Tim Reed has led through growth, disruption and transition as CEO of MYOB for over a decade, President of the Business Council of Australia, and now as a director, investor and climate policy contributor.

In this conversation, Tim reflects on the importance of setting a clear long-term vision, building a culture that delivers, and staying close to customers. He shares lessons from CEO succession, including why different leaders are needed at different stages and what boards should look for when making that call.

The discussion also explores the shift from operator to investor, the discipline of private equity, and how boards can think about AI, productivity and decarbonisation in practical terms. Tim offers a grounded view on balancing opportunity with risk, and why getting the basics right, including strategy, people and execution, still matters most in a rapidly changing environment.

Key Takeaways:

The CEO-to-board transition — recognising when to step away, shifting mindset, and rediscovering energy in new roles.
Private equity discipline — aligning strategy, talent and execution in the first 90 days.
Customer-centric leadership — direct listening mechanisms and staying close to the market.
AI in practice — using AI to enhance thinking, productivity and decision-making without replacing judgement.
Risk and opportunity in AI — balancing governance, security and competitive advantage.
Productivity and national competitiveness — the role of business, policy settings and investment.
Decarbonisation and boards — understanding emissions, trade-offs and the practical path to net zero.

Former MYOB boss Tim Reed on boards' potential AI blind spots, Australia's productivity puzzle, and what actually happens when private equity buys a business

Boardroom Confidential

Former MYOB boss Tim Reed on boards' potential AI blind spots, Australia's productivity puzzle, and what actually happens when private equity buys a business