Get to know your CEO: John Melluish on the future of ARITA and the insolvency profession

10/03/2026

New CEO John Melluish brings 40 years of insolvency experience to ARITA. A "root and branch" legislative review remains central to his mission to ensure the profession remains efficient and value-driven, while also aiming to embed ARITA as essential infrastructure through enhanced education and technical resources.

The Australian Restructuring Insolvency and Turnaround Association recently welcomed a familiar face as its new Chief Executive Officer. John Melluish, a veteran practitioner with four decades of experience, has stepped into the role at a pivotal time for the industry. His appointment marks a return to an organisation he once led as President, but this time from the executive chair. In a recent interview with ARITA, John shared his journey from a firm cadet to CEO, his vision for legislative reform, and his call for members to become active advocates for the profession.

The path to leadership: From cadet to CEO

John’s career parallels the insolvency landscape’s evolution in Australia. Starting as a cadet at BO Smith and Son in 1985, he joined the growing Ferrier Hodgson in 1987, just as the stock market crashed and the explosion of insolvency work that came as a result of the recession we had to have in the early 90’s. John then became a partner at the firm by the age of 30, during an era when the ‘Big Four’ and a handful of specialist firms dominated the field.

John’s history with ARITA – formerly the Insolvency Practitioners Association (IPA) – runs deep. He joined the New South Wales committee as a young practitioner, eventually becoming President of the Association at just 37. After years on the tools and a stint as Treasurer of INSOL International, Melluish sought a new challenge that would leverage his extensive network and technical expertise.

“The ARITA CEO role would draw on all of the skills and the relationships that I have built up over 40 years, but at the same time the role itself is something new and challenging,” John noted.

When describing his leadership style, John identifies as a pragmatist who balances decisiveness with collaboration.

"I think people can fall into two categories; they either try and lead by committee or lead by strength and direction. I think I sit between those two styles; I would say that I'm someone that can get things done, but I'm also conscious of bringing people along for the journey, which is important for this role and for the fact that I report to a Board."

The "Root and Branch" mandate

John identifies the current legislative framework as both the greatest opportunity and the most significant risk facing the profession today. His primary agenda is the comprehensive "root and branch review" required of the legislation which has not been significantly amended since 1993. He argues that decades of "tacked on" amendments have created a system that no longer gels and fails to account for current circumstances.

"Over a five-year period, to have the review, build the legislation, and implement it would be a wish," he explained. Simultaneously, he acknowledges the risk that government priorities may stall such progress.

"It's one thing that's completely out of my control, because if the government sees that this isn't something that's going to win them an election, then we're not going to see any change,” John adds.

However, the risk of inaction is that the profession could be "done out of a job" by its own regulatory burden. He warns that an inefficient, document-heavy environment erodes trust and value.

"If we keep treading water in legislation that doesn't work, then we'll end up charging a lot of money and not deliver the outcomes that people expect… Companies, rather than go into liquidation, will just die without investigation, which is not good for anyone".

Serving the membership: A shared responsibility

To remain relevant and supportive to members, John believes ARITA’s evolution must be centred on proving its value as essential professional infrastructure. He views education, events, and technical precedents as the core of the association’s service delivery. He is particularly focused on making membership a seamless journey from student to professional, with a goal of adding 300 members over the next three years.

In this context, John encourages firms to consider how they support their own staff’s professional affiliations.

"Most firms at the moment will say, 'We only pay one membership,' and that might be their CAANZ or their CPA or their law society. We need to provide the services that make membership a 'must have' and keep hold of people from when they start as graduates doing the Introduction to Insolvency Program, to the Graduate Diploma, to obtaining their relevant registrations, and throughout their career," John states.

He emphasises the cost-benefit of ARITA’s resources, saying, "If I'm selling a precedent to a practitioner at $600 a year and that represents less than an hour of their time, that must be value."

"We will price things in a different way to the way we have done before, and that will hopefully increase our revenue, but at the same time, those practitioners need to acknowledge that what I'm getting back is a good product at a very good price".

Beyond the financial relationship, and in alignment with recent messaging from the industry regulators, John calls for a cultural shift toward greater integrity, and vocal support for the association. He reiterates that being a registered liquidator or trustee is a "privilege and a great responsibility," and expects practitioners to conduct themselves accordingly.

While acknowledging there is a “great expectation” for change under his leadership, and a clear directive to modernise the legislative landscape and position ARITA as a trusted partner for insolvency professionals, John also insists that the Association’s success depends on the engagement of its members: "In expecting big things, people need to do their bit as well. That might mean that I need people to become cheerleaders for ARITA. The people that are already somewhat engaged, get out there and really spruik what's going on here and what the benefits are".  

For ARITA’s new CEO, the goal is clear - support the modernisation of Australia’s insolvency framework while strengthening ARITA’s role as a trusted partner for insolvency professionals across the country.