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What can improv comedy teach us about leadership? More than you might think. In this episode James H Stewart sits down with Simon Dowling, whose career has taken an unusual path through commercial law, executive education, leadership — and improv comedy. Simon began his professional career as a commercial lawyer with Gadens before moving into executive education, negotiation and communication. At the same time, he spent around 16 years as an ensemble performer in improvisational comedy, including with Impro Melbourne and on Working Dog Productions’ hit television show Thank God You’re Here. Today, Simon works with CEOs and leadership teams on trust, communication, collaboration and building more effective teams. He is also the author of Work With Me: How to Get People to Buy Into Your Ideas. In this conversation, James and Simon explore what the principles of improv can teach business leaders about listening, trust, adaptability and performing under pressure. They also discuss: • Why leadership teams become dysfunctional • The respective roles of leadership, team composition and culture • How leaders build trust — and earn it from their teams • The difference between leadership and getting genuine buy-in • When collaboration becomes counterproductive and leaders simply need to make a decision • Simon's concepts of focus, flow and care in effective teams • The lost art of conversation and the importance of genuinely listening • Managing emotion when leadership gets difficult • The mistakes Simon sees CEOs repeatedly make • What Simon believes about leadership today that he didn't believe 20 years ago It's a conversation about what happens when leadership theory meets human behaviour — and what a career spent performing without a script can teach you about leading when things don't go according to plan. DISCLAIMER: What I Learned in Business (That Didn’t Kill Me!) is produced for general information and entertainment purposes only. The views, opinions and experiences expressed by guests are their own and do not necessarily represent those of James H Stewart, the podcast, or any organisation with which either the host or guest is associated. Nothing in this episode constitutes legal, financial, investment, business or other professional advice and should not be relied upon as such. References to individuals, companies or organisations are made in the context of the discussion. Listeners should make their own enquiries and obtain appropriate professional advice before acting on any information discussed in this episode. Hosted on Acast. See acast.com/privacy for more information.

Jamie Whincup is one of the most successful drivers in Australian motorsport history — a seven-time Supercars champion, four-time Bathurst 1000 winner and winner of 125 Supercars races. But his journey to the top was anything but straightforward. Jamie joins James H Stewart to talk about starting out in karting, winning the Australian Formula Ford Championship at just 19, being hired — and then fired — by Garry Rogers Motorsport at 20, and fighting his way back into professional racing. He shares the story of joining Triple Eight Race Engineering, racing alongside Craig Lowndes, winning three consecutive Bathurst 1000s together and building one of the most successful careers in Australian motorsport. But this conversation isn't just about racing. Jamie discusses becoming a shareholder in Triple Eight, what he learned from Roland Dane and some of the successful businesspeople around the team, and the very different challenge of retiring from full-time racing and becoming Triple Eight's Managing Director and Team Principal. We explore the economics of running a professional racing team, the role of data versus instinct, managing elite performers, transitioning from individual competitor to business leader, and Triple Eight's major decision to move from GM to Ford in 2026. It's a conversation about resilience, competition, leadership and what happens when your job changes from winning yourself to creating an organisation capable of winning without you. Disclaimer: This podcast is provided for general information and entertainment purposes only. The views and opinions expressed by guests are their own and do not necessarily reflect those of James H Stewart, What I Learned in Business (That Didn’t Kill Me!), or any associated organisation. Nothing discussed in this episode should be regarded as financial, investment, legal or other professional advice. Listeners should make their own enquiries and seek appropriate professional advice before making decisions based on matters discussed in the episode. Hosted on Acast. See acast.com/privacy for more information.

