A period of significant change is underway within New Zealand Rugby (NZR), marked by the departure of long-serving General Manager of Professional Rugby and Performance, Chris Lendrum, and a restructuring of the organization’s high-performance leadership. Lendrum’s exit, announced on , after 20 years of service, is the latest in a series of personnel changes following the departure of CEO Mark Robinson last year and high performance manager Mike Anthony more recently.
Lendrum will conclude his executive role at the end of May, but will remain involved as a consultant on key professional rugby projects through the end of 2026. His departure coincides with a broader strategic shift at NZR, prompted, in part, by recent underperformance of New Zealand’s national teams – most notably the All Blacks, who suffered a historic defeat to South Africa in .
The role Lendrum occupied is set to be dissolved, replaced by two new positions: a High Performance Director and a Chief Rugby Officer. This restructuring signals a desire for a more focused approach to achieving success at the international level, according to interim CEO Steve Lancaster. Recruitment for the High Performance Director role will begin immediately.
Lancaster, who will transition into the newly created Chief Rugby Officer role once he steps down as interim CEO, emphasized the need for a clear strategic focus on national team success. “Our refreshed strategy has a clear focus on our national teams consistently winning, supported by strong performance pathways for players and coaches. As an organisation, we need to ensure we are set up to deliver this,” he stated.
Lendrum’s two decades with NZR saw him play a pivotal role in shaping the modern professional game in New Zealand. He joined the organization 20 years ago and rose to a position of significant influence, serving on the NZR Executive since 2020. His responsibilities encompassed men’s and women’s high performance, national tournaments and competitions, professional player management, and the Super Rugby Clubs.
During his tenure, Lendrum was instrumental in securing and retaining key players in an increasingly competitive global market. He also spearheaded significant investment in women’s high performance programs, and navigated the challenges presented by the Covid-19 pandemic, ensuring the continuity of professional rugby in New Zealand. He specifically highlighted his pride in leading the organization through the Black Ferns culture and environment review in 2021, which laid the groundwork for their subsequent Rugby World Cup victory.
However, the recent struggles of the All Blacks, Black Ferns, and New Zealand’s under-20s team provide context to Lendrum’s achievements. The All Blacks, currently ranked second in the world, experienced three losses in 2025, including the aforementioned defeat to South Africa. The Black Ferns, while successful in some areas, have faced their own challenges, and the under-20s team has also struggled to consistently perform at a high level.
Lendrum acknowledged the mixed results during his time with NZR. “Together, we’ve seen plenty of success, although sometimes we haven’t achieved goals that we and the country all wanted so dearly,” he said. He expressed optimism about the future, stating, “As international rugby becomes increasingly competitive and complex, NZR now requires a singular focus on driving the success of our Teams in Black. I’m excited for their future.”
The changes at NZR come at a critical juncture for New Zealand rugby. The dismissal of Scott Robertson as All Blacks head coach in January further underscores the organization’s determination to revitalize its high-performance program. The appointment of a new head coach, alongside the High Performance Director and Chief Rugby Officer, will be crucial in shaping the future direction of the All Blacks and other national teams.
The restructuring also reflects a broader trend in international rugby, where national governing bodies are increasingly focused on optimizing their high-performance structures to compete effectively in a globalized and increasingly demanding sporting landscape. The emphasis on a singular focus on national team success suggests that NZR is prioritizing results at the highest level, even if it means making difficult decisions and undergoing significant organizational change.
The new structure, with its dedicated High Performance Director and Chief Rugby Officer, aims to provide greater clarity of leadership and accountability within NZR. By separating the responsibilities previously held by Lendrum, the organization hopes to streamline decision-making and ensure that resources are allocated effectively to support the performance of the national teams.
The coming months will be pivotal for NZR as it navigates these changes and prepares for the challenges ahead. The success of the new structure will depend on the quality of the appointments made to the High Performance Director and Chief Rugby Officer roles, as well as the ability of the organization to foster a collaborative and high-performance culture.
