Governance Bites

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How much industry knowledge does a director really need? In this Governance Bites interview, Jerry Hall and Mark Banicevich explore why directors need to understand not only their industry, but also the regulatory, technological and other changes affecting it. They discuss the importance of directors doing their own homework rather than relying solely on management, and how boards can identify risks that cut across organisational silos. Using upcoming changes to New Zealand’s insurance legislation as a practical example, Jerry Hall explains why seemingly technical legal issues can quickly become significant governance, financial and solvency issues – and what boards should be asking management. 
Jerry Hall is a Chartered Accountant (ICAEW) and seasoned CFO with more than 25 years of international leadership across financial services and insurance. His governance experience spans board reporting, audit committees, regulatory compliance, risk oversight and strategic finance across the UK, Middle East and Asia-Pacific. Jerry has led organisations through complex acquisitions, private equity ownership, post-merger integration and multi-jurisdiction regulatory challenges, working closely with regulators in the UK, UAE, Hong Kong and beyond. From building governance frameworks for global start-ups to advising CEOs and boards on regulatory strategy, he brings a practical, board-level perspective on governance, accountability and sustainable organisational growth.
#Governance, #CorporateGovernance, #BoardLeadership, #Directors, #BoardOfDirectors, #RiskManagement, #Insurance, #InsuranceIndustry, #Regulation, #RegulatoryChange, #GovernanceBites, #NewZealand, #Leadership, #BoardEffectiveness, #DirectorsDuties, #boardcraft, #decisionmaking, #makingadifference, #ceo

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In this episode of Governance Bites, Mark Banicevich speaks with Giselle McLachlan about one of the toughest questions every board must face: When is the right time for a director to step down? They explore board renewal, succession planning, term limits, chair succession, and how directors can recognise when they are no longer adding value. Giselle McLachlan shares practical insights on creating healthy board cultures where renewal is embraced, transitions are handled well, and governance remains focused on serving the organisation—not individual tenure. Essential viewing for directors, chairs, and anyone committed to high-performing governance.
Giselle McLachlan CFInstD is a governance specialist dedicated to helping organisations flourish through "down to earth" advice and strategic leadership. As a Chartered Fellow of the Institute of Directors and Managing Director of Grounded Governance Ltd, she brings decades of experience as a lawyer, insurance executive, and CEO. Giselle currently serves as Board Chair for AbacusBio and ARC Committee Chair for Gore District Council and Local Government New Zealand. With a portfolio including past roles at the Medical Council of New Zealand and the Earthquake Commission, she excels at future-proofing organisations and coaching directors. She provides the fresh, honest insights needed to take the "bored" out of the boardroom.
#GovernanceBites, #CorporateGovernance, #BoardGovernance, #Boards, #BoardDirectors, #Directors, #BoardLeadership, #BoardChair, #SuccessionPlanning, #BoardRenewal, #Governance, #Leadership, #Strategy, #RiskManagement, #BoardEffectiveness, #GoodGovernance, #GovernanceExcellence, #NotForProfit, #GovernanceTraining, #DirectorDevelopment, #boardcraft, #decisionmaking, #makingadifference, #ceo

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In this episode of Governance Bites, Mark Banicevich interviews Jerry Hall about senior managers accountability regimes and whether New Zealand should adopt a framework similar to those operating in the UK and Australia. They explore how these regimes strengthen governance, clarify executive accountability, improve regulatory oversight, and support better leadership appointments without stifling innovation. Drawing on decades of international experience, Jerry Hall shares practical insights into what boards, CEOs, and regulators can learn from overseas—and why strong governance starts with having the right people in the right roles.
Jerry Hall is a Chartered Accountant (ICAEW) and seasoned CFO with more than 25 years of international leadership across financial services and insurance. His governance experience spans board reporting, audit committees, regulatory compliance, risk oversight and strategic finance across the UK, Middle East and Asia-Pacific. Jerry has led organisations through complex acquisitions, private equity ownership, post-merger integration and multi-jurisdiction regulatory challenges, working closely with regulators in the UK, UAE, Hong Kong and beyond. From building governance frameworks for global start-ups to advising CEOs and boards on regulatory strategy, he brings a practical, board-level perspective on governance, accountability and sustainable organisational growth.
#Governance, #CorporateGovernance, #GovernanceBites, #BoardLeadership, #Boards, #Directors, #BoardDirectors, #ExecutiveLeadership, #SeniorManagement, #Accountability, #RiskManagement, #FinancialServices, #Insurance, #Compliance, #Regulation, #Leadership, #BoardEffectiveness, #CorporateCulture, #FinancialRegulation, #NewZealandBusiness, #boardcraft, #decisionmaking, #makingadifference, #ceo