What can almost 30 years with the elite SAS teach business about leadership, resilience and building teams that perform? In this episode James H Stewart sits down with Harry Moffitt—former SAS soldier, registered psychologist, author and founder and CEO of the Stotan Group. Across 11 operational deployments, Harry spent close to 1,000 days on Special Operations missions. He was seriously wounded in Afghanistan in 2008 and later became the SAS Human Performance Manager, bringing together his operational experience and study of psychology to better understand what enables people and teams to perform under extreme pressure. Harry and James explore the lessons from that extraordinary career and, importantly, how they translate into business. They discuss leadership and decision-making under pressure, resilience and mental health, the importance of trust in elite teams, whether character matters more than talent, what business leaders misunderstand about high performance, and how leaders should respond when organisations find themselves in crisis. Harry also discusses his love of cricket and his first book, Eleven Bats, as well as his latest book, The Fourth Pillar, which explores why physical, psychological and social wellbeing may not be enough—and why having a philosophical foundation can be critical to living and leading well. It’s a fascinating conversation about character, purpose and what it really takes to perform when things get difficult. In this episode: • Leadership lessons from almost 30 years in the military including 11 deployments with the SAS • Recovering after being seriously wounded in Afghanistan • Making decisions when the consequences really matter • Resilience, psychology and mental health • Why trust is fundamental to high-performing teams • Character versus talent • Stoicism and its relevance to modern leadership • What Special Forces can—and can't—teach business leaders • Leading organisations through crisis • Eleven Bats and the unlikely connection between cricket and combat • The Fourth Pillar and the importance of purpose and philosophy What I Learned in Business (That Didn't Kill Me!) explores the lessons learned through success, failure and everything in between. Disclaimer: The views and opinions expressed in this podcast are those of the host and guest in their personal capacities and do not necessarily represent the views of any current or former employer, organisation, government agency or other entity with which they have been associated. The discussion is provided for general information and entertainment purposes only and should not be relied upon as professional, psychological, medical, financial or other advice. Hosted on Acast. See acast.com/privacy for more information.

He never planned on a career in retail. Growing up in Sydney as one of seven children, Stephen was more interested in music than school and dreamed of becoming an audio engineer. When that didn't work out, he fell almost accidentally into the Myer Grace Bros trainee management program — beginning a remarkable 40-year career in retail. After 12 years at Myer, Stephen joined Nike, where he spent seven years in senior retail operations roles across Asia Pacific and the United States and helped open NIKETOWN Melbourne — the first NIKETOWN outside North America. He went on to run Sunglass Hut's Australasian operations for Luxottica before becoming CEO of Jeanswest. Then, in 2011, Stephen made the leap from corporate executive to entrepreneur, co-founding Retail Prodigy Group with former Nike Global Retail Director Charlie Baker. Starting with the licence to operate Nike stores across Australia and New Zealand, RPG grew into a significant retail operation representing brands including Nike, Samsung, TOMS, Timbuk2 and Mattel. Stephen talks about raising the capital required to fund an ambitious store rollout, managing relationships with some of the world's biggest brands, building culture and leadership capability, and navigating the extraordinary disruption caused by online retail and COVID. In 2024, Stephen sold Retail Prodigy Group and brought his four-decade retail career to a close. But that's where the story comes full circle. More than 40 years after first wanting to become an audio engineer, Stephen returned to his passion for music, launching Sabre Sound Studio with legendary Australian audio engineer Ern Rose, whose credits include John Farnham's Whispering Jack, The Angels and Little River Band. In this episode, Stephen and I discuss: His accidental entry into retail and 12 years at MyerWhat working inside Nike taught him about world-class retailOpening the first NIKETOWN outside North AmericaHis first CEO role at JeanswestBuilding Retail Prodigy GroupRaising capital and building a multi-brand licensed retail businessThe challenges of leading bricks-and-mortar retail through enormous disruptionWhy he decided to sell RPG in 2024The biggest business and leadership lessons from his 40-year careerWhy he finally returned to his teenage ambition of working in musicBuilding Sabre Sound Studio with Ern RoseThe lessons he learned in business that nearly broke him It’s a fascinating conversation about retail, entrepreneurship, leadership, reinvention — and ultimately finding your way back to where you wanted to be in the first place. Contact: Website: Jameshstewart.com Linked In: https://www.linkedin.com/in/james-h-stewart-gaicd-83b46a9 Instagram: https://www.instagram.com/whatilearnedinbusiness YouTube: https://www.youtube.com/channel/UC_WgwbOVsSuzuvXEgqNTl4g Sabre Sound studio: https://sabresoundstudio.com.au Disclaimer: The views and opinions expressed in this podcast are those of the host and guest and are provided for general information and discussion purposes only. They should not be relied upon as financial, investment, legal or business advice. Listeners should obtain their own independent professional advice before making any business, financial or investment decisions. Hosted on Acast. See acast.com/privacy for more information.

