A CEO’s perspective. A Member’s voice.
I am standing for the ICC Chief Executives’ Committee because I believe Associate Members need representation that understands their world from the inside.
As Chief Executive of Jersey Cricket, I deal every day with the realities of running an Associate federation and turning strategy into delivery.
That practical, current experience is what I will bring to the CEC.
My responsibility will be to represent Members across regions. Listening to their priorities, understanding where they align and where they differ, and bringing those perspectives to the table with credibility, confidence and constructive challenge.
My focus will be on three areas.
More predictable funding
Associate Members are at very different stages of development, with very different resources and needs. A funding model that recognises that diversity is essential if the game is to continue to grow sustainably.
I will advocate for greater predictability so Members can plan with confidence, invest properly in their programmes and make the best use of the resources available to them.
For me, this is not about asking for more money. It is about making sure the way resources are allocated supports sustainable development and reflects the different realities of Members.
More cricket
Members need more meaningful opportunities to play, develop and progress.
That means clear and credible competition pathways, appropriate formats and regular opportunities for both men and women. It also means making the most of the opportunities created by multi-sport events, including the Olympic pathway.
The objective should be a cricketing structure in which Members can see where they are going, what they are playing for and what progression looks like.
Just as importantly, playing opportunities need to connect with commercial priorities, player development and long term planning. Those things are not separate. Sustainable cricket programmes need the right balance between playing opportunities, development pathways and the ability to build audiences and generate income.
Better governance
Strong governance is essential to a healthy and sustainable global game.
Members need clarity about how decisions are made, transparency around processes, and timely, effective communication between the ICC, Committees and Members. But good governance is not an end in itself. It should enable better decisions, stronger commercial opportunities and greater investment back into the game and its players.
That also means making sure that the people around the table reflect the diversity of the game they are responsible for. Different experiences, backgrounds, regions and perspectives bring greater awareness of the current realities across our game.
I would bring a practical governance perspective to the CEC, working to ensure that decisions are timely, clear and accountable, and ultimately deliver better outcomes for cricket – from the opportunities available to players, to the ability of Members to build sustainable, commercially viable programmes.
A practical voice for the Associate game
The CEC brings together the CEOs and senior cricket leaders who help shape our sport. The three elected CEC representatives have an important role in ensuring that the perspectives of the wider Associate membership are part of those conversations.
I will bring a vital perspective to that table, that of a sitting Associate CEO who is accountable every day for turning decisions, strategy and ambition into reality.
I am not standing to represent one region. I am standing to contribute my experience for the benefit of Members across all of the Associates.
A CEO’s perspective. A Member’s voice.
My commitment is simple. Listen to Members, represent their priorities with confidence, and use the seat to turn those priorities into practical progress.
MORE VOICES HEARD. BETTER DECISIONS. PROGRESS DELIVERED.
