18 Influential Sports Leaders in Australia & NZ

*Last updated: August 2026*

Sport in Australia and New Zealand is shaped by leaders who have to hold several pressures at once. They work with athletes, members, boards, governments, commercial partners and communities, often while the public sees only the final result.

Here are 18 influential sports leaders across the two countries. This is a recognition list, not a ranking. The useful question is what each person’s role shows about building trust, making sound choices and leaving a sporting system stronger for the people who come next.

1. Andrew Dillon, AFL.

Andrew Dillon is Chief Executive Officer of the AFL. The AFL says the role includes responsibility for the operating performance of the organisation and the implementation of Commission policy, with a connection to community and state football. His example shows that national sport leadership has to connect the elite game with the wider participation system.

2. Todd Greenberg, Cricket Australia.

Todd Greenberg is Chief Executive Officer of Cricket Australia. His appointment brought a senior sport and member-organisation leader into the national cricket system. His example shows that a national sporting body has to serve participants, members, fans and commercial partners at the same time.

3. James Johnson, Football Australia.

James Johnson is Chief Executive Officer of Football Australia. The organisation’s current work spans participation, commercial priorities and international football. His example shows that sport leaders often have to grow the game while also protecting its long-term identity.

4. Peter V’landys, Australian Rugby League Commission.

Peter V’landys is Chairman of the Australian Rugby League Commission. The NRL records that he chairs the commission and also leads Racing NSW. His example shows how complex sport leadership requires attention to governance, competition, commercial strength and the wider community around the game.

5. Andrew Abdo, Tennis Australia.

Andrew Abdo is Chief Executive Officer of Tennis Australia. Tennis Australia appointed him after his leadership at the NRL, with a brief that includes participation, development pathways and the elite game. His example shows that a leader can carry useful lessons from one sport into another without pretending the systems are identical.

6. Mark Arbib, Australian Olympic Committee.

Mark Arbib is Chief Executive Officer of the Australian Olympic Committee. The AOC describes him as the organisation’s chief executive and part of the leadership of the Australian Olympic movement. His example shows how sport governance sits across athletes, national bodies, public institutions and the Olympic system.

7. Rob Woodhouse, Swimming Australia.

Rob Woodhouse is Chief Executive Officer of Swimming Australia. Swimming Australia describes his remit across a sport with participation, performance and major-event demands. His example shows that a national body needs to keep the pathway from community swimming to elite competition connected.

8. Simon Hollingsworth, Australian Athletics.

Simon Hollingsworth is Chief Executive Officer of Australian Athletics. The organisation’s unification work with Little Athletics Australia places him at the centre of a national structure change. His example shows that good sport leadership is often the patient work of bringing related organisations into a clearer system.

9. Kieren Perkins, Australian Sports Commission.

Kieren Perkins is Chief Executive Officer of the Australian Sports Commission. The ASC says he leads work across Australian sport from grassroots participation and community sport through to high performance, and his appointment has been extended through 2031. His example shows that leadership at system level means making room for both broad participation and elite ambition.

10. Cameron Murray, Paralympics Australia.

Cameron Murray is Chief Executive Officer of Paralympics Australia. He leads the organisation as it works towards Brisbane 2032 and broader opportunities for Para athletes. His example shows that a sporting system is stronger when access, representation and performance are treated as connected responsibilities.

11. Sarah Cook, Rowing Australia.

Sarah Cook is Chief Executive Officer of Rowing Australia. Rowing Australia describes her as a former Australian representative rower with experience in high-performance sport, athlete development and national pathways. Her example shows the value of leaders who understand both the athlete journey and the organisation around it.

12. Tim Harradine, AusTriathlon.

Tim Harradine is Chief Executive Officer of AusTriathlon. The organisation’s current work links participation, high performance and equity, diversity and inclusion. His example shows that a sport grows more sustainably when the entry point and the podium are part of the same plan.

13. Raelene Castle, Sport New Zealand.

Raelene Castle is Group Chief Executive of the Sport New Zealand Group. Sport New Zealand says the group leadership team sets and guides strategic direction across Sport NZ and High Performance Sport NZ. Her example shows that national sport leadership is about aligning policy, participation, performance and community outcomes.

14. Steve Lancaster, New Zealand Rugby.

Steve Lancaster is Chief Executive Officer of New Zealand Rugby. New Zealand Rugby appointed him after his period as Interim CEO and highlighted his experience across community rugby and the wider game. His example shows that leadership credibility is built by understanding the full system, not only the most visible teams.

15. Andrea Nelson, New Zealand Rugby League.

Andrea Nelson is Chief Executive Officer of New Zealand Rugby League. The organisation describes her experience across major events, governance, commercial strategy and national sport leadership. Her example shows why transformation works best when the operational, commercial and community parts of a sport move together.

16. Geoff Allott, New Zealand Cricket.

Geoff Allott is Chief Executive Officer of New Zealand Cricket. New Zealand Cricket appointed him effective from 1 July 2026, drawing on his cricket governance, business and playing experience. His example shows the advantage of leaders who understand the game’s history as well as the organisation’s current work.

17. Greg Warnecke, Paralympics New Zealand.

Greg Warnecke is Chief Executive Officer and Secretary General of Paralympics New Zealand. The organisation says he is responsible for strategy, financial oversight, planning and partnerships. His example shows that Para sport leadership combines performance, inclusion, stakeholder care and long-term organisational discipline.

18. Nicki Nicol, New Zealand Olympic Committee.

Nicki Nicol is Chief Executive Officer and Secretary General of the New Zealand Olympic Committee. The committee represents New Zealand across the Olympic and Commonwealth Games movements. Her example shows how leadership in a national movement depends on connecting athletes, member federations, partners and the public purpose of sport.

What these leaders have in common.

What connects these leaders is not one sport or one leadership style. It is the ability to turn a purpose into clear choices, bring different groups with them and keep the long view in sight.

For leaders in any organisation, that is the useful reminder. The strongest cultures are built in the ordinary decisions people experience every week. When the system is complex, clarity and trust are not soft extras. They are part of performance.

By Jonno White