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At a glance
1. Looking across the policy landscape today, what is one area where you are optimistic about the direction Australian business or government is heading and why?
Australia is facing a difficult policy environment — weak productivity, structural pressure on the budget and a tax system that is increasingly complex and not well aligned to a modern economy. At the same time, we are competing for capital, talent and investment in a much more contested global environment, and our relative attractiveness is under pressure.
Against that backdrop, I am cautiously optimistic about the focus on productivity. The challenge is to shift from admiring the problem to implementing solutions: reducing regulatory friction, improving how government works with business, and making it easier to invest, innovate and grow.
2. What is a policy issue that is not getting enough attention from business leaders right now, but you believe should be firmly on the radar?
One area that deserves more attention from business leaders is how quickly the policy and regulatory environment is reshaping competitiveness — not just in Australia, but globally.
Many organisations are focused on managing current obligations, but not enough step back to ask how policy settings influence where they invest, how they structure their operations and how attractive they are relative to peers in other markets.
"Our advocacy focuses on making the system more workable in practice — simplifying rules where possible, improving consultation, pushing for better implementation of changes and advocating for holistic reform."
Issues like tax settings, sustainability disclosure, artificial intelligence (AI) governance and capital allocation are not just regulatory requirements — they are increasingly factors in investment decisions, supply chain relationships and access to global markets.
For Australian businesses in particular, the question is whether we are positioning ourselves to compete in a more globally integrated environment. Technology is breaking down traditional boundaries, which makes it easier for capital, talent and business models to move across jurisdictions and take advantage of more favourable regulatory and tax settings.
3. As regulation grows more complex around areas like AI and disclosure, how can accounting and finance professionals stay strategic instead of becoming purely compliance-focused?
Finance professionals should treat regulation as a strategic directive, not just a compliance task. AI, sustainability disclosure, cyber risk and governance obligations tell organisations about where markets, regulators and the public expect business to go.
The profession’s opportunity is to help organisations make better choices, not just meet minimum obligations. This means going beyond interpreting and complying with rules and instead translating the signals around risk, data, performance and accountability into a competitive advantage.
In climate reporting, for example, the value is not in producing a disclosure; it is understanding business model resilience, supply chain exposure and capital allocation. With AI, the value is not simply approving or blocking tools; it is asking whether the organisation has the governance, data quality, assurance and ethical judgement to use them responsibly.
4. Many professionals see policy as abstract or removed from day-to-day business. How does policy and advocacy directly change outcomes for CPA Australia members or the broader business community?
Australian tax is a clear example. For many members, the challenge is not just the level of tax, but the complexity, frequency of change and cost of complying with it. Small businesses and practitioners in particular carry a disproportionate burden, navigating detailed rules, constant updates and increasing reporting expectations.
Our advocacy focuses on making the system more workable in practice — simplifying rules where possible, improving consultation, pushing for better implementation of changes and advocating for holistic reform.
That includes areas like small business tax settings, integrity measures and the administration of the system itself. Getting those details right has a direct impact on time, cost and certainty for members and their clients, while improving Australia’s tax settings will support growth and prosperity for future generations.
5. Outside the formal world of submissions, briefings and parliamentary processes, what is a book, podcast or unexpected source of inspiration that has influenced the way you approach policy and leadership?
I am drawn to sources that explain systems clearly. Not just policy books, but good journalism, economics, history and long-form interviews with people who have had to make difficult decisions in public life. Policy is ultimately about judgement under constraints.
You rarely choose between a perfect option and a bad one. You are weighing trade-offs, timing, institutional capacity and the real-world consequences of decisions.
One influence for me is the tradition of careful public sector thinking — people who take institutions seriously, understand evidence and avoid easy slogans. I also find a lot of value in conversations with members. They are often the best reality check.
If a policy idea cannot be explained clearly to the professionals who have to implement it, or if it ignores the way businesses actually operate, then it probably needs more work.
