December 6, 2025 • 17 mins
The Outgoing NZ Rugby CEO reflects on his time in charge, guiding it through turbulent years, how he's improved the product, and why he's stepping away.
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Speaker 1 (00:06):
You're listening to the Weekend Sport podcast with Jason Vine
from Newstalk ZEDB.
Speaker 2 (00:12):
Mark Robinson is about to leave New Zealand Rugby, having
taken on the role of CEO in January of twenty twenty.
He'll leave at the end of this month after six
years in charge, so for probably the last time, certainly
in this role. It's a pleasure to welcome Mark Robinson
into Weekend Sport. Mark, thanks for taking the time after
you made the call to resign mid year. How long
(00:35):
did it take you to find peace with that decision?
Speaker 3 (00:40):
Oh, look, I think I was very at peace of it,
you know at the time. Pioneer obviously put a bit
of thought into it, and you know, my family will
on the show at the time, and it became pretty
pretty clear decision for me back in May June, I
(01:01):
think it was. It seems a long time ago now.
I always thought i'd have a lot more time to
rep few things up and say a few farewells in that,
but it's certainly I'm rolled around quite quickly, and I
guess the other things sitting in at the two, you know,
the couple of major workstreams that I talked about at
the time around the international calendar, which we've which I've
(01:21):
signed off all the all the major competitions I was
talking about probably for the last few years have have
come to fruition, which we're extremely excited about. And the
other thing was the sort of reset of the financial
model in New Zealand, which we're getting very close to
as well. So you know, all those things weighed up
together between the things had left to take off my
own mind along with family, and it's it's it's great.
(01:43):
I'm really looking forward to the next step.
Speaker 2 (01:45):
Well, can we go back to the start. You were
probably given a few hospital passes by your midfield partners
during your time on the field. How much of a
hospital pass was taking this role just as COVID hit.
Speaker 3 (01:59):
Well, look, there's no doubt it was by far the
most challenging thing that i'd either can and can person.
But I think if you step back, it was probably
the most challenging thing rugged ever encountered sport for that matter,
and then the whole sort of you know, entertainment and
sports industry as well as you know, for that matter
(02:19):
of the country. When when you think about it, so look,
I don't you know, talking to a lot of sort
of colleagues and leadership roles at that time and over
the last few years. Is no doubt that it's by
far one of the most challenging things to to ever
you know, hit leaders I think in this country. And
you know, as I look back, I'm really proud with
how we came through that these you know, I don't
(02:42):
think people can appreciate the things we were sort of
weighing up and having to consider on a daily basis
across those sort of two two and a half years,
and you know, we've come out the other side of it,
and you know, I hope, I'm sure that new leadership
coming into to the role will very much be focused
on going forward. But yeah, it was a tough time.
Speaker 2 (03:00):
What stands out most when you reflect on your nearly
six years in this role, I've.
Speaker 3 (03:09):
Been massively proud to be in the role and extremely privileged.
I you know, as fortunate as you said, to play
the game and represent the all Blacks, and I think
you probably playing the game nothing ever surpasses that, but
certainly this role is right up there is something that's
been very special to me. And you know, there are
(03:31):
a number of things around achievements that I'm proud of.
There's a number of things in terms of challenges I'll
reflect on, but every day throws up, you know, incredible opportunities,
be it receiving you know, notes or messages from people
across the community game that are doing certain things and
are wanting to make you aware of. Seeing things on
(03:54):
the international stage that both associated with our teams, but
also you know, international colleagues around around the world and
working with them, we've driven you know, a huge amount
of growth and revenue across the six years, especially coming
out of COVID in the last three or four years,
you know, over over one hundred million dollar gross and
revenue per year. So these some amazing partners we've got
(04:14):
around the world, which you know, we're grateful for their support,
but we've also made some incredible friendships. So I think
they asked me to sum up, there'd be two things.
Probably one one is the people we get to work
with on a daily basis. You know, we're really fortunate
in the sport that we love and it's highly scrutinized.
There's a lot of pressure, as you know, but the
people buying larger, fantastic people to work was right across
(04:36):
all levels of the game. And I think the other
thing we've tried really hard at and you know, I've
got some success out of them, is the focus we've
had on on the fans and working really hard with
our products and competition product on the field, I mean,
and competitions and our participants, you know, the players at
community level. We've worked really hard at community and professional
(04:57):
level to tailor a game that players can really engage
in and want to be part of. So so that some
of the reflections I guess over the last few years.