What happens when you spend 15 years building a business, take it public—and then find yourself leading it into voluntary administration as COVID hit? Eric Morris has experienced almost every stage of the business lifecycle. In this episode James H Stewart sits down with one of Australia's most experienced retail executives and advisers for a candid conversation about building businesses, acquisitions, private equity, leadership under pressure and what really happens when a company enters voluntary administration. Eric's career spans more than three decades in retail and consumer products. After working internationally with Reebok and Disney Consumer Products, he joined Myer, where he helped build its private-label business. In 2005, Eric founded The PAS Group with private equity backing and embarked on an ambitious buy-and-build strategy. PAS assembled a portfolio that included brands and businesses such as Review, Black Pepper, Yarra Trail, Marco Polo, Metalicus, JETS and Designworks, before listing on the ASX in 2014. Then came COVID. In 2020, as the pandemic brought much of Australian retail to a standstill, PAS entered voluntary administration. Eric takes us inside that experience: the circumstances leading to the appointment of administrators, what the process looks like from the CEO's chair, the pressures on directors and management, the things he wasn't prepared for, and what he would do differently with the benefit of hindsight. PAS's story didn't end there. The business was acquired by Larry Kestelman's LK Group, Eric continued as CEO, and PAS subsequently combined with Brand Collective, with Eric going on to lead the enlarged business. Today, Eric has moved from the CEO's chair to the boardroom. Through Albany Advisory and his portfolio of board and advisory roles, he now brings the lessons of his operating career—including the difficult ones—to other businesses and their leaders. We discuss: Eric's early career with Reebok, Disney and MyerBuilding Myer's private-label businessHow private equity approached the creation of PAS GroupThe acquisition strategy behind PAS's growthWhat makes a brand worth acquiringThe economics of owned versus licensed brandsTaking PAS Group public in 2014What happened when COVID hit Australian retailThe reality of voluntary administration from a CEO's perspectiveThe decisions Eric would make differently todayWhat directors should understand before their company reaches a crisisEric's transition from CEO to chairman, director and adviserThe lessons he now applies when deciding whether to join a boardIt's a conversation about the successes that build a career—but also the setbacks that ultimately shape a leader. DISCLAIMER This podcast is provided for general information, education and entertainment purposes only. Nothing discussed in this episode constitutes, or should be relied upon as, legal, financial, investment, insolvency, accounting or other professional advice.The views, opinions and recollections expressed by the host and guest are their own and may be based on their personal experiences, perspectives and recollections of events. References to companies, individuals, transactions, financial performance, corporate restructurings or other events should not be taken as a complete or definitive account of those matters. Circumstances surrounding corporate decisions, restructurings and insolvency appointments are often complex and may involve information that is confidential, contested or not publicly available. No adverse inference should be drawn about any individual or organisation from matters discussed in this episode. Listeners should conduct their own enquiries and obtain appropriate independent professional advice before acting on anything discussed in this podcast. Hosted on Acast. See acast.com/privacy for more information.

From Country Rd & Witchery, to Topshop TopMan Australia, to Hudsons Bay, and now the Cotswold Outdoor Group, James H Stewart sits down with someone who is already a global retail veteran. Jamie Kristow, is the CEO of Cotswold Outdoor Group, one of the UK's leading specialist outdoor retailers and home to brands including Cotswold Outdoor, Snow+Rock and Runners Need. Jamie's career has spanned the UK, Australia, South Africa and Canada, with senior leadership roles at House of Fraser, Myer, Country Road Group, Witchery, Woolworths South Africa, Target Australia, Sportsgirl, Hudson's Bay Company and now Cotswold Outdoor Group. Along the way, he has experienced retail booms, corporate turnarounds, international expansion, the collapse of Topshop Australia, the transformation of department stores and the reinvention of specialist retail in an increasingly digital world. In this conversation, Jamie shares what he's learned from leading businesses through change, why physical stores remain critically important, and how data, retail media, artificial intelligence and customer experience are reshaping the future of retail. We also explore the remarkable turnaround of Cotswold Outdoor Group following its 2019 Company Voluntary Arrangement (CVA), the impact of COVID on the business, and what it takes to grow a retailer that has survived multiple crises. Whether you're a business owner, retailer, investor, director or simply fascinated by leadership and transformation, this episode is packed with practical insights from someone who has spent his career navigating change at the highest level. In this episode we discuss:• Jamie's international retail career across four countries • Lessons from the collapse of Topshop Australia • The turnaround and growth trajectory of Cotswold Outdoor Group • Why physical stores still matter in an omnichannel world • Retail media and the next generation of customer engagement • AI, data and the future of retail • Sustainability, premiumisation and changing consumer behaviour • Leadership lessons from more than 30 years in retail If you enjoy conversations about leadership, retail, strategy, private equity and business transformation, don't forget to follow the podcast and leave a review. Connect with James Stewart LinkedIn: https://www.linkedin.com/in/james-h-stewart-gaicd-83b46a9/ Website: https://jameshstewart.com Disclaimer The views expressed by guests on What I Learned in Business (That Didn't Kill Me!) are their own and are provided for general information and discussion purposes only. They do not necessarily reflect the views of the host and should not be relied upon as financial, legal, investment or professional advice. Listeners should seek independent professional advice before making decisions based on the matters discussed in this episode. Hosted on Acast. See acast.com/privacy for more information.

