1. What have you found most challenging as a board member?

Early on I struggled with adapting from business owner/executive to NED and then later on as Chair. My focus was to learn to be an effective NED and Chair which is still a work in progress.

2. How did you become a board member? Can you please briefly tell the story?

My first board role was President of Nobbys Surf Life Saving Club which led to an NED role with Westpac Helicopter Service. In parallel I joined the board of Hunter Business Chamber. These volunteer roles gave me great experience as an NED and provided me the opportunity to consider a professional NED career which began with NRMA, CUA and then LG Super which I have enjoyed immensely.

3. How do you structure your work days from waking up to going to sleep?

I try to train from 6am and then after breaky reading papers start work at 9am. In between board and committee meetings I read board papers and meet people that relate to the companies that I'm involved with. I Study regularly e.g. I am undertaking a Diploma of Superannuation course to support my LG Super role.

4. What's the most recent significant leadership lesson you've learned?

To be innovative and be prepared for disruption. C-19 is a classic disruption that no one was prepared for. What's come out of it has been powerful. Who'd have thought we could operate business from remote. It happened successfully - because it had to! Think of what we can do with this new capability of technology/date and leadership/employee culture - for the benefit of all stakeholders.

5. What are some of the keys to doing governance well in a organisation?

Board governance basics are: appoint the CEO and guide them; oversee governance and regulation; establish or refine the strategy and chart the path ahead. All boards I'm involved with have regular internal/or external reviews of governance and board best practice to ensure we deliver high level governance and discharge our responsibilities as NED's.

6. How do you differentiate between the role of board member and the roles of CEO or executive team member of a organisation?

We basically define the roles and responsibilities of both the CEO/Executive and the Chair/Board. Basically the strategy is jointly set and owned by the CEO and board and the CEO's role is to implement it.

7. What is one meaningful story that comes to mind from your time as a board member so far?

NED roles can be very rewarding however it's very different from being an employee. To be a successful NED, especially during tough times or when things go wrong, it is important to have developed a network of other NED's / Chairs regularly discuss general issues of interest. This aids increased knowledge to compliment practical experience and NED training such as AICD