Governance
What I bring to the board table.
Confident oversight of technology, cyber, and transformation risk, without crossing into management.
Approach
Boards do not need a director who can run the technology. They need one who can govern it. Who can read an assurance report critically, test whether risk appetite is being honoured, ask the question others are not sure how to frame, and tell when management’s confidence is earned. That is the contribution I make.
How I contribute
Risk oversight and accountability
Strong Audit and Risk Committee capability, with particular depth in cyber security, information risk, third party risk, and operational resilience. I help boards articulate and test risk appetite, satisfy themselves that controls and assurance match board intent, and interpret audit findings and control effectiveness without becoming lost in technical detail. I work fluently with ISO/IEC 27001:2022, the New Zealand Information Security Manual, and public sector expectations.
Strategy and performance
Informed challenge on digital and transformation strategy, without crossing into management. I test whether technology and transformation investments align to strategy, whether benefits are real and being realised, and whether sequencing and capacity are honest. I bring commercial pragmatism to questions of cost to serve, resilience, and sustainability, drawn from accountability for multi year transformation portfolios.
Ethical leadership and culture
A values led director who helps set the tone at the top for security, privacy, and responsible stewardship. I champion the ethical use of technology, data, and artificial intelligence, weighing innovation against social licence and reputation. My cultural intelligence, grounded in kaupapa Māori, supports decisions that are culturally legitimate as well as technically sound.
Board effectiveness and relationships
A steady contributor who supports good board dynamics through respectful challenge and clear communication. Chairs and chief executives can rely on calm judgement under pressure and constructive engagement. I understand the boundary between governance and management, and I hold it with discipline.
Recognition
ACT Trusted Protector Award, IANZ, 2026
Presented by the Chief Executive, the citation recognises leadership of the Ara Tupu and Ara Hono transformation programmes: the governance structures, reporting frameworks, project registers, and risk discipline carried through the transition from procurement into delivery.
Board and governance track record
Board-facing accountability across an Autonomous Crown entity and a commercial certification body, executive reporting into the board of a Māori led not for profit operating national critical infrastructure, and four consecutive terms as an elected Chair, accountable to those who elected me for the conduct of meetings, the quality of decision records, and collective agreement on shared obligations.
Microsoft Worldwide Partner of the Year
Contributed to Public Sector Health runner up recognition during executive tenure at Whānau Tahi.
Where I fit
Where I add the most value
My contribution is strongest where technology, cyber, data, or transformation is material to strategy and risk, and where a board wants to move from anxiety about these matters to assured, proportionate oversight. I am well suited to Audit and Risk Committees, and to boards in Crown entities, not for profits, and regulated or values led organisations.
Artificial intelligence
A note on AI governance
AI is moving quickly onto board agendas. I hold ISO/IEC 42001:2023 Lead Implementer, the international standard for AI management systems, have developed an AI strategy and policy at the executive level, completed AI Governance for Boards, and written my master’s thesis on AI in the public interest. I help boards govern AI adoption with a clear view of risk, readiness, and social licence.