A few months ago, I combed through a massive Excel sheet to answer a simple question: how many women sit as directors in Bermuda? The answer was discouraging— but another question struck me even harder. How many Bermudians are serving at all? And, more importantly, how many young Bermudians are being prepared to take those seats in the future?

We often say that company boards should reflect the communities they serve, but directors are not legally required to do so. Their duty is to the company itself. Still, imagine how much better served we would be — as both a country and a community — if boards were intentional about maximising their impact locally. What if leadership tables were not just about oversight, but about building bridges into the communities that actually support them?

Today, government policies encourage the hiring and training of Bermudians; however, another gap remains: structured pathways to prepare Bermudians for leadership roles. This is both a training gap in developing the skills, governance knowledge and mentorship needed, and an opportunity gap in ensuring there are seats and experiences available for local leaders to step into.

Representation doesn’t happen by chance; it grows from deliberate preparation, mentorship and real opportunities. Talk alone will not put Bermudians in the boardroom, but training and opportunity will.

So, here’s my ask — my call to action.

Our island’s most influential organisations — Bermuda Chamber of Commerce, Association of Bermuda International Companies, Association of Bermuda Insurers and Reinsurers, and Bermuda International Long-Term Insurers and Reinsurers — can make a decisive impact. Each represents members whose reach and resources shape Bermuda’s economy and our workforce. Each has the power to push membership to begin the conversation, to turn rhetoric into tangible investment in local leadership development.

Organisations such as the Institute of Directors already support existing and aspiring directors with governance seminars, networking events and qualifications. But training works only if there is a pathway to apply it. That is why we need structured, board-readiness programmes for Bermudians, particularly those who are earlier in their careers. This could include:

• Pairing aspiring local leaders with experienced directors for mentorship

• Sponsoring governance and fiduciary training

• Offering opportunities to observe board meetings so they can learn the rhythm of decision-making long before they are asked to vote

Too often, we hear: “We’d love to have more Bermudians, but we can’t find qualified candidates.”

That is not a talent problem; it’s a training and opportunity problem. The moment we invest in developing skills and creating pathways, that excuse disappears.

If we truly want boards that understand and reflect Bermuda, preparing Bermudians — young and not so young — for board service must become a shared responsibility. The seats are available. The only question is whether we will do the work to fill them.

If you are a leader, mentor or organisation with the ability to build this pipeline, I want to hear from you. Let’s do our part to start training and creating opportunities for the next generation of Bermudian directors — together.

• Arianna Hodgson is a former Progressive Labour Party senator and election candidate