Bring clubland into the conversation

Use my relationships and direct understanding of domestic football to create regular, open dialogue with clubs, federations, professional teams and volunteers. Establish a clear, agreed process for consultation with clubs, including when they are involved, how their input informs decisions and how outcomes are communicated. Turn feedback into clear decisions and explain the reasons behind them.

Grow revenue from a New Zealand base

Build on NZF’s existing commercial progress with partnerships grounded in local market realities. Connect national visibility with community reach, regional business relationships and measurable partner value. Use the business-network model to create opportunities beyond traditional sponsorship. Apply my experience with AI to build a more substantial outreach and lead-generation campaign, identifying and engaging prospective commercial partners, businesses and investors in New Zealand and overseas.

Connect player development to long-term value

Develop a coordinated approach to overseas placements, with appropriate player support, club partnerships and clear accountability. The case study that follows outlines a proposed model, commercial principles and measures of success.

I have helped numerous young New Zealand players and their families access professional environments, both here and overseas. In my experience, the barrier is often less about talent than about facilitating the opportunity: building networks, arranging trials, navigating visa requirements and helping families plan for the financial and practical realities of living abroad. That experience would inform a coordinated national approach.

Use AI to improve everyday delivery

At our current club, I have made practical AI adoption a priority, using it to improve systems and processes and build capability within the organisation. My ambition is for us to lead through useful application and share what we learn. Those lessons can help clubs improve CRM systems, maintain documentation, support compliance workflows and reduce the administrative load on staff and volunteers. I would develop shared templates, practical training and tools that clubs can adopt with limited resources, with clear responsibility for accuracy, privacy and final decisions.

This builds on my work with multiple grassroots clubs to develop their systems, processes and programmes. I understand that national support must be affordable, straightforward to use and adaptable to the people and resources each club has available.

Connect participation and performance

Design a bespoke domestic development model that fits New Zealand’s geography, resources and player base. Strengthen local coaching, club capability and links between community programmes, schools, federations and high-performance environments. Work with technical leaders across women’s and men’s football, girls’ and boys’ programmes, and futsal to improve access, player welfare and progression within the domestic game.

Make progress visible and accountable

Agree priorities, realistic budgets and a small set of meaningful measures with the Executive Committee. Develop staff and support volunteers, with clear ownership and regular review. Uphold respect, integrity and inclusion, and work with Māori Football Aotearoa and other Māori partners to give practical effect to NZF’s commitment to Te Tiriti o Waitangi. Make safeguarding, health and safety, and clear governance and management responsibilities part of everyday delivery.