I am a New Zealand technology executive with a governance mind. For most of my career I have led technology, cyber security, and transformation in regulated and publicly accountable organisations. I now bring that experience to boards as a director, with a clear focus on the oversight, assurance, and judgement the role asks for.
My work has always sat where technology meets consequence. I have been accountable for platforms that operate as national critical infrastructure, including the e-prescription service that carries most of New Zealand’s prescriptions. I have recovered a stalled banking transformation, brought separate businesses onto single operating models, and stood up essential services under acute pressure. The common thread is sound decisions when the stakes are real.
I have spent years on the other side of the board table, presenting to boards and Audit and Risk Committees on cyber posture, material risk, transformation assurance, and the decisions leadership needs to make. One chief executive and independent director described my reporting as clearer and more consistent technology assurance than the board had seen before. That experience shapes how I contribute now: in plain language, with evidence, and with respect for the boundary between governance and management.