Brown Brothers is one of Australia's famous wine brands. So, What does it take to steward a family business through generations while the industry around you is undergoing profound change? In this episode James H Stewart sits down with Angela Brown, fourth-generation shareholder and director of the Brown Family Wine Group and Sales and Marketing Director and co-owner of All Saints Estate in Rutherglen. The Brown family's involvement in Australian wine stretches back more than a century. Today, the Brown Family Wine Group has a portfolio that includes Brown Brothers, Devil's Corner, Tamar Ridge, Pirie and Innocent Bystander, while Angela and her siblings separately own the historic All Saints Estate. Angela shares the story of growing up in a wine family, the sudden death of her father in 2005, and the challenges of succession, governance and maintaining family relationships while running businesses together. James and Angela explore the commercial realities facing Australia's wine sector, including falling consumption, changing drinking habits among younger consumers, low- and no-alcohol alternatives, excess wine production and inventories, pressure on grape growers and margins, climate change and the impact of geopolitical and trade disruption. They also discuss the recently agreed Australia–European Union Free Trade Agreement and what greater access to European markets—and potentially greater competition from European wine in Australia—could mean for local producers. The conversation goes inside the Brown Family Wine Group's multi-brand model, including how the business thinks about vineyards, sourcing fruit, different wine regions, direct-to-consumer sales, wholesale distribution, brand positioning and the role of Innocent Bystander. It's a conversation about much more than wine. It's about succession, resilience, brand building, adapting to structural change and the responsibility that comes with handing a family business from one generation to the next. This episode forms part of a special series produced with the support of the Family Business Association Australia & New Zealand. Connect with James Stewart LinkedIn: James H Stewart GAICD Website: jameshstewart.com Follow What I Learned in Business (That Didn't Kill Me!) on your favourite podcast platform, Instagram and YouTube. IMPORTANT DISCLAIMER This podcast is produced for general information, education and entertainment purposes only. Nothing contained in this episode constitutes, or should be relied upon as, financial, investment, legal, taxation, accounting, business or other professional advice. The views and opinions expressed by guests are their own and do not necessarily represent those of James H Stewart, the podcast, the Family Business Association, the Brown Family Wine Group, All Saints Estate or any other organisation referred to in the episode. The discussion may include commentary about companies, industries, markets, government policy, international trade arrangements and economic conditions. Such matters may change over time, and information discussed was believed to be relevant at the time of recording but may subsequently become outdated, incomplete or inaccurate. References to particular companies, brands, individuals, transactions or industry events are for discussion purposes only and should not be interpreted as an endorsement, criticism, recommendation or representation as to their current or future financial or commercial performance. Listeners should undertake their own enquiries and obtain appropriate independent professional advice before making any financial, investment, business or other decisions based on matters discussed in this podcast. Hosted on Acast. See acast.com/privacy for more information.

