A practical contribution to oversight
My experience as a CEO, managing director and CFO helps me examine the relationship between strategy, financial performance and the organisation's ability to deliver.
In a governance role, I contribute constructive challenge, attention to evidence and a clear distinction between management responsibility and oversight. The aim is to help the board or committee address the questions that matter to the organisation's long-term performance and accountability.
Relevant areas include the financial assumptions behind strategy, capital and cash requirements, organisational capability, reporting quality and the risks associated with significant change.
Board and chair experience
My governance portfolio includes corporate and advisory chair roles and a former Non-Executive Director appointment at Governance Institute of Australia, announced in November 2024. I have worked with founders, investors and leadership teams on governance, commercialisation and the organisational demands of growth and turnaround.
This experience makes me attentive to the quality of board-management relationships and the need for a clear understanding of each role's responsibilities.
Independent audit, risk and improvement committee work
I am an independent member of Hunters Hill Council's Audit, Risk and Improvement Committee, contributing to its oversight of risk, controls, assurance and organisational improvement.
It adds a public-sector perspective to my experience of financial governance, risk, internal controls and organisational improvement. My contribution is made within the committee's mandate and its responsibility to provide independent advice.
Relevance to owners, boards and regional platforms
My background is relevant to private equity-owned businesses, education and technology ventures, and regional platforms navigating growth, turnaround or ownership change. I bring attention to capital allocation, management capability, commercial assumptions and the quality of information available to the board.
A board or committee appointment requires consideration of the organisation's needs, the role's responsibilities, independence and the capacity to contribute properly. These matters should be examined before a mandate is agreed.
Professional foundations
I hold the GAICD designation, having completed the Australian Institute of Company Directors' Company Directors Course in 2014, alongside finance-focused tertiary qualifications and MIPA and MAFA professional designations.
In December 2023, NSW Treasury confirmed my prequalification for its Audit and Risk Committee Independent Chairs and Members scheme. This is a distinct part of my governance background, alongside actual board and committee experience.
My approach brings those foundations together with the practical lessons of leading organisations through growth, pressure and change.
A broader governance and advisory portfolio
I am the current Chair of MANA and BEING. My past portfolio includes Chair roles at Sprout, International House Sydney Training and PBL Education; Advisory Chair roles at InvestorGate and Vimbal.ai; and a Non-Executive Director role at Governance Institute of Australia.
These appointments complement my former Governance Institute of Australia Non-Executive Director role and independent audit, risk and improvement committee experience. The nature of each mandate matters: company directorship, governing-body leadership, advisory work and committee membership carry different responsibilities.
Governance appointment announcement
In November 2024, Governance Institute of Australia announced my appointment as an Appointed Director, highlighting my experience in education and digital leadership. I have since completed that appointment and am a former Non-Executive Director.