About
Leadership Story
I’ve spent my time shaping environments, strengthening systems, and improving performance in high‑expectation sporting organisations across New Zealand and Australia — places where resources are tight and clarity determines whether teams perform or drift.
Across roles as CEO, national system leader, general manager, high‑performance manager, and director, I’ve led organisations through change, aligned people, rebuilt capability, and designed systems that support consistent performance. I’ve worked with boards, leadership teams, high‑performance units, and community environments — each with different pressures but the same need for clarity, alignment, and accountability.
What I’ve learned is consistent: Performance improves when leaders define what matters, align people to it, support them well, and build the systems that help them succeed.
Philosophy
Performance comes from clarity and accountability. People do their best work when they understand their role, feel supported, and operate inside a system that makes sense.
A few beliefs shape how I lead:
Systems create consistency. Clear expectations and rhythms make performance repeatable.
People need alignment. Values, skill, and drive must match the role.
Accountability is essential. Respect people, support them, and be honest about fit.
Prioritisation drives performance. Know what matters most — and what doesn’t.
Leaders must create alignment. Misalignment fractures culture and slows execution.
Leadership is a learning discipline. I continue to adjust, understand the team, read the situation, and respond with clarity and composure.
Experience
My background includes:
CEO of Manawatū Rugby Union
National system leadership at New Zealand Rugby
General Manager of a major Australian rugby club
High‑performance leadership across talent pathways
Founder and director roles in commercial ventures
Representation at national and international levels
A career that began as a professional rugby player