Straight answers to the questions people ask most about Ned Coten: who he is, what he does and how to work with him.
I keep seeing Ned Coten's name. Who is he?
Ned Coten AM is a chair, director and business leader based in Melbourne. He is Executive Chair and President of EngageRM, a sports technology company working with clubs and leagues in Australia, the US and the UK. He also chairs the Confederation of Australian Sport, sits on the board of World Masters Games 2029 in Perth and is a member of FIBA's Masters Sport Commission. Before that, he was Chair of Basketball Australia from 2017 to 2021.
His story starts on the basketball court. He grew up in Narrogin in country Western Australia, won a scholarship to the Australian Institute of Sport, played for Australia at the 1983 junior world championship and played in the National Basketball League. He then ran the Perth Wildcats and the Victoria Titans, built businesses of his own and has served on more than 20 boards.
In June 2026 he was made a Member of the Order of Australia (AM). He still plays Masters basketball internationally. The idea that guides him is simple: "Don't seek to be a person of Importance. Seek to be a person of Value."
I see a lot of titles. What does Ned actually do day to day?
Most of Ned's working week goes to a handful of things. The biggest is EngageRM, where he is Executive Chair and President. He was its CEO from 2020 and now leads strategy, growth and the company's relationship with Microsoft, with clients in Australia, the US and the UK.
He also chairs the Confederation of Australian Sport, the national voice for Australian sport and the organisation behind the Australian Masters Games. He is a Director of World Masters Games 2029 in Perth and a member of FIBA's Masters Sport Commission. On top of that he runs two self-storage businesses, including Sunshine Self Storage in Albion, and invests through Coten Investments.
The rest of his time goes to people. He mentors athletes, executives, directors and chairs, speaks to boards and conferences, and trains for Masters basketball. The titles look like a lot on paper. In practice, it comes down to three things he cares about: sport, business and helping people do the next thing well.
I noticed "AM" after Ned's name. What is it, and why did he receive it?
AM stands for Member of the Order of Australia. It is one of Australia's national honours, given to people for significant service in a particular field or to the community. Recipients are announced twice a year, on Australia Day and on the King's Birthday.
Ned was made a Member of the Order of Australia in the King's Birthday Honours in June 2026, for significant service to sports administration and to basketball. The award reflects more than four decades in the game. He played for Australia as a junior and in the National Basketball League, then became CEO of the Perth Wildcats and the Victoria Titans. He served as Chair of Basketball Australia, chaired its High Performance Commission and sat on FIBA's Competitions Commission. Today he chairs the Confederation of Australian Sport.
Much of that board work was voluntary. Basketball Australia marked the award as recognition for a lifetime of impact on the game, and Ned continues to give back to the sport through his roles in Masters basketball.
I'd like to know where Ned is from. Where did he grow up, and where does he live now?
Ned is a West Australian by birth. He was born in Narrogin, a wheatbelt town about two hours south-east of Perth, and went to Narrogin Senior High School. He grew up in the country, learning his basketball on the concrete courts of regional Western Australia while also playing league football for Narrogin.
As a teenager his sport took him further afield. He made the WA Under 18 team, then won a scholarship to the Australian Institute of Sport in Canberra. He came home to study at Curtin University in Perth and play for the Perth Wildcats, and later spent time in Kalgoorlie, where he co-founded the Goldfields Giants.
His career then moved east. After running the Perth Wildcats, he became CEO in Adelaide and then of the Victoria Titans in Melbourne. Melbourne has been home ever since. He lives there with his wife, Hilary, and they have two adult sons. His work still takes him around Australia and overseas, and he has a strong soft spot for Western Australia, which will host the World Masters Games in 2029.
I see a long list of titles. Is Ned a genuine expert, or just a well-connected name?
It's a fair question, and the honest answer is in the work rather than the titles. Ned has done the jobs himself. He played at a high level, then ran clubs as CEO. At the Perth Wildcats he secured the largest sponsorship in the NBL at the time, with Coca-Cola. At the Victoria Titans he restructured the club after two rival teams merged.
In business, he grew a brand strategy firm to more than $2 million in revenue, helped a technology start-up raise more than $7 million and led EngageRM into the US and UK. On boards, he helped turn Basketball Australia from a loss-making organisation into one with stronger foundations, and led governance restructures and constitutional reviews.
He is well connected too, and he uses those contacts to help other people. But he is clear about what he is not. If you want a name on a letterhead, Ned isn't your person. If you want someone who will do the work alongside you, prepare properly and tell you the truth, he might be.
I'm interested in his background. What did Ned study, and where?
Ned has two areas of study, one from each end of his career. His first degree is a Bachelor of Education (Manual Arts) from Curtin University in Perth, completed in 1988. He studied it while playing for the Perth Wildcats. Before that, during his scholarship at the Australian Institute of Sport, he studied at the Canberra College of Advanced Education.
Later, while working full time and raising a family, he went back to study business at the Australian Graduate School of Management (AGSM) at UNSW. He gained a Management Qualification in 2002, a Management Diploma in 2003 and his MBA in 2005. He did it part time, alongside his job and family, over several years.
He has kept learning since then, including courses in brand strategy and presentation skills. His interest in personal development shows on his website too, where he shares what he has learned from the Stoic philosophers. For Ned, learning is something you keep doing, not something you finish.
I read that Ned trained as a teacher. Did he ever teach before going into business?
Ned did train as a teacher. He earned a Bachelor of Education (Manual Arts) from Curtin University in 1988 while playing for the Perth Wildcats. His career then went into sport and marketing rather than the classroom. After his playing days he co-founded and coached the Goldfields Giants, worked as Sponsorship Manager for the Quit Campaign and returned to the Perth Wildcats as Marketing Manager in 1994.
The teacher never really left, though. Ned has run basketball coaching camps and clinics, coached a State League team, and has spent decades mentoring athletes, executives, directors and chairs. He speaks to boards and conferences, and he wrote a book designed to teach sports organisations how to market themselves.
That training shapes how he works. He explains things plainly, asks good questions and wants people to leave with something they can use, whether that's a board, a team or a room full of conference delegates.
I'd like to know Ned the person. Who are his family?
Family comes first for Ned. He has been happily married to Hilary since 1994, and they have two adult sons. They live in Melbourne.
His mother, Meg Coten, was the biggest influence on his life. She grew up on a family farm, worked in radar operations during World War 2, travelled in Europe after the war and brought up her family in Australia's outback. She spent many years compiling her side of the family history, and Ned is grateful for everything she passed on.
His father, John Francis Coten, passed away when Ned was five. He had lost touch with his family in the UK, so Ned knows very little about that side, other than that his grandfather served in the British Army. He keeps the family story on his website so it's available to anyone who wants it.
One of the three things Ned lives by is "Have fun". He loves sharing life with his family and friends, and believes having fun and getting things done go together.
I love to travel. How many countries has Ned been to, and which ones?
At last count, Ned has visited 33 countries. Much of his travel has come through basketball and business, from FIBA meetings and junior world championships to building EngageRM in the US and UK.
Here is his list, by region:
Australia and the Pacific: Australia and New Zealand.
Asia: China, India, Indonesia, Japan, Malaysia, the Philippines, Singapore, Thailand and Vietnam.
The Middle East: Bahrain, Qatar and the United Arab Emirates.
Europe: Bosnia and Herzegovina, Croatia, France, Italy, Montenegro, Serbia, Spain, Switzerland, the United Kingdom and Vatican City.
The Americas: Argentina, Barbados, Canada, Chile, Cuba, Mexico, Paraguay and the United States.
Africa: South Africa.
Some go back a long way. In 1983 he played for Australia at the junior world championship in Spain and at the World University Games in Canada. Others are more recent, including Masters basketball tournaments, where he gets to compete and see a new place at the same time. With 162 countries still to go, the list is a work in progress.
I've seen Ned talk about building a second half of life that's stronger than the first. What does he mean by that?
He means the years after your first big chapter don't have to be a slow wind-down. For an athlete, the first half might be a playing career. For a founder or executive, it might be building a business or climbing to the top job. When that chapter ends, many people lose their routine, their team and their sense of who they are.
Ned believes the second half can be the best half, if you plan for it. That means looking after your health so you can stay active for decades. It means getting your finances in order so you have choices. It means rebuilding a sense of identity and purpose that doesn't depend on a title. And it means staying connected to people and communities that matter to you.
He has lived it. His playing career was brief, and he went on to run clubs, build businesses and chair national and international bodies. Today he still competes in Masters basketball, chairs boards and mentors others. His point is simple: the second half doesn't happen by accident. Like a good game, it needs a plan, preparation and the right people around you.
I've used coaches, trainers and consultants before. How is mentoring with Ned different?
Most specialists see one part of you. A personal trainer sees your body. A business coach sees your company. A financial adviser sees your money. Each can be helpful, but none of them sees how it all fits together. Ned's mentoring looks at the whole person.
He can do that because he has lived most of the parts himself. He was an elite junior athlete who had to work out what came after playing. He has founded businesses, raised capital, chaired national and international bodies and run his own small businesses. And he still competes as a Masters athlete. So he talks with you as a peer who has been there, not as a commentator or a consultant with slides.
He is also direct. He'll listen first, then tell you what he thinks, kindly and clearly, even when it's not what you want to hear. The aim is not to give you a program to follow. It's to help you see your situation clearly and decide on your next move.
It's not for everyone. It works best for people who want honest input and are ready to act on it.
I've heard Ned uses Four Pillars: Physical, Financial, Emotional and Mental. How would they apply to my life?
The Four Pillars are a simple way Ned looks at a whole life, rather than one part of it. When one pillar is weak, the others carry more weight, and over time the structure starts to lean.
Physical is your health and fitness: moving, eating well, sleeping and staying strong enough to do the things you love for decades. Ned still trains and competes, so this one is personal.
Financial is having your money in order, so you have choices about how you spend your time and are not forced into decisions.
Emotional is your relationships and your sense of who you are: family, friends, community, and an identity that doesn't depend on a title.
Mental is how you think: your focus, your resilience under pressure and your outlook. This is where his interest in Stoicism comes in.
Applied to your life, the pillars become four honest questions. Where am I strong? Where am I neglecting something? What one change would make the biggest difference? Most people find that one pillar has been quietly carrying the others, and that is where the work begins.
I'm a Masters athlete and a business owner. Can Ned help me plan the next phase of both?
Yes, and it's one of the situations he understands best, because he lives it himself. Ned runs businesses, chairs boards and still competes internationally in Masters basketball. He knows what it takes to fit training, travel, work and family into the same week, and how each one affects the others.