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In this episode of Governance Bites, David Turner and Mark Banicevich explore how boards can move beyond simply managing risk to actively capturing opportunity. They discuss why agility and speed of decision-making are becoming critical competitive advantages, how to avoid analysis paralysis, and how boards can balance oversight with management autonomy. They also examine dynamic strategy, psychological safety, learning from failure, and the role of communication and trust between chairs and CEOs. David Turner shares practical advice for new directors, including understanding their responsibilities, asking better questions, learning the business, and finding an experienced mentor.
David Turner is a governance and risk leader with more than 20 years’ experience helping boards, executives and organisations strengthen decision-making, resilience and leadership. He is co-founder of CATO (https://www.catoltd.com/) and turnerspeaks (https://www.turnerspeaks.com/). As Chief Executive Officer of RiskNZ (https://www.risknz.org.nz/) and a former Deputy Chair, he has been instrumental in advancing risk governance across New Zealand while contributing to Australian and New Zealand Standards committees. David’s career spans military service, enterprise risk management, governance advisory and executive leadership, with experience across government, defence, infrastructure and major corporate organisations. His expertise in organisational psychology and human behaviour brings a distinctive perspective to board governance, helping directors better understand the human factors that influence risk, culture, strategy and organisational performance.
#Governance, #CorporateGovernance, #BoardOfDirectors, #BoardLeadership, #Directors, #Boardroom, #Leadership, #RiskManagement, #StrategicThinking, #Strategy, #DecisionMaking, #ValueCreation, #BusinessStrategy, #BoardEffectiveness, #LeadershipDevelopment, #PsychologicalSafety, #FutureOfWork, #BusinessLeadership, #GovernanceBites, #NewZealandGovernance, #boardcraft, #decisionmaking, #makingadifference, #ceo

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In this episode of Governance Bites, Mark Banicevich speaks with governance expert Giselle McLachlan about one of the biggest factors influencing board performance: alignment between the board and management. They explore why alignment goes beyond agreement, the critical role of trust, strategy, role clarity and the Chair–CEO relationship, how to recognise when alignment is slipping, and practical ways to build stronger governance. Whether you're a director, chair, CEO or governance professional, this conversation offers valuable insights to help boards reduce friction, strengthen leadership and achieve better organisational outcomes.
Giselle McLachlan CFInstD is a governance specialist dedicated to helping organisations flourish through "down to earth" advice and strategic leadership. As a Chartered Fellow of the Institute of Directors and Managing Director of Grounded Governance Ltd, she brings decades of experience as a lawyer, insurance executive, and CEO. Giselle currently serves as Board Chair for AbacusBio and ARC Committee Chair for Gore District Council and Local Government New Zealand. With a portfolio including past roles at the Medical Council of New Zealand and the Earthquake Commission, she excels at future-proofing organisations and coaching directors. She provides the fresh, honest insights needed to take the "bored" out of the boardroom.
#Governance, #CorporateGovernance, #BoardOfDirectors, #BoardLeadership, #BoardGovernance, #GovernanceBites, #Leadership, #ExecutiveLeadership, #BoardEffectiveness, #Strategy, #BusinessLeadership, #RiskManagement, #Boardroom, #DirectorDevelopment, #CEO, #Chair, #Trust, #OrganisationalCulture, #GovernanceExcellence, #LeadershipDevelopment
#boardcraft, #decisionmaking, #makingadifference, #ceo

