Trans-Tasman Directors: Sitting on Boards in Australia and New Zealand

Many senior leaders live in one country and work across both.

A New Zealand CFO might run finance for the ANZ business of a group headquartered in Sydney. An Australian executive might have spent years in Auckland. Many companies operate in both markets, and some are listed in both.

That creates an opportunity. Directors who understand both Australia and New Zealand are valued by trans-Tasman businesses, dual-listed companies and organisations planning to expand across the Tasman.

This article covers why trans-Tasman experience is valued, key differences in board culture, duties and rules in general terms, getting known in the other market, travel and time, and how to show it on your board CV. Legal and regulatory differences are significant, so keep this general and take advice on specifics.

Why trans-Tasman experience is valued

• Many businesses operate in both countries. They need directors who understand both markets.

• Dual listings. Some companies are listed on both the ASX and NZX.

• Expansion. New Zealand businesses often expand into Australia first, and vice versa.

• Regulation. Directors who understand both regulatory systems add real value.

• Culture. Each market has its own business culture, customers and expectations.

A director who can bridge both helps the board make better decisions.

Key differences in board culture

Board cultures differ in many ways, and generalisations only go so far. But directors often notice:

• Size. New Zealand’s market is smaller, and boards often know each other well.

• Relationships. In New Zealand, personal networks can play an even bigger role.

• Te Tiriti o Waitangi. New Zealand boards increasingly consider obligations and partnerships with Māori. See Te Tiriti and cultural capability interview questions.

• Regulatory approach. Each country has its own regulators, rules and expectations.

• Scale. Australian companies are often larger, with more complex structures.

Understanding these differences helps you contribute well in either country.

Duties and rules in general terms

Directors’ duties in both countries share many principles, such as acting in good faith, in the best interests of the company and with care and diligence. But the laws, regulators and detailed requirements differ.

If you sit on boards in both countries, make sure you understand the rules in each. Training from director bodies in both countries can help. Take legal advice where needed.

See how to become a non-executive director in Australia and how to get on a board in New Zealand.

Getting known in the other market

If you are established in one country, building a profile in the other takes time.

• Join director networks in both countries.

• Meet board search consultants in the other market.

• Attend industry events across the Tasman.

• Use your trans-Tasman executive experience as a link.

• Start with a board that operates in both markets.

Many directors start with a subsidiary or trans-Tasman business board, then build from there.

See board appointments in New Zealand and moving between Australia and New Zealand executive markets.

Travel and time

Sitting on boards in both countries means travel. Flights, time zones in some cases and time away from home. Many boards now meet partly online, which helps. But in-person meetings, strategy days and site visits still matter.

Be realistic about how much travel you can manage, especially if you also have an executive role.

Your board CV

Show your trans-Tasman experience clearly:

• Roles and boards in each country

• Experience with businesses operating across both markets

• Regulatory and cultural understanding

• Any work with Māori organisations or partners, where relevant

Example line: “Director with board and executive experience in both Australia and New Zealand, including the ANZ subsidiary board of a listed group and a New Zealand energy company.”

Common mistakes

• Assuming board practice is the same in both countries

• Ignoring cultural and Te Tiriti considerations in New Zealand

• Underestimating travel

• Applying only in one market when your experience spans both

• Not understanding the legal differences

How search consultants view trans-Tasman directors

When I was in executive search, I worked across both markets. Directors who understood both were in steady demand, especially for businesses expanding across the Tasman. Their value was clear, and their networks in both countries often gave them an edge.

Your profile

Example: “Director and former CFO with board and executive experience across Australia and New Zealand. Brings trans-Tasman insight, finance and audit expertise to boards operating in both markets.”

Interview preparation

Trans-Tasman board interviews may ask about your understanding of both markets, how you would handle regulatory differences and how you would manage travel. Prepare clear, honest answers.

A quick self-check

List the boards and executive roles you have held in each country. If one side is much lighter, plan how to build experience there.

Directors’ bodies in both countries

Both Australia and New Zealand have institutes for company directors that offer training, events and networks. If you plan to sit on boards in both countries, consider joining both or at least attending events in both. It builds your understanding and your network.

Dual-listed companies

Some companies are listed on both the ASX and NZX. Their boards deal with two sets of listing rules, two shareholder bases and two regulatory systems. Directors who understand both are particularly valuable to these boards.

Currency and tax

Businesses operating in both countries face currency risk and different tax systems. Finance leaders on trans-Tasman boards can add real value by helping the board understand these issues clearly.

Being an Australian on a New Zealand board

If you are Australian and join a New Zealand board, take time to understand local history, culture and relationships. Listen first. New Zealand boards value directors who respect local context.

Being a New Zealander on an Australian board

If you are a New Zealander joining an Australian board, show how your understanding of New Zealand adds value, while learning the scale and pace of the Australian market.

A quick tip

Keep a list of board search consultants and chairs in both countries. Contact each at least once a year.

Working across time and distance

Even short trans-Tasman travel adds up. Directors who manage it well plan their calendars months ahead, use online meetings for routine matters and save travel for strategy days, site visits and key meetings.

Common questions

Do I need to live in New Zealand to sit on a New Zealand board? Not always, but some boards have requirements about residency. Check the rules for each board.

Your LinkedIn

Show your trans-Tasman experience clearly in your LinkedIn headline. “Director and CFO | Australia and New Zealand | Finance, Audit and Capital” helps consultants in both markets find you.

Interview tip

Expect a question about how you would handle differences between the two markets. Have one concrete example ready from your executive or board experience.

Starting point

If you are new to boards, a trans-Tasman subsidiary or a business you already know through work is often the easiest first step.

Your next step

If your experience spans both countries, make it the headline of your board CV. Then meet one board search consultant in the market where you are less known.

If you want a board CV that shows your trans-Tasman value, my board resume writing is built for senior leaders across Australia and New Zealand.

If you are planning a trans-Tasman board career, book a complimentary Clarity Session.