RUPERT HAYWOOD
Experienced Chair
Non-Executive Director, and Strategic Risk and Debt Management & Financial and Risk Executive, Treasury
About Rupert Haywood
Rupert Haywood is an internationally seasoned financial and risk executive with over 30 years of leadership in various high-stakes environments. His career spans significant roles in both private and semi-government financial institutions specialising in Debt Capital Markets, Securitisation, Treasury, and Risk Management. Rupert is known for his strategic acumen, which has been instrumental in navigating companies through growth phases, crisis management, and major system implementations. His approach extends beyond traditional management to include stakeholder engagement and providing strategic advisory and mentoring to cultivate leadership in others.
Core Competencies
- Strategic Business Leadership
- Enterprise Risk Management
- Culture Transformation
- Corporate Governance and Compliance
- Crisis and Change Management
Impact and Innovation
Rupert's leadership at Queensland Treasury Corporation (QTC) led to significant organisational and operational change. This period provided the opportunity to not only replace core systems, allowing for product redesign, but also to reform the Enterprise-Wide Risk Management (EWRM) to drive a more risk-aware culture. His forward-thinking strategies have enhanced risk ownership and mindset, leading to a notable uplift in risk awareness and mitigation.
Board Highlights
Queensland Treasury Corporation (QTC): Multiple leadership roles culminating in Chief Risk Officer, where he oversaw risk management systems and internal control frameworks
Stone Leaf Capital Securities : Founding Board Director, establishing governance and risk management structures for new market ventures.
University of Queensland Business School Trust, Ethics & Governance: Advisory Board Member, providing strategic advice to align the school’s business model with industry standards.
My Approach & Vision for the Future
"Boards today face an ever-increasing challenge to meet the needs of stakeholders, regulators, and community expectations while managing risks and growing their business. Taking care of the now but preparing for the future requires the right conversations, focusing on strategic issues with discipline and diverse thinking. It is imperative for leaders to pause and reflect on whether adequate attention is being allocated to identifying, assessing, and mitigating the strategic risks that could potentially disrupt organisational objectives."
Leadership Philosophy: Building Success Through Empowerment
"Businesses are built by people, and people deliver their best when they enjoy what they do, feel empowered, and supported to take risks and opportunities needed. As a leader, my role is to ensure the team is more than the sum of its parts—bringing together the right talent and then creating the environment for people to perform and thrive requires honesty, understanding, and commitment."