A conversation with Michelle L. Taylor, Vice President, Supply Chain at NiSource and independent board director for Griffon Corporation.
More women leaders are entering corporate boardrooms with deep operational experience and enterprise fluency. Michelle L. Taylor is one of those leaders. She serves as Vice President, Supply Chain at NiSource and is an independent board director for Griffon Corporation (NYSE: GFF). Her journey shows how functional depth, governance understanding, and intentional career moves can open the door to board service sooner than many women believe is possible.
Career Mastered sat down with her to discuss how she got here — and how more women can, too.
Career Mastered: How did you become interested in joining an organization as a board member?
Michelle: My interest began while preparing board documents in my corporate leadership roles. I found myself fascinated by the “board deck” — the curated set of information shared with directors to shape governance and oversight. Over time, I realized much of the work I led in global supply chain was directly tied to the financial and performance metrics reported to shareholders. I never forgot that connection.
As I grew in integrated supply chain roles — across processes, risk management, quality systems, financial accountability — it became clear that governance is operational and operational success is governance. When I was offered the opportunity to interview with Griffon Corporation for their board, I knew I brought more than supply chain depth. I brought a global operator’s lens. I understand financial goals, how to build capability, and how to drive strategy across the enterprise. Serving on a board continues to sharpen my thinking — which makes me better in my day-today operator role.
Career Mastered: What are your main responsibilities as a board member?
Michelle: As a public company director, my responsibility is to represent the shareholders by providing independent, informed strategic oversight. That includes strategic direction, financial performance, governance, ethics, and how the enterprise is positioned to win long-term.
I serve on the Audit and Cybersecurity Committee. We focus on financial integrity, internal controls, compliance, and cyber risk. We regularly engage with external auditors, meet with Internal Audit, and evaluate how the company is mitigating enterprise threats. I also bring global cultural competence — which matters — because supply chain and risk are inherently global. The best boards reflect the reality of the world the company operates within.
Career Mastered: How do you align board service with your career and personal life?
Michelle: With discipline.
Management communicates the calendar early which allows me to block the time I need for board preparation. My employer values board service because it elevates leadership capacity for the enterprise. But I personally have to manage the tension — because the calendar doesn’t magically balance itself.
I carve out preparation time separate from my operator responsibilities. I enjoy the pre-reads because they allow me to walk into committee and executive sessions prepared for meaningful dialogue. But I also recognize this truth: work/ life balance is not optional. You must choose wisely. If you do not intentionally manage priorities, something will fall short. Make choices that fit the season you are in — and be honest about your capacity.
Career Mastered: What is your advice for women aspiring to board service?
Michelle: There are three areas I would emphasize:
- Build depth. Develop real operational and leadership range across multiple functions. Your signature capability matters — but you also need to demonstrate how you drive financial outcomes, build teams, and manage risk. Your background should connect operator excellence to enterprise value creation.
- Network intentionally. Board opportunities surface through relationships — especially with current directors, search firms, and senior industry leaders. Raise your hand for board prep work in your operator role. This teaches you how your work is elevated into the boardroom. Lead with curiosity. Network with confidence in your readiness. Show up authentically.
Lastly — lift other women. Share names. Offer feedback. Coach one another. Boardrooms evolve when we make room for more of us — one qualified woman at a time.
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Interview intentionally. When the invitation comes — prepare. Study the company, the board, the strategy, the headwinds. Know how you create value at the table. And remember — you are also deciding if the board aligns with your values and leadership style. Fit matters.
By: Career Mastered Staff
