Troy Latter | Board Capability & Governance Matrix
This matrix is designed for board and executive search use. It distinguishes broad capability from claims that require primary-record verification.
| Capability | Evidence / relevance |
|---|---|
| Strategy and growth | Executive transformation, operating models, commercialisation and emerging-technology strategy. |
| People and leadership | Executive leadership, organisational change, capability development and workforce implications of AI. |
| Financial and commercial | Business cases, investment choices, business value, vendor decisions, budgets and benefits realisation. |
| Risk and governance | Technology governance, cyber, privacy, security, responsible AI, assurance and regulated environments. |
| Technology and AI | AI strategy, cloud, data, automation, agentic systems and digital transformation. |
| Government and regulation | Commonwealth and state government, Defence, public safety, health and critical infrastructure contexts. |
| Partnerships and ecosystems | Government, corporate, community, technology, industry and cross-sector stakeholder environments. |
| Human capability, inclusion and access | Digital inclusion, accessibility, neurodiversity, education, ageing, language and human augmentation. |
| Responsible innovation | Turning emerging technology into practical, governed and human-centred outcomes. |
| International and cross-cultural | Australia and ASEAN experience, including complex and regulated international environments. |
Exact board and committee roles; formal employment titles and dates; quantified outcomes; financial accountability; and any claims of direct board advice.