Twenty years from now, I see myself on the boards of a handful of large, complex institutions – not chasing volume, but depth, mandates where

When things feel hopeless, I go back to documentation – I open my own tracking notes across board mandates and reread how a past situation

The biggest misconception is that governance is paperwork – policies, checklists, and box-ticking that exists mainly to satisfy regulators. In reality, governance is about judgment

You know how a school has a principal who makes sure everyone follows the rules and keeps kids safe? I do something like that, but

My best advice: hire for judgment over pedigree. Credentials tell you someone can do the work; judgment tells you how they’ll behave when the work

If I could gain one ability, it would be to instantly translate complex technical and risk detail into board-level narrative – compressing deep expertise into

Early on, I assumed deep technical and commercial expertise would speak for itself – that excellence at delivery and deal-winning would naturally translate into broader

On a childhood flight from Melbourne to Singapore, an air hostess offered children a plate of chocolates. Others grabbed handfuls; I took just one –

I wish prospects understood that I’m not offering governance as a checklist exercise. Boards often approach independent directors expecting someone to validate decisions already made,

If I were starting from scratch, the biggest change would be building the case-study method and the podcast in parallel from day one, rather than