Sean Gray - CEO, Peke Waihanga - NZ Artificial Limb and Orthotic Service

My first job was milking cows and farm work and in time I became a farm consultant

I enjoyed sharing my knowledge to help the farmer get insights which they subsequently turned into decisions.

University learning and knowledge is helpful, however how knowledge links with experience is what creates the most value.

I am dyslexic (I even needed spell check to spell dyslexic). However, I thinking this is my super power, and now with AI support tools to help me with the written word, I have become way more effective.

My career has not been planned; it has been about following shiny things that look like fun.

I have a history of keeping busy... pathology automation and diagnostics, point of care diagnostics, import/distribution, medical device innovation, health and disability services, ski guiding, university ambassador, to name a few. Across a number of organisation types; chambers of commerce, government, NFP, venture capital start up, private companies, crown entity, univeristies, social enterprise. In summary, I’ve had heaps of different jobs, companies, industries and lines of work, and many at the same time!

I was in my 20s when I first seriously considered being CEO in the future. I worked with two amazing leaders at Diabetes NSW who suggested that I should consider CEO opportunities.

I became part of a formal succession planning effort. However, a board led restructure of the organisation meant it did not occur. Instead, my first CEO role came as part of an internal promotion of a medical device company.

In my current CEO role, I was not aware of the profession until I was being considered for it. As it turns out, I was great fit because of my transferable skills; diabetes is the main reason for amputation, I ran a medical device start up which gave me exposure to prosthetics and orthotics, and I have a strong understanding of disability funding models from overseas markets.

The governance interaction between the board and CEO has formal parts, however it is the informal parts of a positive and trusting relationship that are critical to success and they can flex and evolve over time.

I like to use commercial thinking to get better outcomes for vulnerable communities.

You get the CEO role based on your skills and experience, then you have to back yourself and make time for planning. Plus, focus on getting a good night's sleep…