The “Mick Jagger of US bankruptcy”. That's Jamie Sprayregen's nickname, and after more than 35 years at the centre of some of the world’s biggest corporate crises, it’s not hard to see why. Jamie built the restructuring practice at Kirkland & Ellis into a global powerhouse, advised on landmark restructurings including United Airlines and the City of Detroit, spent two extraordinary years at Goldman Sachs as the Global Financial Crisis unfolded, and was named by the National Law Journal as one of the decade’s most influential lawyers. After leaving Kirkland in 2024 and joining Hilco Global as Vice Chairman, Jamie has now returned to law as Co-Head of Restructuring & Debt Capital Solutions at Paul, Weiss. Jamie discusses the inside story of some of America’s largest bankruptcies, what he witnessed during the Global Financial Crisis, why Chapter 11 remains such a powerful restructuring tool, and how private credit, cross-border insolvency and AI are changing the profession. After decades advising CEOs, boards, creditors and investors when billions of dollars — and sometimes thousands of jobs — are on the line, Jamie also shares what he has learned about decision-making, negotiation and the human side of corporate failure. Connect with James H. Stewart LinkedIn: https://www.linkedin.com/in/james-h-stewart-gaicd-83b46a9/ Website: https://jameshstewart.com Follow What I Learned in Business (That Didn’t Kill Me!) on Apple Podcasts, Spotify, YouTube and your favourite podcast platform. Disclaimer This podcast is provided for general information and entertainment purposes only. Nothing discussed in this episode constitutes, or should be relied upon as, legal, financial, investment, insolvency, restructuring or other professional advice.The views and opinions expressed by the host and guest are their own and do not necessarily represent the views of any current or former employer, client, firm, organisation or other person with whom they are or have been associated. The discussion of companies, restructurings, insolvencies, litigation, transactions and other matters is based on publicly available information and the participants’ personal perspectives and recollections. References to allegations, disputes or claims should not be taken as findings of fact or wrongdoing unless expressly stated as such. Some matters discussed may have involved contested facts, confidential information or subsequent developments that are not addressed in this episode. Listeners should undertake their own enquiries and obtain appropriate independent professional advice before making any business, legal, financial or investment decision. Hosted on Acast. See acast.com/privacy for more information.

Why do some iconic businesses survive disruption while others disappear forever? In this episode James H Stewart sits down with Ian Fredericks, CEO of Capital Solutions (Americas) at Hilco Global, Global Head of Data & Innovation, and one of the world's leading experts in corporate restructuring, distressed investing and retail turnarounds. Having advised on some of the largest retail restructurings in the United States, Ian provides a rare insider's perspective on what really happened behind the collapses of Circuit City and Toys "R" Us, and why many great companies fail long before they run out of money. The conversation explores the warning signs of corporate distress, the impact of leveraged buyouts, how investors identify businesses worth saving, the explosive growth of private credit, and how artificial intelligence is reshaping the future of retail. Ian also reflects on his own journey—from restructuring lawyer to global business leader—and the lessons he's learned from helping businesses navigate their toughest moments. In this episode we discuss: • Why Circuit City and Toys "R" Us ultimately failed • The role debt plays in corporate collapse • What turnaround investors look for in distressed businesses • The changing dynamics of the U.S. retail market • How Amazon, Temu and Shein are reshaping consumer behaviour • The rapid rise of private credit and what it means for business • Practical applications of AI in retail and data-driven decision making • Leadership lessons from decades of restructuring and business transformation Whether you're a business owner, retailer, investor, lender or simply fascinated by how companies succeed and fail, this episode offers practical insights from someone who has spent his career helping organisations navigate uncertainty. Connect with James Stewart LinkedIn: https://www.linkedin.com/in/james-h-stewart-gaicd-83b46a9/ Website: https://www.jameshstewart.com Disclaimer The views expressed by guests on What I Learned in Business (That Didn't Kill Me!) are their own and are provided for general information and discussion purposes only. Nothing in this episode constitutes financial, investment, legal or professional advice. Listeners should obtain independent advice before making any business, financial or investment decisions. Hosted on Acast. See acast.com/privacy for more information.

