How we got to the board table

1: What drew you to governance? How did your board career start – and where has it led so far?

It happened quite organically. Over the years, I’ve reported to and observed several corporate boards. My first formal governance role was with AFS – a for-purpose organisation focused on intercultural education that I’ve been involved with for many years. When I returned to Aotearoa after 10 years living abroad, the chair invited me to join the board to help navigate the myriad challenges presented by Covid-19.

With a background in strategy and operations, I helped the organisation get back on track after a year-long pause. I’ve since stepped down and joined the board of Youthline.

2: What’s the most valuable lesson you’ve learned on your journey – and the best advice you’ve received?

An experienced director once told me that a high-performing board has a collective value that’s greater than the sum of its parts. That means individual board members must lean into their unique expertise, but also reflect on how to best leverage it for the benefit of the board as a whole.

This starts with two things. First, sharing my thoughts, opinions and ideas with conviction. Second, keeping an open and curious mind when hearing the perspectives of others around the table.

3: Which books or podcasts have most influenced your thinking as a director?

I’m quite pragmatic and read and listen widely. I’m drawn to material that explores the inner workings of organisations, especially how people respond in different situations. The most valuable insights often come from unexpected places – I enjoy drawing connections between ideas that might seem unrelated.

A few books that have left an impression include Thinking, Fast and Slow by Daniel Kahneman – its core lessons on cognitive bias are foundational for any director. It’s a constant reminder to question assumptions, challenge groupthink and stay aware of how our brains can lead us astray in high-stakes decision-making.

Steve Jobs by Walter Isaacson explores how a director’s role is to champion a holistic vision while being mindful of the cultural dynamics required to push teams toward ambitious goals.

I also recently read How to Be Wrong by Rowan Simpson – a great book filled with insights. Two that stood out for me: first, how directors should foster a culture that supports the messy, iterative process of growth while staying attuned to operational realities. Second, that strategy isn’t about chasing the perfect plan – it’s a tool for enabling productive failure and continuous learning.

4: If you could chair any organisation in the future, which would it be?

I’m especially interested in the emergence of world-class technology companies in New Zealand – particularly in clean tech, agritech and the space sector, where our inherent competitive advantages are being used to solve global challenges.

Companies such as Halter, Dawn Aerospace and Vessev are organisations I’d love to be involved with. It would be fascinating – and hugely rewarding – to guide the strategic governance required during global growth, navigate the challenges of scaling an international culture, and help build a board that can support and challenge a highly talented and motivated team.

1: What drew you to governance?

Honestly, it started with curiosity, at a time when I was thinking about what was next in my career. I’ve always been interested in how decisions are made behind the scenes and what makes organisations tick. Over time, I realised governance isn’t just about policies and procedures – it’s about shaping direction, supporting good leadership and creating accountability in a constructive way. I liked the idea of contributing at that level, where you can influence outcomes outside of the day-to-day.

2: How did your board career start – and where has it led so far?

My first step was through some key relationships in the industry. I was asked to join a community trust because of my skills and background in stakeholder engagement and partnerships. I thought it would be a short-term commitment, but it opened my eyes to the impact a good board can have. I’ve really enjoyed being part of a board where everyone around the table is passionate about the community it serves. It’s led me to further explore governance opportunities and think about where else I can contribute to positive outcomes.

3: What’s the most valuable lesson you’ve learned on your journey – and the best advice you’ve received?

Listen more than you talk. The best boards and committees are the ones where people genuinely listen to understand, not just to respond. The best advice I’ve had? “Add value, not volume.” You don’t need to speak on every issue – just the ones where your perspective can make a difference.

4: Which books or podcasts have most influenced your thinking as a director?

A book that’s stuck with me is Legacy by James Kerr. It’s about the All Blacks but at its heart it’s a book about leadership, humility and collective responsibility – all things that resonate deeply in governance. I love how it captures that uniquely Kiwi approach to success: work hard, stay grounded and never think you’re too important to sweep the sheds. It’s a great reminder that culture starts at the top – whether it’s a sports team or a boardroom – and that true leadership is about serving the people around you, not standing above them.

5: If you could chair any organisation in the future, which would it be?

Ooooooh, now I have to think about this one! Probably something with a strong purpose at its core – like education or community development. I like the idea of leading an organisation that balances commercial reality with genuine social impact. Somewhere you can see the difference being made – that’s what would motivate me.

1: What drew you to governance? How did your board career start – and where has it led so far?

I joined engineering consulting firm Vitruvius eight years ago and, as an owner with ‘skin in the game’, I’ve developed governance skills and helped shape the future direction of the company – which has been really exciting.

We’ve had to navigate a range of challenges, along with some great strategic opportunities. These have required constant awareness of internal and external factors, their potential impact, and the need to set policy, provide direction and support management in delivering on our strategic goals.

