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Michael Wilson

Partner

Michael supports CEOs, boards and executive teams through defining leadership moments bringing clear judgement, practical insight and a steady hand. He helps clients make confident appointments and build leadership capability that matches their strategy and context.

Michael is a Partner at Sheldon Harris and is passionate about helping and advising leaders through defining moments in their executive careers. He works with CEOs, board members and executive teams on CEO and board succession, executive search and leadership development bringing a blend of commercial perspective and leadership advisory rigour.

Before joining Sheldon Harris, Michael was a Consultant at Egon Zehnder, where he led the Industrial Practice Group in Australia and New Zealand. In that role he advised clients on the appointment of NEDs, CEOs, MDs and senior functional leaders, and supported boards and executive teams with assessment, succession programs and coaching through complex organisational change.

Earlier in his career, Michael held senior roles across engineering, innovation and business transformation in large multinational organisations including General Electric and ME Bank. He has led global commercial innovation and change programs, with a particular focus on culture change, speed to market and new ways of working, experience that helps him quickly get to the heart of what “great” leadership looks like in context.

Michael serves as a Non-Executive Director with Fitted for Work. He holds a Bachelor of Chemical Engineering from NC State and an MBA from Cornell University.

When he’s not at home with his family, you’ll find him at a concert, on the 4wd tracks or around a basketball court.

Areas of Expertise

  • CEO and board succession
  • Leadership development, succession programs and C-suite coaching
  • Executive and board search (NED, CEO/MD, senior functional roles)
  • Industrial sector expertise across Australia & New Zealand, with global multinational experience
  • Commercial innovation and culture change in complex organisations