I honestly believe that integrity—and the trust that it breeds—are vital if organisations are going to succeed in their objectives, whatever they are. I know there’s a risk of sounding like a moral crusader, but it’s actually about being more responsible in how we respect and handle the assets of an organisation; not just the monetary or physical kind, but the people involved, and massive value factors such as trust, goodwill and reputation. My aim is to promote internal cultures where greater integrity is the expected norm, with employers investing heavily in stronger ethics and transparency.
I started my professional career in the Royal New Zealand police as a constable and, after specialising in youth crime, worked for some years as a police liaison officer in Maori communities where we developed a strongly proactive, community-based approach to issues affecting the wellbeing of the community such as youth criminality, gangs, drugs and reoffending. From there I moved on to national projects and then to consulting for a large global business, and the UN and INGO agencies.
One of the many things I bring to this work from my background is that victims are never faceless; the human cost of wrong actions is very real, especially on the grand scale that large multinational organisations work at. My background also makes me very direct—we’ll always say it how it really is. If we’re making a big noise about transparency and integrity, we have to walk the talk in how we deal with clients.