Will you be standing again?
Yes. It would be the greatest honour of my life to serve as the Mayor of Invercargill.
I recently stepped away from my leadership role at one of Southland’s leading business advisory and accounting firms. That decision reflects the seriousness of my commitment. I’ve created the space to give the role everything, to show up fully and to be ready to lead from day one.
Leadership at this level is not a solo act. The effectiveness of a Mayor comes down to how well they can lead a team. Council decisions are made collectively. It takes strong chairing, clear vision and mutual respect to move ideas from discussion to action. I know how to unite people behind a shared purpose, to bring out the best in a diverse group and to navigate tough conversations with integrity. I’ve done it in council chambers, in the business world and across the national stage.
I’m all in for Invercargill and ready to lead with the experience, energy and team-first approach our city needs.
Why or why not?
To lead our city forward with energy, enthusiasm and ten years of extensive Local Government experience. First elected at 25, I’ve spent the last decade fronting up to complex legislative challenges and delivering outcomes through transparency, listening, advocacy and grounded leadership.
I’ve held national roles in the Local Government sector, helped lead local multimillion-dollar transformational projects, stood firm through the pressures of water reform and rising costs and championed Invercargill’s voice in major developments like Te Unua, the Museum of Southland, our inner city revitalisation and protecting spaces like the children’s area in the Public Library.
Born and bred in Invercargill, this city shaped me. Every opportunity I’ve had has come from the community, people and places that raised me. Our community built me into the leader I am today. That’s what drives me. I’m not here for a title. I’m here to give back. To serve. And to lead with the strength and gratitude that comes from knowing exactly who you’re doing it for.
Council is not a business. It exists for the public good. With over 160 pieces of legislation guiding our decisions, you cannot learn this role in a year or two. It takes terms to understand the mechanics, the obligations and the responsibility. I’m thankful to bring that depth.
Invercargill needs a Mayor who understands deeply, intrinsically how council works. Someone who can oversee the books, navigate policy, advocate at every level and still put people first. I know the system. I know the people. I know what it takes to deliver.
Relationships matter too. It would take several terms for a new Mayor or Councillor to build the trust and networks I’ve developed across Central and Local Government. These aren’t just symbolic ties. They’re practical, strategic and they get results. I’ve seen it first-hand, conversations with Ministers, policy shifts, urgent information shared early because those connections were already in place. That quiet work behind the scenes has real consequences for what we can achieve as a city and it means I’m ready to deliver from day one.
How long have you already been involved exactly?
I’ve served on Council for over a decade. Before being elected, I attended every public meeting I could get into and read every report I could find. I knew that to be effective, I had to understand the landscape, the systems and the people. I was elected in 2016 and have completed three terms, holding a wide range of governance roles at both the local and national level.
What are you most proud of/achievements in the time you have been a councillor?
There’s a lot to be proud of, but a few moments stand above the rest. One of the biggest responsibilities I’ve held was being asked by my fellow councillors to step up and lead through a Department of Internal Affairs (DIA) investigation. That was one of the most turbulent times in Invercargill’s recent history. It tested integrity, resilience and leadership. Alongside that, I helped navigate our city through the challenges of a global pandemic. Those experiences both shaped me and earned me recognition as a finalist in the Institute of Directors Emerging Director Award.
I’m also proud to have contributed to national change as part of the team that successfully advocated for childcare allowances for elected members. It was about removing barriers and making sure our public tables better reflect the people and communities we serve.
Locally, I’ve also pushed hard for increased transparency and for better systems within council among far too many things to mention. We need to modernise, streamline and make services more accessible for the people who rely on them. It’s work I’ve stood behind from the very beginning, and there’s real pride in watching those efforts come to life.
I’m also proud of the revitalisation we’ve seen in the city centre. From backing the initial Don Street development, to Invercargill Central Limited and now Wachner Place. That progress didn’t happen by accident. It happened through hard conversations, strategic investment and genuine partnerships with stakeholders who care about Invercargill’s future. I wouldn’t dream of taking all the credit, but without that shared effort, we would still be staring at derelict buildings and a CBD in decline. Now we’re seeing momentum, pride, investment and real change.
There’s a common line that councils should be run like businesses. But that’s a misunderstanding of what Local Government is. Businesses exist to turn a profit. Councils exist to serve the public. We deliver services that aren’t profitable but are essential, like libraries, footpaths, stormwater and elderly housing support. Councils use debt to build long-term infrastructure, just like families use mortgages to buy homes. It’s not reckless. It’s responsible when done well. And while efficiency matters, fairness matters more. Every part of Invercargill deserves safe roads, clean water and decent services, no matter the postcode. This is not about making money. It’s about delivering public good.
But at the heart of it all what I’m most proud of is showing up. For the pensioners watching every dollar. For the families navigating council systems. For the migrants seeking fairness. For everyone who deserves a council that listens. I’ve led with both heart and conviction.
What advice do you have for any new candidates standing?
Know your purpose. This work is not easy, but it’s deeply meaningful and often thankless. Come in ready to learn and to serve. Read your agendas properly, ask the hard questions and speak up when something doesn’t sit right in your gut or in your heart. Leadership isn’t about ego or headlines. It’s about putting people first and sticking with the kaupapa, even when it’s hard.
What do you see are the pressing issues in the city that that you are particularly passionate about?
We are in a cost-of-living crisis, and our ratepayers are under real pressure. We cannot keep defaulting to rate increases every time a challenge arises. We need a council that is innovative, financially savvy and willing to do things differently.
Central government reform is coming at pace and councils are operating with limited levers to fund the future. Understanding what is possible within the bounds of legislation and how to stretch every dollar for maximum impact, is crucial. That takes experience and deep policy knowledge.
When I was first elected, we were still storing property files in manila folders. The world had moved on, but we hadn’t. While we’ve started the digital transition across a variety of business units, we’re still not where we need to be. We need leadership that is digitally fluent and can support real operational change. Better systems mean better service. And that is what our people deserve.
Another thing that sets me apart is the strength of my regional relationships. I have strong ties with neighbouring councils and Mayors and I know the value of regional cooperation. We cannot afford to stand alone. Economies of scale create savings for ratepayers, and when we work together, we are stronger. In recent years, those partnerships have frayed. I’m the right person to bring us back to the table and to keep us there, especially as we stare down the possibility of amalgamation.
Economic diversification is also front of mind. The future of Tiwai has long been uncertain, and although stable now we need to be prepared. Having strong business relationships, acumen and a clear understanding of what infrastructure new industries need to succeed here is vital. The progress in aquaculture and the new industrial park in Awarua to name a few are promising signs. It was no accident that this land was already zoned for development. That kind of foresight matters.
At the heart of it, I’m a self-confessed infrastructure nerd. I care deeply about getting the basics right. Water systems that work. Roads that are safe. Services that support our people. A council that delivers without losing its humanity. That kind of progress only happens when leadership understands both the big picture and the finer detail. And that’s exactly what I bring.