THE Australian Property Institute is holding its 2022 National Board election. The API is urging members to cast their vote and help shape the future of the Institute.
Greg Sugars is one of the candidates seeking to be elected to the national board of the API.
- What is your interest to come on board with the Australian Property Institute?
Over the past 3 years I have watched the API continue its evolution, off the back of years of membership, and the direct experience I share with so many of our members of navigating constant change in our profession.
In my opinion the organisation is achieving important strides forward, but, as in any membership organisation, there is more to be done.
As a member of the Victorian State Committee and the RVI group Committee, and having long standing relationships with our membership and key stakeholders, I can add considerably to the strategic decision making of the National Board and draw from my extensive corporate and not for profit experience at board level, to the benefit of the API and its members.
- What financial experience or expertise do you bring to the API?
As an experienced director on both for profit and not-for-profit boards, I have had many years of experience and skills needed at board level to understand and manage financial governance obligations, including ensuring the effective balance of risk and driving performance. Last year the API had revenue in excess of $8 million.
I have been involved as Independent Director in entities that have had revenues well in excess of these, enabling me to understand complexities and considerations of financial reporting in a range of organisations.
It is this depth and diversity of experience that would enable me to contribute informed and effective decisions about the use of the API’s financial resources, including a keen eye to the membership value proposition, just as I understand the importance of the value of our profession.
- What governance experience do you bring to the API?
A key goal of the API is transparent governance. The Australian Institute of Company Directors (AICD) develops the capability of directors and organisations to pursue world-class governance and as a Fellow member of the AICD since 1992, I have continued to evolve my own capabilities in order to work to strengthen the capabilities of all organisations I contribute to. The governance landscape is a constantly changing regulatory environment, so it is vital to be aware of and recognise the possibility of change and more importantly a response to change that both protects against risk and maximises opportunities for the profession and our industry.
I have served on numerous company (both private and public) and not for profit boards continuously for the last few decades, both as a Director and as Chair in some instances, and can bring this wealth of experience to support governance ‘best practice’ at the API. The addition of my experience and training from a governance perspective, I understand the importance of member engagement, communication and participation, and the volunteer value our membership can in enhancing the decision making processes of API.
- What strategic planning experience do you bring to the API?
Having been an industry leader and Director/ CEO of valuation practices since the early 1990’s I have seen the continuous change within our profession. Some good-Some Bad! Many quite challenging.
These changes have often been driven by external factors such as: globalisation of investment markets; regulatory changes; client driven aggregation; the introduction of data driven decision making amongst others. The key element in leading organisations is to have a strategic plan that can adapt quickly and be agile, can capitalise on opportunities and can implement strategies that strengthen stakeholders’ positions.
Modern Boards need enhanced situational awareness and more are emphasising enhanced stakeholder engagement and advisory processes to be able to bring the best people together to gather the best insights and capability to advance our objectives and deal with headwinds we need to navigate. Strategic planning is not a workshop but a state of mind, an alertness to the need to adapt and evolve in the face of new challenges and opportunities, and a focus on what is within our control that will influence our success. You as members are all key stakeholders in the API, and you know the API is currently pursuing 7 key strategic objectives. Given the pursuit and achievement of those 7 key strategic objectives is critical for stakeholder success, as a director I would be highly committed and focused to make effective and sound decisions to support management and their teams to implement the strategic objectives.
As a leader I have extensive experience in the strategic planning sphere and I believe I can add substantially to the strategic direction of the organisation, and the all-important execution capabilities and performance monitoring needed to turn a plan into progress.
- To further pursue API’s strategic direction, it would be of great benefit if prospective Directors could contribute advocacy, policy and/or digital communications experience to the Board. What is your experience in one or more of these areas?
From an Advocacy perspective I am actively involved on a day to day basis with a range of key industry stakeholders including those from State and Federal Government, key regulators, industry associations that work alongside the API, corporations (both public and private), allied professional including those in the Legal, Accounting, Planning and Construction industries, a range of lenders (from Top tier banks to non-bank lenders) and of course many in the property profession itself. Utilising these contacts, I am in an ideal position to source and process feedback and help the API staff formulate key advocacy positions and to engage effectively with policy and decision-makers to ensure the API is an authoritative and impactful advocate.
- In general, what can you bring to the API and why should members elect you?
The API has been a part of my professional life and I have sought to support our profession to be fully recognised and valued for its vital contribution to our economy and the success of customers that rely on our expertise. It is a big responsibility our profession shoulders and we need to demonstrate that we have earned and deserve the trust and confidence clients and regulators place in us. Just as the API works to nurture the standing, capacity and appreciation of members, I have sought to play my part in seeking to support our shared commitment to excellence through sponsorship of key API events, such as this year’s National Property Conference, and to demonstrate the very best of our profession through the business leadership I have provided. I am seeking the opportunity through your support, to apply this drive, optimism about our future and passionate belief in our profession, through an even deeper contribution as a member of our Board.
If the API is to continue to grow and thrive it needs new ideas, new energy and most importantly people with the aptitude, skills, expertise and drive, to make a difference. What kind of difference? One that sees our industry body attracting more people and diverse people to the industry. Where we look at a stronger, more recognised profession, with a growing industry with far more than 24% of our membership being female.
With such a reputation of a meaningful and fulfilling career, course places are contested by the brightest students and feeder courses at universities accredited by the API help to highlight the career mobility, international scope and dynamism our profession and professional membership with the API offers.
There is much to do and I’m committed to a full contribution to the Board if elected, and to continue to support our profession even if I’m not.
Thank you for considering my candidacy.
More information on the 2020 Election can be found at https://www.api.org.au/2022-agm-hub/
