I’ve been a member of AuSAE since…
Soon after I commenced my role with the Australasian Compliance Institute (ACI) in October 2006.
The most valuable thing about my AuSAE membership is…
The ability to gain insights into similar challenges faced by other association executives.
Before I was an association executive I was…
ACI is the third association I have worked for, however this is my first CEO appointment. Prior to that I was a university lecturer in economics as well as an advisor to a Federal Minister.
If I wasn’t an association executive I would be…
Probably retired, as this is the career path I decided to take a number of years ago. Unless things change dramatically, I expect to hold similar roles for the next twenty years or more.
The thing that gets me out of bed every morning is…
My two year old son. Only joking, I’m usually up two hours before him and at my desk before he even thinks of waking up. Seriously, it’s knowing that the role you’re undertaking is making a wider contribution to the community and your members, beyond a position that is purely dollar-driven.
My career highlight would have to be…
It’s hard to say as there have been a number of achievements that I am proud of to date. Becoming the CEO of ACI is certainly one of them. I am still in my early 40s so I hope there are still many more to come.
I love working in this sector because…
I think in some small way I get to make a difference. I also find it challenging, as currently at ACI we are dealing with a very dynamic environment, which keeps us all on our toes. Additionally, the role of CEO means you need to be a jack-of-all-trades and that suites me down to the ground.
The trouble with some associations is…
That while the bottom line is not the reason associations exist, many are run as if it does not matter. I actually have a very strong dislike for the term ‘not-for-profit’: it gives people the wrong perception about how these organisations should be managed. There needs to be a balance between delivering member and community benefits and the financial sustainability of the organisation.
As a manager it’s important to…
Realise that you don’t have to be the smartest person in the room. In fact, I find I work best when I am driven by people that are ambitious. I always try and build a management team that has at least one individual in it who either wants my job, or could easily fill my position if required.
The relationship between CEO and board is…
One of the most important relationships that exists within any organisation. There has to be an agreed common purpose and mutual respect.
The CEO needs to respect the board and give them the freedom required to undertake their roles – including holding the management team to account for its decision-making within the agreed strategic parameters. Likewise the board needs to listen to the management team, as they have day to day contact with the members; this ensures that significant decisions are representative of the broader membership’s views.
I am inspired by…
People who are able to turn their hobbies and interests into their full-time job.
When I am not working you can find me…
Chances are you won’t. I struggle sitting still – I am usually either out with my family, showing the dogs my wife and I breed (Australian Shepherds), or working on our semi-rural property.