Speaker 2 (05:04):
Ponty, how much of the role of New Zealand Rugby
CEO in the modern day Mark has to have a
global focus.
Speaker 3 (05:14):
Oh, in my opinion it's it's a massive part of
the role, and I think on reflection it's something that
I'm not sure if people in New Zealand and our
stakeholders really appreciate. You know, when I when I came
into the role, domestic revenue out of New Zealand probably
accounted for between seventeen eighty percent, maybe more, of all
(05:36):
our revenue. Now, you know, the revenue from rest the
world outside of New Zealand is probably close to that.
You know, it's probably sixty or seventy percent. And you
know this, this comes back to some of the thesis
that supported the approach to have an investment partner like
Silverlake and the organization was that, you know, I quickly
realized that we couldn't sustain the future revenue growth to
(06:00):
support investment in all levels of the game that we
wanted to if we were going to sustain having all
of our best players playing New Zealand or a vast
majority invest in the community game to the level we
wanted invest into safety and things are really critical to
the game, unless we took a different approach to broaden
out of our fan base and drive you know, a
lot of revenue off the back of that. And so
(06:22):
in that time, you know, sponsorship's gone from circa fifty
million dollars peranum to I think it's around one hundred
and thirty million dollars, you know, across that time, and
it's by and large being supported massively by some fantastic partners.
On the international stage Japan, we've spent a lot of time,
as you're aware, of growing a memorand of understanding there,
(06:44):
which has benefited our activity on the field. But we've
now got sort of four or five major global partners
out of that. At the US, we're obviously spending more
time than now. It's a little less developed in the
partnership that's in Japan, but it certainly you know, we
saw in Chicago that was a huge match day revenue
(07:05):
Game four US, and it's clear there will be partnership
opportunities in the States emerging. We spend a lot of
time during that week with partners, potential partners on media outlets,
content collaboration with a whole lot of major sports franchises
across basketball, baseball, football, hockey, so you know, I could
(07:28):
go on. Obviously, Europe and UK is a bit more
of a traditional rugby market, so that has been slightly
we're not as difficult to work into to create partnerships.
But yeah, I think it's absolutely fundamental, and that's not
rarely even considering the work with World Rugby. If we
want to continue to sort of advocate for the kind
of game we want to see, which is an entertaining
(07:51):
one with less stoppages and less interventions you know, from officials,
and more spectacular moments, and that takes a lot of work.
On the international stage. We're not like other codes closer
to home that can actually domestic focused. You can make
changes like that, you know, immediately in the space of
a few days. So yeah, I just think it's something
(08:15):
that's absolutely pivotal to the game now in New Zealand,
and I think at any given time outside of COVID,
I spent between twelve fourteen out to twenty weeks a
year overseas, and you know, that was a lot of
time away from Samy obviously and staff and people. But
the gains from that, I think are starting to become
(08:36):
more and more clearly seen when we reflect on some
of the numbers I just shared with in some of
the partnerships we have in this role.
Speaker 2 (08:43):
You will never ever please everyone, and if anything goes
wrong in the game of rugby and New Zealand, from
grassroots to MPC to the All Blacks, it's somehow your fault.
How have you dealt with the constant critique and criticism
that comes your way in this role.
Speaker 3 (09:00):
I think early on, you know, it was something that
you find quite challenging at times, But I think in
the last sort of four years, maybe four to five
years even you know, probably a first one or two
years it took me to world to work this out
that I became really clear and with our team, we
became clear on where we made you know, a genuine
(09:24):
era or got something wrong and we had to accept
that and own it and you know, learn from it
quickly and move on. And then there are a whole
lot of things tiny that I just knew we were
on the right path or knew the right decisions, so
they either lined up with strategy or they lined up
with a lot of the information you know, we were
receiving or seeing that allowed us to make the decisions
(09:45):
that you know, a lot of the times. Unfortunately we
can't share you know, that information publicly in certain circumstances,
so you just have to, you know, accept that, Yeah,
if something goes wrong and you've got it wrong, he's
been an error of judgment or wherever it may be,
that you deserve, you know, some criticism and scrtainy. That's
the part of either wrong. And people you know have
(10:08):
a huge amount of ownership and investment in rugby in
New Zealand, and that's why it should be, you know.