In growing an SME, there’s no place for complacency. I enjoy the challenge of staying in tune with changes in our markets, technology developments and new legislation – and making sure I’m well informed so we can make good decisions and stay on course (while also being willing to change tack when needed).

2: What’s the most valuable lesson you’ve learned on your journey – and the best advice you’ve received?

I’ve learnt the importance of being surrounded by people who really understand the business. As a new director, I’ve faced decisions and governance issues for the first time, without the benefit of hindsight. But sitting alongside trusted, established directors and advisors who have a structured approach and work collaboratively has made a huge difference.

One of the best pieces of advice I’ve received is to enjoy the journey – and to remember that our lives and careers aren’t a dress rehearsal. This mindset has helped me lean into governance, be more aspirational and place a high value on relationships with staff, clients, shareholders and partners who we bring along with us.

3: Which books or podcasts have most influenced your thinking as a director?

I enjoy reading and listening to a variety of content on leadership and personal development, and I’m always looking for ideas to improve my work – the biggest challenge is deciding where to place my focus and limited time.

One book that’s helped shape my approach to governance is Blue Ocean Strategy by W. Chan Kim and Renée Mauborgne. Its concepts align closely with what we’re trying to achieve as a business, and the tools and frameworks have provided a strong foundation for our strategy development. A lot of value came from working through the process as a board – reflecting on our markets, what our stakeholders and customers truly value, and identifying the strategic areas we need to invest or differentiate. These frameworks promote collaboration, test assumptions, bring in diverse perspectives and ultimately support clearer communication and direction across the organisation.

4: If you could chair any organisation in the future, which would it be?

One that supports tamariki to be their best selves – helping them build confidence, make connections and gain experiences they may not have access to. I appreciate organisations like the Graeme Dingle Foundation and the mahi they do in schools across Aotearoa, which has also had a positive impact on my own children.

Growing up, I enjoyed school and was fortunate to have positive values modelled and instilled in me. I’d feel proud to play a role in helping Kiwi kids have similarly positive experiences – and to contribute to a brighter future for Aotearoa.

1: What drew you to governance? How did your board career start – and where has it led so far?

Governance runs in my blood. My koko (grandfather) was a fierce advocate for workers’ rights, active in union movements during the collapse of the Pātea Freezing Works, before moving into leadership with Te Matatini (then the Aotearoa Traditional Māori Performing Arts Festival) and Te Rūnanga o Ngāti Ruanui.

My father also held major governance roles, including with Corrections, the Kōhanga Reo National Trust, the Aotea Māori Performing Arts Committee and Ngā Hapū o Ngāruahine Incorporated. Both gave countless hours to local schools, marae, hapū and community projects – always pushing for excellence and long-term benefits for the collective.

I grew up tagging along – sometimes willingly, sometimes not – to their meetings, soaking up governance from the sidelines. By 15, I’d stepped into my first governance role. One of the most meaningful moments in my career was taking on the very roles my father once held, after his passing. That upbringing built the foundation for the governance path I’m still walking today.

2: What’s the most valuable lesson you’ve learned on your journey – and the best advice you’ve received?

The most valuable lesson I’ve learned is that, while governance roles carry significant duties and responsibilities, none take precedence over my primary obligations to my whānau. This can become complex when serving on boards directly responsible for one’s iwi, hapū, marae or whānau trust. However, by recognising and valuing your support network – and prioritising them – you can maintain clarity and balance.

Before committing to any role, I undertake a robust decision-making process with my partner to assess the benefits, gaps and potential impacts, not only for our tamariki now but for their future. It is often during these discussions that I receive my most valuable advice. In one case, regarding succession, a lively debate produced a guiding principle that has shaped my governance intent and purpose: “If you have been there and done that, and someone else wishes to go there and do that – let them.”

3: Which books or podcasts have most influenced your thinking as a director?

I’m a podcast fan – Paul Spain’s NZ Business Podcast is a favourite, especially when he’s chatting with CEOs or directors whose way of thinking clicks with mine. I also dip into the IoD’s Across the Board to keep an eye on what’s trending, both here at home and overseas.

I’ve been lucky enough to grow up right at the grassroots, surrounded by my iwi and spending time on many marae, where I’ve had (and still have) some seriously impressive supporters and leaders in my corner. They’ve been there to guide me, offer advice and sometimes give me the straight-up truth I need to hear. But if I had to pick my biggest influences, Sir Mark Solomon and Kelly Aroha Huata take the top spot.

4: If you could chair any organisation in the future, which would it be?

My professional interests lie predominantly within the creative and cultural arts sectors. I have had the privilege of serving as chair for a range of performing arts groups and initiatives, and I remain particularly drawn to organisations that foster broad collaboration across Polynesia and Austronesia.

