Boards do not need a director who can run the technology. They need one who can govern it. Who can read an assurance report critically, test whether risk appetite is being honoured, ask the question others are not sure how to frame, and tell when management’s confidence is earned. That is the contribution I make.
Governance
What I bring to the board table.
Confident oversight of technology, cyber, and transformation risk, without crossing into management.
Approach
How I contribute
Risk oversight and accountability
Strong Audit and Risk Committee capability, with particular depth in cyber security, information risk, third party risk, and operational resilience. I help boards articulate and test risk appetite, satisfy themselves that controls and assurance match board intent, and interpret audit findings and control effectiveness without becoming lost in technical detail. I work fluently with ISO/IEC 27001:2022, the New Zealand Information Security Manual, and public sector expectations.
Strategy and performance
Informed challenge on digital and transformation strategy, without crossing into management. I test whether technology and transformation investments align to strategy, whether benefits are real and being realised, and whether sequencing and capacity are honest. I bring commercial pragmatism to questions of cost to serve, resilience, and sustainability, drawn from accountability for multi year transformation portfolios.
Ethical leadership and culture
A values led director who helps set the tone at the top for security, privacy, and responsible stewardship. I champion the ethical use of technology, data, and artificial intelligence, weighing innovation against social licence and reputation. My cultural intelligence, grounded in kaupapa Māori, supports decisions that are culturally legitimate as well as technically sound.
Board effectiveness and relationships
A steady contributor who supports good board dynamics through respectful challenge and clear communication. Chairs and chief executives can rely on calm judgement under pressure and constructive engagement. I understand the boundary between governance and management, and I hold it with discipline.
Where I fit
Where I add the most value
My contribution is strongest where technology, cyber, data, or transformation is material to strategy and risk, and where a board wants to move from anxiety about these matters to assured, proportionate oversight. I am well suited to Audit and Risk Committees, and to boards in Crown entities, not for profits, and regulated or values led organisations.
AI governance
A note on AI governance
AI is moving quickly onto board agendas. I have developed an AI strategy and policy at the executive level, completed AI Governance for Boards, and written my master’s thesis on AI in the public interest. I help boards govern AI adoption with a clear view of risk, readiness, and social licence.