But there are a lot of occasions where I was
really comfortable with decisions we were making and just had
to keep going with them.
Speaker 2 (10:19):
If you had your time again, what would you have
done differently?
Speaker 3 (10:25):
Oh, it's a big question that point. I mean, I
don't think. I think in terms of outcomes, you know,
there wouldn't be there wouldn't be too much. I you know,
with the with the circumstances we were experiments at the
time and what we were dealing with in terms of
(10:45):
major strategic decisions. You know, I think we've got a
lot of those things right. There were certainly things in
processes when you're dealing with the scrutiny we are and
really complex stakeholder base at times that you might do
things differently around you know, processes, and we had a
lot of learning, especially in COVID around sort of thing.
(11:08):
But when I you know, when I step back and
I look at like I say, the revenue growth, I
believe it invests so much more and the whole range
of areas important to the game. You know, we've we've
clearly got some things right there. There's some things and
you know them as well as I that were highly
scrutinized at the time. But like I said, one largely
outcomes I'm very comfortable with. Would be some things in
processes may be a little different.
Speaker 2 (11:28):
Yeah, you're talking, I presume about the All Blacks coaching
change that you oversaw. How do you reflect on that now?
Speaker 3 (11:37):
Well, I've said recently, I've been asked about this recently publicly.
I'm very comfortable you know that it wasn't actually one
of the things I was, Well, it was one. There's
probably three or four, I guess over the time Pioneer
were major decisions for the game. And on that basis,
I reflect on a really transformational time of the game,
(11:58):
you know in some regards. So it's being a privilege
being part of that. But the All Blacks coach changed,
As I said, it's one of the situations where we've
got all the information coming to us. We were across
you know, campaign to campaign review from players and management.
(12:18):
We knew exactly what we were dealing with. We knew
what we were dealing with, you know, in terms of
scenarios of post twenty three. So I'm very comfortable with that.
Speaker 2 (12:26):
Would you like the All Blacks to be slightly further
ahead on a trajectory arc two years af from a
World Cup than they are?
Speaker 3 (12:35):
Always we always want, you know, the best of the
All Blacks, and we always want, you know, more from them,
and we have high expectations, don't we. So you know,
I think you know, raisers reflected on this so of
the senior players that they certainly a desire to understand,
you know, the periods of inconsistency we're having and learned
(12:58):
to understand what is that happening and to try and
put that right. Look, there are some really good signs
that come out of aspects of the game. There's some
things there to say that a little bit a little
bit frustrating at the moment, but I'm sure, you know,
be a great review undertaken over the next sort of
four to six weeks and hopefully some of the things
we're looking for in terms of answers to those questions
(13:20):
will come through.
Speaker 2 (13:21):
Do you leave New Zealand rugby in a better place
than you found it?
Speaker 3 (13:27):
Look, I think so with all the context that we
you know, talk about, and if you look at where
the world's gone, if you look at rugby unions around
the world, and for that matter, sporting organizations around the world,
and provide some context here around you know, some of
the challenges that that rugby faces. I feel incredibly proud
(13:48):
of loads of things that we've done, some things that
people you know, are aware of, and a lot of
things behind the scenes they might not be so aware of.
So so yeah, I'm really comfortable if you ask me
at the start, you know, being at peace. I certainly
am with regards to that question and really proud of
a lot of things we've done.
Speaker 4 (14:05):
Do you think you're miss There were some things I
probably will and there was some things I definitely want,
which is a good sign, you know, in terms of
being ready to move on.
Speaker 3 (14:17):
You know, it's a job that you've got to be
fully invested in and engaged and it's it's definitely twenty
four to seven and I've loved it, you know, I've
absolutely loved it. But look, I'm at at a different
stage in my career now, these different opportunities ahead, and
there's different considerations with families, so it's the right time
for me to move on and pass to the to
(14:38):
the next person. But there are some things you just
you know, you just probably well I won't be able
to replicate in future roles that come with being CEO
us In and Rugby. You know, some things that is
a huge amount of pride being part of and a
huge amount of situations I've been in which are very
(15:01):
very unique and specially to be part of.
Speaker 2 (15:03):
Why haven't they been able to why haven't they been
able to find your success?
