Current

    Candid conversations with directors on the interests and insights that have shaped their careers. 


    Favourite career lesson?

    One is understanding the power of people and the other is the power of understanding different cultures. I’ve been lucky throughout my career to live and work overseas in the UK and Asia, and more recently relocated to Melbourne from Sydney. I’ve found that if you can understand human behaviour and different cultures, you can build rapport and engagement, whether that’s with your staff, potential clients or shareholders. For me, cultural and behavioural awareness have been 100 per cent critical.

    Favourite career risk that paid off?

    I was very focused on technology early in my career and helped set up an online business for HSBC in the late 1990s. It was a risk, as lots of that stuff hadn’t been done before. But I got an early understanding of how the power of technology could be applied to customer situations, which propelled my career. 

    Top-of-mind governance issue?

    Cybersecurity is an issue directors can’t ignore. We need to understand how to manage it and protect organisations. The other top-of-mind thing is data and AI, which is moving incredibly quickly. AI is going to completely change the way businesses operate. It will mean that some businesses will survive and others won’t. I know that sounds pretty blunt, but it’s a fact. You need to have a strategy and a view about AI, because it also links to issues around cybersecurity. Directors are starting to give it the attention it warrants.

    Future of leadership predictions?

    I have several points. Firstly, you can’t lead a business in the future if you don’t have an appreciation and understanding of data and AI.

    Secondly, you need to have cross-cultural understanding and awareness. Australia operates on a global stage and understanding cultural nuances will be vital for employee and shareholder engagement, and ultimately customer experience.

    Thirdly, empathetic leadership. You can’t be a successful leader if you don’t have empathy.

    The fourth is being prepared to be courageous, but in a measured way. The old approach to strategy was to run through a process with time on your side, but now everything moves so quickly. How can you make decisions in an agile way without exposing your organisation to risks? That’s a skill we’re all trying to craft at the moment.

    Favourite exercise routine?

    I’ve been getting back into running. Whether or not I do another marathon, we’ll see.

    Favourite book?

    Japanese author Haruki Murakami is brilliant. I love his book about getting back into running — What I Talk About When I Talk About Running — which I could really relate to.

    Favourite DIY project?

    I’m unashamedly, absolutely, hopeless at it. My wife, Alison, laughs at me. We’ve started growing vegetables, but I’m not sure how that will go.

    Favourite travel spot?

    Japan is definitely on top of the list. We lived there for a few years and have residency status, so we go back to visit when we can. We love the countryside, we love the people and we love the food. A close second is Croatia, where we went for a holiday last year. It’s beautiful and not as busy as other parts of Europe. 

    Latest news

    This is of of your complimentary pieces of content

    This is exclusive content.

    You have reached your limit for guest contents. The content you are trying to access is exclusive for AICD members. Please become a member for unlimited access.