada and Chair of the Rick Hansen Foundation. She also teaches CEO succession, CEO evaluation, leadership transition, and board effectiveness in the Institute of Corporate Directors Directors Education Program, working with directors and executives across Canada.
Known for her practical approach and relatable style, Jane helps audiences gain greater clarity, confidence, and practical ideas they can immediately apply to leadership transition, governance, succession, and board effectiveness challenges.
Jane Halford, FCA, ICD.D, is a trusted advisor, board chair, educator, and speaker who helps boards, CEOs, and family business owners navigate leadership transition and governance challenges with clarity and confidence.
As Founder of Halford Consulting, Jane advises organizations on CEO succession, leadership transition, governance modernization, board effectiveness, and other high-stakes situations where leadership decisions carry significant organizational risk.
Jane brings a unique perspective shaped by experience as a CEO, board chair, corporate director, regulator, entrepreneur, educator, and advisor. Before founding Halford Consulting, she served as CEO of the Institute of Chartered Accountants of Alberta.
Jane serves as Chair of Farm Credit Canada and Chair of the Rick Hansen Foundation. She also teaches CEO succession, CEO evaluation, leadership transition, and board effectiveness in the Institute of Corporate Directors Directors Education Program, working with directors and executives across Canada.
Known for her practical approach and relatable style, Jane helps audiences gain greater clarity, confidence, and practical ideas they can immediately apply to leadership transition, governance, succession, and board effectiveness challenges.
Your CEO is Human
Boards are responsible for holding CEOs accountable. But accountability alone is not enough.
This thought-provoking session explores the board's role in supporting, recognizing, and building a productive relationship with the CEO. Participants will examine appreciation, trust, feedback, and the human realities of leadership. Even the strongest CEOs need support to...
You're Leaving Someday. Don't Leave a Mess Behind.
Every leader leaves eventually. The question is whether the organization will be ready when they do.
This thought-provoking session explores succession, key-person risk, leadership continuity, and how leaders can leave their organization stronger than they found it.
40% of CEOs fail. Will yours?
Studies suggest that as many as 40% of new CEOs fail or are pushed out within their first 18 months. Yet many boards focus heavily on selecting the right leader while overlooking the transition itself.
This practical presentation explores the risks that derail CEOs and what boards can do to improve the odds of success.
CEO Assessment: One of the Board's Most Important Responsibilities
CEO assessment is one of the board's most important responsibilities, and one of the most difficult to do well.
This session explores practical approaches to CEO assessment, succession readiness, performance conversations, and board accountability.
What High-Performing Boards Do Differently
Many boards work hard. Fewer boards work effectively.
In this practical session, Jane explores the habits, behaviours, and governance practices that distinguish high-performing boards. Participants leave with practical ideas they can immediately apply to strengthen board effectiveness and governance.
