The Business Performance Team

This is one of my all-time favourite quotes - not just because I used to be a motorcycle touring and racing fanatic - but because it sums up my philosophy for organisational development and the role of leadership: "Precision Instruments are designed to achieve an idea, dimensional precision, where perfection is impossible. There is no perfectly shaped part of the motorcycle and never will be, but when you come as close as these instruments take you, remarkable things happen,

This is an abstract I wrote for the 2026 Doctor of Business Administration (DBA) Conference at University of Otago. It summarises my four-year research thesis focused on CEO decision making environments and how they affect a CEO's propensity to delegate strategically nuanced tasks. Abstract here

I wrote this article about how boards can inadvertently load up CEOs and make their decision making more difficult. It was published by the NZ Institute of Directors in their Board Room Premium magazine. It speaks to how alignment or misalignment on core purpose at the board table affects the CEO and their ability to operate beyond the board room. Article here

Business is more complex than it used to be, especially for leaders tasked with making sense of it all. It's even worse when you feel you...

On completing my six-year tenure as CEO of the NZ Contractor's Federation, I had opportunity to reflect on how family businesses experience generational transition. This doesn't always run smoothly, but an awareness of the potential issues and considerations can be timely. Article here

At the end of my six-year tenure as CEO of the NZ Contractor's Federation in 2015, Contractor Magazine interviewed me about my tenure and what the team achieved together. Article here