Masters athletes and founders who are asking what's next are the first of the three groups he works with. The conversation usually covers both sides of your life. In business, that might be growth, a sale, stepping back from day-to-day work, bringing in a board or planning succession. In sport, it might be how you stay fit, healthy and competitive for years to come. Underneath both sits the question of identity: who you are once the title changes.
Ned's view is that the two halves aren't separate. The discipline you bring to training helps your business, and a business that runs well gives you the time and freedom to keep playing.
If that sounds like you, the first step is a conversation, not a contract. Email [email protected] with the subject "What's next" and a few lines about where you are.
Ned had AIS coaching as a young player. Can he relate to me if I never had that kind of support?
That's a fair question. Ned did have a scholarship at the Australian Institute of Sport, and he is grateful for it. But it came after a long road that looks more like most people's.
He grew up in Narrogin, a country town in Western Australia, playing on concrete courts. His father died when he was five, and his mother brought up the family. He earned his place in the state team and then at the AIS by working hard, and he was named the AIS's "Most Dedicated Athlete" in 1982. His NBL career was brief, and like most athletes he had to work out what came next without a script.
Since then, much of his work has been with people who never had elite support at all: volunteers, community clubs, State League players and Masters athletes. He co-founded a regional club in Kalgoorlie, wrote his book for small sports organisations on tight budgets and has played Masters basketball since 2002 with people from every background.
So yes, he can relate. What matters to Ned is not where you started, but whether you are willing to prepare properly and do the work now.
I'm finishing my playing career. What did Ned learn moving from athlete to executive that could help me?
Ned's own move wasn't smooth or planned, which is partly why he understands it. His NBL career was brief. After it, he co-founded and coached the Goldfields Giants, worked at a small advertising agency and was Sponsorship Manager for the Quit Campaign. In 1994 he went back to the Perth Wildcats as Marketing Manager, and by 1997 he was the club's CEO.
A few things stand out from that path. The skills you built as an athlete are worth more than you think: preparation, discipline, working in a team, handling pressure and taking hard feedback. Employers value them, but you have to learn how to explain them.
You also need to learn the business. Ned took jobs that taught him sales, sponsorship and marketing from the ground up, and later studied part time for his MBA at the Australian Graduate School of Management while working and raising a family.
And relationships matter. The people you meet in sport can open doors for years, if you treat them well.
Above all, your identity is bigger than your playing career. If you're making that move now, Ned is happy to talk. Email [email protected] with the subject "What's next".
I'm a new director. How is mentoring with Ned different from doing a formal governance course?
The two work well together, and if you haven't done a formal course, it's worth doing one. Courses such as those run by the Australian Institute of Company Directors teach you the essentials: your legal duties, how to read financial statements, risk and the frameworks of good governance. Every director needs that foundation.
What a course can't give you is help with your own board, in real time. That is where mentoring comes in. Ned has served on more than 20 boards and chaired several, including Basketball Australia and the Confederation of Australian Sport. He can help you with the practical questions new directors face. How do you prepare for your first meeting? What should you be looking for in the board papers? How do you ask a hard question without damaging a relationship? What do you do when you disagree with the chair or the CEO? When should you speak up, and when should you listen?
It's the difference between learning the rules and learning to play the game. A course teaches the rules. A mentor who has played helps you read the game as it happens. If you'd like to talk about it, email [email protected].
I'm not sure who I am now my playing days are over. How does Ned help Masters athletes with that shift in identity?
For many athletes, the hardest part of retiring isn't losing the game. It's losing the routine, the team and the sense of who you are. When people have known you as a player for years, it can be hard to know what else you are.
Ned has been through it. His own playing career was brief, and he had to work out what came next. He found it partly in business and partly by staying in the game, first as a coach and administrator, and later as a Masters player. More than 20 years on, he still competes internationally.
He'll talk with you about three things. Your health, because staying active keeps your body and your head in a good place. Your identity, because you are more than what you used to do, and the skills that made you a good athlete still count. And what you want the second half to look like, whether that's a new career, a business, coaching, volunteering or simply playing again for the love of it.
Masters sport can give you a team again. If you'd like to talk, email [email protected] with the subject "What's next".
What would one-on-one mentoring with Ned look like for me, month to month?
There's no fixed program, because Ned shapes mentoring around the person. What it looks like for you will depend on where you are and what you want to achieve.
It usually starts with getting clear on the big picture. What's going well? What isn't? What do you want the next few years to look like? From there, you agree a small number of priorities to work on. For an athlete, that might be life after playing. For a founder, it might be growth, a raise or stepping back. For a new director, it might be finding their feet on a board.
From month to month, you meet regularly to talk about progress, problems and decisions coming up. Between sessions, you do the work you agreed on. Ned will ask honest questions, share what he has learned from his own career and, where it helps, open doors to people in his network.
The aim isn't to make you depend on him. It's to help you think more clearly, act with more confidence and build habits that last. To start, email [email protected].
How often would Ned and I meet, and for how long each time?
That's something you agree together at the start, based on what you need. There isn't a set formula, and Ned would rather fit the rhythm to the work than the other way round.
Some people want regular sessions while they are going through a big change, such as retiring from sport, preparing for a capital raise or starting on a new board. Others prefer less frequent check-ins, with the option of a call when something important comes up. The length of each session varies too, from a focused conversation on one decision to a longer session on strategy.
What matters most is that the time is used well. Come prepared with what has happened since you last spoke, what you are working on and the questions you want help with. Ned prepares too, so the conversation can go straight to what matters.
It is also fine to change the rhythm as you go. If things get busy or your needs shift, just say so. The best way to work it out is in your first conversation. Email [email protected] with a few lines about what you have in mind.
What if Ned and I don't click after a few sessions? Can I stop without it being awkward?
Yes. Mentoring only works if it's useful to you, and Ned knows that better than anyone. He would much rather you told him honestly than kept turning up out of politeness.
The simplest way is to say so directly, by email or at the end of a session. Something like "This has been helpful, but I don't think it's the right fit for me right now" is enough. You don't need to give a long explanation, though a sentence on what wasn't working helps him improve.
Ned values candour and expects the same in return. He gives honest feedback himself, so he won't take it personally. He may even raise it first. If he feels the sessions aren't helping you, he'll say so and suggest a different approach, or someone who might suit you better.
That is part of why the first step is a conversation, not a contract. The aim is to make it easy to start, and just as easy to stop if it isn't working. Ending well also keeps the door open. Plenty of people come back to a mentor later, when the timing or the problem is different.
I'm not in Melbourne. Can I work with Ned by video, or do I need to meet him in person?
You can work with Ned by video. He is based in Melbourne, but much of his work is spread across the country and the world. EngageRM has teams and clients in Australia, the US and the UK, and his roles with FIBA, the Confederation of Australian Sport and World Masters Games 2029 involve people in many cities and time zones. Video calls are part of his normal working week.
For mentoring and advisory work, video is often the most practical option. It saves travel time, makes it easier to keep a regular rhythm and lets you speak from wherever you are.
That said, there is value in meeting in person when you can. If you're visiting Melbourne, or Ned is travelling to your city for work or a tournament, it can be worth catching up face to face, especially early on. For board roles, being present for key meetings matters, and that's something to talk through when you discuss the role.
Wherever you are, the first step is the same. Email [email protected] with a short note about who you are and what you have in mind.
I'm comparing experienced chairs for my board. What sets Ned apart from the others I'm considering?
Three things tend to set Ned apart.
First, he has sat in every seat. He has been a player, a CEO, a founder, an investor, a director and a chair. So he understands what your CEO and management team are dealing with, and he can challenge them from experience rather than theory.
Second, his range. He has served on more than 20 boards across commercial and not-for-profit organisations, in sport, technology, property, travel and branding. He has led capital raises, taken a business into the US and UK and helped turn around a loss-making national sporting body. Few chairs bring sport, technology and international growth together in one person.
Third, his approach. He is calm under pressure, direct without drama and focused on getting the board to agreed goals. He believes good governance should help an organisation move faster.
He is also open about his current roles and how much time he has. If you want a name on a letterhead, he isn't your person. If you want a chair who will back you and hold you to account, start with a short note to [email protected].
How do I know Ned would hold my leadership team to account rather than just being a big name on our letterhead?
Look at what he has done on boards, not at the titles. When Ned chaired The Contenders Advisory Board from 2015 to 2025, he set up the governance structures, reporting systems and monthly strategic agendas that kept a fast-growing business focused on its goals. He also mentored the Managing Director and key staff on the few things that mattered most for growth. That is hands-on work.
His style is structure and accountability. He agrees clear goals with management, then measures progress against them at every meeting. He reads the papers, prepares properly and asks the questions that need asking. When something isn't working, he says so, calmly and directly, and pairs the hard truth with a way forward.
He is also clear about who he works with. If you're looking for a name on a letterhead, he isn't your person, and he will tell you so. If you want a chair who will back your team and hold them to account, he could be.
A good way to find out is to talk to people he has worked with, and to start small. Email [email protected] with a short note about your organisation.
My board feels slow. How does Ned make governance speed an organisation up instead of holding it back?
Ned's starting point is simple: good governance should help an organisation move faster, not slow it down. When a board feels slow, it is usually because it has drifted into a reporting session, going over what has already happened rather than deciding what happens next. That is common, and it can be fixed.
His approach is built on structure. Agree a small number of clear goals with management. Set up reporting that shows progress against those goals in a form the board can read quickly. Build each meeting's agenda around the decisions that need to be made, and give management the room to get on with the rest.
He did exactly this as Chair of The Contenders Advisory Board from 2015 to 2025, setting up governance structures, reporting systems and monthly strategic agendas for a fast-growing business. He has also led governance restructures and constitutional reviews for sporting bodies, where unclear roles and old rules often slow everything down.
The result is a board that adds energy rather than drag. If you'd like to talk about your board, email Ned at [email protected] with the subject "Your board".
Which sectors does Ned know well enough to be useful on my board: sport, technology, property, travel or aged care?
He has real depth in all five, though not in equal measure, and he'll be honest about the difference.
Sport is his home ground. He has played, run NBL clubs, chaired Basketball Australia and now chairs the Confederation of Australian Sport, with links across FIBA, the NBA and national federations.
Technology is a close second. He led EngageRM as CEO and now Executive Chair, co-founded the technology start-up Emprevo, advises Precisor AI and has been a board adviser to Refbook, a referees platform.
Property comes from more than 20 years of buying, financing and developing sites for his self-storage businesses and other projects through Coten Investments. He was also a Director of the Self Storage Association of Australasia.
Travel is current. He has chaired SportsLink Travel since 2024.
