Skills and experience

I bring a strong background in organisational leadership, governance, strategic finance,

project delivery, operational processes and tourism management. My MBA, achieved in

2016, confirms these capabilities.

Over the past 30 years, I have directly advised chief executives, mayors and councils, with

10 years in consulting and additional experience in elder care and hospitality industries.

I am the only candidate who has:

• worked inside both local and regional councils – I know how bureaucracy really operates

• drafted the Activity Plans that underpin a Long-Term Plan – I understand the detail of council activities

• successfully managed local government budgets and delivered community projects.

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Beyond council, I have worked closely with government and non-government agencies to

deliver benefits for our city. Over my long career, I have also led large, complex, inter-

organisational and multi-jurisdictional groups – involving up to 300 people – combining

volunteers and subject matter experts to achieve results.

Unnecessary expenditure - rates affordability:

If you want to reduce unnecessary rates expenditure, elect Councillors who have proven governance and decision-making experience. Why spend $100K on a citizen’s assembly to have 40 residents make one decision, when you have already elected Councillor's to make those decisions!

Another compelling reason to change the Mayor and elect a leader with strong decision-making skills and competencies.

Vote for Nigel Simpson the only vote that will change the Mayor.

A smaller, smarter council:

Council needs to reduce in size and focus on working in partnership with businesses and

community organisations to deliver outcomes more effectively. My greatest strength has

always been recognising the best people or organisations to get things done.

Council is not always the right organisation to deliver a service. Devolving functions can cut

overhead costs and, in turn, reduce rates.

A contrast with the current mayor:

The current mayor allowed staff costs to balloon by 15 per cent between 2022 and 2024,

from $44.6m to $52.5m. Then, in an election year (2025), she demanded sudden budget

cuts – forcing a restructure and job losses. That is not strategic leadership.

This Message is Authorised by Nigel Simpson, Home | Simpson For Napier (simpson-for-napier.co)