Their primary purpose is to review and approve Crown’s strategic direction, provide advice on risk management, and support the tactical decisions and corporate actions of the senior management team. The Institute’s Managing Director will consult regularly with GCB members, individually and corporately, as dictated by importance and necessity.

gcb members

Azania Watene (Ms)

Lawyer, Te Mata Law, specialising in Maori land law, Treaty of Waitangi law, and Treaty of Waitangi settlement negotiations

Cassandra Powell (Mrs)

General Manager of Marketing, Assurity Consulting, a 100% New Zealand owned company delivering digital transformation and design solutions to businesses

Heidi Gillingham (Ms)

Programme Director, Go with Tourism, a government-funded initiative helping build New Zealand’s Tourism and Hospitality workforce

Josephine Do (Mrs)

Managing Director, Crown Institute of Studies and Worldwide School of English, two private tertiary establishments based in Auckland

Matt Stenton (Mr)

Project Manager (Tātaki Auckland Unlimited) Tātaki Auckland Unlimited is the region's economic and cultural agency, promoting Auckland's story to the world.

Rupit Kshatriya (Mr)

Chartered Accountant, Johnstons Associates Chartered Accountants, accountancy and business advice specialists

Saylene Ulberg (Ms)

Pacific Cultural Advisor, Ako Aotearoa, building educational capability for learner success in New Zealand’s tertiary sector

Troy Clarry (Mr)

Owner Operator, Katalyma Hotels & Hospitality, specialising in boutique lodges in the North Island


Director of Talent and Culture (CPG Hotels NZ) CPG Hotels is one of New Zealand's largest privately owned hotel groups, with a collection of 10 premium and boutique properties, each with their own unique character, history and style.

The GCB is governed by five core values of responsibility,
honesty, integrity, fairness, and transparency.


CGC is accountable and answerable for the Institute’s strategic direction, corporate actions, and public conduct. It will always act in the best interests of the Institute.


GCB places a premium on truthfulness, sincerity and frankness. This value helps inform, challenge and guide the Institute’s activities, its plans for the future, and any risks involved in its strategies.


GCB adheres to moral and ethical principles. The GCB will mentor and support the Institute’s senior management team in its obligations, to monitor and be ready to give an explanation or reason for its actions and conduct.


GCB works to be fair and evenhanded in its treatment of all stakeholders of whom are students, employees, communities, industry partners and shareholders. It will inspire the Institute’s management to be fair and free from bias in their conduct and execution of responsibilities.


Transparency facilitates confidence that stakeholders can have in the decision-making process and management of the Institute. GCB seeks always to be clear in its meanings and intentional in its expressions.

The strategic importance of the GCB’s position requires its members to bring their specialist expertise and range of skills to the table; to govern, inform, inspire, provoke, challenge, and guide management. And to ensure Crown is and continues to be an Institute of which its owners, employees, students, and wider communities can be proud.

The collective skills and expertise of the GCB are brought to the fore in the following key categories:





















Purpose of the GCB:

Provide strategic direction and be a thought provoking sounding board for the Institute

Monitor developments in Crown’s management decisions and keep current with the Institute’s activities through participation in meetings, conference calls, and information updates from the Institute’s staff

Participate in at least one conference call per year, as requested. Members who are unable to attend one meeting or one conference call in a row over an 18 month period may be asked to resign

Assist in advancing the goals and mission of the Institute, as appropriate, through public speaking, professional work, and networking

Engage in a reflective, self-evaluative process to improve GCB’s efficacy

Local Advisory Committee

The Local Advisory Committee (LAC) is composed of 20 or more specialist participants invited to join by the Institute’s Managing Director or Senior Management Team. Participants are chosen for their expertise with relevance to the Institute’s courses, namely, Travel, Tourism, Hospitality,

Business, Short Courses, English Language, and Literacy & Numeracy. Further contributors are selected from the Student Body (current and alumni). The Institute’s hosts are its Academic Heads. Other persons are seconded as required
and agreed to by the Managing Director.

The LAC is tasked with reviewing the Institute’s courses and programmes, comparing them with industry trends and forecasts, and measuring against historical data. LAC meets twice per calendar year.

Purpose of the LAC:

Advise on demand
for suitably trained graduates

Identify emerging trends and new developments
in industry

Consult on avenues for potential future growth within the Institute

Recommend new courses or revision of curricula to strengthen the Institute’s relevancy

Engage in a reflective, self-evaluative process to improve GCB’s efficacy

Support with specialist advice in the appointment of academic staff as required