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Focus on team culture gives business duo the edge

When Erin Maloney was six months pregnant, husband Jared announced he was leaving his job in the meat industry and launching a start-up. Catalyst Fuel Refunds was born soon after, as was son Jack.

The business captured a niche market, with staff and customer numbers growing fast. Being new to business ownership, Jared looked around for options to develop his management skills.

He joined The Icehouse Owner Operator Programme and eight years later, the Catalyst team is still heavily involved with The Icehouse, alongside the couple’s second start-up business Tiny Nation, commercial property interests and a separate entity offering shared services across all businesses.

Anyone operating off-road petrol machinery should know about the opportunities to recoup excise tax for their vehicles. The offering applies mainly to farming and forestry businesses but anyone fitting the criteria can apply. Catalyst makes it a simple process with their bespoke software that integrates with fuel companies and NZTA.

When the business was first born, there were no other agents in the industry with their own software helping business owners to claim refunds so, not surprisingly, Catalyst took off. Jared joined The Icehouse with a view to developing his leadership skills to support him in creating the best team culture as staff numbers grew.

“For me it was about building my skills in finance and administrative processes but also I was managing a wide range of people. We were focused on building the team to get them through the growing pains of being a start-up and we have learnt a lot. Back then, we were working off the smell of an oily rag and we had some challenges but now, we have grown an amazing team.”

Erin was able to join the one-on-one coaching sessions as part of The Icehouse programme. She was fully involved in the strategic development of the business and her focus was always on the people.

“We were starting a family at the same time and so were increasingly aware of the pressure of juggling the work/life balance. It’s been really important for us to look at how to engage people – still with the high levels of accountability – but also inspire them to want to be here and do the mahi as well as having the time they need to spend with their families.”

In 2019 the couple decided to implement a four-day working week for the team. Staff work four days to be gifted the fifth. Jared adds that while the results are great, it’s more rewarding to hear about the extra things people can do for their families on that day off, “like grandparents taking their grandchildren to swimming lessons”.

“We’ve seen a 10 percent improvement in productivity in 20 percent less hours, and an 81 percent reduction in absenteeism, but for us it’s more about the recognition that everyone has a life outside of work.”

General manager Donna Braddock says the four-day working week has seen loyalty to the business grow significantly. “It takes time to recruit and develop a new team member – we want them to stay.”

Donna has also had a dose of The Icehouse, enrolling in the Effective Leadership Programme post Covid-19 lockdown. In the last year Erin has been able to switch her time focus to her new start-up childcare business, Tiny Nation.

“It’s been pretty seamless and from a set-up point of view, having the systems and processes embedded with Catalyst over the years gave me the launchpad for Tiny Nation. While we needed specific early childhood education skills, a lot of the general business functions we already had in-house and were able to share.

“We have team members in Catalyst who have been with us since near the start and they are looking for the next opportunity, so diversifying our business platforms provides points of interest for them that allow us to retain and grow our people across the board.

From my point of view, Tiny Nation wouldn’t have been able to scale nationally as quickly as we have without the shared services resource.”

Erin says having the access to shared resources that a start-up wouldn’t normally be able to afford has planted the seed as to how the shared services entity could help other small start-up businesses.

“That’s a major strength of the whole organisation in that we are always asking, how can we do things better? It’s about working smarter, not harder.”

Trade with China post COVID19

While the Covid 19 pandemic has brought unprecedented uncertainty, it has also demonstrated how we can turn a crisis into an opportunity. The Profit looks into how to grow our export presence with China, despite closed borders.

By Campbell McLean

China’s leading economic indicators point toward economic growth as consumer confidence rebounds into recovery mode. According to official data, China’s GDP grew 4.9 percent year-on-year in the third quarter, accelerating from 3.2 percent growth in the previous quarter. China’s economy is likely to grow about 2 percent this year, according to a recent statement from the Peoples Bank of China (POCB).

China was able to address and control the pandemic earlier than most countries and its recovery should help Hawke’s Bay exporters.

According to China’s National Bureau of Statistics, Chinese consumers increased their spending in August. Online retail sales also expanded over the first eight months of the year, with latest figures for industrial production showing a strong recovery.

B2C e-commerce continued its strong growth as Chinese consumers became more accustomed to shopping online. We also saw Chinese KOLs connect with consumers through use of social e-commerce using livestreaming to sell products online.

China’s rapid modernisation and construction of urban infrastructure continues to surge while new innovations in mobile payments and e-commerce have showed signs of flourishing during the pandemic.

But developing new customer relationships and staying in contact with key trade partners in China remains challenging while borders remain largely closed.

As China rewrites its power dynamics, exporters here in Hawke’s Bay need to prioritise budgets that preserve and boost their lifelines in the China market, especially as international brands begin to face more competition from Chinese brands.

