Everyone talks about sustainable retail products and saving the planet, but who really cares? Retailers? Customers? Government?

The global retail sourcing & supply chain is invisible to most consumers, yet it is one of the most complex, highly integrated and culturally nuanced business ecosystems in the world.

James H Stewart sits down with Anne-Laure Descours, one of the world’s most senior and respected leaders in global sourcing and sustainable manufacturing in the footwear and apparel industry.

Anne-Laure spent more than three decades in the engine room of global retail — living and working across China, Vietnam, Bangladesh and Hong Kong — and ultimately serving as Chief Sourcing Officer of PUMA, overseeing the manufacturing and supply-chain operations that power an €8+ billion global brand.

Before PUMA, she held senior leadership roles at Li & Fung, the legendary Hong Kong-based sourcing powerhouse that helped shape modern global manufacturing.

Since leaving PUMA in 2025, Anne-Laure has continued her work in responsible supply chains, joining the board of Gildan Activewear (owner of American Apparel) and serving as an advisor and board member to Haelixa, a Swiss innovator in DNA-based traceability solutions for fashion and textiles.

In this wide-ranging conversation, we explore:

• What global supply chains actually look like behind the scenes
• The realities of sustainable sourcing across Asia
• Cultural intelligence and leadership under pressure
• The role of government and regulation in driving changes to sourcing models and sustainability reporting
• Why end of life products are the biggest unsolved hurdle for sustainable manufacturing - and this goes to the heart of consumer demand.
• How DNA tracing is reshaping sourcing transparency
• What three decades in high-stakes global operations teaches you about resilience and trust

This is a rare, inside-the-system perspective from someone who has led through crisis, transformation and geopolitical disruption — at scale.

James H Stewart is a former KPMG restructuring partner and Australian Board member who interviews global leaders about the hard lessons they’ve learned in business — and survived.

Connect with James:

LinkedIn: https://www.linkedin.com/in/jameshstewart/

Website: https://jameshstewart.com

This podcast is for general informational and educational purposes only. The views expressed by guests are their own and do not necessarily reflect the views of their past or present employers, affiliated organisations, or the host. Nothing discussed in this episode constitutes financial, investment, legal, regulatory or professional advice. Listeners should seek appropriate independent advice before making any commercial or investment decisions. All commentary is based on publicly available information and personal experience at the time of recording.

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In this episode of What I Learned in Business (That Didn’t Kill Me!), I sit down with Ian Robson, one of the most experienced and battle-tested sports administrators in Australia.

At just 32 years old, with no prior CEO experience, Ian was appointed Chief Executive of the New Zealand Warriors, building the club ahead of its entry into top-tier rugby league.

From there, his career spans:

• CEO of Hawthorn Football Club during its rebuild and 2008 premiership
• CEO of Essendon Football Club during the supplements saga
• CEO of Melbourne Victory during A-League success
• CEO of Rowing Australia, navigating Olympic sport, funding pressures and global competition
• Leadership roles in UK sport, including CEO of Sport Scotland

Today, Ian is CEO of the iconic Kooyong Lawn Tennis Club, long associated with the Australian Open.

Across rugby league, AFL, soccer, Olympic sport and government-funded systems, Ian has seen the intersection of culture, governance, pressure and public accountability at the highest levels.

• Building a professional sports club from scratch in New Zealand
• The Hawthorn rebuild and the 2008 AFL premiership
• The Essendon supplements saga — what happened, how it unfolded, and the lessons learned
• Governance failures, salary cap breaches and the cost of cutting corners
• Drugs in professional sport — performance enhancing and recreational
• Gambling, match fixing and player welfare
• Racism, tribalism and sexual diversity in elite sport
• The difference between running a football club and leading a taxpayer-funded Olympic sport

This is not a highlight reel. It’s a serious conversation about leadership when the stakes are public and the consequences are generational.

This podcast is for general informational and educational purposes only. The views expressed are those of the participants at the time of recording and do not constitute legal, financial, medical or professional advice. Discussions about historical events, investigations and sporting matters are based on publicly available information. Listeners should form their own views and seek independent advice where appropriate.

If you enjoyed this episode, please follow, rate and share the podcast.