My deep respect for indigenous peoples and cultures informs many of my key decisions as a director and chair – especially where long-term benefits can be realised through the application of well-established local traditional knowledge systems.

1: What drew you to governance? How did your board career start – and where has it led so far?

My journey into governance has its roots in my early career as a corporate lawyer, where I was fortunate to work closely with a range of board-level leaders across diverse industries. I became increasingly interested in the crucial role governance plays in shaping the direction and values of an organisation – and equally, the power of diverse perspectives in those boardroom conversations.

One of the most compelling drivers has been the opportunity to influence change in areas where it’s long overdue – particularly in addressing gender imbalance at the board level. This interest has been more than just observational. It has shaped the focus of my doctoral research and recent publication on advancing board gender diversity as a lever for stronger, more inclusive decision-making.

Stepping into governance roles has felt like a natural extension of both my legal and academic journeys. Though early in my governance career, I see each role as a chance to drive long-term, sustainable change.

2: What’s the most valuable lesson you’ve learned on your journey – and the best advice you’ve received?

The importance of valuing diverse perspectives and showing up as your authentic self. Early on in my career, I often found myself in situations where conventional thinking prevailed. It was through embracing a unique viewpoint that I realised how powerful fresh, inclusive thinking can be in shaping better outcomes.

The best advice I’ve received is to think beyond the conventional – to approach challenges with a global mindset and a spirit of innovation. This has allowed me to bring a dynamic, future-focused vision to the work I do, both in governance and beyond.

3: Which books or podcasts have most influenced your thinking as a director?

One book that has had a profound influence on my governance thinking is Challenging Boardroom Homogeneity: Corporate Law, Governance and Diversity by Aaron Dhir. This book brings the conversation around boardroom diversity to the forefront, offering compelling insights into how more inclusive boards can lead to stronger, more effective governance. It encouraged me to look beyond traditional frameworks and consider how board dynamics – particularly in relation to gender and cultural representation – can be reimagined.

In the New Zealand context, where equity, inclusion and representation are increasingly central to leadership conversations, Dhir’s work feels especially relevant. It continues to inspire my commitment to fostering diverse, forward-thinking governance environments that reflect the communities and stakeholders we serve.

4: If you could chair any organisation in the future, which would it be?

I aspire to be chair of a multinational organisation committed to creating meaningful, cross-border impact – one that brings together diverse voices to address global challenges by breaking down gender, cultural and political divides.

I would be particularly driven to lead an organisation that not only delivers commercial success but also fosters sustainable, value-led change – empowering underrepresented groups and championing diversity in leadership at every level.

1: What drew you to governance? How did your board career start – and where has it led so far?

I’m not going to lie – for me, it was about understanding the ‘how and why’ of governance and the board I was reporting to. That curiosity led me to sign up for the Company Directors’ Course in Wellington, which was an eye-opening experience with an amazing group of people. I learnt more than I ever expected to – thanks to the training around the Four Pillars and the incredible presenters.

I’ve maintained a commitment to continuous professional development and I’m actively engaged in a local community board, while balancing my parental responsibilities and ongoing studies with Massey University. I’m keen to remain open to further governance opportunities that align with my expertise and capacity.

2: What’s the most valuable lesson you’ve learned on your journey – and the best advice you’ve received?

How critical adaptive leadership is in an ever-evolving environment. Success hinges not just on identifying problems, but on understanding their root causes – ‘the pointy end or the blunt end’ – to guide robust decision-making.

That means creating a culture that embraces the unforeseen risks involved in any task. Our focus must shift from blame to learning – from every challenge – and on building trust in our workforce, teams and staff.

Another piece of advice that’s stuck with me is to never waste a good crisis – to leverage moments of difficulty as opportunities for organisational learning and practical improvement. We don’t know everything, so it’s vital to pivot off the capability around you, ask questions and truly listen and learn.

3: Which books or podcasts have most influenced your thinking as a director?

My work involves a lot of reading, so I try to give my brain a break at home. I’ll often spend time on YouTube or Spotify, picking up little gems from The Diary of a CEO, A Bit of Optimism by Simon Sinek, or a good TED Talk.

It’s easy to get lost in online learning and forget there’s a real world around us with different touchpoints. Some of my best lessons have come from raising my kids, spending time with whānau and friends, and watching the next up-and-coming generation – seeing the fresh thinking they bring to the table. Learning from experienced staff, the generations that came before us and the ones coming after – it’s all part of the journey.

4: If you could chair any organisation in the future, which would it be?

My aspiration is to chair a company or entity that places people and the environment at the forefront. I’m drawn to organisations with the foresight to consider the long game – those committed to shaping Aotearoa’s future for generations to come and leaving a sustainable legacy.