Face-to-face connections and relationship building will remain important. In lieu of that, anyone doing business with China is likely to be connected using the social messaging app WeChat. The app, which has over one billion active users, is more than a messaging tool because it effectively replaces the use of email in China. WeChat allows users to manage mobile payment transactions using the app on their phone and it is used by businesses to draft and send agreements and close sales.

But our need to be engaged and to keep in contact with partners in China goes beyond WeChat. Networking and building a sense of trust remains key to any business opportunity in China.

Ensuring mutual benefit has been important to every trading partnership since the early days of the China Trade. It is easier to build and nurture partnerships when you can share resources, skills and rewards.

Looking ahead, local exporters will need to embrace strategies for digital engagement as a means of keeping track of opportunities and shifts within China’s marketplace.

One of the key trends that New Zealand brands and local exporters need to understand about China is the shift to online has accelerated. China knows that it is doing very well, and consumers are becoming increasingly proud of their own culture and success. China is already two to three years ahead of the rest of the world in use of digital apps. It is already very clear that China’s domestic tourism market will also remain strong at the expense of international travel. Another emerging trend is an emphasis on health, which includes a growing interest in health-related pharmaceuticals and natural skincare products. Covid19 has also heightened food security concerns, which puts local exporters in a good position to promote a Covid-free food chain.

Local food and beverage producers here in the Hawke’s Bay can seize on this as an opportunity to focus on the premium niche mindset and continue to seek new partners and relationships based on an informative decision-making process that includes making it clear who you are, where you are, how good your product is, and how you propose doing business together for a win-win relationship.

This is all part of getting-to-know-you and building a friendship based on mutual trust and respect. Remember, dining out and picking up the tab for your guests is reciprocal, not one way.  If you have enjoyed being hosted in China then make plans now for when you can play host here in Hawke’s Bay, where it is easy to showcase and highlight the region’s key attributes. The time will come when your business partners in China will jump at the opportunity to get on the next plane and visit for themselves.

In the meantime, how can you promote your business to new partners? How can you create or add value to existing relationships? Sometimes that means reinforcing an emotional value as defined by your product story. Make the most of your brand’s local origins and sense of place, highlight the lifestyle attributes of your region, and share positive testimonials from business partners and customers.

It makes sense to continue to do business with China.

China currently accounts for around one third of New Zealand’s total exports. China will continue to outperform and with so many sales channels now converting to online, we need to continue our engagement with customers and seize the opportunity to develop digital strategies and stronger online relationships.

China has over 190 million consumers deemed to be in the upper middle-class bracket who are spoilt for choice. Do we concern ourselves about having sufficient supply to meet demand, or do we focus on creating good stories and building solid reputations around premium brands suitable for the top segment of the China market?

We also need to understand China – its culture and its markets – and how our products and services appeal. This requires two-way engagement. You can’t just show up and expect it to work. That first touch point may need to be online. Exporters in particular need faster access to buyers and more intel on the marketplace.

How do you remain agile and use online engagement to find positions of opportunity?

Two key milestones are approaching that could offer value for local exporters. 2021 will mark the 40th anniversary of New Zealand’s very first sister city relationship between China and New Zealand –– namely between Hastings and Guilin, while 2022 will mark the 50th anniversary of the establishment of diplomatic relations between China and New Zealand. Both events will receive significant publicity, which may provide an opportunity to share your China story with a wider audience.

Seeking out new business opportunities and staying connected with existing trade partners also means making friends with the media and using social media to ensure the public share the same passion that you have for your brand or business.

New Zealand is highly regarded and remains a positive talking point in China. If there is a mutually beneficial story angle in there then talk about it across Chinese media. Good public relations at a time like this will help local exporters buy mindshare and loyalty. It will also help you pivot and navigate an ever-changing landscape in the years to come.

Mastering the plumbing business

Tim had been working as a contractor in Hawke’s Bay before making the decision to move to Port Headland, travelling around the Pilbara in Western Australia, setting up massive infrastructure for satellite mining camps – housing developments for between 2 to 5 thousand people. The money was amazing and the driving eye-opening.

“I covered some huge km’s, often driving 5-6 hours to fix a tap. It was the Australia that you wouldn’t otherwise see – vast desert. It was awesome.”

Coming home in 2012 Tim knew he wanted to set up on his own. He opened an office in King Street in Hastings, with a part-time office person and one other plumber joining him. There was plenty of work and it was hard to know which jobs to take and how to manage the business growth, having had no business management training.

“I went to an event and listened to another owner speaking about his experience with The Icehouse and thought it sounded practical and could work for me.”

Tim was able to access NZTE funding from the Regional Business Partner in Hawke’s Bay which gave him the extra push to get into the local Owner Operator Programme, facilitated by Michaela Vodanovich and incorporating one on one business coaching with monthly workshops and action groups.