Speaker 3 (15:08):
I've told you loads of times, Piney, this has nothing
to do with me. It's a board, it's a boord appointment,
and yes, like I am. Yeah, I obviously had a
couple of conversations early on. She had some insights from
from my perspective, but that was many months ago now
(15:28):
and largely it's been with the board to work through
and I I've got no doubt they're running a really
robust process and I get you know, the decision right obviously,
so they're taking the time they need, but hopefully that
can be tidy up soon.
Speaker 2 (15:43):
So what is next for you?
Speaker 3 (15:47):
A good break? I'm yeah, I'm going to my family's
gradually or coming back from Australia over the next little while.
Over and my youngest arrived in the last week and
my two eldest kids are home and the next fortnite
or so, and we'll be in New Zealand until late
(16:09):
January and sort of early February. Will be getting back
and being getting more settled in Australia, and I'm going
to try and take off until about May probably, and
then I've got a few things to sort of make
up my mind on this. There's a few things around
sort of consulting or governance opportunities. There's some stuff around
(16:29):
executive roles, and hopefully I can make a call on
that in the next few weeks, but not you know,
or the next four to six weeks, but not start
until May sometimes which are allowed for a nice break.
Speaker 2 (16:40):
Indeed, it will well whatever it is that comes next.
I wish you all the best in your future endeavors.
I want to thank you for your accessibility to me
and and to the news talks'd be audience during your
time in this role. You've never never turned down an
interview request to my knowledge anyway, so thank you for
your accessibility. I hope you and your family have a
relaxing holiday season and all the best for what comes next.
Speaker 3 (17:03):
Thanks Binnie, and I guess I just refuse similarly back
to you. It's been a pleasure working with you, and
you've always allowed a great fair, but robust and often
challenging where it's appropriate for them for me to come
on and share our views with your listeners and it's
been being privileged dealing with you. All the best to you.
Speaker 2 (17:22):
Too, Thanks indeed, listeners, Thanks indeed, all the best. Cheers guys,
Mark Robinson, outgoing New Zealand Rugby CEO.
Speaker 1 (17:30):
For more from Weekend Sport with Jason Fine, listen live
to News Talk sed B weekends from midday, or follow
the podcast on iHeartRadio
You're listening to the Weekend Sport podcast with Jason Vine
from Newstalk ZEDB.
Speaker 2 (00:12):
Mark Robinson is about to leave New Zealand Rugby, having
taken on the role of CEO in January of twenty twenty.
He'll leave at the end of this month after six
years in charge, so for probably the last time, certainly
in this role. It's a pleasure to welcome Mark Robinson
into Weekend Sport. Mark, thanks for taking the time after
you made the call to resign mid year. How long
(00:35):
did it take you to find peace with that decision?
Speaker 3 (00:40):
Oh, look, I think I was very at peace of it,
you know at the time. Pioneer obviously put a bit
of thought into it, and you know, my family will
on the show at the time, and it became pretty
pretty clear decision for me back in May June, I
(01:01):
think it was. It seems a long time ago now.
I always thought i'd have a lot more time to
rep few things up and say a few farewells in that,
but it's certainly I'm rolled around quite quickly, and I
guess the other things sitting in at the two, you know,
the couple of major workstreams that I talked about at
the time around the international calendar, which we've which I've
(01:21):
signed off all the all the major competitions I was
talking about probably for the last few years have have
come to fruition, which we're extremely excited about. And the
other thing was the sort of reset of the financial
model in New Zealand, which we're getting very close to
as well. So you know, all those things weighed up
together between the things had left to take off my
own mind along with family, and it's it's it's great.
(01:43):
I'm really looking forward to the next step.
Speaker 2 (01:45):
Well, can we go back to the start. You were
probably given a few hospital passes by your midfield partners
during your time on the field. How much of a
hospital pass was taking this role just as COVID hit.
Speaker 3 (01:59):
Well, look, there's no doubt it was by far the
most challenging thing that i'd either can and can person.