For more than 110 years, Haigh's Chocolates has delighted Australians while remaining proudly family-owned, manufacturing locally and resisting the lure of supermarket shelves. James H Stewart sits down with fourth-generation family leader Alister Haigh to explore the remarkable story behind one of Australia's most respected premium brands. After leading Haigh's Chocolates for almost three decades as CEO, Alister recently stepped aside, handing the reins to the company's first non-family chief executive. Together, James and Alister discuss what it takes to preserve a family legacy while continuing to evolve in an increasingly competitive and rapidly changing retail landscape. They explore: • How Haigh's Chocolates has grown from a small Adelaide business into a nationally recognised premium brand over 110 years. • The unique challenges of leading a fourth-generation family business. • Why succession planning may be the most important decision any family business will ever make. • The appointment of Haigh's first non-family CEO and the governance lessons behind that decision. • Why Haigh's has deliberately stayed out of supermarkets despite intense competition. • Building and protecting a premium brand in a commoditised market. • Consumer behaviour, changing chocolate consumption trends and the future of premium retail. • How Haigh's responded to unprecedented increases in global cocoa prices. • The strategic thinking behind the company's $130 million investment in advanced Australian manufacturing. • Leadership, stewardship and the responsibility of leaving a business stronger for the next generation. Whether you lead a family business, work in retail, manufacture products in Australia or simply enjoy hearing the stories behind iconic Australian brands, this conversation offers valuable insights into leadership, long-term thinking and building enduring competitive advantage. A special thank you to the Family Business Association of Australia and New Zealand for sponsoring this episode. The FBA supports family businesses through education, networking, advocacy and governance, helping business families thrive across generations. Connect with James Stewart Website: https://jameshstewart.com LinkedIn: https://www.linkedin.com/in/james-h-stewart-gaicd-83b46a9 Instagram: https://www.instagram.com/whatilearnedinbusiness/ YouTube: https://www.youtube.com/@WhatILearnedInBusiness If you enjoyed this episode, please subscribe or follow the show, leave a review and share it with your colleagues and friends. Disclaimer The views expressed by guests on this podcast are their own and do not necessarily reflect those of the host or any organisation with which they are associated. This podcast is intended for general information and educational purposes only and should not be relied upon as financial, legal, investment or professional advice. Listeners should obtain independent professional advice relevant to their own circumstances before making business or financial decisions. Hosted on Acast. See acast.com/privacy for more information.

Retail is changing faster than ever. But are today's retailers really growing—or have they simply been riding a wave of inflation? James H Stewart sits down with Paul Martin, Global Retail Growth Leader and Partner at AlixPartners, one of the world's leading advisory firms specialising in retail transformation, performance improvement and turnaround. Having advised many of the world's largest retailers, consumer brands, boards and private equity firms across Europe, North America and Asia, Paul offers a unique global perspective on the forces reshaping the retail and consumer landscape. Together, James and Paul explore: Why inflation may have disguised underlying weakness across the retail sectorThe health of global retail and what lies ahead for consumer spendingHow tariffs, geopolitics and supply chain disruption are changing retail economicsThe explosive growth of Chinese marketplaces such as Temu and their impact on traditional retailersWhy the resale economy is becoming one of retail's fastest-growing sectorsWhether social media has become the new front door to retailHow artificial intelligence and Agentic AI are transforming customer engagement, merchandising and business modelsWhy the fundamentals of great retailing still matter in an increasingly digital worldThe retailers and business models Paul believes are best positioned to win over the next decade Whether you're a retailer, supplier, investor, executive, entrepreneur or simply fascinated by how consumer behaviour is evolving, this episode provides practical insights from one of the world's leading retail advisers. Connect with James Stewart 🌐 Website: https://jameshstewart.com 💼 LinkedIn: https://www.linkedin.com/in/james-h-stewart-gaicd-83b46a9/ 📸 Instagram: https://www.instagram.com/whatilearnedinbusiness/ ▶️ YouTube: https://www.youtube.com/@WhatILearnedInBusiness If you enjoyed this episode, please follow the podcast, leave a review and share it with your network. Your support helps us continue bringing world-class business leaders and thinkers to the show. Disclaimer The views expressed by guests on What I Learned in Business (That Didn't Kill Me!) are their own and are shared for general information and discussion purposes only. They do not constitute financial, investment, legal or professional advice and should not be relied upon as such. Listeners should seek independent professional advice before making business, financial or investment decisions based on any matters discussed in this episode. Hosted on Acast. See acast.com/privacy for more information.