Aged care comes through investment and through Emprevo, which matched flexible workers with employers in hospitality and aged care. It is the area where his knowledge is more commercial than operational.
Across all five, his strongest skills are the same: strategy, governance, marketing, capital raising and growth. Send a short note about your board to [email protected], and he will tell you honestly whether he is the right fit.
Many of Ned's board roles have been volunteer ones. Is he used to the pace and pressure of my commercial board?
Yes. Ned is well known for his volunteer work in sport, but a large part of his career has been in commercial businesses where the pressure is real and the money is his own or his investors'.
He has been CEO of professional sports clubs, where every player contract, sponsor and venue deal hit the bottom line. He ran Acorn Brand Strategy, co-founded the technology start-up Emprevo and has owned and run self-storage businesses since 2004. At EngageRM, a sports technology scale-up, he was CEO from 2020 and is now Executive Chair, leading growth into the US and UK and several capital raises with all the legal and structural work they involve.
On the board side, he chaired The Contenders Advisory Board for a fast-growth business for ten years and has served on more than 20 boards across both commercial and not-for-profit organisations.
If anything, the volunteer roles have made him better on commercial boards. Running a national sporting body with many stakeholders teaches you patience, diplomacy and how to get people aligned behind agreed goals. Combined with a strong bottom-line focus, that is a useful mix. Send a short note about your board to [email protected].
I'm both owner and chair of my business. How does Ned balance hands-on work with proper oversight?
It's a situation Ned knows from the inside. He is Executive Chair of EngageRM, where he is also a shareholder, and he is Managing Director of his own self-storage businesses. His career has been about combining board oversight with hands-on commercial work, so he understands the tension between the two.
The key is being clear about which hat you are wearing. As an owner and operator, your job is to make things happen. As chair, your job is to set direction, check progress and ask whether the business is on track. Mixing the two leads to problems: decisions made in the corridor, a board that rubber-stamps whatever the owner wants, or a management team that never takes ownership.
Structure helps. Agree clear goals and report against them. Keep a proper agenda and minutes, even if the board is small. Bring in at least one independent voice who will challenge you. And give your managers real authority, then hold them to account for results.
Ned has helped other businesses build exactly that kind of structure, including ten years chairing The Contenders Advisory Board. If you'd like to talk it through, email [email protected].
My organisation has just been through a crisis. What did Ned learn chairing FIBA's COVID Working Group that could help me?
Ned was a board member for the FIBA Women's Basketball World Cup and chaired its COVID Working Group, which had to plan a major international event while the pandemic changed the rules almost weekly. Around the same time, as Chair of Basketball Australia, he was helping the sport in Australia through lockdowns and cancelled seasons.
A few principles come through from that time, and they apply well beyond sport. Separate what you can control from what you can't, and put your energy into the first. Get the best information you can, then make decisions rather than waiting for certainty that won't come. Plan for several scenarios, not just the one you hope for. Communicate clearly and often, because people cope better with bad news than with silence. And look after your people, because they carry the organisation through.
After a crisis there is also a chance to reset. Ask what you learned, what you would keep and what you would never go back to.
If your organisation is working through the aftermath of a crisis, Ned is happy to talk. Email [email protected] with a short note about your situation.
Ned says he's open about his current commitments. How do I know he'll really have capacity for my board?
Ask him directly, and he'll give you a straight answer. Being open about time and other roles is something Ned takes seriously, because a chair or director who can't give a board proper attention lets everyone down.
His current roles are public. He is Executive Chair and President of EngageRM, Chair of the Confederation of Australian Sport, a Director of World Masters Games 2029, a member of FIBA's Masters Sport Commission, Chair of SportsLink Travel, an adviser to Precisor AI, a member of the AllStar Pathways Advisory Board and Director of Coten Investments. He also runs his self-storage businesses.
When he considers a new role, he looks honestly at what it will take: the meetings, the preparation, the time with the CEO and the work between meetings. He compares that with what he already has on. If it won't fit, he says no or suggests a different arrangement, such as an advisory role first. Roles also end. For example, he finished his terms with The Contenders and the Self Storage Association of Australasia in 2025.
He'll also tell you about any possible conflicts of interest up front. Start with a short note about your board to [email protected].
What time commitment would Ned expect if he joined my board as Chair?
It depends on your organisation, and Ned will want to understand that before he says yes. A fast-growing company preparing a capital raise needs more time from its chair than a stable organisation with a strong CEO.
A chair's role usually includes several parts. There are the board meetings themselves and the preparation for them, including reading papers properly. There is regular time with the CEO between meetings, which is often where a chair adds the most value. There may be committee work, the annual general meeting and strategy days. And there is time with key stakeholders, such as shareholders, members, funders, partners or government.
On top of that, there are the unplanned moments: a crisis, a key appointment or a big decision that can't wait for the next meeting. A good chair needs some room in their diary for those.
Ned's approach is to work out a realistic picture with you at the start, agree it, and then do what he said he would do. He would rather be honest about time up front than over-promise. To start the conversation, send a short note about your organisation and the role to [email protected], with the subject "Your board".
What should I send Ned about my organisation and the role before he considers a board appointment?
Start with a short note. His website asks for a few lines about the organisation and the role, and that is enough for a first email. Ned can then tell you quickly whether it's worth a longer conversation.
A good first note covers:
What the organisation does, its size and its stage, for example a start-up, a scale-up, an established business or a not-for-profit.
The role: chair, director or adviser, and whether it is paid or voluntary.
Why you are looking now, and what you need the new person to bring.
The board as it stands: how many directors, and the key people.
The expected time commitment, and when you want someone in place.
A link to your website, annual report or strategic plan if they are public.
Don't send confidential papers in the first email. If the conversation goes further, Ned will ask for what he needs, and you can share sensitive material then, under a confidentiality agreement if you prefer.
It also helps to say how you heard about him and why you think he might be a good fit. Send your note to [email protected] with the subject "Your board".
How does Ned decide whether to say yes to my board or advisory role?
Ned weighs a few things, and he is happy to talk them through with you openly.
The first is value. Can he genuinely add something? He looks for roles where his background in strategy, governance, marketing, capital raising, technology or sport will make a real difference. He isn't interested in being a name on a letterhead.
The second is people. A board works on trust and chemistry. He wants to know who the other directors are and, above all, who the CEO or founder is. He likes working with people who value honesty, preparation and contribution, and who will take advice and act on it.
The third is time. He looks at what the role really involves and whether it fits with his current commitments. If it doesn't, he'll say so.
The fourth is conflicts. Because of his roles with EngageRM, the Confederation of Australian Sport, World Masters Games 2029 and others, he checks for any possible conflict of interest and raises it up front.
Finally, purpose. He is drawn to organisations that are doing something worthwhile and are serious about doing it well. Send a short note to [email protected] to start.
If Ned became my Chair, what would he focus on in his first 90 days?
Ned's first three months as a chair would usually follow a clear pattern: listen, understand, then agree the plan.
He would start by listening. That means time with each director, the CEO and the senior team, and often with key stakeholders such as shareholders, members, funders or partners. He wants to hear what's working, what isn't and what people are worried about.
At the same time, he would get on top of the detail. That means the strategy, the financial position and cash flow, the risks, the constitution and how the board currently works, from its agenda to its reporting.
From there, he would agree a small number of clear priorities with the CEO and the board. He would also look at whether the board's way of working helps the organisation move faster, and suggest changes if it doesn't. That might be sharper reporting, a better agenda or clearer roles between board and management.
Throughout, he would build a strong working relationship with the CEO, because that partnership sets the tone for everything else.
If you'd like to talk about what this could look like for your organisation, email [email protected] with the subject "Your board".
I'm new to Masters sport. What is it, and why does Ned care so much about it?
Masters sport is competitive sport for adults who are past the usual age of elite competition. Players compete in age groups, typically starting from 30 or 35 and moving up in five-year bands, so you play against people at a similar stage of life. Events range from local leagues to the Australian Masters Games, the World Masters Games and world championships in individual sports such as basketball.
Ned cares about it for personal and practical reasons. He still plays it himself, and has done since the World Masters Games in Melbourne in 2002. He knows what it does for fitness, friendship and a sense of who you are once the professional career is over.
He also sees what it can do for sport as a whole. People don't stop loving the game when they stop playing at the top. Masters sport keeps them active, connected and involved as players, volunteers, members and supporters. That is why he chairs the Confederation of Australian Sport, sits on FIBA's Masters Sport Commission and is a Director of World Masters Games 2029. In his words, the world has never needed sport more than it does now.
I've always thought of Masters sport as a social hit-out. Is it actually serious competition?
It can be both, and that's the beauty of it. Plenty of Masters players are there for fitness and friendship. But at the top end the competition is fierce. Many players are former professionals, college players and national representatives, and they compete hard in their age groups.
The scale is serious too. The FIMBA World Maxibasketball Championships are the biggest Masters basketball tournament in the world, with teams from around the world. FIBA, basketball's world governing body, launched the FIBA Masters Open in 2026, and the 2027 edition in Munich has 15 age categories from 40 and over. The World Masters Games in Perth in 2029 expects up to 30,000 participants.
Ned plays and helps run these events, so he sees both sides. He'll tell you that Masters basketball keeps him honest, because the scoreboard doesn't care about your title. You prepare properly, you train, you look after your body and you play to win. Then you shake hands and share a meal with the people you just played against. That mix is what keeps people coming back.
I'm curious: does Ned still play basketball himself?
Yes. Ned still laces up and competes in Masters basketball, at regional, national and international events. He played his first World Masters Games in Melbourne in 2002 and has kept playing ever since.
He takes it seriously. He trains, keeps himself fit and travels to compete. It is one of the ways he keeps a strong personal commitment to health, fitness and a positive mental outlook. It also keeps him grounded. As he likes to say, Masters basketball keeps him honest, because the scoreboard doesn't care about your title.
Playing also shapes his work. As a member of FIBA's Masters Sport Commission, Chair of the Confederation of Australian Sport and a Director of World Masters Games 2029, he helps plan the events he plays in. He knows what players want from a tournament because he is one of them. If you play Masters basketball yourself, there is a fair chance you'll see him on a court somewhere, and he is always happy to talk about the game.
I want to keep competing as I get older. How does Ned stay fit enough to play internationally at Masters level?
Ned has a strong personal commitment to health and fitness, high performance and a positive mental outlook, and he treats it as a long-term habit rather than a short-term push. He has been playing Masters basketball since the World Masters Games in Melbourne in 2002, so this is more than 20 years of staying game-ready.