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In this episode, I sit down with chef, MasterChef finalist, television host and entrepreneur Simon Toohey.

Many Australians know Simon from MasterChef Australia (Season 11 and “Back to Win”) or from his SBS series Freshly Picked. But behind the television profile is a far more layered story — one that spans cocktail bars in London, a Masters in Gastronomy in Edinburgh, plant-forward food innovation, pop-up smokehouses, consulting internationally, and now launching the fast-growing Geelong City Market, attracting thousands of visitors every Saturday.

We discuss:

• Growing up in a food-loving family and learning to cook when independence forced it
• Working in London hospitality, including at globally recognised bar Callooh Callay
• Why he chose plant-forward cooking as his point of difference
• The reality of competing on MasterChef — the pressure, structure and exposure
• Building a media brand through Freshly Picked on SBS
• Launching the Geelong City Market — vision, business case, government support, and startup challenges
• What he has learned about entrepreneurship in the food industry
• The hard days, the pivots, and the principles he anchors to

This is a conversation about food — but also about reinvention, resilience, public profile, sustainability, and backing yourself when you see a gap in the market.

If you are interested in food systems, food startups, media, or building a purpose-driven career, this episode is for you.

About the Show

What I Learned in Business (That Didn’t Kill Me!) explores the real stories behind business leaders, founders and professionals — the successes, the setbacks, and the lessons learned along the way.

Disclaimer

The views expressed by guests are their own and are shared for general informational purposes only. This podcast does not constitute financial, legal, investment or professional advice. Listeners should seek appropriate independent advice before making business or financial decisions.

If you enjoyed this episode, please follow the show and share it with someone who might find value in it.

You can connect with me via:

LinkedIn: James H Stewart GAICD

Website: www.jameshstewart.com

Hosted on Acast. See acast.com/privacy for more information.

In this episode, James H Stewart sits down with Andrew J Love, one of Australia’s most experienced former restructuring advisers and non-executive directors, for a deep dive on the collapse of Rothwells Bank and the beginning of the end for WA Inc in the late 1980's.

Andrew spent nearly three decades as a senior partner at Ferrier Hodgson, and at just 34 years old, found himself advising the Western Australian Premier, Peter Dowding during one of the most politically charged and financially catastrophic episodes of the WA Inc era.

Rothwells, was a merchant bank controlled by Laurie Connell, was authorised to take deposits from the public and ultimately collapsed owing enormous sums to creditors — many of them everyday “mum and dad” investors. The failure became a defining moment in Australian corporate and political history, and a formative experience for Andrew’s approach to risk, governance and transparency.

The discussion traces how that baptism of fire shaped Andrew’s career — from leading mining restructurings, to stepping into boardrooms across mining, oil and gas, property, aged care and infrastructure.

Andrew also reflects on his time as Director of multiple companies in the ming sector through volatile commodity cycles, offering candid insights into why boards fail, how cycles repeat, and what experienced directors learn to watch for.

The conversation also takes an unexpected but revealing turn into the world of modern art. Andrew shares how he and his wife Amanda became deeply involved in the contemporary art community, including his time as Chair of the Museum of Contemporary Art in Sydney, and how the diversity of the modern art community help shape his thinking in the boardroom.

This episode is a masterclass in lived experience — from advising governments in moments of crisis, to navigating boardrooms through boom and bust, and understanding why humility, scepticism and independence of thought matter more than ever in business.

This podcast is provided for general information and discussion purposes only. The views expressed by the host and guest are personal in nature and reflect individual experiences at the time. Nothing in this episode constitutes, or should be relied upon as, legal, financial, investment, accounting or professional advice. Listeners should seek their own independent advice before making any decisions based on matters discussed in this podcast.

Any references to historical events, companies or individuals are based on publicly available information and personal recollections, and are shared for educational purposes only.

Hosted on Acast. See acast.com/privacy for more information.

Christo Van Egmond — Inside the Business of Live Music

What does it really take to bring the world’s biggest artists to Australia?

In this episode James Stewart goes inside the live-entertainment industry with Christo Van Egmond, Managing Director of TEG Van Egmond, one of Australia’s most influential concert promoters.