Geoff Wilson AO is one of Australia's most outspoken advocates for retail shareholders. As the founder and Chairman of Wilson Asset Management, Geoff has spent almost five decades navigating financial markets, building one of Australia's leading investment firms and becoming a powerful voice on corporate governance, shareholder activism and public policy. James H Stewart sits down with Geoff to discuss his journey from research analyst to managing billions of dollars on behalf of more than 130,000 investors. He shares the lessons learned through multiple market cycles and discusses the defining issues that have shaped Geoff's career, including his campaigns for better corporate governance, his activism during the AMP board upheaval following the Royal Commission, and the highly publicised franking credits campaign that became one of the biggest political issues of the 2019 Federal Election. The conversation then turns to today's economic landscape, where Geoff offers his perspective on Australia's competitiveness as a destination for investment, the 2026 Federal Budget, proposed changes to capital gains tax, productivity, regulation, and what governments should be doing to encourage business growth, entrepreneurship and long-term investment. Finally, Geoff discusses the remarkable success of the Future Generation investment companies, which have directed more than $100 million to Australian charities supporting children, youth and mental health. Whether you're an investor, business owner, company director or simply interested in Australia's economic future, this is a wide-ranging conversation about leadership, markets, governance and the importance of backing your convictions. In this episode we discuss: Geoff's journey to founding Wilson Asset ManagementLessons from nearly 50 years in investment marketsShareholder activism and corporate governanceThe AMP board renewal following the Royal CommissionThe 2019 franking credits campaignAustralia's competitiveness for investment capitalCapital gains tax, productivity and the 2026 Federal BudgetFuture Generation and investing for social impactLeadership, philanthropy and building a lasting legacyIf you enjoyed this episode, please follow the podcast, leave a review and share it with someone who enjoys thoughtful conversations about business, leadership and investing. Connect with James Stewart LinkedIn: https://www.linkedin.com/in/james-h-stewart-gaicd-83b46a9/ Instagram: https://www.instagram.com/whatilearnedinbusiness/ YouTube: https://www.youtube.com/@WhatILearnedInBusiness Disclaimer The views and opinions expressed by Geoff Wilson and James H Stewart in this episode are their own and are provided for general information and discussion purposes only. Nothing in this podcast should be construed as financial, investment, taxation, accounting or legal advice, or as a recommendation to buy, sell or hold any investment or financial product. Investment markets involve risk, and past performance is not a reliable indicator of future performance. Before making any investment or financial decision, you should seek advice from a suitably qualified professional who understands your individual objectives, financial circumstances and needs. The discussion in this episode may reference companies, investment strategies, taxation policy, legislation and market conditions that were current at the time of recording and may change over time. Hosted on Acast. See acast.com/privacy for more information.

LMND may be the hottest female fashion brand in Australia right now. James H Stewart sits down with Ana Escobar, founder of Australian fashion label LMND, to explore an extraordinary entrepreneurial journey spanning two continents, some of Australia's best-known retail brands, and the challenges of building a self funded premium fashion business. Born in Australia before moving to Colombia as a young child, Ana shares her remarkable story of growing up in Medellin, during one of Colombia's most turbulent periods before returning to Australia to pursue a career in fashion. From starting as a sales assistant at Oroton to becoming Brand Director, leading private label innovation at Big W, and ultimately launching LMND in 2018, Ana's career demonstrates the power of resilience, creativity and customer obsession. In this episode we discuss: • Growing up between Australia and Colombia and the experiences that shaped her outlook. • Building a career through Oroton, Apparel Group and Big W. • Why she left corporate retail to launch LMND. • Identifying a gap in the market for premium wardrobe essentials. • Why LMND opened a physical store before launching online. • Building an international brand stocked by retailers including Myer, Selfridges and Neiman Marcus. • Growing a business without external investors or private equity. • Customer-led product development and the importance of listening over ego. • Social media strategy without relying on paid influencers. • Scaling a founder-led business while protecting brand integrity. • The lessons Ana has learned from building one of Australia's fastest-growing independent fashion brands. Whether you're an entrepreneur, retailer, designer, business owner or simply fascinated by the journey of building a successful brand, Ana's story offers practical insights into leadership, innovation and disciplined business growth. Connect with James Stewart LinkedIn: https://www.linkedin.com/in/james-h-stewart-gaicd-83b46a9/ Website: https://jameshstewart.com Instagram: https://www.instagram.com/whatilearnedinbusiness/ YouTube: https://www.youtube.com/@WhatILearnedinBusiness If you enjoyed this episode, please subscribe, leave a review and share it with your network. Disclaimer The information, opinions and views expressed by guests on What I Learned in Business (That Didn't Kill Me!) are their own and are provided for general information and discussion purposes only. They do not constitute financial, legal, investment or professional advice and should not be relied upon as such. Listeners should obtain independent professional advice relevant to their own circumstances before making any business, financial or investment decisions. While every effort is made to ensure accuracy, neither the host nor the producers accept responsibility for any loss arising from reliance on information contained in this episode. Hosted on Acast. See acast.com/privacy for more information.

