Powrsuit Podcast: From Adversity to Authentic Leadership - Bruce’s Journey

Great leadership rarely follows a straight line. It is often shaped by early experiences, moments of dislocation, and the willingness to step into uncertainty rather than avoid it. Kristen Lunman and Natalie Ferguson from Powrsuit sat down with Bruce Pilbrow to discover his journey from a challenging childhood to leading complex organisations across corporate, NGO, and commercial sectors, Bruce’s experiences have fundamentally shaped how he shows up as a leader today.

Early life: Escaping the mould 

Bruce grew up in a household affected by his father’s struggle, which created instability and left lasting emotional impacts, many of which Bruce admits he did not fully process until later in life. As a teenager, he made a conscious decision to move in the opposite direction of what he had experienced at home. At 17, he sought out a church community, not out of religious conviction, but as an act of rebellion and escape. More importantly, it provided something he had not experienced before: belonging. 

"If you can have an opportunity, somebody or something in your life that can just maybe get you to peek around the corner or look ahead, then you can start to see transformation in yourself and in others."

This early exposure to a safe, accepting community planted a powerful belief that would follow Bruce throughout his life, that people are not defined by where they come from, and that transformation is possible when individuals feel seen, supported, and given space to grow. This belief would later underpin his approach to leadership, inclusion, and culture. 

Early career: Playing the game 

Bruce began his career in the fast-paced world of corporate advertising. Like many young leaders, he learned to “play the game”, projecting confidence, suppressing vulnerability, and prioritising performance over reflection. Leadership, he was told, meant having all the answers, never bringing problems to work, and maintaining a strong, almost impenetrable front. 
 
However, this approach came at a cost. Bruce recognised that while he could move fast and deliver results, he often left people behind. Feedback early in his leadership career described him as energetic but difficult to follow, 360 feedback pegged him as “all elbows and heels”. Turn up, fix the problem, disappear. 

This became one of his earliest and most important leadership lessons: progress without people is not sustainable. 

A turning point: Family and choice 

A major inflection came with the birth of his second child. During a period of intense corporate pressure, Bruce and his family were asked to relocate yet again, shortly after buying a home. This moment forced him to confront a fundamental question: Was he willing to continue moulding himself to institutional expectations or was it time to define leadership on his own terms? 
 
He chose the latter. This decision led him away from corporate life and into study, reflection, and eventually the not-for-profit sector. While he briefly explored formal religious training, Bruce ultimately realised that institutions, of any kind were less important to him than impact, change, and humanity. 

Leadership through discomfort 

Bruce’s move into the NGO world marked the beginning of his most formative leadership experiences. At organisations like Parenting Place and the Spirit of Adventure Trust, he led teams through transformation, often in environments where resources were scarce and expectations were high. 

The most effective leaders entering new industries or unfamiliar contexts do not pretend expertise. They ask questions, take learner positions, admit ignorance, and listen deeply. Bruce has a simple 90-day plan for any CEO starting in a new role, it fits on one slide and consists of just one word - listen.  
 
At Spirit of Adventure, Bruce intentionally placed himself in uncomfortable situations, joining crews at sea, taking on junior roles, and openly admitting what he didn’t know. This willingness to be uncomfortable became a defining trait of his leadership. He observed firsthand how growth occurs when people are supported, not rescued, through fear and challenge. 

His philosophy became clear: discomfort, when held safely, leads to transformation. Whether it was teenagers climbing ship masts or employees navigating uncertainty, Bruce learned that leadership is not about removing difficulty but about sitting with it. 

Vulnerability as strength 

One of the most defining evolutions in Bruce’s leadership has been his relationship with vulnerability. Contrary to outdated leadership norms, Bruce came to see vulnerability not as weakness, but as courage, the willingness to have hard conversations, admit uncertainty, and remain present in moments of pain. 
 
He learned that vulnerability must be paired with boundaries and accountability. Authentic leadership does not mean oversharing or losing direction; it means being human while holding clarity of purpose. This balance has allowed Bruce to build strong, resilient cultures rooted in trust. 

Today: Servant leadership in practice 

Now as CEO of Tribe Recruitment Group, Bruce brings the sum of his experiences into a commercial environment. He views his role as not being the smartest person in the room, but as an enabler of others’ success. His responsibility, as he sees it, is to remove obstacles, create clarity, and help people realise potential they may not yet see in themselves.  
 
Bruce’s journey illustrates that great leadership is rarely born from comfort or certainty. It is shaped in moments of challenge, reflection, and choice. By embracing his past, rather than hiding it, Bruce has built a leadership style grounded in empathy, courage, and authenticity, one that recognises that people, not structures or spreadsheets, are the true drivers of performance. 
 
In an era where trust in leadership is fragile, Bruce’s story is a reminder that the most inspirational leaders are those willing to lead as humans first. 

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