Christo quite literally grew up in the music business — selling merchandise for the Moscow Circus at eight years old, spending time around global artists such as Dire Straits and INXS as a child, and learning the craft alongside his father, the late Garry Van Egmond, a legendary promoter who helped shape modern touring in Australia.

Christo lifts the curtain on an industry most of us only ever experience from the audience — revealing the commercial realities, financial risks and leadership judgement required to make live entertainment work at scale.

• How the live-entertainment business actually works — promoters, agents, artists and venues
• Why promoters are often “betting the house” before a single ticket is sold
• The impact of private-equity ownership on live entertainment
• How technology, data and AI are reshaping touring and audience engagement
• Artist anecdotes, industry insights and the risks that paid off
• The leadership lessons Christo has learned along the way — including what he’d tell his younger self

This podcast is for general information and discussion purposes only.

The views and opinions expressed by the host and guest are their own and do not constitute financial, legal, investment or professional advice. Any references to companies, transactions, artists, tours or commercial arrangements are illustrative only and should not be relied upon as advice. Listeners should seek independent professional advice before making any decisions based on the content of this episode.

If you enjoyed this episode, please follow, rate and share What I Learned in Business (That Didn’t Kill Me).

To connect with James Stewart, visit:

🔹 LinkedIn: James H Stewart GAICD

🔹 Website: www.jameshstewart.com

Hosted on Acast. See acast.com/privacy for more information.

In this episode of What I Learned in Business (That Didn’t Kill Me!), James Stewart explores one of the most important and misunderstood challenges facing leaders, employers, marketers and boards today: how to understand and engage the next generations of consumers and workers—Gen Z and Gen Alpha.

James is joined by Anastasia Pelot, founder of House of Context and a youth-culture strategist who helps organisations decode how young people think, behave, buy and communicate. Raised across Kenya, Greece, Germany, Syria and Lebanon before moving to the United States at 15, Anastasia brings a rare global and cultural lens to the question of identity, belonging and generational change.

The conversation begins with Anastasia’s extraordinary upbringing as a Third Culture Kid (TCK), the cultural shock of settling in the US as a teenager, and how those experiences shaped her sensitivity to identity formation, emotional safety and belonging—themes that sit at the heart of her work today.

James and Anastasia then dive deep into the real differences—and overlaps—between Gen Z and Gen Alpha, cutting through stereotypes and simplistic labels. Anastasia explains why she views youth not as a “segment” but as a signal—an early indicator of where culture, leadership, work and consumer behaviour are heading next.

Key themes explored include:

• Why dividing young people strictly into Gen Z versus Gen Alpha can obscure deeper behavioural patterns
• Gen Z as the first generation to experience “public adolescence” online, and the self-protective instincts that emerged as a result
• Gen Alpha as a more AI-native, immersive and sensory-driven cohort
• How young people form identity, relationships and belonging in an algorithmic world
• The headwinds and tailwinds shaping youth development today, from mental health pressures to economic uncertainty

From there, the discussion shifts to a business and consumer lens, examining what authenticity really means to younger generations, how brands succeed—or fail—when engaging them, and why traditional measures of loyalty often miss what actually matters: community, participation, advocacy and influence.

The episode also looks forward, exploring how emerging technologies such as AI, augmented and virtual reality, digital avatars and immersive platforms are reshaping expectations—and what businesses should be doing now to remain relevant.

Finally, James and Anastasia discuss Australia’s new laws restricting access to social media for under-16s from December 2025, the potential cultural consequences, and how Gen Alpha in particular may adapt to a more regulated digital environment.

This is a wide-ranging, practical and thought-provoking conversation for anyone trying to understand the future of leadership, marketing, culture and commerce—and the generations who will define it.

This podcast is provided for general information and discussion purposes only. The views and opinions expressed by the host and guest are their own and do not constitute financial, legal, investment, regulatory or professional advice. Listeners should not rely on the information discussed in this episode as a substitute for independent advice tailored to their specific circumstances. While every effort has been made to ensure accuracy at the time of recording, no representations are made as to the completeness or ongoing accuracy of the information.

To learn more about the podcast, access episode notes, or explore upcoming guests, visit jameshstewart.com.

You can also connect with James on LinkedIn at James H Stewart GAICD.