But I think if you step back, it was probably
the most challenging thing rugged ever encountered sport for that matter,
and then the whole sort of you know, entertainment and
sports industry as well as you know, for that matter
(02:19):
of the country. When when you think about it, so look,
I don't you know, talking to a lot of sort
of colleagues and leadership roles at that time and over
the last few years. Is no doubt that it's by
far one of the most challenging things to to ever
you know, hit leaders I think in this country. And
you know, as I look back, I'm really proud with
how we came through that these you know, I don't
(02:42):
think people can appreciate the things we were sort of
weighing up and having to consider on a daily basis
across those sort of two two and a half years,
and you know, we've come out the other side of it,
and you know, I hope, I'm sure that new leadership
coming into to the role will very much be focused
on going forward. But yeah, it was a tough time.
Speaker 2 (03:00):
What stands out most when you reflect on your nearly
six years in this role, I've.
Speaker 3 (03:09):
Been massively proud to be in the role and extremely privileged.
I you know, as fortunate as you said, to play
the game and represent the all Blacks, and I think
you probably playing the game nothing ever surpasses that, but
certainly this role is right up there is something that's
been very special to me. And you know, there are
(03:31):
a number of things around achievements that I'm proud of.
There's a number of things in terms of challenges I'll
reflect on, but every day throws up, you know, incredible opportunities,
be it receiving you know, notes or messages from people
across the community game that are doing certain things and
are wanting to make you aware of. Seeing things on
(03:54):
the international stage that both associated with our teams, but
also you know, international colleagues around around the world and
working with them, we've driven you know, a huge amount
of growth and revenue across the six years, especially coming
out of COVID in the last three or four years,
you know, over over one hundred million dollar gross and
revenue per year. So these some amazing partners we've got
(04:14):
around the world, which you know, we're grateful for their support,
but we've also made some incredible friendships. So I think
they asked me to sum up, there'd be two things.
Probably one one is the people we get to work
with on a daily basis. You know, we're really fortunate
in the sport that we love and it's highly scrutinized.
There's a lot of pressure, as you know, but the
people buying larger, fantastic people to work was right across
(04:36):
all levels of the game. And I think the other
thing we've tried really hard at and you know, I've
got some success out of them, is the focus we've
had on on the fans and working really hard with
our products and competition product on the field, I mean,
and competitions and our participants, you know, the players at
community level. We've worked really hard at community and professional
(04:57):
level to tailor a game that players can really engage
in and want to be part of. So so that some
of the reflections I guess over the last few years.
Speaker 2 (05:04):
Ponty, how much of the role of New Zealand Rugby
CEO in the modern day Mark has to have a
global focus.
Speaker 3 (05:14):
Oh, in my opinion it's it's a massive part of
the role, and I think on reflection it's something that
I'm not sure if people in New Zealand and our
stakeholders really appreciate. You know, when I when I came
into the role, domestic revenue out of New Zealand probably
accounted for between seventeen eighty percent, maybe more, of all
(05:36):
our revenue. Now, you know, the revenue from rest the
world outside of New Zealand is probably close to that.
You know, it's probably sixty or seventy percent. And you
know this, this comes back to some of the thesis
that supported the approach to have an investment partner like
Silverlake and the organization was that, you know, I quickly
realized that we couldn't sustain the future revenue growth to
(06:00):
support investment in all levels of the game that we
wanted to if we were going to sustain having all
of our best players playing New Zealand or a vast
majority invest in the community game to the level we
wanted invest into safety and things are really critical to
the game, unless we took a different approach to broaden
out of our fan base and drive you know, a
lot of revenue off the back of that. And so
(06:22):
in that time, you know, sponsorship's gone from circa fifty
million dollars peranum to I think it's around one hundred
and thirty million dollars, you know, across that time, and
it's by and large being supported massively by some fantastic partners.
On the international stage Japan, we've spent a lot of time,
as you're aware, of growing a memorand of understanding there,
(06:44):
which has benefited our activity on the field. But we've
now got sort of four or five major global partners
out of that. At the US, we're obviously spending more
time than now. It's a little less developed in the
partnership that's in Japan, but it certainly you know, we
saw in Chicago that was a huge match day revenue
(07:05):
Game four US, and it's clear there will be partnership
opportunities in the States emerging. We spend a lot of
time during that week with partners, potential partners on media outlets,
content collaboration with a whole lot of major sports franchises
across basketball, baseball, football, hockey, so you know, I could
(07:28):
go on. Obviously, Europe and UK is a bit more
of a traditional rugby market, so that has been slightly
we're not as difficult to work into to create partnerships.