He has also always looked after the basics. In a mentor profile for Sports Challenge Australia, he described his diet as fruit, vegetables and generally health conscious. He keeps training and playing through the year, and having tournaments to aim for gives the training a purpose.
The mental side matters as much as the physical. His interest in Stoicism helps here: focus on what you can control, prepare for the hard parts and review how you went. For a Masters athlete, what you can control is your training, recovery, sleep and food.
His advice to anyone wanting to keep competing is simple. Pick an event to aim for. Build the habit, not the heroics. Look after your body so you can keep playing for years, not just this season. And find a team, because the people keep you turning up.
I've heard Perth is hosting the World Masters Games in 2029. What is Ned's part in it?
Ned has been a Director of World Masters Games Perth 2029 since 2025. The Games are expected to bring up to 30,000 participants from more than 100 countries to Perth in October 2029, across around 45 sports.
As a Director, Ned helps set the strategy for the event's success on several fronts: operational, financial, athletic, social and legacy. He also helps build and manage relationships with local, state and federal governments, which are vital partners for an event of this size.
There is a personal link too. Ned grew up in Western Australia, played for the Perth Wildcats and still competes as a Masters athlete. The Confederation of Australian Sport, which he chairs, was one of the organisations behind Perth's successful bid. For Ned, the Games are a chance to show what Masters sport can do for health, community and the state's economy, and to leave something lasting for the people of Western Australia.
My club is hosting a Masters tournament. Can I invite Ned to play or come along?
You can certainly ask. Ned still plays Masters basketball at regional, national and international events, and he enjoys meeting the people who make those tournaments happen.
Whether he can play depends on a few things: the dates, where the event is, his other commitments and whether he has a team in the right age group. Masters basketball is a team sport, so playing usually means coming with a team or being picked up by one.
He may also be able to come along in another way, such as watching, meeting your committee or saying a few words. As Chair of the Confederation of Australian Sport, a member of FIBA's Masters Sport Commission and a Director of World Masters Games 2029, he is keen to support events that help Masters sport grow. If your event is trying something new, he'll be interested to hear about it.
To invite him, email [email protected] with the event name, dates, location, age groups and format, and what you'd like him to do. Give as much notice as you can, as his calendar fills up well ahead. And if he can't make it this time, there's always the next tournament.
I run a sporting organisation. How could Ned help us grow Masters participation without adding to my staff's workload?
Ned knows most sporting organisations are stretched. Staff are busy, budgets are tight and many clubs run on volunteers. So the aim is to add capability, not more work for the people you already have.
He brings a lot to the table. He chairs the Confederation of Australian Sport, which runs the Australian Masters Games. He sits on FIBA's Masters Sport Commission and the board of World Masters Games 2029. Through these roles he knows what is working in Masters sport around the world, who is doing it well and which events your members could aim for.
The approach usually starts with what you already have. Most organisations have thousands of former players, parents and volunteers on their books who would play again if it were easy. Masters players are often keen to help organise their own competitions, which takes pressure off staff. Good data on who those people are and what they want makes the whole thing easier to run.
Often the best place to start is a Masters pilot: a first-time tournament that tests the idea and shows you what works, before you commit to more. To begin, email [email protected] with the subject "Masters pilot".
What would a Masters pilot with Ned look like for my club or association?
A Masters pilot is a tournament that is running for the first time. Its job is to develop the Masters concept in your organisation and to learn how a tournament like this works for your sport, your venues and your people.
Because it's the first one, it might not run perfectly, and that's expected. A pilot is a learning event. You find out how many players come, which age groups turn up, how the draw and the venue work, what your volunteers can handle and what players enjoy most. Then you use what you learned to make the next tournament better.
Ned helps you plan it with that in mind. Before the event, you agree what you want to learn and how you'll capture it, such as player numbers, feedback and how the day ran. Afterwards, you look honestly at the results and decide what to change for next time.
Ned brings a wide view of how Masters events run, from the Australian Masters Games to FIBA and World Masters Games 2029. To explore a pilot, email [email protected] with the subject "Masters pilot" and a few lines about your organisation.
How do I start a conversation about a Masters pilot for my sporting organisation?
Send Ned an email at [email protected] with the subject "Masters pilot". That's the button on his website for sporting organisations, and it lets him know straight away what you have in mind.
In the email, include a few lines on:
Your organisation: the sport, where you are and roughly how many members you have.
What Masters activity you have now, if any: teams, competitions or events, and whether you have run a tournament before.
Why you are interested: more players, returning members, new revenue, stronger community, or something else.
Your resources: venues, staff and volunteers, and how much time they realistically have.
Any timing that matters, such as a season start, a board meeting or a funding round.
There is no need to have it all worked out. The first conversation is about understanding where you are and whether a first-time pilot tournament makes sense.
Ned brings a wide view of what works, from his roles as Chair of the Confederation of Australian Sport, a member of FIBA's Masters Sport Commission and a Director of World Masters Games 2029. The first step is a conversation, not a contract.
If we run a Masters pilot and participation doesn't grow, what happens next?
Then the pilot has done its job. A Masters pilot is a tournament running for the first time, and it is meant to be a learning event. It might not run perfectly, and it doesn't need to. What matters is that you come away knowing more than you did before.
So the first step is to look honestly at why numbers were lower than hoped. Was it the timing, the format, the venue, the entry fee or the way it was promoted? Did you reach the right people? Did the players who came enjoy it, and would they come back and bring friends?
Then use what you learned to improve the next one. That might mean a different date, a simpler format, new age groups, a better venue or promoting it through existing Masters clubs and events.
Sometimes the lesson is that a different approach suits your organisation better, such as linking with an existing Masters event instead of running your own. That's a fine outcome too, as long as the decision is based on evidence. Ned's approach is to be honest about the results and to help you plan what comes next.
I'm planning a leadership offsite. Which of Ned's speaking topics would suit my board or team?
Ned speaks on six themes, and each can be shaped for a board or leadership team.
Boards and governance covers chairing well, governance reform and aligning an organisation around agreed goals. It suits a board reviewing how it works or a team that needs to get on the same page.
Sport as a business covers commercial strategy, revenue growth and capital raising. It suits leadership teams in sport looking for new revenue, and businesses that want lessons from a high-pressure industry.
Data, CRM and AI in sport looks at how organisations put technology to work. It suits teams planning a systems change or trying to work out where AI fits.
From athlete to executive covers building a career and a life after playing, and works well for teams going through change.
Masters sport covers lifelong activity and participation, and why it matters to a healthy community.
Mentoring draws on Ned's work with leaders, executives, directors and chairs.
For an offsite, he often blends themes around your real issues rather than giving a standard talk. Send him the date, the audience and what you'd like people to leave with at [email protected], and he'll suggest the best fit.
My audience could be 20 people or 1,000. How does Ned adapt his talk to the room?
Ned has spoken more than 100 times, to small groups around a boardroom table and to audiences of more than 1,000 people, so he is comfortable at either end.
With a small group, he leans towards a workshop. There's more conversation, more questions and more time on the group's own issues. People leave with practical ideas they can apply straight away. Feedback from his workshops has singled out exactly that: real engagement and intelligent observation rather than hype.
With a large audience, the talk is more structured, with a clear message and a few strong stories to carry it. He draws on his background on the court and in the boardroom, from the NBL and national sport to building his own companies, so there is always a real example behind each point.
What stays the same is the mix: practical lessons, honest stories and something people can use the next day. The best way to help him pitch it right is to tell him who will be in the room. Email [email protected] with the date, the audience and what you'd like people to leave with.
I'd like to hear from people who have booked him. What do groups like School Sport Victoria say about Ned's talks?
Here is what people have said, in their own words.
Nick Mooney of School Sport Victoria wrote: "Thanks for an amazing presentation… feedback was outstanding!"
Seona Taylor, a City Growth Support Officer, wrote: "Thanks very much for delivering the workshop last night. As you'll have no doubt noticed, the feedback was very positive."
David Waterfield, who attended one of his workshops, wrote: "It was refreshing to actually become engaged with a workshop that offered intelligent observation rather than hyperbole."
Others have spoken about Ned more broadly. Andrej Lemanis, former Head Coach of the Australian Men's Olympic Basketball Team, said: "I really respect who you are, the way you interact with and treat others and your values-based approach to business."
The common thread is that people leave with something useful and feel they were spoken to, not at. Ned has spoken more than 100 times, to audiences from small groups to more than 1,000 people. If you'd like to book him, send the date, the audience and what you'd like people to leave with to [email protected].
How far ahead do I need to book Ned to speak at my event?
The earlier the better. Ned's calendar includes board meetings, international travel for EngageRM and FIBA, and Masters basketball tournaments, so dates fill up. For a conference or major event, getting in touch several months ahead gives you the best chance of securing your preferred date.
That said, it's always worth asking, even at shorter notice. Sometimes a date is free, and for a small group, a workshop or an online session, there is often more flexibility. If he can't make your date, he may be able to suggest an alternative or join in a different way.
To make booking quicker, include the key details in your first email. Give the date and location, the audience and its size, and what you'd like people to leave with. Mention whether you're after a keynote, a workshop or a panel, and how long you have in mind.
Once a date is confirmed, Ned likes time to prepare properly. He usually talks with the organiser beforehand about the audience and the outcomes they want, so the talk fits the room. Email [email protected] to check his availability.
What should I send Ned to start planning my event: the date, the audience, and what I want people to leave with?
Yes, those three are the most important, and they are exactly what his website asks for. Here's how to make each one useful.
The date: include the day, time, venue and city, and whether it's in person or online.
The audience: who will be there, roughly how many, and what they already know. A board of eight directors needs a different talk from a conference of 500 club volunteers or a room of young athletes.
What you want people to leave with: the one or two things you hope they'll think, feel or do differently afterwards. This is the most useful thing you can tell him, because it shapes everything else.
It also helps to add a few practical details. What format do you have in mind: a keynote, a workshop, a panel or a fireside chat? How long is the slot? What is the event's theme, who else is speaking, and what is your budget?
Keep the first email short. Ned will ask for anything else he needs. Send it to [email protected], and he'll come back to you to talk it through and make sure the session fits the room.
My event is interstate. Will Ned travel, and how are his travel costs handled?
Yes, Ned travels for speaking engagements. His work regularly takes him around Australia and overseas, so an interstate event is very manageable. He has spoken to audiences across the country, from small workshops to conferences of more than 1,000 people.
Travel costs, if any are incurred, are paid by the person or organisation engaging Ned. That usually means flights, accommodation if an overnight stay is needed and transfers. You can book these yourself or cover the costs another way, and it's best to agree the details when the booking is confirmed, so everyone knows where they stand before the date is locked in.
