From general manager to CEO, Adam Mather-Brown's decade-long immersion in ICC Sydney's culture shapes an authentic and forward-thinking approach, prioritising team and continuous improvement
You have been CEO of ICC Sydney for about eight months now, but your journey with the venue goes back a decade. How has that shaped your approach to leadership?
Having been with ICC Sydney for 10 years as general manager before stepping into the CEO role, I have had the privilege of seeing the venue grow from strength to strength. It is more than just a building – it is a dynamic space that brings people, ideas, and innovation, together.
My focus is on continuing the legacy of excellence set by my predecessor, Geoff Donaghy, while pushing the boundaries of what a convention centre can be. Every day, we strive to be more than a venue – whether that is through our community engagement, corporate social responsibility initiatives, or the economic impact we generate for New South Wales and beyond.
Speaking of stepping into the shoes of Geoff Donaghy, a highly respected leader in this industry, how have you been approaching that transition?
I prefer to think of it as carrying forward a legacy rather than filling shoes. Geoff and I shared a deep love of music, and we often used songs to frame leadership moments.
For instance, we had a shorthand phrase – ‘Dave Brubeck moment’ – inspired by the jazz legend’s song Take Five. It was our way of signalling when it was time to pause, reflect, and recalibrate. More than that, Geoff was a leader who deeply cared about people, and that is something I strive to continue.
What inspired you to take on this role at this particular time?
It felt like a natural evolution, given my history with the venue. Stepping into the CEO role allows me to help shape its next chapter.
One of the things I love about my job is that I get to work with an extraordinary team to constantly push the boundaries of what’s possible. The challenge now is looking ahead. How do we evolve over the next 10 years to remain at the forefront of the industry? That is what drives me.
Where do you see ICC Sydney heading in the next decade?
Our long-term vision is clear: to remain a world-class venue that delivers meaningful impact. That means constantly innovating, whether through technology, sustainability, or how we engage with our clients and community.
We have just renewed our contract for another 10 years, so we are thinking big. What will the events of the future look like? Would an 18-year-old walk into that building and still want to sit in a ballroom round table, or would they want something completely different? Our job is to anticipate these shifts and ensure we are ready to meet them head-on.
How are you approaching new technologies like AI for the venue?
AI is the big question mark, isn’t it? If you watch The Hitchhiker’s Guide to the Galaxy, the answer is 42 (laughs). The truth is, we are all still figuring it out.
My approach is to focus on what’s tangible: How does technology improve our team’s experience? How does it enhance the client journey? We’ve made significant investments in upgrading our Wi-Fi infrastructure, ensuring our venue is equipped for whatever comes next. But we are not rushing into AI just for the sake of it. We observe, we test, we adapt. It is all about making sure any innovation we adopt genuinely adds value.
Apart from that, what would you say is your biggest challenge as CEO?
Filtering all the creative ideas that come to mind daily! Blue sky thinking is great, but you also need a solid framework to determine what’s worth pursuing. I always ask: Does this align with our vision of being more than a venue? Does it enhance our impact on people, clients, and the community? If it does not, it is not worth our time.
You mentioned the importance of culture in leadership. How would you describe your leadership style?
People first, always. I have worked across multiple continents, in vastly different cultures, and one thing remains true. If you foster a strong, people-first culture, everything else follows. Performance, profitability, and success all stem from having a motivated, engaged team. I lead with authenticity and transparency. I also believe in constant small improvements; what we call CSI (Continuous Small Improvement). If we are always learning and refining, we are always moving forward.
Finally, what’s one leadership lesson that has shaped your career?
Nelson Mandela once said: ‘I never lose. I either win or I learn.’ That’s a philosophy I live by. In leadership, there are no failures – only lessons. If we adopt that and get that into our culture, then I am not the leader. I am a singular person setting a vision, but we collectively never lose.