The Alexander Group is New Zealand's leading specialist dangerous goods logostics business. James H Stewart sits down with Hayley Alexander, CEO of this 55-year-old family logistics business, to discuss the business remarkable journey and her personal evolution from a career in public service to CEO. Hayley’s path to leadership was far from conventional. Before joining the family business, she spent 10 years as a social worker in New Zealand and the UK, working in areas including domestic violence and child protection. She later joined Alexander Group in 2002 and has now led the business as CEO for more than eight years. In this conversation, James and Hayley discuss family business succession, leadership, safety, governance, culture, sustainability, artificial intelligence and the realities of running a high-risk transport business. They also explore what it takes to lead a multi-generational family enterprise with a 100-year vision. This episode is proudly supported by Family Business Association of Australia and New Zealand. Important disclaimer: This podcast is for general information and entertainment purposes only. The views expressed are those of the participants and do not constitute financial, legal, investment, business or professional advice. Listeners should seek their own independent advice before making any business or investment decisions. Connect with James: LinkedIn: https://www.linkedin.com/in/james-h-stewart-gaicd-83b46a9/ Website: https://www.jameshstewart.com Instagram: https://www.instagram.com/whatilearnedinbusiness/ YouTube: https://www.youtube.com/channel/UC_WgwbOVsSuzuvXEgqNTl4g Hosted on Acast. See acast.com/privacy for more information.

What can a funeral business teach us about leadership, trust, innovation and family business governance? Quite a lot, it turns out. In this episode of What I Learned in Business (That Didn't Kill Me), I sit down with James MacLeod OAM, Managing Director of Tobin Brothers Funerals, one of Australia's largest and most respected family-owned businesses. James's journey is remarkable. Starting as a coffin trimmer as a young boy, he worked his way through virtually every role in the organisation before becoming the first non-family Managing Director in the company's history. Today, he leads a team of approximately 280 people delivering around 7,000 funerals each year. This conversation goes far beyond the funeral industry. We explore the realities of leading a business that operates 24 hours a day, 365 days a year, supporting families through some of the most difficult moments of their lives. We discuss succession planning, governance, culture, innovation, customer trust and the unique challenges of balancing family ownership with professional management. James also shares the story behind Tobin Brothers' bold decision to launch Fixed Price Cremations, a low-cost, no-service offering designed to compete directly with emerging disruptors in the market. It is a fascinating case study in self-disruption, strategic thinking and the lessons he brought back from executive education programs at INSEAD and Harvard. We also discuss: • The history and evolution of Tobin Brothers • The changing nature of funerals and memorial services • Cremation versus burial trends • Virtual funerals and the impact of COVID • Governance in multi-generational family businesses • The appointment of independent leadership and directors • Employee culture in a business built around grief and service • AI, automation and the future of funeral services • Emerging technologies including aquamation and environmentally sustainable alternatives to traditional burial and cremation This is a thoughtful, insightful and at times surprising conversation about an industry every one of us will engage with, but very few of us truly understand. Whether you're a business owner, director, executive, family business leader or simply curious about how great organisations build trust over generations, you'll find valuable lessons in this discussion. This episode is proudly supported by the Family Business Association (FBA), which supports, connects and advocates for family businesses across Australia and New Zealand. Connect with James H Stewart LinkedIn: James H Stewart Instagram: @whatilearnedinbusiness YouTube: What I Learned in Business (That Didn't Kill Me) If you enjoy the show, please subscribe, leave a review and share the episode with your network. Disclaimer The views, opinions and experiences expressed by guests on this podcast are their own and do not necessarily reflect the views of the host or any affiliated organisations. This podcast is intended for general information and educational purposes only and should not be relied upon as financial, legal, investment, taxation or other professional advice. Listeners should seek independent professional advice relevant to their own circumstances before making any business or investment decisions. Hosted on Acast. See acast.com/privacy for more information.