If your budget is tight, say so early. Sometimes travel can be combined with other commitments in the same city, which can reduce costs. For some groups, an online session may also be an option, with no travel costs at all.
To get started, email [email protected] with the date, the city, the audience and what you'd like people to leave with. Mention that the event is interstate, and he'll come back to you with what's possible.
Can Ned run a workshop built around my board's or team's actual issues rather than a standard keynote?
Yes, and it's often the most useful format. Ned regularly runs workshops, and the feedback from them is some of his strongest. One attendee described a session as "refreshing", because it "offered intelligent observation rather than hyperbole". A City Growth Support Officer who booked him noted that "the feedback was very positive".
A workshop built around your real issues works differently from a keynote. Before the session, Ned talks with you about what's going on: the decisions your board is facing, the challenges your team is wrestling with and what you want to come out of the day. He then designs the session around those issues, drawing on his background in boards, business and sport where it helps.
On the day, there's more conversation than presentation. He asks questions, tests assumptions and helps the group work towards practical next steps. People leave with something they can actually use, not just ideas.
Common topics include governance and how a board works, strategy and growth, commercial and marketing plans, capital raising, technology and data, and Masters participation. To start planning, email [email protected] with the date, the group and the issues you want to work on.
I've heard of EngageRM. What is it, and what is Ned's role there?
EngageRM is an automation, CRM and data analytics platform built for sport and entertainment. It helps clubs, leagues and venues manage ticketing, memberships, corporate sales, fan engagement and events in one place. It is built on Microsoft Dynamics 365 and works in global partnership with Microsoft.
The company is headquartered in Melbourne, with offices in Los Angeles and Manchester. Its clients include NBA, NFL and MLS teams in North America, AFL clubs in Australia and the Melbourne Cricket Ground.
Ned joined as CEO in 2020 and became Executive Chair in 2024. He is now Executive Chair and President, as well as a director and shareholder. He led the company's expansion into the US, UK and European markets, led several capital raises and has played a central role in the Microsoft relationship. He is open about the fact that he owns part of the business, so when he talks about data and technology in sport, you know where he stands.
You can learn more at engagerm.com.
EngageRM is Ned's own company. Can I trust his views on data, CRM and AI in sport to be unbiased?
It's a good question to ask, and Ned would rather you asked it than wondered. He is Executive Chair, President, a director and a shareholder of EngageRM, so he has a clear interest in the business. He says so openly, and he will always tell you up front when there is a possible conflict.
What he offers is not neutrality but an informed view. He has spent years watching sports and entertainment organisations around the world wrestle with their data, systems and fan relationships. He knows what tends to work, what tends to fail and why. Much of that has nothing to do with which product you buy. It comes down to having clear goals, clean data, staff who will actually use the tools and leaders who back the change.
If you ask for his view on your organisation's technology, he will start with your problem, not his product. If EngageRM isn't the right fit, the honest answer is to say so, and that's the answer you'll get.
If you want completely independent advice on a major technology purchase, it's sensible to get a second opinion as well. Ned would tell you the same.
I'm unsure where AI fits in my organisation. How does Ned see it changing the way sport is run?
Ned sees AI as one of the biggest changes coming to the business of sport, and he works with it every day. EngageRM, which he chairs, builds AI into the tools clubs use to sell tickets, manage members and engage fans, such as predictive lead scoring and conversation intelligence. He also advises Precisor AI, a technology business focused on data and AI.
His practical view is that AI is only as good as the data and the people behind it. Many sports organisations have years of information about their fans, members and players spread across different systems. AI can help them use it: knowing which fans are likely to renew, which sponsors to approach and how to personalise what each person receives. But if your data is messy, AI will only give you faster wrong answers.
So his advice is usually to start with a clear problem, not with the technology. Pick one area where better information would make a real difference, get the data right, and build from there.
Data, CRM and AI in sport is one of Ned's regular speaking topics. If you'd like him to speak to your team or board about it, email [email protected].
I was surprised to learn Ned owns a self-storage business. How did that come about?
It grew out of his interest in property and business. In 2002 Ned set up Coten Investments, his personal investment vehicle for business ventures and property. In 2004 he bought Sunshine Self Storage, which offers drive-up shipping container storage at 15 Carrington Drive, Albion, in Melbourne's west.
It is a long way from the boardroom of a national sporting body, and that is part of the appeal. Running a small business keeps him close to the basics: customers, cash flow, marketing and service. He has handled the planning, financing and building of sites, and set up the marketing, sales and operating systems himself. He now owns two self-storage businesses.
He also gave back to the industry. From 2019 to 2025 he was a Director of the Self Storage Association of Australasia, and he is often asked for advice by smaller storage operators. If you need storage, visit sunshineselfstorage.com.au. Access to the yard is available 5am to 9pm, seven days a week, 365 days a year.
Most of Ned's career has been in basketball. Is his experience useful to me if I'm not in sport?
Yes. Sport is where Ned is best known, but a large part of his career has been in business outside it. He ran Acorn Brand Strategy, a brand and design business, growing it from a start-up to more than $2 million in revenue. Over the years he has advised some of Australia's best-known brands, including Wrigley, Heinz, Kimberly-Clark, Ryobi, Novartis and Fonterra.
He co-founded Emprevo, a technology business that matched flexible workers with employers in hospitality and aged care. It grew to a team of 25 and raised more than $7 million. He has owned self-storage businesses since 2004, developed property, chairs SportsLink Travel and invests in aged care, travel, science and technology through Coten Investments.
The problems he helps with are rarely about sport anyway. They are about strategy, governance, marketing, cash flow, raising capital, growing into new markets and leading people through change. Those are the same in a storage yard, a tech start-up or a national federation. What sport adds is a habit of preparation, teamwork and honest feedback, and that travels well into any business.
I'm planning a capital raise. What has Ned learned from leading raises that could help me?
Ned has led capital raises from both sides of the table. At EngageRM he has led several raises, including recent growth capital, along with the legal and structural changes that came with them. At Emprevo, a technology start-up he co-founded, he wrote the information memorandum that raised more than $7 million. He also invests in businesses himself through Coten Investments, so he knows what investors look for.
The areas he can help you think through are the ones that tend to decide whether a raise succeeds. Is your business ready? Investors will look hard at your governance, your numbers and your team, and a weak structure will affect your raise. Is your story clear? You need to explain simply what you do, why it will grow and what the money is for. Who are the right investors? Money with the wrong partner can cost more than it brings. And are you prepared for the time it takes, from documents to due diligence?
He can't promise a result, and he'll tell you honestly if he thinks you're not ready. To start the conversation, email [email protected] with a short note about your business and the raise you have in mind.
I want to take my business overseas. How did Ned take EngageRM into the US and UK?
When Ned became CEO of EngageRM in 2020, it was a Melbourne-based sports technology business with big ambitions. He led its expansion into the US, UK and European markets, and today it has headquarters in Melbourne, Los Angeles and Manchester.
A few things made that possible. The first was partnership. EngageRM is built on Microsoft Dynamics 365, and Ned played a central role in the company's global relationship with Microsoft and its wider network of channel partners. Working alongside a global partner opened doors that a small Australian company could not open alone.
The second was relationships. Ned built connections across the NBA, NFL, MLB, the Premier League and many others. EngageRM's clients now include North American teams such as the LA Clippers, the Miami Heat, the Milwaukee Bucks and the Chicago Bears.
The third was capital. He led several raises to fund the growth, along with the legal and structural changes needed to operate in new countries.
It wasn't his first time. Earlier, at Cowan Design, he led the move into New Zealand and Asia. If you're planning your own move overseas, email Ned at [email protected].
I want my brand to stand out. How does Ned's work with Wrigley, Heinz and Novartis shape his marketing advice?
Ned ran Acorn Brand Strategy, which he co-founded in 2005 and led as Managing Director from 2007 to 2013. The business grew from a start-up to more than $2 million in revenue and won global accounts including Novartis, Wrigley and Heinz. Over the years he has also advised Kimberly-Clark, Ryobi and Fonterra.
Working with brands of that size taught him what disciplined marketing looks like. Big brands know exactly who they are for and what they stand for. They say one clear thing, and they say it the same way everywhere, for years. They build systems so that marketing happens reliably, not when someone finds the time. And they measure what works.
His advice to smaller businesses and sports organisations is to copy that discipline, not the budget. You don't need a global campaign to stand out. You need a clear message, a consistent look and voice, and simple systems that keep you in front of the right people.
That thinking is at the heart of his book, Game Plan Marketing. If your brand needs work, Ned also speaks and runs workshops on it. Email [email protected] to start the conversation.
I'm looking for investors. What kinds of businesses does Ned back through Coten Investments?
Coten Investments is Ned's personal investment vehicle, set up in 2002. It invests in two broad areas.
The first is property. Ned has bought and developed property for self-storage, multi-unit development and commercial use, handling the building, finance and marketing himself. His self-storage businesses grew from this.
The second is private businesses, from start-ups through to established companies. His current interests include aged care, travel, science and technology, and he advises organisations across many industries. He has also co-founded businesses himself, including Acorn Brand Strategy and Emprevo, so he knows what it's like to be on the founder's side of the table.
Ned tends to back people as much as ideas. He looks for founders who are honest, prepared and ready to do the work, and businesses where his background in strategy, marketing, governance and capital raising can genuinely help. Money is only part of what he brings. He can also open doors and offer an experienced view when decisions get hard.
If you'd like him to consider your business, send a short note about what you do and what you have in mind to [email protected].
My business isn't in sport or tech. Would Ned look at it seriously, or am I wasting my time?
You're not wasting your time. Ned's own businesses prove the point. He has owned self-storage businesses since 2004, has developed property and has investments in aged care, travel and science. His brand strategy work was for companies such as Wrigley, Heinz, Kimberly-Clark, Ryobi, Novartis and Fonterra, none of them in sport.
What matters more to Ned than your sector is the business itself and the people running it. Is there a real customer need? Do the numbers make sense? Are the founders honest, prepared and willing to take advice? Is there something he can add, whether that's strategy, marketing, governance, capital raising or contacts?
He will also be straight with you. If your business is outside what he knows, or he doesn't think he is the right person, he'll say so rather than waste your time. Often he can point you to someone better placed to help.
The easiest way to find out is to ask. Send a short email to [email protected] describing your business, where it is now and what you have in mind. Keep it brief. If it interests him, he'll come back to you.
I'm an early-stage founder. What would I get from Ned as an advisor that I wouldn't get from an accelerator?
