20 Managing Directors in Australia and New Zealand

Jonno White
7 days ago
11 min read

Last updated: August 2026

Managing directors shape what organisations become. They turn a broad direction into choices about people, customers, risk and the work that happens every day. This guide introduces 20 managing directors in Australia and New Zealand, with a wider companion list of people to notice across the region.

The list includes leaders in banking, technology, engineering, logistics, health, media, manufacturing and specialist services. It is not a ranking. It is a practical starting point for people who want to understand the leadership landscape and learn from the different ways regional businesses are led.

Why this matters

A managing director often sits between the outside world and the inside of an organisation. Customers want a clear promise. Teams want a direction they can use. Boards and owners need sound judgement. The role is where those needs meet, often when the answer is not obvious.

That is why current examples matter. A title alone tells us very little, but a current role, a clear public fact and a short explanation can make a leadership landscape easier to read. The people below work in different settings, yet each gives us a prompt for thinking about trust, change and practical action.

1. Annaliese Atina

Managing Director, Ford New Zealand

Annaliese Atina is managing director at Ford New Zealand. The current public role places this leader in the part of the Australia and New Zealand business landscape where decisions have to travel from strategy into the daily experience of customers, partners and staff.

Ford announced her appointment as its first Māori woman to lead Ford New Zealand, bringing a strong local perspective to a national automotive role. Her appointment shows how local knowledge can sit alongside the scale and systems of a global organisation. It is a useful example for anyone trying to understand what practical leadership looks like when a regional or national brief has real complexity behind it.

2. Peter Hart

Managing Director, DB Breweries

Peter Hart is managing director at DB Breweries. The current public role places this leader in the part of the Australia and New Zealand business landscape where decisions have to travel from strategy into the daily experience of customers, partners and staff.

DB Breweries introduced him as managing director after his work across the Heineken business in Asia Pacific. His path is a useful example of how leaders carry learning across markets while staying close to a local brand and team. It is a useful example for anyone trying to understand what practical leadership looks like when a regional or national brief has real complexity behind it.

3. Rachel Anderson-Cormack

Group Managing Director, dentsu Aotearoa

Rachel Anderson-Cormack is Group managing director at dentsu Aotearoa. The current public role places this leader in the part of the Australia and New Zealand business landscape where decisions have to travel from strategy into the daily experience of customers, partners and staff.

dentsu announced her promotion to group managing director after she led its creative group in Aotearoa. That move highlights the value of understanding both the craft of a business and the wider culture that holds its teams together. It is a useful example for anyone trying to understand what practical leadership looks like when a regional or national brief has real complexity behind it.

4. Darren Elmore

Managing Director, Ricoh New Zealand

Darren Elmore is managing director at Ricoh New Zealand. The current public role places this leader in the part of the Australia and New Zealand business landscape where decisions have to travel from strategy into the daily experience of customers, partners and staff.

Ricoh lists him as managing director for New Zealand within a business that helps organisations manage workplace information and technology. His role sits at the meeting point of technology, service and practical change, a useful lens for leaders modernising established organisations. It is a useful example for anyone trying to understand what practical leadership looks like when a regional or national brief has real complexity behind it.

5. Dan Gray

Managing Director, New Zealand, FNZ

Dan Gray is managing director, New Zealand at FNZ. The current public role places this leader in the part of the Australia and New Zealand business landscape where decisions have to travel from strategy into the daily experience of customers, partners and staff.

FNZ appointed him to lead its New Zealand business after senior roles in the wealth and investment technology sector. His work offers a clear example of leadership in a business where trust, regulation and digital delivery have to move together. It is a useful example for anyone trying to understand what practical leadership looks like when a regional or national brief has real complexity behind it.

6. Andrea Rickard

Managing Director, New Zealand, Beca

Andrea Rickard is managing director, New Zealand at Beca. The current public role places this leader in the part of the Australia and New Zealand business landscape where decisions have to travel from strategy into the daily experience of customers, partners and staff.

Beca announced her appointment as managing director for New Zealand after a long career in engineering and advisory work. Her remit shows why technical leaders also need to create a clear shared direction for people working across projects and disciplines. It is a useful example for anyone trying to understand what practical leadership looks like when a regional or national brief has real complexity behind it.

7. Murray Robertson

Managing Director, New Zealand, Downer

Murray Robertson is managing director, New Zealand at Downer. The current public role places this leader in the part of the Australia and New Zealand business landscape where decisions have to travel from strategy into the daily experience of customers, partners and staff.

Downer appointed him to lead its New Zealand business, following senior leadership roles in infrastructure and services. The role is a reminder that operational leadership is often about joining safety, delivery and public trust into one daily rhythm. It is a useful example for anyone trying to understand what practical leadership looks like when a regional or national brief has real complexity behind it.