I’d be especially motivated to lead within critical infrastructure, utilities or sectors focused on long-term community wellbeing and environmental stewardship – where strategic vision and responsible governance drive lasting impact.

1: What drew you to governance? How did your board career start – and where has it led so far?

I’ve been drawn to service leadership since high school – leading youth groups and community-based passion projects. My first official governance role was being elected to the board of Kidsfirst Kindergartens, where my children were attending. Around the same time, I became Chair of the Takahē Collective Trust, which ignited a passion for governance – especially leading change around technology, communication and strong people culture. It also sparked a lot of questions that led to my PhD.

From there, I was elected as a parent representative to the Marian College Board of Trustees – a great place to practise using my voice in a governance setting. I now serve as a full board member for the Laura Fergusson Brain Injury Trust, following an internship placement through the First Steps in Governance Award I received in 2023. More recently, I joined the board of Caritas Aotearoa New Zealand – a humanitarian organisation I’ve supported since high school.

2: What’s the most valuable lesson you’ve learned on your journey – and the best advice you’ve received?

Be yourself. Don’t try to fit a mould of what a director is ‘supposed’ to look or sound like. Bring your voice, your lived experience and your unique skillset to the table – because contributing authentically creates the most value.

That means being brave and asking questions as they come up. Leadership is relational and boards aren’t just about strategy – they’re about people, listening well and speaking up when it counts. Curiosity, care and diving deep are strengths in governance, and preparation matters – because it lets you know when and where to lean in.

3: Which books or podcasts have most influenced your thinking as a director?

As a current PhD writer, I read a lot about the influence of technology and platformisation on organisations and culture. In my role as a fundraising and communications leader, I’m also engaging with content around impactful storytelling and fundraising – all of which contributes to what I bring to the board table.

I also lean on what I took away from attending the IoD’s Essentials courses. Podcast-wise, I enjoy Grey Areas with Petra Bagust, The Diary of a CEO, What the Fundraising and a whole lot of RNZ content. I’m drawn to stories about how people think and evolve – how they adapt, stay authentic and make decisions.

4: If you could chair any organisation in the future, which would it be?

The Arts Council of New Zealand Toi Aotearoa or a major philanthropic foundation that contributes to New Zealand society has always been at the top of my list. I’m drawn to purpose-driven organisations, especially those at the intersection of culture, community and innovation.

Creativity is central to who we are – individually and collectively. It shapes how we make meaning, connect with others and understand the world. I’m passionate about the power of creativity to build resilient communities and enrich lives.

1: What drew you to governance? How did your board career start – and where has it led so far?

My first taste of governance came about 10 years ago, filling project director roles on large civil construction projects. Although it was an operational role, it required me to step back from the day-to-day noise and look at the bigger picture – particularly around key project risks such as finances, programme, quality and safety.

My first true governance role was six years ago, on the board of trustees for my old college. I felt completely out of my depth coming from an operational and management background, so to upskill I completed training provided by the NZ School Boards Association and Ministry of Education.

Around the same time, I stepped into a deputy CEO role and joined the national board of Civil Contractors New Zealand (CCNZ). I’m still on the CCNZ board today and have since progressed into the CEO role in my day job. As part of my professional development, I was fortunate to attend the Company Directors’ Course, which offered great insights, particularly around how to provide the right level of information to the board. That shift has had a positive impact on the business.

2: What’s the most valuable lesson you’ve learned on your journey – and the best advice you’ve received?

I learnt a lot from the board of Pie Company (Te Pie) on the Company Directors’ Course. We gave each other real-time feedback after every meeting, and I got some great insights – especially around the importance of understanding where others are coming from in their point of view. Thank you, board of Te Pie!

One of the biggest things I’ve learnt is the importance of having a clear strategy that the whole organisation understands. It’s rewarding to kick a few stones around on site and hear the team talk about our strategy and where we’re heading – that kind of alignment really matters.

3: Which books or podcasts have most influenced your thinking as a director?

I enjoy the Board Matters podcast, along with others that feature business leaders – such as Leaders Getting Coffee by Bruce Cotterill and the NBR podcast. I’m not a big reader (it’s a work-on), but a few books have stuck with me and helped shape my thinking.

These include:

• • The Infinite Game, Leaders Eat Last and Start with Why – all by Simon Sinek
  • The Day After Tomorrow by Peter Hinssen
  • Wayfinding Leadership by Professor Chellie Spiller, Hoturoa Barclay-Kerr and John Panoho
  • Tragedy at Pike River by Rebecca Macfie

4: If you could chair any organisation in the future, which would it be?

I’m not particularly driven by the idea of chairing a board, but if the opportunity arose, I’d certainly be open to it. For me, it’s less about the specific organisation and more about alignment – shared values, a good cultural fit and the ability to genuinely add value. That’s what matters most.