Governance Bites

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Dennis Murray is an experienced tech entrepreneur and director, with a background in the legal sector. He is Chief Executive Officer and Director of Dacreed. Earlier in his career, while consulting to Lexus Nexus, he wrote governance material for their clients. Prior to that, he managed a team writing law reference books for lawyers at CCH. 
Mark Banicevich asks Dennis about governance and the role of the board of directors. He also asks about delegations of power from the board of directors to the executive team, and they discuss technology that makes governance easier and more effective - such as BoardPro and Diligent.
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Dauniika Puklowski is a professional company secretary, and a Chartered Member of the Institute of Directors, with her own business called Board Administration Services Ltd. She is company secretary for NZ Health Group, Unitec and Auckland Grammar School. She also has experience as a director. 
Mark Banicevich asks Dauniika about the process of running a board of directors, how to turn an ineffective board around, and a few details about board tools such as the board charter and the workplan. He also asks about governance generally, for-profit compared to not-for-profit, and NZ compared to governance overseas. Dauniika also has great advice for new directors, and provides insights into inducting new board members.
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Kevin McCaffrey has a long history in governance, including a Masters Degree in the subject. He has been a partner and director in major global consulting firms (including Price Waterhouse and Ernst & Young), and is now a governance consultant. Among other things, he teaches strategy and governance for the New Zealand Institute of Directors. 
Mark Banicevich asks Kevin about governance and the role of the board of directors, about strategy and how to set strategy, and they discuss variations in governance across the world. Kevin also shares some important advice for new directors.
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Steve Burgess is a founder and managing director of Compliance Refinery, a compliance company that helps financial services firms understand and meet their legal and regulatory obligations through education, and compliance testing services. Steve is also a member of numerous advisory boards. 
Mark Banicevich asks Steve about policies, processes and controls - what they are, and how they help a company operate within its legal and regulatory framework. Mark and Steve also discuss governance, and Steve gives his top tip for new directors.
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Kirsty Campbell is a professional director, who currently sits on six professional boards (including insurance companies, one of New Zealand's largest mortgage advice firms, a fund manager, a trustee company, and an engineering firm. Kirsty started her career as a lawyer, spent eight years at NZ's largest bank, and lead the supervision team at the Financial Markets Authority between 2012 and 2015. 
Mark Banicevich asks Kirsty about the difference between for-profit and not-for-profit governance, how an entity manages risk, and the best advice she has been given in her governance career. He also asks about governance and the role of the board of directors generally, and any differences in international governance. Kirsty answers the questions from a legal viewpoint, providing a different perspective from other guests in this series so far.
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Karty Mayne is a risk and compliance expert, and founder and director of Rosewill Consulting. She has a background in risk management in compliance from the trustee sector in financial services, and the Financial Markets Authority (New Zealand's financial services regulator). She is an independent director on a few boards. Her company assists financial services firms to create, implement and run compliance assurance programmes, helping them meet their regulatory and licensing obligations, and completes compliance audits. 
Mark Banicevich asks Karty about the board's role in managing risks to an organisation, what tools and processes boards use to understand and manage risk, and he asks about compliance - what it is and how it works. He also asks about governance generally, whether governance differs between for-profit and not-for-profit entities, and whether governance differs overseas from New Zealand.
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Henry Lynch is founder and director of Faraday, a company that creates and runs advisory boards for companies. He is presently chair or board member of a dozen boards, drawing expertise into those boards as required by current strategic objectives.
Mark Banicevich asks Henry about forming a board, the role of the chair, board charters, and the relationship between chair and Chief Executive Officer. He also asks about governance generally, whether governance differs between for-profit and not-for-profit entities, and whether governance differs overseas from New Zealand.
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Tony Dench is a director on a porfolio of for-profit and not-for-profit (or "for purpose") boards. He was an executive manager at one of NZ's major banks, before a role as Chief Executive Officer of a large financial advice aggregator. 
Mark Banicevich asks Tony about the relationship between the Chief Executive Officer and the Chair of the Board, management reporting, and how governance differs from management. He also asks about differences between for-profit and for-purpose governance, and international differences in governance.
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Sam Stubbs is an experienced CEO of both for-profit and not-for-profit companies. He founded not-for-profit fund manager Simplicity, and in the past five years, its funds under management have increased from $500 million to over $5 billion! 
Mark Banicevich asks Sam about the process of creating a board of directors for a new company, and what it should achieve in its first twelve months. He also asks about governance generally, how it differs between for-profit and not-for-profit entities, and whether governance differs overseas from New Zealand.
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Tony Arthur is an experience Executive Manager, with past roles leading distribution at a major NZ bank, and a major NZ life and health insurer. He also has experience in biotech and agricultural businesses. 
Mark Banicevich asks Tony about reporting to a board of directors by executive management, the frequency of board meetings and board reporting, and the nature of board reporting. He also asks about governance generally, not-for-profit governance, and international governance. Tony also makes some excellent points about strategy and internal communication.
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