Xero

Brisbane
Total Offices: 3
4,500 Total Employees
Year Founded: 2006

Xero Leadership & Management

Updated on August 31, 2026

Xero Employee Perspectives

I try to lead authentically and create an environment where the team feels confident to challenge the status quo, stay curious, and continue to innovate. Collaboration is central to how I work because I believe the strongest results come from the collective power of the team.

Claire Bramley
Claire Bramley, Chief Financial Officer

Xero invests in leadership development through structured programs that equip managers at every stage of their careers with the skills, feedback and support needed to lead effectively. By combining formal training with peer learning, the company helps leaders grow while building a collaborative management culture.

“We have a program in place specifically for leaders in the company called M@X (Managing at Xero). This helps us to grow through not only training but situational feedback from our peer groups. The program has three tiers: one for aspiring leaders looking to take the next step, another for those who just moved into a leadership role and a third for people who have been in leadership for some time. I’ve really enjoyed the situational feedback since it allowed me to realize that managers across very different functions of the business were dealing with very similar employee issues as I was.”

Curtis Wright
Curtis Wright, Regional Director, Central U.S.

What People Are Saying About Xero

  • Strategic Vision & Planning: Leadership has articulated a multi‑year FY25–FY27 plan with clear priorities—“Win the 3×3,” a winning go‑to‑market playbook, focused bets (AI/mobile, ecosystem/API), and an operating model to “Unleash Xero(s).” Subsequent materials, including the FY26 Annual Report and event keynotes, consistently link product direction (e.g., JAX, payments) and Rule‑of‑40 aspirations back to this framework.
  • Open & Transparent Communication: Investor communications are maintained with an up‑to‑date hub, scheduled webcasts, and FY26 results materials, and leadership reiterates the same themes across market releases, annual reports, and keynotes. This cadence makes the direction visible and repeatable to external stakeholders.
  • Adaptability & Agility: The US payments approach evolved from a 2024 BILL announcement to a 2026 Melio‑powered launch, indicating willingness to iterate on the path to a defined end‑state. Strategy is also tied to concrete products and partnerships, making pillars like payments tangible.

Xero's Benefits

Engineering team utilizes pair programming

Implements team-based strategic planning

Open office floor plan to encourage communication and collaboration

Uses an OKR operational model to clearly define goals and priorities

Utilizes an open door policy that encourages accessibility