What's the biggest challenge you have faced in getting to the top? Recognising that you need to be willing to give things a go and play to win in the areas that really matter. This means moving smartly with speed and courage but always being prepared to keep learning or to adapt - or even to stop an initiative at equal pace when necessary.
How are you coping with an increased public profile? It's not about me. Whatever profile I have is courtesy of this great New Zealand company with its iconic brands and a history of innovation and achievement so I am very lucky. I love DB and what the company stands for. I also respect and like the people who work here and our customers, suppliers and key partners I have met so far. I find that when you are fully engaged with what you do and do the job to the very best of your ability, that even when the pressure comes on, it goes with the territory and doesn't tend to be too onerous.
What's your top tip for being a successful leader? I believe in always staying true to yourself and I am a great believer in personal authenticity. It never works trying to be something or somebody you are not. On a business level, I would say that the workplace culture you create and live by in an organisation is more important than any strategy you write on a piece of paper. Listening is also key.
What do you think are some of the biggest misconceptions Kiwis have about chief executives? I think people - not just Kiwis - often underestimate the complexity and fluidity of a CEO role. Sporting metaphors are commonly used to talk about leadership. But we don't play on a pitch or a court. The scope is infinitely broader. And the game never ends.