But yeah, I think it's absolutely fundamental, and that's not
rarely even considering the work with World Rugby. If we
want to continue to sort of advocate for the kind
of game we want to see, which is an entertaining
(07:51):
one with less stoppages and less interventions you know, from officials,
and more spectacular moments, and that takes a lot of work.
On the international stage. We're not like other codes closer
to home that can actually domestic focused. You can make
changes like that, you know, immediately in the space of
a few days. So yeah, I just think it's something
(08:15):
that's absolutely pivotal to the game now in New Zealand,
and I think at any given time outside of COVID,
I spent between twelve fourteen out to twenty weeks a
year overseas, and you know, that was a lot of
time away from Samy obviously and staff and people. But
the gains from that, I think are starting to become
(08:36):
more and more clearly seen when we reflect on some
of the numbers I just shared with in some of
the partnerships we have in this role.
Speaker 2 (08:43):
You will never ever please everyone, and if anything goes
wrong in the game of rugby and New Zealand, from
grassroots to MPC to the All Blacks, it's somehow your fault.
How have you dealt with the constant critique and criticism
that comes your way in this role.
Speaker 3 (09:00):
I think early on, you know, it was something that
you find quite challenging at times, But I think in
the last sort of four years, maybe four to five
years even you know, probably a first one or two
years it took me to world to work this out
that I became really clear and with our team, we
became clear on where we made you know, a genuine
(09:24):
era or got something wrong and we had to accept
that and own it and you know, learn from it
quickly and move on. And then there are a whole
lot of things tiny that I just knew we were
on the right path or knew the right decisions, so
they either lined up with strategy or they lined up
with a lot of the information you know, we were
receiving or seeing that allowed us to make the decisions
(09:45):
that you know, a lot of the times. Unfortunately we
can't share you know, that information publicly in certain circumstances,
so you just have to, you know, accept that, Yeah,
if something goes wrong and you've got it wrong, he's
been an error of judgment or wherever it may be,
that you deserve, you know, some criticism and scrtainy. That's
the part of either wrong. And people you know have
(10:08):
a huge amount of ownership and investment in rugby in
New Zealand, and that's why it should be, you know.
But there are a lot of occasions where I was
really comfortable with decisions we were making and just had
to keep going with them.
Speaker 2 (10:19):
If you had your time again, what would you have
done differently?
Speaker 3 (10:25):
Oh, it's a big question that point. I mean, I
don't think. I think in terms of outcomes, you know,
there wouldn't be there wouldn't be too much. I you know,
with the with the circumstances we were experiments at the
time and what we were dealing with in terms of
(10:45):
major strategic decisions. You know, I think we've got a
lot of those things right. There were certainly things in
processes when you're dealing with the scrutiny we are and
really complex stakeholder base at times that you might do
things differently around you know, processes, and we had a
lot of learning, especially in COVID around sort of thing.
(11:08):
But when I you know, when I step back and
I look at like I say, the revenue growth, I
believe it invests so much more and the whole range
of areas important to the game. You know, we've we've
clearly got some things right there. There's some things and
you know them as well as I that were highly
scrutinized at the time. But like I said, one largely
outcomes I'm very comfortable with. Would be some things in
processes may be a little different.
Speaker 2 (11:28):
Yeah, you're talking, I presume about the All Blacks coaching
change that you oversaw. How do you reflect on that now?
Speaker 3 (11:37):
Well, I've said recently, I've been asked about this recently publicly.
I'm very comfortable you know that it wasn't actually one
of the things I was, Well, it was one. There's
probably three or four, I guess over the time Pioneer
were major decisions for the game. And on that basis,
I reflect on a really transformational time of the game,
(11:58):
you know in some regards. So it's being a privilege
being part of that. But the All Blacks coach changed,
As I said, it's one of the situations where we've
got all the information coming to us. We were across
you know, campaign to campaign review from players and management.
(12:18):
We knew exactly what we were dealing with. We knew
what we were dealing with, you know, in terms of
scenarios of post twenty three. So I'm very comfortable with that.
Speaker 2 (12:26):
Would you like the All Blacks to be slightly further
ahead on a trajectory arc two years af from a
World Cup than they are?