Accelerators are good at certain things. They give you a structured program, a group of other founders going through the same stage and, sometimes, early funding and investor introductions. If you need those, an accelerator may be the right choice, and the two aren't mutually exclusive.
What Ned offers is different. It is one-on-one and shaped around your business, not a cohort timetable. It can also last well beyond a three-month program. He chaired The Contenders Advisory Board for ten years, helping a fast-growing business put governance, reporting and a staged growth plan in place, and mentoring its Managing Director along the way.
He also brings the view of someone who has done it. He grew Acorn Brand Strategy from a start-up to more than $2 million in revenue, co-founded Emprevo and helped raise more than $7 million, and led EngageRM into the US and UK. He now advises Precisor AI and sits on the AllStar Pathways Advisory Board.
And he'll be honest with you, including when you don't want to hear it. If that appeals, send a short note about your business to [email protected].
I'd like Ned to consider investing in my business. What should I send him?
Start with a short email to [email protected]. His website asks for a few lines about your business and what you have in mind, and that is enough to begin.
A good first note covers:
What your business does and who it serves, in plain language.
Where it is now: the stage, revenue if you have it, and the team.
What you are looking for: the amount you're raising, what it will be used for, and any other investors involved.
Why Ned: what you think he could bring beyond money, such as his background in marketing, governance, capital raising, sport or technology, or his network.
A link to your website, and a short deck if you have one.
Keep it brief. Ned looks at the people as much as the idea, so be clear and honest, including about the risks. Overselling tends to have the opposite effect.
Don't send confidential financials or sensitive documents in the first email. If he is interested, he'll ask for more, and you can share the detail then, under a confidentiality agreement if you prefer.
If it isn't a fit, he'll tell you, and he may suggest someone better placed to help.
What stage of business and size of investment does Ned usually consider?
Ned doesn't have a fixed rule. Through Coten Investments, his personal investment vehicle since 2002, he has invested in private and venture businesses at every stage, from start-ups through to established companies, as well as in property.
His current investments cover aged care, travel, science and technology, and he has been a founder or early backer of businesses himself, including Acorn Brand Strategy and Emprevo. So he is comfortable with the uncertainty of an early-stage business, and he also understands what an established business needs to grow.
What matters more to him than the stage is the fit. Does he understand the business? Does he trust and respect the founders? Can he add value beyond money, through advice, governance or introductions? And does the opportunity make commercial sense?
The size of any investment depends on the opportunity, and it is something he discusses case by case rather than publishing a range. If you're unsure whether your business is in his range, the quickest way to find out is to ask. Send a short note about your business, its stage and what you're looking for to [email protected], and he'll tell you honestly whether it's worth a conversation.
I heard Ned played basketball for Australia. Is that true?
Yes, at junior and university level. In 1983, while on scholarship at the Australian Institute of Sport, Ned played for the Australian junior men's team at the FIBA World Championship in Palma, Majorca, Spain. The same year he played for the Australian Universities team at the World University Games in Edmonton, Canada.
He got there the country way. He grew up in Narrogin, made the WA Under 18 team in 1981, was named in the national talent squad and won an AIS scholarship in 1982, where he was also named "Most Dedicated Athlete". He did not go on to play for the senior national team as a player.
He did return to the national team in another role. In 2001 he was Team Manager of the Australian men's basketball team for tournaments in Japan and New Zealand. Later, as Chair of Basketball Australia, he chaired the High Performance Commission, which oversaw Australia's Olympic, Paralympic and junior teams. Today he represents Australia in a different way, competing at Masters level in international events.
I'm a basketball fan. Which NBL teams did Ned play for?
Ned played in the National Basketball League for two clubs: the Perth Wildcats and the Coburg Giants. He made his NBL debut for the Wildcats in 1984, played the 1986 season with the Coburg Giants in Melbourne, and was back with the Wildcats in 1989 while studying at Curtin University. He was a forward and centre, standing 203cm.
He also played in Western Australia's State Basketball League, including seasons with the East Perth Eagles, the Goldfields Giants and Perry Lakes. He describes his NBL career as brief, but it gave him an inside view of how professional clubs work.
That view came in handy. He went back to the Perth Wildcats as Marketing Manager in 1994 and served as CEO from 1997 to 1999. He was then CEO of the Victoria Titans from 2000 to 2003, and later sat on the board of the South Dragons. Few people have seen the NBL from the court, the front office and the boardroom. Ned has seen all three.
I grew up in the country too. What sports did Ned play as a teenager in Narrogin?
Pretty much everything going, like a lot of country kids. The two big ones were basketball and Australian rules football. He played country league football from the age of 15, including for Narrogin Towns in the Upper Great Southern Football League, while also representing Western Australia in basketball.
He was good enough at both to face a real choice. In 1980 he won a Nestlé Scholarship with South Fremantle, a WAFL club, and did pre-season training there. In 1981 he made the WA Under 18 basketball team, and in 1982 he won a basketball scholarship to the Australian Institute of Sport. For a while, football and basketball pulled him in different directions.
He did well in the classroom too. In his final year of high school he won best student awards for maths, geography and physical science.
Later, in 1987, he added rowing to the list, winning the WA State Junior Pairs championship. He has also played tennis and golf. Looking back on those years, he names his mother as the biggest influence on his life.
I'm from WA. What were the Goldfields Giants, and how did Ned come to found the club?
The Goldfields Giants are a basketball club based in Kalgoorlie, playing in Western Australia's State Basketball League, the competition now known as NBL1 West. Ned co-founded the club in 1990, at the end of his NBL playing days.
He was one of the club's founding owners and took on several jobs at once. He was the coach and General Manager, and in the first season he was also player-manager, as the Kalgoorlie Miner reported at the time. Setting up a new club in a regional city meant building everything from scratch: players, sponsors, a home crowd and the volunteers to run it all.
It was an early lesson in the business side of sport. Ned learned how to sell a club to a community, find the money to keep it running and get people to back something new. Those lessons fed straight into his next roles at the Quit Campaign and the Perth Wildcats, and later into his book, Game Plan Marketing.
Basketball Australia singled out his role in founding the Goldfields Giants when it congratulated him on his AM in 2026. For a country kid from Narrogin, building a club in regional WA was a fitting place to start.
What did running the Perth Wildcats and Victoria Titans teach Ned about the business side of sport, and how might that apply to my club?
Ned was CEO of the Perth Wildcats from 1997 to 1999 and of the Victoria Titans from 2000 to 2003. The two jobs taught him different things.
At the Wildcats, the big lesson was about partnerships. He secured a Coca-Cola deal worth more than $500,000 a year, the largest sponsorship in the NBL at the time. Big deals come from showing a partner what they will get, not from asking for support. He also grew the club by putting a clear strategic plan in place and sticking to it. In 1998 he received the NBL's Association Development Award.
At the Titans, the lesson was about change. The club had been formed from the merger of two rival teams, and Ned had to restructure the organisation, write a new strategic plan and recruit a new team to deliver it. He also negotiated every player contract and venue agreement, which taught him that a club's cost base is set in those deals.
For your club, the same ideas apply at any size. Know what you offer your sponsors. Have a plan that everyone understands. Get your key contracts right. Those lessons later became the core of his book, Game Plan Marketing.
I'd like to know more about Ned's time at Basketball Australia. What did he do as Chair?
Ned was elected to the Basketball Australia board by the member states in 2014 and served as Chair from 2017 to 2021. In those four years, he oversaw the sport's development across the country.
The biggest piece of work was a turnaround. When he joined, Basketball Australia was a poorly performing, loss-making organisation. Working with the board, management and the states, he helped rebuild it into an organisation with stronger foundations and better management. That meant clear strategy, better governance and getting stakeholders aligned behind agreed goals.
He also chaired the High Performance Commission, which oversaw Australia's Olympic, Paralympic and junior teams, and led a successful review of the athlete pathway. At the same time, he represented Australia internationally as a member of FIBA's Competitions Commission, which advises on the World Cup and Olympic basketball competitions.
His link with Basketball Australia goes back further. In 2007, through his brand strategy business, he led the rebrand of Basketball Australia. He is now the organisation's immediate past President.
I follow international basketball. What does Ned do with FIBA?
Ned has worked with FIBA, basketball's world governing body, in three roles over the past decade.
From 2016 to 2022 he was a member of the FIBA Competitions Commission, which advises FIBA's Central Board on its major competitions, including the World Cup and Olympic basketball. He was also a board member for the FIBA Women's Basketball World Cup and chaired its COVID Working Group, helping plan a major international event through the pandemic.
Since 2023 he has been a member of FIBA's Masters Sport Commission, the global advisory group that drives the Masters basketball calendar year-round. He advises on how Masters basketball is structured and grown in each of FIBA's five zones, and helps plan and deliver FIBA's world Masters event. FIBA launched the FIBA Masters Open in Greece in 2026, and the 2027 edition will be held in Munich.
Through these roles, and his time as Chair of Basketball Australia, Ned keeps strong contacts with clubs, the NBA, FIBA and many national federations. And he still plays the game himself.
I don't know the Confederation of Australian Sport. What is it, and what does Ned do as Chair?
The Confederation of Australian Sport, known as CAS, was set up in 1976 to give Australian sport one united voice when dealing with governments and other key partners. Its members include national sporting organisations, and it works on issues that affect the whole sector, from participation and health to the economic value of sport. It also runs events, most notably the Australian Masters Games, which CAS created in 1987.
Ned was elected President and Chair of CAS in 2022, taking over from Rob Bradley, who had led it for 12 years. He joined because he believes Australian sport is stronger when it speaks with one voice, especially when governments are making decisions that affect clubs and codes across the country.
As Chair, his focus is on a new commercial and operational strategy for the organisation, planning and funding major Masters events, and advocating for physical activity and participation at all three levels of government. CAS was also part of the successful bid that brought the World Masters Games to Perth in 2029. You can find out more at sportforall.com.au.
I saw "Don't seek to be a person of Importance. Seek to be a person of Value." on Ned's site. What does it mean to him?
It is the idea that guides him, and it sits at the top of his website for a reason. Importance is about status: titles, rank, how others see you. Value is about what you actually give: your help, your time, your honesty and the difference you make to the people around you.
Ned has held plenty of important titles. Titles come and go, and they aren't what people remember. People remember whether you prepared properly, backed them when it mattered and told them the truth. That is value.
In practice, it shapes how he works. He would rather open a door for someone than talk about the doors he has walked through. He shares contacts and lessons freely, including his own mistakes. When he joins a board, he wants to do the work, not just lend his name. And it is why he volunteers for sport and mentors people.
The idea also links to his interest in Stoicism, which teaches that character matters far more than rank, money or fame. It's a simple test, and he applies it to himself first.
