Disruptive Leadership

Matthew is a deeply experienced leader who has consistently shown outstanding leadership in demanding and rapidly evolving environments. Matthew's values-based leadership style, combined with unwavering ethics, has helped him navigate diverse, complex situations resulting in consistently outstanding outcomes. Matthew sees every challenge as an opportunity for growth and improvement and adopts an innovative and disruptive approach to problem solving. Through years of leading teams across different industries and geographies, Matthew has developed the ability to build diverse, empowered and accountable teams that outperform in rewarding and inclusive environments. Matthew's journey as leader is never-ending, with a continuous hunger to learn and adapt to our ever-changing world. David Matheson, Managing Director DM Insights (formerly Chief Operations Officer, Kmart Group, Wesfarmers), Melbourne, Australia The world of management has two types of leaders: those who point and say 'do it because', and those who: roll up their sleeves and engage across all levels; are educated in processes and detail; and are able to challenge, mentor and progress through collaboration. It is easy to rule by fear, but do those who are ruled really follow? Does a team really become a team because of a title? Leadership is partnership, fellowship, mentoring and education, and getting down into the detail while being open to adaptation, manoeuvring and learning through trial and error. In a world of 'leaders', it is good to see that people like Matthew Webber still exist and thrive on collaborative partnership with the broadmindedness to always grow-both personally and with his team. Wade Thompson, Global Chief Commercial Officer/Senior Vice President, DSV 4PL Solutions, France Matthew's transformational leadership has set the benchmark of what it is to be a leader and lead organisations on transformational journeys in 2024 and beyond. There is no more of the set and forget style of servient leadership (where leaders were often asked to sit back and become servants for their organisations). Replacing this style with a transformational leadership journey of mentoring, listening and activation allows leaders to lead and grow organisations whilst remaining authentic to achieving the best possible outcomes-those of growth, sustainability and ensuring an organisations long term strategy is aligned to its values and ultimately its people who they serve both internally and externally through leading and leadership. Sharon Lee, Legal & Compliance Lead (Asia Pacific), US listed healthcare company Matt, firstly, is a friend. He has also been a work colleague, a sounding board and business coach to me. Matt's strong network connects him to varying industries, markets and opportunities for interaction, which has provided me with situational examples. These examples have proved to be helpful and resilient during these recent business-disrupted years. Furthermore, Matt's many experiences through work, education and life have enabled him to be the consummate leader and professional we see today. I thoroughly appreciate Matt's structured discussions, insights and friendship, which I have used to influence and implement into my management style and roles. Bill Harries, Supply Chain Manager APAC Region-Graphics and Intelligent Labels, Avery Dennison, Australia I had the privilege of meeting Matt during our time at Stanford, and it was an instant connection, both intellectually and through our shared experiences. In Manila, our first encounter sparked a friendship rooted in deep discussions and a shared passion for analysis. Matt's insights have been invaluable to me in navigating complex business challenges, providing clarity in issues I was grappling with. His strength lies not o