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What should directors discuss before the board meeting officially begins? In this episode of Governance Bites, Mark Banicevich interviews Dr Peter Crow about the value of board-only (or board-alone) time and why it is a hallmark of effective governance. They explore which conversations belong in these private sessions, how they strengthen board dynamics and decision-making, common mistakes chairs make, and practical guidance for running them well. Whether you're a chair, director or governance professional, this conversation offers practical insights to help boards govern more effectively while building stronger relationships and better meeting outcomes.
Dr Peter Crow has a PhD in corporate governance and strategy. Not only is he an experienced chair and director, he has also designed and delivered governance courses in New Zealand (for the Institute of Directors, and Governance New Zealand), and overseas, in countries including India, Kenya, Lithuania and Ireland. He has presented about governance on five continents, and he works with and advises boards around the world. 
#Governance, #CorporateGovernance, #BoardOfDirectors, #BoardLeadership, #BoardChair, #Directors, #BoardEffectiveness, #GoodGovernance, #GovernanceLeadership, #BoardMeetings, #BoardDynamics, #DecisionMaking, #Leadership, #RiskManagement, #Strategy, #GovernanceBites, #DirectorDevelopment, #Boardroom, #BoardOnlyTime

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In this episode of Governance Bites, David Turner and Mark Banicevich explore what happens when the relationship between a board and CEO starts to break down. They discuss the warning signs of misalignment, the importance of trust and two-way communication, where governance can slip into micromanagement, and how chairs can keep relationships healthy. David Turner also explains why strong financial results can mask emerging risks, how boards should balance challenge with trust, and when disagreement becomes a genuine governance risk. A practical conversation about building a transparent, constructive and effective board–CEO relationship.
David Turner is a governance and risk leader with more than 20 years’ experience helping boards, executives and organisations strengthen decision-making, resilience and leadership. He is co-founder of CATO (https://www.catoltd.com/) and turnerspeaks (https://www.turnerspeaks.com/). As Chief Executive Officer of RiskNZ (https://www.risknz.org.nz/) and a former Deputy Chair, he has been instrumental in advancing risk governance across New Zealand while contributing to Australian and New Zealand Standards committees. David’s career spans military service, enterprise risk management, governance advisory and executive leadership, with experience across government, defence, infrastructure and major corporate organisations. His expertise in organisational psychology and human behaviour brings a distinctive perspective to board governance, helping directors better understand the human factors that influence risk, culture, strategy and organisational performance.
#Governance, #CorporateGovernance, #BoardGovernance, #BoardsOfDirectors, #BoardLeadership, #CEO, #BoardChair, #Leadership, #RiskManagement, #BoardEffectiveness, #GovernanceRisk, #Director, #ExecutiveLeadership, #LeadershipDevelopment, #BusinessLeadership, #GovernanceBites, #boardcraft, #decisionmaking, #makingadifference, #ceo

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In this episode, Mark Banicevich sits down with Jerry Hall, an internationally experienced insurance executive and board director, to explore how global governance experience can strengthen New Zealand boards. Drawing on leadership roles across the UK, Europe, North America, the Middle East and Asia-Pacific, Jerry Hall explains why international perspectives help boards anticipate regulatory change, navigate overseas expansion, challenge conventional thinking and make better strategic decisions. They also discuss the unique characteristics of New Zealand governance, why relationships matter in securing board roles, and how directors can adapt global lessons to local contexts without simply importing overseas solutions.
Jerry Hall is a Chartered Accountant (ICAEW) and seasoned CFO with more than 25 years of international leadership across financial services and insurance. His governance experience spans board reporting, audit committees, regulatory compliance, risk oversight and strategic finance across the UK, Middle East and Asia-Pacific. Jerry has led organisations through complex acquisitions, private equity ownership, post-merger integration and multi-jurisdiction regulatory challenges, working closely with regulators in the UK, UAE, Hong Kong and beyond. From building governance frameworks for global start-ups to advising CEOs and boards on regulatory strategy, he brings a practical, board-level perspective on governance, accountability and sustainable organisational growth.
#Governance, #CorporateGovernance, #BoardDirectors, #BoardLeadership, #GovernanceBites, #InternationalGovernance, #GlobalLeadership, #BoardEffectiveness, #Strategy, #RiskManagement, #Regulation, #Compliance, #Insurance, #FinancialServices, #Leadership, #BusinessStrategy, #InternationalBusiness, #DirectorDevelopment, #Boardroom, #NewZealandBusiness, #boardcraft, #decisionmaking, #makingadifference, #ceo

