Making an impact for the greater good

An electronics engineer by trade, Rob Heebink CMInstD has since developed a passion for research, development and innovation. He has held senior research and development leadership roles at both Navman and Gallagher, two of the largest technology companies in New Zealand. He currently sits on the boards of Soda Inc. Ltd, a Hamilton-based entrepreneurship centre and WaikatoLink, the research commercialisation office at the University of Waikato. He shares with us his passions, his views on governance and the best advice he has received as a director.

1. Tell us a little bit more about yourself

I was born and raised in the Netherlands and moved to New Zealand in 1997. Trained as an electronics engineer, my career evolved rapidly from engineering to a range of middle management and senior management roles. In New Zealand I gained a Postgraduate Diploma in International Business and Leadership from the University of Auckland. Over the last two decades, I’ve held senior research and development leadership roles in two of New Zealand’s largest technology companies, Navman and Gallagher.

2. Tell us about the boards you are involved in and what you like most about their work

I’m currently on the boards of Soda Inc. Ltd, a Hamilton-based founder incubator and entrepreneurship centre, and WaikatoLink, the research commercialisation office of the University of Waikato. I’m involved with these companies as their core business is about research, development and innovation which is also my passion. Both of these organisations have significant impact through their work and it is a joy and a privilege to play a small part in that.

3. What skills do you think are important for directors to have, given the changing context of governance?

The most important skills for directors are to maintain a broad understanding while having the ability to determine the threats and opportunities that changes bring. Another crucial skill is being able to develop and execute agile strategies to maximise growth and impact for businesses.

4. What do you think is the biggest challenge for directors?

Keeping up with it all! A big challenge is consuming vast amounts of information and distilling out of that the key knowledge and insights that are relevant to the industries and companies that directors are involved in. Another challenge is keeping up with the ever-evolving legal and regulatory framework.

5. What are you passionate about outside your governance work?

I’m passionate about family, friends and fitness. Quality family time is important to me and I make time to stay mentally and physically fit.

6. What do you enjoy most about being a Chartered Member of IoD?

The fact that I’ve proven to myself that I have the knowledge to do a good job as a director.

7. What do you do to keep on top of your game?

Remain curious. I try to read as much as I can and use different media to do that. I enjoy listening to podcasts.

8. Why do you think governance training is important?

You have to know what you’re doing; it’s a no-brainer.

9. What particular IoD courses did you find really helpful? Why?

Keeping up is hard enough as it is. IoD courses are curated to ensure New Zealand directors learn about the most relevant topics.

10. What’s the best advice you’ve been given as a director?

The best advice I’ve ever had in my life was this little gold nugget: “It’s not about you". Although this was not given to me in my capacity as a director, it most certainly applies there too. Being a director is a privilege that comes with a serious amount of responsibility. If you’re doing it for self-glorification or for the money, you’re in it for the wrong reason. As a director you’re there to serve a higher purpose; to have an impact for greater good.