Speaker 3 (12:35):
Always we always want, you know, the best of the
All Blacks, and we always want, you know, more from them,
and we have high expectations, don't we. So you know,
I think you know, raisers reflected on this so of
the senior players that they certainly a desire to understand,
you know, the periods of inconsistency we're having and learned
(12:58):
to understand what is that happening and to try and
put that right. Look, there are some really good signs
that come out of aspects of the game. There's some
things there to say that a little bit a little
bit frustrating at the moment, but I'm sure, you know,
be a great review undertaken over the next sort of
four to six weeks and hopefully some of the things
we're looking for in terms of answers to those questions
(13:20):
will come through.
Speaker 2 (13:21):
Do you leave New Zealand rugby in a better place
than you found it?
Speaker 3 (13:27):
Look, I think so with all the context that we
you know, talk about, and if you look at where
the world's gone, if you look at rugby unions around
the world, and for that matter, sporting organizations around the world,
and provide some context here around you know, some of
the challenges that that rugby faces. I feel incredibly proud
(13:48):
of loads of things that we've done, some things that
people you know, are aware of, and a lot of
things behind the scenes they might not be so aware of.
So so yeah, I'm really comfortable if you ask me
at the start, you know, being at peace. I certainly
am with regards to that question and really proud of
a lot of things we've done.
Speaker 4 (14:05):
Do you think you're miss There were some things I
probably will and there was some things I definitely want,
which is a good sign, you know, in terms of
being ready to move on.
Speaker 3 (14:17):
You know, it's a job that you've got to be
fully invested in and engaged and it's it's definitely twenty
four to seven and I've loved it, you know, I've
absolutely loved it. But look, I'm at at a different
stage in my career now, these different opportunities ahead, and
there's different considerations with families, so it's the right time
for me to move on and pass to the to
(14:38):
the next person. But there are some things you just
you know, you just probably well I won't be able
to replicate in future roles that come with being CEO
us In and Rugby. You know, some things that is
a huge amount of pride being part of and a
huge amount of situations I've been in which are very
(15:01):
very unique and specially to be part of.
Speaker 2 (15:03):
Why haven't they been able to why haven't they been
able to find your success?
Speaker 3 (15:08):
I've told you loads of times, Piney, this has nothing
to do with me. It's a board, it's a boord appointment,
and yes, like I am. Yeah, I obviously had a
couple of conversations early on. She had some insights from
from my perspective, but that was many months ago now
(15:28):
and largely it's been with the board to work through
and I I've got no doubt they're running a really
robust process and I get you know, the decision right obviously,
so they're taking the time they need, but hopefully that
can be tidy up soon.
Speaker 2 (15:43):
So what is next for you?
Speaker 3 (15:47):
A good break? I'm yeah, I'm going to my family's
gradually or coming back from Australia over the next little while.
Over and my youngest arrived in the last week and
my two eldest kids are home and the next fortnite
or so, and we'll be in New Zealand until late
(16:09):
January and sort of early February. Will be getting back
and being getting more settled in Australia, and I'm going
to try and take off until about May probably, and
then I've got a few things to sort of make
up my mind on this. There's a few things around
sort of consulting or governance opportunities. There's some stuff around
(16:29):
executive roles, and hopefully I can make a call on
that in the next few weeks, but not you know,
or the next four to six weeks, but not start
until May sometimes which are allowed for a nice break.
Speaker 2 (16:40):
Indeed, it will well whatever it is that comes next.
I wish you all the best in your future endeavors.
I want to thank you for your accessibility to me
and and to the news talks'd be audience during your
time in this role. You've never never turned down an
interview request to my knowledge anyway, so thank you for
your accessibility. I hope you and your family have a
relaxing holiday season and all the best for what comes next.
Speaker 3 (17:03):
Thanks Binnie, and I guess I just refuse similarly back
to you. It's been a pleasure working with you, and
you've always allowed a great fair, but robust and often
challenging where it's appropriate for them for me to come
on and share our views with your listeners and it's
been being privileged dealing with you. All the best to you.
Speaker 2 (17:22):
Too, Thanks indeed, listeners, Thanks indeed, all the best. Cheers guys,
Mark Robinson, outgoing New Zealand Rugby CEO.
Speaker 1 (17:30):
For more from Weekend Sport with Jason Fine, listen live
to News Talk sed B weekends from midday, or follow
the podcast on iHeartRadio
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