What I'm reading – Suneil Connor

The year is off to a great start for Suneil Connor, committee member and treasurer of IoD’s Auckland branch. He has recently been appointed chair of the New Zealand Food Network (NZFN) along with receiving a Fellowship from Chartered Accountants Australia & New Zealand.

Currently the Group Chief Financial Officer at Service Foods, he also chairs the Audit and Risk Committee for KiwiHarvest. This week, the Auckland-based director shares his perspective on the relevance of industry expertise and board roles, and reviews a book that delves into the importance of how we use our time, and why reclaiming focus can contribute to better decision making. 

What is the name of the ‘governance/business’ book you’re reading? 

I recently read Buy Back Your Time by Dan Martell. It’s a practical book on how leaders can reclaim their time by focusing on high-value activities, delegating effectively and structuring their work for maximum impact. While it’s written with entrepreneurs in mind, the principles are highly relevant for directors and governance professionals.

It’s engaging, direct and action-oriented. Martell’s writing is fast-paced, filled with real-world examples and offers a clear roadmap for leaders looking to scale their impact without burning out.

What drew you to the book?

As a director and CFO, time is one of the most valuable yet scarce resources. I wanted to learn strategies to better prioritise what truly matters, both professionally and personally, and to ensure my focus remains on strategic decision-making rather than getting caught up in operational details.

What resonated with you the most?

The idea that as leaders, we should be intentional about where we spend our time. 

Martell’s “buyback principle”—that you should only be doing tasks that align with your highest value contribution – is something I’ve found particularly relevant in governance. Boards often get bogged down in operational discussions when they should be focusing on strategy, risk, long-term value creation, and assisting the exec with critical thinking.

What is something you’ve taken away from the books that now follows you into your board roles?

The importance of leveraging the right people and processes to free up time for what really moves the needle. In a governance context, this means ensuring board agendas prioritise strategic discussions over routine reporting and operational matters. It also reinforces the need for directors to challenge how time is used – both in meetings and in decision-making.

How does reading feed into your continued governance practice/learning?

Reading allows me to challenge my own thinking and learn from different perspectives. Whether it’s about governance, leadership, or business strategy. I have also started to read some biographies which allows me to see each writer’s perspectives and how they react to different situations.

Who should read this book and at what stage in their governance career?

This book is a great read for any leader – whether they’re an executive, director, or entrepreneur – who struggles with time management and delegation. For directors, it’s particularly useful for understanding how to stay focused on high-impact decisions and avoid getting lost in operational details.

When you’re not reading books on business or governance, what kind of books are you likely to pick up?

Over the past 18 months I have tried to read some of the classics — Robinson Crusoe, The Count of Monte Cristo, A Tale of Two Cities, Animal Farm and Nineteen Eighty Four. I tried to get through Moby Dick and Treasure Island, but got bored halfway through both of them. 

Some thought-provoking autobiographies such as Open by Andre Agassi, Unfiltered by Gunther Steiner and Raw by Martin Crowe.

What are some of the most pertinent governance issues at the top of mind for you, and why?

Right now, governance needs to get back to basics – focusing on capital structure, working capital management, project hurdle rates, and the right people in the right seats with the right incentives. 

A well-structured balance sheet, disciplined cash flow management, and making incremental improvements in efficiency can be the difference between resilience and failure – especially in uncertain economic conditions. 

Boards need to challenge management on whether the business is truly cutting its cloth to suit the environment and not just relying on external funding or short-term fixes. Small, sustained improvements in operations, procurement, and cost control can have a compounding effect over time.

What has been the most surprising thing you’ve discovered about yourself and others while being on a board?

How differently people process information and approach decision-making. Some directors are analytical, some instinctive, and some rely on experience. The best boards have a mix of these approaches. Personally, I’ve learned that effective governance isn’t about having all the answers – it’s about creating the right environment for collective decision-making.

If there was anything you want to see more of at the board table, what would it be, and why?

I’d like to see more board members with proven experience and skills in the industry they govern. 

Recently, I have seen boards composed of a majority of individuals with little to no relevant industry, adjacent industry or similar operating model expertise; and shareholders have ultimately paid the price whether through lack of profitability, declining share prices and dilution. 

Governance should not just be about oversight; it should also bring real-world knowledge and strategic insight that aligns with the business’s challenges and opportunities. A board that understands the nuances of an industry is far better positioned to both assist the exec in decision making, but also easily identify if they are obfuscating issues in their board papers.