What values does Ned live by? I want to know if they match mine.
Ned sums them up in three short phrases. Have a crack: he loves business, strategy and marketing, backs his business partners and shows up prepared. Help others: he has been fortunate in life and believes in paying it forward, volunteering for the sport he loves and sharing what he has learned. Have fun: excited people have more fun, and having fun and getting things done go together.
Underneath those sit a few lessons from the court and the boardroom. Prepare properly. Back your team. Tell people the truth, kindly and clearly. And seek to be a person of Value rather than a person of Importance.
You can also see his values in what he draws from the Stoics: focus on what you can control, let go of what you can't, and try to be a good person, one day at a time.
If those ring true for you, you'll probably get on well. If you are after a quick fix, a guarantee or a famous name for your letterhead, he'll politely tell you he isn't the right fit. That honesty is one of his values too.
I clicked "For You" on Ned's website and found lessons on Stoicism. Why are they there?
Because Stoicism has helped Ned in his own life, and he thinks it can help you too. The Stoics lived more than 2,000 years ago, but their core idea still works: some things are up to you and some things aren't. Put your energy into your choices, your effort and how you respond, and stop worrying about the rest.
Ned has spent his life in high-pressure settings, from elite sport to boardrooms, capital raises and a national sporting body in a turnaround. He has found Stoic thinking a practical way to stay calm, focused and decent under that pressure.
The For You page explains Stoicism in plain English, introduces Marcus Aurelius, Seneca and Epictetus, and shares his favourite quotes. It also has 62 short lessons in six groups, from mastering yourself to dealing with difficult people, each readable in a few minutes.
He is open about where much of it comes from. A lot of what he has learned about Stoicism comes from the writer Ryan Holiday, and Ned credits him on every page. He put the lessons there for you, and also for himself, so he can keep learning.
I've never read the Stoics. Where would Ned tell me to start?
Start small. On the For You page, Ned suggests beginning with the Four essential rules of Epictetus: focus only on what's in your control, put every thought to the test, grab things by the right handle, and choose not to take offence. It takes a few minutes to read, and it covers the heart of Stoic thinking.
Then try three simple habits for a week. Each morning, ask what is in your control today. Before a big day, think through what could go wrong and decide how you'll respond. Each night, ask yourself three questions: What did I do well? Where did I fall short? What will I do better tomorrow?
If you want to go further, his reading list has five books:
Meditations by Marcus Aurelius;
Letters from a Stoic by Seneca;
the Discourses and Enchiridion of Epictetus;
The Daily Stoic by Ryan Holiday and Stephen Hanselman;
The Obstacle Is the Way by Ryan Holiday.
The Daily Stoic is an easy way in, with one short reading a day. Meditations is the one people come back to for life.
I struggle with pressure at work. How does Ned use Stoic habits day to day, and could they help me?
Ned has spent his life in high-pressure settings: elite sport, CEO roles, capital raises and chairing a national sporting body through a turnaround. Stoicism is one of the ways he stays calm and clear, and he shares the habits he finds most useful on his For You page.
There are three to try. Start each morning with one question: what is in my control today? Put your energy there and let the rest go. Before a big day, rehearse the hard parts. Seneca pictured what could go wrong before it happened, so that very little caught him off guard. And review your day each night with three questions: What did I do well? Where did I fall short? What will I do better tomorrow?
They help with pressure because most stress comes from things we can't control: other people's opinions, the economy, what has already happened. The Stoics teach you to notice that and bring your attention back to your own choices and actions.
The For You page also has a group of lessons called "Keep your cool", including This is what I trained for and Let go of anxiety. They take a few minutes each.
I like reading. What has Ned written, and where can I get his book?
Ned's book is Game Plan Marketing, published in 2013. It is a practical guide to branding and marketing for small to medium sports organisations that want to do more with a smaller budget. It sets out a simple five-step approach to building a strong brand message, putting good marketing systems in place and finding new revenue.
He wrote it after 12 years working for and leading sports organisations. As he puts it: "Over the years I discovered many sports organisations have great products, but their marketing sucks. I wanted to give them practical advice to help build viable, sustainable businesses that serve their communities."
You can get it on Amazon here: Game Plan Marketing on Amazon.
Ned also writes on his website. The For You page has his thoughts on Stoicism and 62 short lessons for everyday life. The Writing and Family History page tells the Coten family story. Most of his writing comes back to the same idea: having a game plan for life, and bringing in the people and ideas to help you carry it out.
I run a small sports club on a tight budget. Is Game Plan Marketing still relevant to me today?
Yes. In fact, small clubs on tight budgets are exactly who Ned wrote it for. Game Plan Marketing is aimed at small to medium sports organisations that want to punch above their marketing weight on a smaller budget.
It was published in 2013, so some of the channels have changed. Social media has grown, and tools like AI didn't exist in the same form. But the book is about the basics, and those haven't changed. It sets out a simple five-step approach: develop a clear and compelling brand message, put effective marketing systems in place and find new revenue opportunities. Every club still needs to know what it stands for, who it is talking to and how it will pay its way.
Ned wrote it because he saw how many sports organisations had great products but poor marketing. He wanted to give them practical advice to build viable, sustainable businesses that serve their communities. That problem is as common in community clubs today as it was then.
You can get the book on Amazon. If your club wants help putting it into practice, Ned's email is [email protected].
I'd like copies of Game Plan Marketing for my team or members. Can I buy it in bulk?
The easiest way to get Game Plan Marketing is through Amazon, here: Game Plan Marketing on Amazon. Individual copies can be ordered there at any time.
For larger numbers, for example copies for your board, staff, club committees or members, email Ned directly at [email protected]. Let him know how many copies you're thinking of, who they're for and when you need them, and he'll tell you what's possible.
If you're buying copies for a group, it's worth thinking about how to get the most from them. The book is designed to be practical, with a simple five-step approach to brand messaging, marketing systems and finding revenue. It works well as the basis for a committee discussion or a planning day.
Ned can also help bring it to life. He speaks and runs workshops on marketing and the business of sport, so a session built around the book's ideas and your organisation's real challenges is an option. Mention it when you write if you'd like to explore that.
Either way, he's always pleased when the book helps a sports organisation build a stronger, more sustainable future.
I saw Ned writes about his family history. What does he know about where his family came from?
Quite a lot about one side, and very little about the other. His mother, Meg Coten, spent many years compiling information about her side of the family. That includes her own life story: growing up on the family farm, working in radar operations during World War 2, travelling in Europe after the war and bringing up her family in Australia's outback. Ned calls it an amazing life story and is grateful for what she passed on.
His father's side is mostly a mystery. His father, John Francis Coten, passed away when Ned was five. He had lost touch with his family in the UK, and Ned knows almost nothing about them, other than that his grandfather served in the British Army.
That is why the family story is on his website. It keeps his mother's work available to anyone who wants it, and it is an open invitation. If you know anything about the Coten family in the UK, or about John Francis Coten, Ned would love to hear from you. You can email him at [email protected] or use the link on the Writing and Family History page.
I may have information about Ned's father's family in the UK. How do I share it with him?
Ned would love to hear from you. He knows almost nothing about his father's side of the family, so even a small detail could matter.
His father was John Francis Coten. He passed away when Ned was five and had lost touch with his family in the UK. The one thing Ned knows is that his father's father served in the British Army.
The easiest way to share what you know is to email [email protected]. You can also use the "Share information about the family" link on the Writing and Family History page.
It helps to include:
How you're connected, or how you came across the information.
Any names, dates and places you have, such as births, marriages, army service records or addresses.
Where the information comes from, for example family papers, a family tree website or public records.
Whether you have photos or documents you'd be willing to share.
Don't worry if your information is incomplete. Ned would rather check than miss a lead. His mother, Meg, spent years recording her side of the family story, and he hopes one day to do the same for his father's.
I'm ready to talk. How do I get in touch with Ned about mentoring, speaking, a board role or an investment?
The best way is email: [email protected]. Ned reads his own email, so a clear note goes straight to him. Say who you are and what you have in mind.
A few tips help him reply quickly. Put the topic in the subject line. His website uses these: "What's next" for Masters athletes and founders, "Masters pilot" for sporting organisations, and "Your board" for board and chair roles. For speaking, include the date, the audience and what you'd like people to leave with. For a board or advisory role, send a short note about the organisation and the role. For an investment, describe your business and what you have in mind.
You can also connect with him on LinkedIn. If you do, add a short note to your invitation saying who you are and why you'd like to connect, as he generally doesn't accept invitations without one.
Ned's phone number isn't published. He prefers email for first contact, and you can arrange a call from there. If you're not sure which topic you fall under, just write to him and explain. The first step is a conversation, not a contract.
I think Ned could help me. What's the best next step I can take today?
Send him a short email at [email protected]. It takes five minutes, and it's the quickest way to find out whether he can help.
Start by working out which group you're in, and use the matching subject line:
"What's next" if you're a Masters athlete or founder asking what comes next.
"Masters pilot" if you're a sporting organisation wanting to grow Masters participation.
"Your board" if you're a board or founder looking for a chair or adviser.
For speaking, include the date, the audience and what you'd like people to leave with. For an investment, a few lines about your business and what you have in mind.
In the email, say who you are, what's going on and what you'd like from him. Keep it brief and be specific about the ask.
If you're not ready to email yet, there are two smaller steps. Connect with him on LinkedIn with a short note, or read a lesson on his For You page.
Whichever you choose, there's no pressure and no commitment. The first step is a conversation, not a contract.
What should I put in my first email so Ned can quickly tell whether he can help me?
Keep it short and specific. A good first email is five or six sentences, not a long pitch. Cover these points:
Who you are, in a line or two: your name, your role and your organisation.
What's going on: the situation, challenge or opportunity you're facing.
What you'd like from Ned: mentoring, a talk, a board or advisory role, an investment or simply advice.
Any timing that matters: an event date, a board meeting or a deadline for a raise.
A link where he can learn more, such as your website or LinkedIn profile.
A clear subject line helps too. His website suggests "What's next", "Masters pilot" or "Your board", depending on why you're writing.
What to leave out: long attachments, confidential documents and anything you wouldn't want forwarded. If Ned wants more detail, he'll ask.
The most useful thing you can do is be clear about the ask. As one of his favourite sayings puts it, the world rewards the specific ask and punishes the vague wish. Send it to [email protected].
How long should I expect to wait for a reply, and what if I don't hear back?
Not long. Ned reads and answers his own email, and he replies as quickly as possible, generally within 24 hours. Replies come from him personally, not from an assistant.