8. Don Braid

Group Managing Director, Mainfreight

Don Braid is Group managing director at Mainfreight. The current public role places this leader in the part of the Australia and New Zealand business landscape where decisions have to travel from strategy into the daily experience of customers, partners and staff.

Mainfreight identifies him as group managing director, a role he has held while the New Zealand-founded logistics group has grown internationally. His long view is useful for leaders balancing a strong home culture with the complexity of a cross-border operating system. It is a useful example for anyone trying to understand what practical leadership looks like when a regional or national brief has real complexity behind it.

9. Mark Dimmock

Managing Director, Australia, Laing O'Rourke

Mark Dimmock is managing director, Australia at Laing O'Rourke. The current public role places this leader in the part of the Australia and New Zealand business landscape where decisions have to travel from strategy into the daily experience of customers, partners and staff.

Laing O'Rourke appointed him to lead its Australian business, with experience across major construction and engineering projects. His remit shows how leaders in project businesses must connect technical excellence with the human work of coordination and trust. It is a useful example for anyone trying to understand what practical leadership looks like when a regional or national brief has real complexity behind it.

10. Kim Anderson

Managing Director, Australia, Octagon

Kim Anderson is managing director, Australia at Octagon. The current public role places this leader in the part of the Australia and New Zealand business landscape where decisions have to travel from strategy into the daily experience of customers, partners and staff.

Octagon named her managing director for Australia after leadership roles in sports and entertainment marketing. Her career illustrates how a leader can turn a broad creative brief into a focused operating plan for clients and teams. It is a useful example for anyone trying to understand what practical leadership looks like when a regional or national brief has real complexity behind it.

11. Blair Read

Managing Director, Inchcape Australasia, Inchcape

Blair Read is managing director, Inchcape Australasia at Inchcape. The current public role places this leader in the part of the Australia and New Zealand business landscape where decisions have to travel from strategy into the daily experience of customers, partners and staff.

Inchcape appointed him to lead its Australasia business as the group continued its strategic growth in automotive distribution and retail. His role is a useful example of leading change in a market shaped by brands, partners, customers and fast-moving technology. It is a useful example for anyone trying to understand what practical leadership looks like when a regional or national brief has real complexity behind it.

12. John Philipsz

Managing Director and Head of Australia and New Zealand, Howden Re

John Philipsz is managing director and Head of Australia and New Zealand at Howden Re. The current public role places this leader in the part of the Australia and New Zealand business landscape where decisions have to travel from strategy into the daily experience of customers, partners and staff.

Howden Re appointed him to lead its Australia and New Zealand business after senior roles in reinsurance. His remit shows how specialist leaders build confidence by making complex risk easier for clients and colleagues to understand. It is a useful example for anyone trying to understand what practical leadership looks like when a regional or national brief has real complexity behind it.

13. James Bowe

Managing Director, Olympus Australia and New Zealand

James Bowe is managing director at Olympus Australia and New Zealand. The current public role places this leader in the part of the Australia and New Zealand business landscape where decisions have to travel from strategy into the daily experience of customers, partners and staff.

Olympus lists him as managing director for Australia and New Zealand in its regional management team. His role sits in a business where clinical purpose, technical expertise and commercial discipline all need to support the same customer promise. It is a useful example for anyone trying to understand what practical leadership looks like when a regional or national brief has real complexity behind it.

14. Torben Bell

Managing Director, McLarens Australia

Torben Bell is managing director at McLarens Australia. The current public role places this leader in the part of the Australia and New Zealand business landscape where decisions have to travel from strategy into the daily experience of customers, partners and staff.

McLarens lists him as managing director for Australia within its global loss adjusting and claims services business. His work shows the importance of calm, clear leadership when customers are dealing with disruption and need an organisation to respond well. It is a useful example for anyone trying to understand what practical leadership looks like when a regional or national brief has real complexity behind it.

15. Kelly Bayer Rosmarin

Group Managing Director and CEO, Australian Unity

Kelly Bayer Rosmarin is Group managing director and CEO at Australian Unity. The current public role places this leader in the part of the Australia and New Zealand business landscape where decisions have to travel from strategy into the daily experience of customers, partners and staff.

Australian Unity lists her as group managing director and chief executive across a member-owned business spanning health, wealth and living. Her remit makes the connection between purpose, multiple business lines and the need for leaders to keep a large organisation understandable. It is a useful example for anyone trying to understand what practical leadership looks like when a regional or national brief has real complexity behind it.

