Well, after 36 years of marriage she has gone and so has the policy. In its place, Mr Bradley says he is a new man - reborn, even.
He is the first to admit to the dramatic change his life has undergone since separating from Ruth Bradley.
Two years on, his expectations of being single have not been met.
"I had a view in my head of how that was going to look. It turned out it didn't look like that at all. It looked fairly nice.
"I started to grow as a person. Do some new stuff, experiment and find new things to do. It was almost a rebirth." He said he was happier, had sought psychological help for his life-long stutter and was learning to enjoy his wealth.
"The funny thing is, I've had a bit of a life-changing couple of years. Up until a couple of years ago, I never thought of myself as being successful."
And, although he is seeing someone, he has also discovered what it is like being single.
"I have definitely become more attractive as I've become richer."
The 2011 NBR Rich List put Mr Bradley's wealth at $80 million. He says he always looks at the Rich List when it comes out - then laughs about how they got it wrong.
The money helped to build the $30 million Coatesville mansion known as "the Chrisco house". Mr Bradley is now landlord to Kim Dotcom, with the house now named Dotcom Mansion.
The sprawling house was a marker for success.
"When you're born in England, if you're ambitious, then you want what the aristocracy have. You want the Roller, or the Bentley or the Aston Martin. You want the country house.
"It would have been much easier to have moved back to England to buy one for probably far less than I paid to have one built."
The panic room, of which much was made after the Dotcom raid, was a "secret room" built into the house. It was there because, says Mr Bradley, big country houses have secret rooms.
There are also secret tunnels and bookcases which disguise hidden doors. "It is pretty easy, when you can afford anything you want, to go down this route."
The "rebirth" had also led him to understand he had done well in life. In the past, he would read Sir Richard Branson's book, or ponder Bill Gates' success, and use that to drive him on.
"I would think, 'God, I've got such a long way to go on this journey'. It is only when something happens that makes you pause and think that you realise how lucky you are."
The help he has sought for his stammer is also part of a growing understanding. "I'm actually seeing somebody now who specialises in dealing in the psychological reasons why stammerers stammer, which is all about low self-esteem."
He said he wasn't expecting to reach a phase where he didn't have a stammer. "I think there will be a time where I don't care."
Mr Bradley, now living in Sydney, had withdrawn to the board of Chrisco. He is back embedded in the mechanics of the business.
As he prepares to launch Chrisco's model across the entire year, he spoke of a persistent irritation that the company continued to attract criticism.
The Commerce Commission fined it $175,000 for misleading some customers over cancellation fees for its hampers.
Mr Bradley said commission staff were people in their 30s who thought their role "is protecting poor people against me".
But he said he understood his customers' needs, having grown up poor in England, then living in New Zealand as a dad-of-four on the dole after getting cleaned out in the 1987 crash.
He said executives he had previously hired had struggled to understand Chrisco's customers.
"They never understood how people were living week by week. I think I do understand. I haven't forgotten what it is like to live week by week. I am the customers' biggest advocate."
The Chrisco business allows customers to "lay by" food, toys and other items for Christmas. The idea is that by December, families without much money have the sort of Christmas they couldn't afford in one payment.
He said his mylayby.co.nz website allowed the company to expand the Chrisco model to offer goods "the whole year around". Shoppers could now save for anniversaries, birthdays or other events.
He admitted the firm charged more for goods than they cost in shops. "We charge slightly more ... because our overhead factor is obviously higher."
It seems as if he would know the overhead in fractions of cents. The multi-millionaire gets so close to the business detail he listens to staff phone calls and reads their emails.
Mr Bradley said he insisted on reading every email in and out of the Australian arm of the new "mylayby" business. He wanted to understand how it was presenting itself to consumers and to see feedback first hand.
He said he took a similar approach with the customer call centre in New Zealand. He copies calls on to CDs and plays them as he drives in the Bentley.
He went through a phase where those he had hired urged him out of the daily running of the business and on to the board. It kept him at arm's length and built a case for the business building value - if he wanted to sell it - by showing it worked without him.
Well, he's back to stay. "Why would I sell it? It is my toy, my hobby, it is what I do."
