Crown Infrastructure Delivery (CID) plays a vital role in delivering major infrastructure projects for Aotearoa. As General Counsel and Company Secretary, Sam Jack leads the legal and risk function, balancing complex challenges with a people-first approach. We caught up with Sam to discuss leadership, navigating change, and building influence in the infrastructure sector.
Can you tell us about your role and the key areas you focus on?
I lead the Legal & Risk team at Crown Infrastructure Delivery Ltd (the former Canterbury Earthquake rebuild company). We have 7 team members based in Auckland and Christchurch. My Team has a dual core purpose: to enable and protect CID. I have a very broad role, with ultimate responsibility for all legal, risk, insurance, assurance, OIA and property matters for CID. I’m also the Company Secretary, working closely with our CEO and supporting the Board.
How do you balance immediate legal priorities with longer-term goals, like sustainability or people-focused initiatives?
People must always be your focus. Without good people, we have nothing. My leadership style is an empowering coaching style, expecting high standards but focussing on the positives. I am continually looking for opportunities to promote and develop my Team. If the Team is happy and doing good work, then my job is easy and we are enabling and protecting CID.
What are some ways health, safety, or wellbeing play a part in your role?
I have a background in construction health and safety law and on-site experience (of the good, bad and ugly). I’m passionate about it. I focus on workplace health and safety every day and support any relevant wellbeing initiatives. Anyone who has ever had a meeting or site visit with me, will attest that I am proactive in this area (whether it’s removing trip-hazards in meeting rooms, or making sure people have the right PPE and are properly inducted!). I also have personal experience of the importance of maintaining positive mental health and wellbeing, and of the challenges that can arise when you don’t. I do my best to normalise these matters and talk about them (plus, I grow a pretty good moustach
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What’s one project or initiative you’ve worked on that you’re particularly proud of?
I am very proud of how CID and my Team have navigated the design and construction of the Parakiore Recreation and Sport Centre in Christchurch. It will be a fantastic asset for the people of Christchurch, Canterbury and the South Island.
What’s one lesson you’ve learned about building influence within a business?
A key lesson about building influence within a business: if you need to challenge someone or an idea, try to help the affected party save face if possible (for example, by having an offline chat first, or a pre-meeting, to warm them up to the fact that you have a different view and will be putting that forward). The focus should be on playing the ball, not the player. Every corporate idea involves people, so don’t forget to manage the people side. Over the course of my career, I have come unstuck a couple of times by being a zealous advocate for change, but without leaving enough space for those pushing the status quo to save face or gracefully retract. That situation can lead to needless conflict and delays, and a battle of personalities. Be brave and true to yourself, but be smart about it.
What’s one challenge you’ve faced recently, and what did you learn from it?
I joined CID in 2022 when it was Ōtākaro Limited and was being repurposed to have a wider remit. There has been a lot of change, growth and uncertainty over the last 2 years. In these situations, it’s important to be realistic and to focus on what you can influence or control. If you can’t influence or control something, then try not to worry about it; instead, put your energy into supporting your colleagues and doing your best to deliver to a high standard every day. This approach has been key to my success and my Team’s success. Uncertainty can be tough, but it can also mean that there are opportunities for personal and professional development.
Do you have a resource, tool, or habit that helps you support your work and your team effectively?
A key habit is to talk more and write less. If you need to deal with something difficult, pick up the phone or go to see the person. Try to avoid volleys of emails on hard things. This can be challenging if you have staff and clients in multiple locations, but with some patience and flexibility it can work.
Ngā mihi nui to Sam for sharing his insights with the in-house community. From championing workplace safety to fostering a high-performing legal team, his perspective reinforces the importance of people in shaping the success of an organisation.
If you know a team or individual with experiences to share, from any sector or stage of their in-house legal careers, we’d love to hear from you. We’re always looking to feature voices that inspire and inform the in-house legal community.