Hosted on Acast. See acast.com/privacy for more information.

In this episode of What I Learned in Business (That Didn’t Kill Me!), James Stewart sits down with Andrew Yates, CEO of KPMG Australia, to explore what it really takes to lead one of the country’s largest and most scrutinised professional-services firms.

Andrew oversees more than 10,000 people including c.800 partners across Australia, Papua New Guinea and Fiji, and manages some of the most complex audit, assurance and advisory relationships in the country, including Westpac, ANZ, Macquarie Bank, Qantas, IAG, Sydney Airport, Perpetual and the Reserve Bank of Australia.

Before stepping into the CEO role, Andrew led KPMG’s national audit and risk consulting practice, worked in Hong Kong and New York, and guided audit engagements at the highest levels of corporate Australia. On Day 1 as CEO, he made headlines by introducing 26 weeks of fully paid parental leave for every new parent, signalling a bold stance on culture, inclusion and purpose.

In this candid conversation, Andrew and James unpack:

• Andrew’s early years, his love of cricket — and the truth behind his nickname “The Kettle”
• How his international experience shaped his leadership philosophy
• The transition from audit leader to CEO in a partnership model where you lead your peers
• The inside story of managing culture and cohesion across a 10,000-person organisation
• How KPMG responded to the PwC Australia tax scandal and the sector-wide scrutiny that followed
• The heavy regulatory environment the Big 4 operate in — including Royal Commissions, Senate inquiries, ASIC oversight and global regulators
• The future of audit vs non-audit services, and the UK’s “operational separation” model
• The impact of AI and emerging technologies on professional-services firms — structurally, commercially and culturally

A wide-ranging conversation with a leader who “likes to bowl straight at the stumps,” this episode offers a rare, inside view of the pressures, decisions and opportunities shaping the future of the professional-services industry.

Disclaimer.

The views and opinions expressed in this podcast are those of the individuals involved and do not represent the views, positions or policies of any organisations they are associated with, including KPMG Australia.

Nothing in this episode is intended to constitute financial, legal, professional or other advice. Listeners should seek their own independent advice relevant to their circumstances. All discussion is for general information and educational purposes only.

Connect.

LinkedIn: www.linkedin.com/in/jameshstewart

Website: www.jameshstewart.com

Hosted on Acast. See acast.com/privacy for more information.

In this episode of What I Learned in Business (That Didn’t Kill Me!), James H Stewart sits down with Jim Sarantinos, CEO of the Parramatta Eels, one of the most passionately supported and closely scrutinised rugby league clubs in Australian sport.

Before taking the reins at the Eels, Jim spent two decades at Ferrier Hodgson, helping navigate some of Australia’s most complex restructures — including Rick Damelian Group, Dick Smith Electronics, Topshop Australia, and Steinhoff Australia during its global financial challenges.

But perhaps his most defining challenge came in 2016, when the Eels faced one of the biggest governance crises in NRL history — board sackings, salary cap breaches, and a club community in turmoil. Working alongside Ferrier Hodgson legend Max Donnelly, Jim helped rebuild trust, governance and transparency — lessons that continue to shape the club today.

His story is also deeply personal. In his early thirties, Jim was diagnosed with non-Hodgkin’s lymphoma. Surviving that experience reshaped his outlook on life, leadership and what truly matters — lessons that echo across every part of this conversation.

From crisis management to culture, and from chemotherapy to comeback, this is a conversation about resilience, accountability and the power of second chances — in business and in life.

• What corporate turnarounds can teach sporting organisations about leadership and accountability
• Inside the Eels’ 2016 governance crisis and the rebuild of its foundations
• How surviving cancer changed Jim’s leadership perspective
• The continuing challenge of turning potential into performance at a professional sporting club

For more episodes, visit jameshstewart.com

Connect on LinkedIn: James H Stewart GAICD

Follow the show on Apple Podcasts, Spotify or wherever you listen.

This podcast is for educational and general discussion purposes only. The views expressed by guests are their own and do not represent the views of any organisation, past or present. Nothing discussed should be taken as financial, legal or professional advice. Listeners should seek their own professional guidance before acting on any information contained in this episode.

Hosted on Acast. See acast.com/privacy for more information.