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How can boards become more effective by embracing discomfort rather than avoiding it? In this episode of Governance Bites, Mark Banicevich speaks with Giselle McLachlan about the concept of "governance yoga" – a practical approach to helping boards stretch their thinking, challenge assumptions and improve decision-making. They explore why healthy discomfort drives better governance, how boards can create psychologically safe environments for robust discussion, the role of emotional intelligence, and practical ways to make board meetings more engaging and valuable. This conversation is packed with actionable insights for directors, chairs and governance professionals looking to build stronger, more effective boards.
Giselle McLachlan CFInstD is a governance specialist dedicated to helping organisations flourish through "down to earth" advice and strategic leadership. As a Chartered Fellow of the Institute of Directors and Managing Director of Grounded Governance Ltd, she brings decades of experience as a lawyer, insurance executive, and CEO. Giselle currently serves as Board Chair for AbacusBio and ARC Committee Chair for Gore District Council and Local Government New Zealand. With a portfolio including past roles at the Medical Council of New Zealand and the Earthquake Commission, she excels at future-proofing organisations and coaching directors. She provides the fresh, honest insights needed to take the "bored" out of the boardroom.
#Governance, #CorporateGovernance, #BoardLeadership, #BoardOfDirectors, #Directors, #BoardEffectiveness, #BoardDevelopment, #Leadership, #DecisionMaking, #GovernanceBites, #GovernanceTraining, #BoardStrategy, #RiskGovernance, #BoardPerformance, #GoodGovernance, #GovernanceProfessionals, #NonExecutiveDirectors, #LeadershipDevelopment, #BoardCulture, #DirectorDevelopment, #boardcraft, #decisionmaking, #makingadifference, #ceo

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In this episode of Governance Bites, David Turner joins Mark Banicevich to explore how boards need to rethink risk management in an increasingly complex and unpredictable world. They discuss moving beyond spreadsheets and compliance to use risk as a strategic advantage, developing meaningful risk appetite, identifying emerging and “unknown” risks, and overseeing AI and cybersecurity without needing to be technical experts. David Turner also explains why people, culture and communication are at the heart of effective risk management – and why the best boards are those willing to ask difficult questions, challenge assumptions and confront uncomfortable issues before they become crises.
David Turner is a governance and risk leader with more than 20 years’ experience helping boards, executives and organisations strengthen decision-making, resilience and leadership. He is co-founder of CATO (https://www.catoltd.com/) and turnerspeaks (https://www.turnerspeaks.com/). As Chief Executive Officer of RiskNZ (https://www.risknz.org.nz/) and a former Deputy Chair, he has been instrumental in advancing risk governance across New Zealand while contributing to Australian and New Zealand Standards committees. David’s career spans military service, enterprise risk management, governance advisory and executive leadership, with experience across government, defence, infrastructure and major corporate organisations. His expertise in organisational psychology and human behaviour brings a distinctive perspective to board governance, helping directors better understand the human factors that influence risk, culture, strategy and organisational performance.
#Governance, #BoardGovernance, #RiskManagement, #CorporateGovernance, #BoardDirectors, #RiskGovernance, #BoardLeadership, #StrategicRisk, #RiskAppetite, #CyberSecurity, #ArtificialIntelligence, #Leadership, #OrganisationalCulture, #BoardEffectiveness, #GovernanceBites