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About the role
The Executive Director will lead the strategic operations of ACAG including advancing ACAG's 2026-29 Strategic Plan, represent the interest of Members, deliver effective thought leadership outcomes, and build strong, positive, and enduring state, national and international partnerships with ACAG's stakeholders. The Executive Director will provide expert advice and operational excellence across ACAG's functions. This role presents a unique opportunity to further influence and strengthen the value of public sector auditing in the Australasian region, expanding ACAG's influence on contemporary issues facing statutory audit offices both nationally and internationally.
Key responsibilities
About you
About us
The Australasian Council of Auditors General (ACAG) is an unincorporated membership association governed by a constitution. It was established over 60 years ago as a consultative mechanism to support the structured sharing of information and intelligence between its Members. ACAG's Members include the Auditors-General of all Australian National, State and Territory Audit Offices, and the Auditors-General of New Zealand, Fiji and Papua New Guinea. To assist ACAG executive achieve its Strategic Plan, the governance structure comprises an Executive Committee of three Auditors-General and several sub-committees either chaired by or sponsored by an Auditor-General.
Applications: Please send a cover letter and CV (or queries) to: admin@audit.tas.gov.au (closing 12 midnight Monday 14 September 2026)
The association sector is in the middle of a leadership handover.
Across Australia and New Zealand, CEOs and Executive Directors are moving on. Some are retiring. Some have gone to larger organisations.
Some have left because the relationship with their Board ran out of puff. The reasons vary, but the movement is noticeable, and Boards are
appointing replacements.
The encouraging part is the calibre of the people coming in. Many are genuinely well suited to the job — capable executives with strong
records behind them. A good number are stepping into an association CEO role for the first time.
Most associations can provide a long list of membership benefits. They may include professional development, advocacy, networking, industry information, events, resources, accreditation, discounts and access to specialist advice. However, a list of benefits does not necessarily explain why someone makes the decision to join.
While every Board is different, the same governance issues appear time and again. One of the most common is allowing one person’s behaviour
to dominate the Board table.
Almost every Board has experienced it at some point. One director who seems to consume more time and energy than everyone else combined.
How we help membership based, not-for-profit associations now and into the future.