Mā mua ka kite a muri,
mā muri ka ora a mua
Those who lead give sight to those who follow,
those who follow give life to those who lead.
Board Director
Growth, digital & customer governance. Helping boards build long-term value as markets, technology and stakeholder expectations shift.
A Contemporary Point of View
The world in which boards are governing has fundamentally changed. What boards need most has changed too.
Geopolitical instability, rapid technological change, shifting stakeholder expectations — the context in which boards make decisions is more complex and more consequential than it has ever been. The capabilities that have always mattered still do. But they're no longer enough.
Good governance today calls for adaptive leadership, comfort with ambiguity, the ability to hold values-led leadership and commercial rigour together, and digital and data fluency applied for customer outcomes.
I come to governance from a different angle. Cutting my teeth in corporate marketing, then twenty years growing a tech business internationally across structural shifts and through to a successful exit — instilled judgment about what it actually takes to keep people, purpose and performance in-synch to deliver long-term growth.
Where I Contribute Most
01
Recognising when strategy or business model need to change — and taking a long-term view on the investment, people and technology change required for management to deliver.
02
Keeping the customer present at board level. Drawing on deep experience across customer strategy, product and data — and a genuine belief that long-term value flows from serving customers well.
03
Building high-performing, inclusive cultures as a driver of sustained commercial performance — courageous and empathetic conversations as a board priority. Care for people and strong results are not in tension.
04
Tying digital and transformation programmes to strategy and business outcomes — not just delivery milestones. Ensuring technology investment creates real value rather than just activity.
05
Governing growth and value creation through to successful exit — including exit strategy, deal preparation, negotiation and due diligence. Delivered a successful exit to a TSX-listed global group.
Experience
Twenty years across chair, director, trustee and CEO roles — in commercial, for-purpose and Māori land governance contexts.
Chair
Open Data Organisation
Trustee-Elect
Māori Land & Asset Governance
Director
Enterprise Software — International Scale
Board Member
Industry Association — 600 Members
Chief Executive
Enterprise Software — Global Exit
Marketing Manager
Corporate Telco — Customer Strategy & Loyalty
I'm currently building a portfolio of two or three commercial board roles. If you're a chair or search consultant looking for a director with extensive commercial, digital and growth experience — I'd welcome a conversation.
Get in touch