In this edition of The Company We Keep, we sit down with John Van Der Wielen to talk about leadership, governance and transformation. His career spans industries and continents, from navigating the Global Financial Crisis in London to restoring trust at Crown Perth and revitalising HBF. He shares candid insights on the lessons of culture, accountability and purpose – and why he now sees life sciences as one of the most rewarding frontiers for change.
Meet John Van Der Wielen
John Van Der Wielen is one of Western Australia’s most seasoned business leaders, with more than three decades of experience across finance, healthcare, tourism and corporate governance. He has held senior executive and board roles in Australia and overseas, including at Lloyds Banking Group, HBF, Crown Perth, Orthocell, Appian, Bridgewest, Blackstone and the Royal Flying Doctor Service. Known for his ability to lead through crisis and transformation, he has overseen cultural reform, governance resets and national growth strategies while remaining focused on purpose-driven outcomes.
Orthocell
Orthocell is an Australian regenerative medicine company developing breakthrough cell therapies and medical devices to restore mobility and improve quality of life. Its flagship nerve repair technology has the potential to return movement to paralysed limbs — a transformative innovation that positions the company at the forefront of life sciences. With John serving as Chairman, Orthocell reflects his commitment to healthcare ventures that combine purpose with impact.
Q&A with John Van Der Wielen
Q1) You’ve recently retired from your role as chair of Crown Perth following the restoration of their standing with the state government to hold a gambling licence. How did that role come about for you initially, and what are your reflections on it after three years?
I’d worked with Blackstone previously in Europe, New Zealand and Singapore, so when they acquired Crown Resorts, I was a familiar face. They needed someone they knew and trusted to take on the challenge of leading the organisation post-Royal Commission. To be honest, if it hadn’t been for Blackstone’s credibility as the world’s largest investor and my intimate knowledge of how they operate – I wouldn’t have considered it.
Coming into the role without a gaming or hospitality background, I had a lot to learn. What struck me was that Crown’s issues weren’t unique, the culture had drifted, governance had failed and profit had been put ahead of social licence. The Royal Commission revealed a decade of poor culture, unchecked behaviour and harm being overlooked. Our task was to reset governance, rebuild accountability and re-establish trust with government and the community. With Blackstone’s backing we achieved a genuine turnaround and today Crown Perth is again operating responsibly as WA’s sole casino and as a valuable tourism asset.
Q2) That was a major turnaround story, was it a new experience for you?
Not at all, I’ve led through crisis before. During the Global Financial Crisis at Lloyds/HBOS I was managing director of several insurance companies in London. It was a period of enormous pressure and uncertainty but the lesson was clear, if you take the right approach, make the big changes and stick to the plan, you get through. In both cases (Lloyds/HBOS and Crown), it took around three years to properly turn around governance, processes, culture and systems.
I’ve also served on listed boards across more than a dozen jurisdictions, including an Islamic insurance board, which had a very different governance mandate. What was different at Crown was the scale – every director (bar one), every CEO and the entire C-suite changed. It was a clean sweep, a complete rebuild from the ground up. That level of change was costly and demanding but doing it properly from day one is what ultimately delivered the outcome.
Almost always, organisations lose sight of their strategy and turn a blind eye to bad behaviour in pursuit of profit. Once culture drifts, it snowballs. The lesson is you can’t ignore bad news – you have to confront it early, and you have to put the right people in the right roles. In times of crisis, directors also need to roll up their sleeves. Governance isn’t about sitting back; it’s about active leadership and accountability.
“Governance isn’t about sitting back; it’s about active leadership and accountability. You can’t ignore bad news – you have to confront it early and put people in the right roles.”
Q3) Your profile in WA grew during your time at HBF. What was your charter going in and how did you navigate challenges like COVID?
HBF is an iconic brand, but when I joined it was drifting – losing share and resonance. My goal was to restore it as a purpose driven organisation, raise its community profile and expand nationally. We launched the quokka advertising campaign, revitalised Run for a Reason and invested in health services like dental and physio. Membership on the East Coast grew from just 2–3% to over 12%, and HBF went on to be named Australia’s most trusted health insurer three years running.
COVID hit during that time and I was part of the Premier’s Advisory Council. In those very early days, we brought together WA’s leading health experts and recommended closing the borders, controversial then but ultimately the right move. At HBF we also made the tough call to cancel Run for a Reason early, which drew criticism at the time but proved the right decision in hindsight. It reinforced for me that in a crisis you can only act on the information you have at the time, not with hindsight.
Q4) You come from a finance and corporate background but there’s a strong healthcare thread in your career – HBF, RFDS, Orthocell and the Future Health & Research Fund. Was that deliberate?
Initially it was accidental, I ran large life insurers and became interested in health economics. But over time I developed a passion for purpose-driven healthcare and life sciences. At RFDS you see the immediate impact of emergency services. At Orthocell, the nerve repair technology has the potential to restore movement to paralysed limbs. If I had my time again, I’d dedicate my career to life sciences from the outset. It’s an industry that changes lives and I’ve found it deeply rewarding.
“If I had my time again, I’d dedicate my career to life sciences from the outset. It’s an industry that changes lives and I’ve found it deeply rewarding.”
Q5) You’ve stepped away from Crown – what comes next for you?
I’ve deliberately created space. I’ve finished with RFDS, stepped down from Crown and continue a few advisory roles. I often say I’m too old to be young, but too young to be old, I’ve got plenty of energy and want to focus on opportunities I’m passionate about. My criteria are simple: it has to be something I enjoy, where I can add value, and ideally where there’s a turnaround or growth story. Perth is home, but I’d consider a significant opportunity elsewhere if the fit was right.
My route to this point has been a little unconventional. I grew up in Perth and left school at Year 10, starting work at 16 with the State Government Insurance Office. I didn’t begin formal study until my mid-20s, when my employer sponsored me through an MBA at UWA, followed by further study in mergers and acquisitions at London Business School and private equity at Oxford. It’s proof that there’s no single path to leadership—you can start differently and still build an academic CV later.
Q6) With your broad experience across business, government and social issues, what are your observations for WA and Australia in this moment of global uncertainty?
Australia has an incredibly strong balance sheet and WA in particular is in surplus when many economies are struggling. Relativity matters – we complain about traffic or health ramping, but globally we are still among the best. What we must overcome is our aversion to change. Too often we push back on development, whether it’s infrastructure or industry.
On the positive side, Australia is becoming a highly desirable destination for advanced manufacturing, particularly in pharmaceuticals and life sciences. With our low tariffs and high-quality standards, we have an opportunity to lead in sectors where quality matters more than low cost. WA and Australia are well-placed for the future if we embrace progress and invest wisely.
John Van Der Wielen’s journey shows how courageous leadership, clear governance and a willingness to confront uncomfortable truths can transform organisations. From stabilising Crown Perth post-Royal Commission to redefining HBF’s national identity and championing healthcare innovation, his career highlights the impact of aligning purpose with accountability.