Occasionally it may take a little longer, for example when he is travelling overseas for work or competing at a tournament. If your email is time-sensitive, such as a speaking date or a board deadline, say so in the subject line, so he knows to look at it first.
If you haven't heard back within a few days, a short, polite follow-up is welcome. Reply to your original email so he has the context, and add a line saying you wanted to make sure it reached him. Emails do occasionally go astray or land in a spam folder.
If he isn't the right person for what you need, he'll tell you rather than leave you waiting, and he may suggest someone better placed to help. You can also connect with him on LinkedIn, with a short note, as a second way to reach him.
What actually happens in my first conversation with Ned?
The first conversation is about understanding you and seeing whether Ned can help. It is relaxed, honest and practical, not a sales pitch. It might be a phone or video call, or a coffee if you're both in Melbourne.
Ned will mostly listen at first. He'll want to know who you are, what you're working on, what's going well, what isn't and what you want to happen next. He asks good questions, and some of them may make you think harder than you expected.
Then he'll give you his honest view. That might be a first thought on the issue, a suggestion of where to start or the name of someone you should talk to. If he thinks he can help, he'll say so and suggest what working together could look like. If he doesn't think he's the right person, he'll tell you that too, kindly and clearly, and point you somewhere better.
Either way, you should come away with something useful. You won't be asked to sign anything, and there's no pressure to commit. The idea is simple: the first step is a conversation, not a contract.
Ned holds so many roles at once. Would he really have time for someone like me?
It depends on what you need, and Ned will tell you straight. He has a full calendar: EngageRM, the Confederation of Australian Sport, World Masters Games 2029, FIBA and his own businesses. He won't pretend otherwise, and he doesn't take on everything that comes his way.
What he does make time for is people who are serious about doing the work. Mentoring and helping others are part of how he lives, not an add-on. He has been fortunate in life and believes in paying it forward, and he has mentored athletes, executives, directors and chairs for many years.
The best way to find out is to ask. Send him a short email at [email protected] saying who you are and what you have in mind. If he can help, he'll say so and suggest what that could look like. If he can't, he'll tell you, and he will often point you to someone who can. Either way, the first step is a conversation, not a contract.
I want to know if I'm the right fit. What kinds of people does Ned usually work with?
Ned works with three groups of people.
The first is Masters athletes and founders who have built something and are asking what's next. You might be finishing a playing career, stepping back from a business or simply wondering what the second half of your life should look like. Ned has made that move himself and still competes.
The second is sporting organisations that want to build a sport for life. If you want to keep people playing, volunteering and belonging long after their elite days, Ned can help you grow Masters participation without adding to your team's workload.
The third is boards and founders looking for a chair or adviser who will back them and hold them to account. Ned has led capital raises, taken a business into the US and UK and helped turn around a national sporting body.
What the three groups share is a willingness to do the work. Ned is a good fit for people who value honesty, preparation and contribution. He is not the right person if you want a quick fix, a guaranteed result or a well-known name on your letterhead.
Is Ned's website just selling paid services, or is there something useful on it for me?
There is plenty on it that is free and useful, and nothing on it asks you for money. The site doesn't sell packages or list prices. Its main purpose is to explain who Ned is, what he does and how to start a conversation with him.
The most useful page for many visitors is For You. It has Ned's thoughts on Stoicism in plain English, his favourite quotes, three simple habits to try this week, a reading list and 62 short lessons for everyday life. Each lesson takes a few minutes to read and ends with something to try today.
You'll also find details of his book, Game Plan Marketing, ready-to-use bios for event organisers and media, and the Coten family history. If you want to know about his career, the Boards, Business and Sport pages set it out clearly.
There is also an AI assistant called Sierra, who can answer questions about Ned at any hour. If you want to go further, the next step is simple: send Ned an email at [email protected].
I want to grow my network in sport. Who might I meet through Ned across clubs, the NBA, FIBA and national federations?
Ned has spent more than 40 years in sport, and his network is wide. It includes basketball clubs and leagues in Australia, from the NBL to State Leagues, and people across Basketball Australia and the state associations. Internationally, he has strong contacts at FIBA, in the NBA and in many national federations.
Through EngageRM, he works with teams and leagues across the NBA, NFL, MLB, the Premier League and the AFL. Through the Confederation of Australian Sport, he knows the leaders of many national sporting organisations, as well as people in government at all three levels. As a Director of World Masters Games 2029, he works with event organisers and international Masters sport.
Ned is generous with introductions, but he makes them carefully. An introduction works when it helps both people, so he'll want to understand who you are and what you're trying to do before he connects you with anyone. That protects his contacts and makes the introduction more useful to you.
The best way to start is to build a relationship with him. Connect on LinkedIn with a short note, or email [email protected] to say who you are and what you're working on.
Once we're working together, will Ned introduce me to the right people in his network?
Where it helps you, yes. Ned is generous with introductions and enjoys connecting people who can help each other. His network spans clubs and leagues in Australia, FIBA, the NBA and many national federations, teams across the NFL, MLB, the Premier League and the AFL through EngageRM, national sporting organisations and governments through the Confederation of Australian Sport, and business contacts built over more than three decades.
He makes introductions carefully, though. An introduction is only useful if it is right for both people, so he will want to understand what you need and be confident the connection makes sense. He also protects the people in his network, which is part of why they take his introductions seriously.
When he does connect you, he'll usually explain clearly why he thinks you should talk. After that, it's up to you to follow up promptly and make the most of it. A quick note back to Ned on how it went is always appreciated, and it makes the next introduction easier.
Introductions aren't a promise of business or funding. They are a door opened. What happens next depends on what you bring to the conversation.
Can I speak with people Ned has mentored or chaired with before I commit?
It's a sensible request, and Ned understands why you'd ask. The people he works with are usually experienced and careful, and they often check references before making a decision.
You can start with what's already public. His website includes comments from people who have worked with him, including Chris Carroll, Marketing Director of Medibank Private, who has known him for over 25 years, and Andrej Lemanis, former Head Coach of the Australian Men's Olympic Basketball Team. His LinkedIn profile carries further recommendations from people he has worked with.
For a significant role, such as a board appointment or a long-term mentoring arrangement, it's reasonable to ask Ned whether he can put you in touch with someone directly. He will need to check with them first, as he respects their time and privacy, and mentoring conversations in particular are private. Where it makes sense, he can usually suggest someone suitable.
You may also find you have contacts in common, especially in sport or business in Melbourne. Ask them too. The best way to raise it is in your first conversation. Email [email protected].
If I share my business or personal details with Ned, will they stay confidential?
Yes. Ned treats what people share with him in confidence. Discretion is part of how he has worked for decades as a chair, director, investor and mentor, where he regularly hears sensitive information about organisations and people. He won't pass on your details or discuss your situation with others without your permission.
There are a couple of sensible steps you can take as well. Don't send highly sensitive material, such as detailed financials, legal matters or personal records, in a first email. Share the outline first, and the detail once you've agreed how you'll work together. If you'd like a formal confidentiality or non-disclosure agreement before sharing commercial information, just ask. That's normal for board and investment discussions.
Ned is also open about possible conflicts of interest. Because he is involved with EngageRM, the Confederation of Australian Sport, World Masters Games 2029 and other businesses, he will tell you up front if he has an interest that touches yours, so you can decide what to share.
If you have any concerns about confidentiality, raise them in your first email to [email protected], and he'll talk them through with you.
Is there anything I should read before my first conversation with Ned?
Nothing is required, but a few minutes of reading will help you get more out of the conversation.
Start with the page on his website that matches why you're getting in touch. Boards and Leadership covers his board roles and what he has helped achieve. Business and Investments covers his ventures and interests. Basketball and Sport covers his playing career and his work in the game. Speaking covers his topics and how he works with event organisers.
If you're interested in how he thinks, read his For You page. It explains the Stoic ideas he lives by, and the Four essential rules of Epictetus is a good short read.
If marketing is on your agenda, Game Plan Marketing sets out his approach. His LinkedIn profile shows what he's working on now.
The most useful preparation, though, is about you rather than him. Before you talk, jot down what's going on, what you want to happen next and the questions you'd most like help with. Ned prepares properly for conversations, and he appreciates it when the people he meets do the same.
I'm on LinkedIn. Can I follow Ned there?
Yes. Ned is active on LinkedIn, where around 11,000 people follow him. You can find him at linkedin.com/in/nedcoten.
He posts and shares news on the things he works on: EngageRM and its clients across sport and entertainment, Australian sport policy and the case for sport speaking with one voice, Masters sport, World Masters Games 2029 in Perth, and basketball in Australia and around the world. It is a good way to keep up with what he is doing and thinking.
Following him is open to anyone. Connecting is a little different. Ned welcomes connections from like-minded people, but he generally doesn't accept invitations from people he doesn't know unless they include a short note. His website suggests a simple one: "Hi Ned, I found your website and thought I'd take you up on connecting. I'm interested in… (a sentence on why we should connect). Thanks, YOUR NAME".
If you want to talk about working together, email is still the best way to reach him: [email protected].
I'd like to connect with Ned on LinkedIn. What should I write so he accepts my invitation?
Add a short, personal note. Ned welcomes connections from like-minded people, but he generally doesn't accept invitations from people he doesn't know unless they include one.
His website suggests this simple version:
"Hi Ned, I found your website and thought I'd take you up on connecting. I'm interested in… (a sentence on why we should connect). Thanks, YOUR NAME"
The sentence in the middle is what matters most. Be specific. For example, you might say you're a Masters basketball player, you work in sport technology, you sit on a sporting board, or you read Game Plan Marketing and found it useful. If you've met him or have a contact in common, mention it.
A few things to avoid: don't send a blank invitation, and don't open with a sales pitch or a request for a meeting. Build the connection first.
You'll find him at linkedin.com/in/nedcoten. If you want to talk about working together, email is still the best route: [email protected].
I'm visiting Melbourne soon. Can I catch up with Ned in person?
Possibly. Ned is based in Melbourne and enjoys meeting people from sport and business, especially those visiting from interstate or overseas. Whether he can meet depends on his diary, which includes board meetings, travel and his own businesses, so it's worth getting in touch well before you arrive.
Email [email protected] with your dates in Melbourne, who you are and what you'd like to talk about. Be specific. "I'm in Melbourne from 12 to 15 March and would value 30 minutes on how to grow Masters participation in my association" is much easier to say yes to than "Let me know if you're free for a coffee".
If an in-person meeting doesn't work, a video call before or after your trip is a good alternative.
If you're in town for sport, Melbourne has plenty to offer, from the MCG to the city's busy basketball scene. Ned may be able to suggest a game or event worth seeing while you're here.