Director Spotlight – Glen Casey. Resilience, Strategy & Growth: A Director’s View from the Frontline

From building a $200M EV charging business in under two years to turning around legacy manufacturing giants, Glen Casey has been in the trenches of transformation. With decades of global executive experience and a governance track record spanning NASDAQ and ASX-listed companies, private enterprises, NFPs, and government, Glen offers rare operational depth at the board table.

In this Director Spotlight, Glen shares his approach to navigating complexity, creating value in uncertainty, and the lessons boards must internalise to lead through change.

"Transformation isn’t a strategy. It’s a discipline. It’s a daily commitment to clarity, alignment, and execution."

You’ve led organisations through complex restructures, transformations, and scale-ups. What experience are you most proud of, and why?

Without doubt, my most recent work is with Tritium. I developed and delivered a full operational growth plan that led to building a 20,000-unit EV charger production facility in Tennessee. It wasn’t just about bricks and mortar; it was about building the leadership, the culture, the supply chain, and the financial discipline to scale rapidly. We sold over $200M in chargers in just two years. The pace, pressure, and purpose made it one of the most rewarding chapters of my career.

"Governance must be embedded in the strategy, not applied after the fact."

What are the most critical ingredients for sustainable performance and governance in today’s volatile environment?

Boards must have a long-term view and a balanced definition of value. That means not just shareholder returns, but clear performance metrics, embedded ESG, robust risk management, and a commitment to continuous learning, both for the board and the organisation. Governance isn’t passive. It must shape outcomes.

You’ve worked across ASX, NASDAQ, government, utilities, and elite sport. What’s consistent in your approach to governance?

Regardless of sector, my approach is grounded in clarity and collaboration. Define the role of the board versus management. Co-create the strategic plan. Monitor performance rigorously. Challenge assumptions constructively. Great boards also seek competitive intelligence and stay curious; don’t just accept the report pack as gospel.

"Boards don’t scale businesses, but they create the conditions for it to happen or not."

You’ve scaled manufacturing and infrastructure globally. What can boards learn from that journey?

Expansion is a high-wire act. Boards must rigorously test the business case and the underlying financial assumptions. Talent is another key risk. Does the organisation have the leadership bandwidth to deliver? Cultural alignment and integration planning are non-negotiable. And finally, boards must track milestones and cash flows like a hawk.

What should directors understand about leading through operational or cultural transformation?

Transformation is personal. Every person in the organisation feels it, some as an opportunity, some as a loss. Boards need to model the behaviours they want to see. You start by building the case for change, then engage stakeholders honestly, particularly those most affected. You can’t communicate once and tick the box; it’s a journey that requires continuous listening and adaptation.

"In difficult times, go back to first principles, mission, purpose, and long-term strategy."

How do you help boards and executives align on tough decisions, especially during restructures or M&A?

Structured decision-making frameworks are helpful. However, the real key is culture; an environment where everyone has a voice, but decisions are anchored in purpose. I always start by asking: What decision best serves our long-term mission and strategic objectives? This lens cuts through competing interests and keeps people focused.

ESG, compliance, and sustainability are hot topics. How do you see boards balancing these against commercial realities?

It’s not either/or. Governance, ESG, and financial outcomes are all part of long-term value creation. The mistake is treating ESG like a side topic. When boards align their incentive structures with this broader value vision, it becomes part of the business DNA, not a compliance chore.

"Founder-led and family businesses often lack challenge in the boardroom, and that’s a risk."

What’s the greatest governance blind spot in founder-led, PE-backed, or family businesses?

In many of these businesses, loyalty to the founder or family trumps independent oversight. It can stifle diversity of thought, slow down professionalisation, and create blind spots in strategy. The best outcomes come when you combine passion with an external perspective.

You’ve led 7,000+ people across regions. What’s your advice on leading in cross-cultural environments?

Understand the local context deeply, including laws, customs, communication styles, and educational differences. Then, tailor your leadership and engagement. What motivates teams in Europe might not land in Asia. Boards should demand that this cultural intelligence is baked into execution plans, not added on later.

You’ve contributed across industries. What board environments are most rewarding for you now?

I’m drawn to complex environments where value creation and challenge go hand in hand. Whether it’s turnaround, growth, or navigating transition, I want to work alongside skilled directors who collaborate, challenge, and drive outcomes together. It’s the chemistry and the shared purpose that matter most.

"Great boards are not just competent, they’re cohesive. That’s the real differentiator."

What distinguishes a high-performing board today?

High-performing boards deliver long-term strategic value. They have purpose, a future-focused strategy, the right skills mix, and a Chair who knows how to draw out contribution. Culture matters. There’s mutual respect and room for healthy challenge. And importantly, they don’t drift into operational detail; they stay strategic.

Which sectors or challenges do you want to contribute to next?

Energy, defence, industrial B2B, start-up ventures, and professional sport all interest me. But it’s less about the industry and more about the complexity and opportunity. Growth, transformation, turnaround, business development, those are my sweet spots. I’ve worked across ASX, NASDAQ, and family businesses, and the diversity of experience helps me adapt quickly and contribute meaningfully across contexts.

Glen Casey is a strategic operator who brings experience, pragmatism, and resilience to every boardroom he enters. If your organisation is navigating growth, change, or complexity, and needs a steady, strategic hand at the board level. Glen is the kind of director who thrives in exactly that environment.

📩 To connect with Glen or explore potential board collaborations, reach out via Tiger Boards or contact Glen directly via LinkedIn.