These days it’s about authenticity. You’ve got to act with integrity and deliver what you say you will deliver, and you need to be able to collaborate effectively. It’s not about who talks the loudest, but who listens the best.
Jeremy Clarke-Watson
When it comes to inspirational Dilworth Old Boys, it’s hard to look past Jeremy Clarke-Watson, a proud Dilworth student, Class of 1990, and now an accomplished international diplomat and public servant.
In the 35 years since leaving school, Jeremy’s remarkable career has taken him across the globe – from Saudi Arabia, Vietnam, and the United Arab Emirates to the UK and USA – where he served in a range of influential leadership roles.
Now back on home soil, Jeremy is preparing to step into one of the country’s most significant public service positions: Deputy Chief Executive, National Security, Risk and Resilience at the Department of the Prime Minister and Cabinet (DPMC). Jeremy will also be New Zealand’s Deputy National Security Advisor. It’s a big responsibility, but as he told Year 11 students during a recent visit to the school, the strong foundations laid at Dilworth have equipped him well for even the greatest challenges.
“At Dilworth, I learned how to communicate with different people from different walks of life; this has been integral to what I do daily. Knowing how best to communicate is vitally important in any role,” he says. “It is also important to give without expecting praise”, another value he says that comes from his time at Dilworth
Jeremy’s leadership journey began during his seven years at Dilworth - he was Deputy Head Prefect, Head Librarian, Captain of Tyrone House, and leader of football, swimming, and cricket teams. He may not have realised it at the time, but these roles were building an invaluable skillset for the future.
“There are always conflicts in life, challenges and disagreements, tension. Dilworth teaches you how to navigate that. These days, it’s about authenticity. You’ve got to act with integrity and deliver what you say you will deliver, and you need to be able to collaborate effectively. It’s not about who talks the loudest, but who listens the best. You’ve got to be able to listen to what you’re hearing, assess it, analyse it, think about it, and actually come up with some smart solutions.”
It's no small order, but Jeremy is well-prepared for the challenge. Years of study (including a Bachelor of Arts and Law from the University of Auckland and a Masters in Strategic Studies from the Australian National University in Canberra), combined with a career spanning the Ministry of Defence, the Commonwealth Secretariat in London, and two decades with the Ministry of Foreign Affairs and Trade (MFAT), have equipped him with the experience and insight needed to help guide and protect New Zealand’s future.
While this role is not part of any political party, Jeremy is part of the Department of Prime Minister and Cabinet executive leadership team and now leads a staff of around 80. He chairs multiple government boards, advises the Prime Minister and other ministers on key aspects of national security and resilience, and continues to play a role in international diplomacy. Agility, he says, is essential.
“Things change,” he explains. “A year ago, we weren’t predicting 10% or 20% tariffs from America, we thought the war would probably be finished between Russia and Ukraine, and we probably hadn’t anticipated the advances in drone technology that we’re seeing. We hadn’t thought of that stuff 12 months ago, and now all of a sudden, it’s the new way of the world.”
It’s a lot to tackle, but like with any new job, Jeremy says, “you’ve just got to get on with it”. It’s important to remember that execution builds you and gives you a point to strive for.
“The new role is a big learning curve, but you look for really good mentors and really good people who you can talk to. It’s about how you build networks, how you get good advice from people, and how you listen to others who’ve been in that situation. Ultimately, I have to make the decisions and I have to provide the advice, but I can draw on a wide group of people who are smart and clever and who connect as good mentors and guides. You learn to use time effectively and not be a drain on other peoples’ time
“I believe that as a leader, you don’t have to be the expert in everything. You’ve got to be able to synthesize a lot of information, but if you’re going to make your team run effectively, you’ve got to have trust and confidence that the people you’ve got are able to do their jobs. You have to achieve through others, because you can't do it all yourself.”
In a fast-changing world, Jeremy’s career is a reminder that adaptability and lifelong learning are critical tools for success, living proof that the lessons learned at Dilworth– resilience, integrity, and service – can take you a very long way.