16. Jane Livesey

Managing Director, Australia and New Zealand, Microsoft

Jane Livesey is managing director, Australia and New Zealand at Microsoft. The current public role places this leader in the part of the Australia and New Zealand business landscape where decisions have to travel from strategy into the daily experience of customers, partners and staff.

Microsoft appointed her to lead its Australia and New Zealand business after senior roles across the region. Her role is a current example of leading through fast technology change while keeping attention on customers, people and practical use. It is a useful example for anyone trying to understand what practical leadership looks like when a regional or national brief has real complexity behind it.

17. Boris Munster

Managing Director, Oceania, Tetra Pak

Boris Munster is managing director, Oceania at Tetra Pak. The current public role places this leader in the part of the Australia and New Zealand business landscape where decisions have to travel from strategy into the daily experience of customers, partners and staff.

Tetra Pak named him managing director for Oceania after a career across the food processing and packaging group. His role shows how regional leaders can connect global expertise with the needs of local customers, supply chains and communities. It is a useful example for anyone trying to understand what practical leadership looks like when a regional or national brief has real complexity behind it.

18. Michael Peric

Co-Managing Director, Markets, ANZ

Michael Peric is Co-managing director, Markets at ANZ. The current public role places this leader in the part of the Australia and New Zealand business landscape where decisions have to travel from strategy into the daily experience of customers, partners and staff.

ANZ appointed him co-managing director of Markets alongside Trevor Vail in 2026. A shared managing director role is a useful reminder that leadership design can be deliberate, with clear ownership and complementary strengths. It is a useful example for anyone trying to understand what practical leadership looks like when a regional or national brief has real complexity behind it.

19. Duncan Milne

Managing Director, Aviation and Critical Services, Babcock Australasia

Duncan Milne is managing director, Aviation and Critical Services at Babcock Australasia. The current public role places this leader in the part of the Australia and New Zealand business landscape where decisions have to travel from strategy into the daily experience of customers, partners and staff.

Babcock appointed him to lead its aviation and critical services business in Australasia. His remit shows why leaders in essential services have to make safety, readiness and people leadership visible in everyday decisions. It is a useful example for anyone trying to understand what practical leadership looks like when a regional or national brief has real complexity behind it.

20. Valentina Tripp

Managing Director, Australia and New Zealand, Fluidra

Valentina Tripp is managing director, Australia and New Zealand at Fluidra. The current public role places this leader in the part of the Australia and New Zealand business landscape where decisions have to travel from strategy into the daily experience of customers, partners and staff.

Fluidra announced her appointment to lead its Australia and New Zealand business in the pool and wellness sector. Her role gives a practical example of leadership in a specialist market where customer experience, technical knowledge and growth must work together. It is a useful example for anyone trying to understand what practical leadership looks like when a regional or national brief has real complexity behind it.

What these leaders show

The leaders in this guide show that there is no single shape for a good managing director. Some lead a national business inside a global group. Some work across both Australia and New Zealand. Others carry a specialist brief where safety, regulation, technology or customer confidence are central to the work.

The shared lesson is not to copy a person. It is to notice the habits that make leadership easier to follow: a clear promise, a steady operating rhythm, honest choices and respect for the people who have to make the plan real.

How to use this guide

Use this guide as a prompt for your own leadership work. Choose one person whose context feels close to yours, read the linked public page and ask what their role requires them to make clear. Then translate that learning into one small action for your team.

That action might be a better way to explain a change, a clearer decision rule or a more useful rhythm for listening. Leadership becomes practical when people can see what happens next and why it matters.

Frequently asked questions

What does a managing director do?

A managing director leads a business or major business unit. The role usually includes setting direction, making trade-offs, supporting senior teams and being accountable for performance, culture and relationships.

Is this a ranking of the best managing directors?

No. It is a current, evidence-led list of people with public managing director roles across Australia and New Zealand. The order is for reading ease, not a judgement of who is best.

Why include both Australia and New Zealand?

Many organisations in the region share customers, talent, supply chains and leadership teams across both markets. Looking at the two together makes the cross-border work easier to see.

How should leaders use this list?

Start with one example that fits your context. Look at the leader's role, notice the challenge their organisation faces and choose one practical habit you can test with your own team.

A practical next step

If your leadership team wants practical ideas people can use on Monday morning, Consult Clarity can help you turn them into clear habits and shared ways of working.

About the author

Jonno White is the founder of Consult Clarity. He helps leaders build organisations people would move cities to work at.

Conclusion

Good leadership becomes visible when people know what matters, what is changing and what they can do next. These managing directors offer different examples from a shared region. Use the list to stay curious, choose one useful idea and make it real with the people around you.

CLARITY