“Getting started with The Icehouse, I realised how naïve I was, but I quickly picked up more and more skills from the workshops and the other people on the course. I had been a bit worried about paying

Jay Jay Kettle and Tim Masters at their new offices in Hastings.

for the programme but the funding we were able to access did make a big difference. I started pushing ahead and was gaining clarity as well as momentum so the cost wasn’t an issue – looking back it was a no-brainer – suddenly I was adding another plumber and another plumber.

One of the first things I learnt from the Icehouse was, if you want to be a bigger business then you need to act like a bigger business so we invested in software that could run massive crews, even though at the time we only had a few staff.”

Tim also learnt about the importance of high-quality customer service to the business and what that looks like.

“I know that’s one of the key reasons we are so busy today, together with top notch, quality workmanship – customer service remains our focus.”

Now the business has 10 staff, including plumbers, gasfitters, drainlayers, a digger and truck driver plus apprentices and two office staff in a bigger office in King Street. They cover a mix of commercial and residential services for Hawkes Bay’s top builders and Masters is one of only a few local companies to offer central heating – a feature that many people moving to Hawke’s Bay from Europe can’t be without.

Jay Jay Kettle is the face of the business as the office manager and is taking more responsibility from Tim. A need to understand strategic aspects of the business meant Jay Jay required new skills and management tools. Tim enrolled her in The Icehouse Effective Leadership Programme at the Business Hub, a three month programme of workshops and coaching, to support and develop managers in their individual roles.

Over the last year or so I have been picking up a lot of work that Tim used to do and now I feel like Tim can focus on growing the business and I have the confidence to take on more responsibility, including recruiting staff and dealing with issues that come up.

Learning how to be a better communicator and take positive and different approaches to day to day challenges was valuable and we all learnt so much from each other on the Programme.

Sometimes you think you’re the only one dealing with complex issues but The Icehouse makes you realise you’re not alone.”

For Tim, the chance for Jay Jay to do an Icehouse programme was perfect timing, not only just for the business but also allowing him to plan for some much-needed time-off.

“The leadership training has given Jay Jay a deeper understanding of the business, allowing me to focus on the jobs I need to be across and the big tenders.

“I’ve also got a trip planned to the States later in the year and to be able to leave the country with confidence that everything will be ok is pretty cool – we’ve come a long way.”

Working as a travelling plumber in the Aussie mines gave Tim Masters the experience to manage large scale projects but it provided little guidance through the minefield that is owning your own business.

 

Mastering the plumbing business

Tim had been working as a contractor in Hawke’s Bay before making the decision to move to Port Headland, travelling around the Pilbara in Western Australia, setting up massive infrastructure for satellite mining camps – housing developments for between 2 to 5 thousand people. The money was amazing and the driving eye-opening.

“I covered some huge km’s, often driving 5-6 hours to fix a tap. It was the Australia that you wouldn’t otherwise see – vast desert. It was awesome.”

Coming home in 2012 Tim knew he wanted to set up on his own. He opened an office in King Street in Hastings, with a part-time office person and one other plumber joining him. There was plenty of work and it was hard to know which jobs to take and how to manage the business growth, having had no business management training.

“I went to an event and listened to another owner speaking about his experience with The Icehouse and thought it sounded practical and could work for me.”

Tim was able to access NZTE funding from the Regional Business Partner in Hawke’s Bay which gave him the extra push to get into the local Owner Operator Programme, facilitated by Michaela Vodanovich and incorporating one on one business coaching with monthly workshops and action groups.

“Getting started with The Icehouse, I realised how naïve I was, but I quickly picked up more and more skills from the workshops and the other people on the course. I had been a bit worried about paying

Jay Jay Kettle and Tim Masters at their new offices in Hastings.

for the programme but the funding we were able to access did make a big difference. I started pushing ahead and was gaining clarity as well as momentum so the cost wasn’t an issue – looking back it was a no-brainer – suddenly I was adding another plumber and another plumber.

One of the first things I learnt from the Icehouse was, if you want to be a bigger business then you need to act like a bigger business so we invested in software that could run massive crews, even though at the time we only had a few staff.”

Tim also learnt about the importance of high-quality customer service to the business and what that looks like.

“I know that’s one of the key reasons we are so busy today, together with top notch, quality workmanship – customer service remains our focus.”

Now the business has 10 staff, including plumbers, gasfitters, drainlayers, a digger and truck driver plus apprentices and two office staff in a bigger office in King Street. They cover a mix of commercial and residential services for Hawkes Bay’s top builders and Masters is one of only a few local companies to offer central heating – a feature that many people moving to Hawke’s Bay from Europe can’t be without.

Jay Jay Kettle is the face of the business as the office manager and is taking more responsibility from Tim. A need to understand strategic aspects of the business meant Jay Jay required new skills and management tools. Tim enrolled her in The Icehouse Effective Leadership Programme at the Business Hub, a three month programme of workshops and coaching, to support and develop managers in their individual roles.

“Over the last year or so I have been picking up a lot of work that Tim used to do and now I feel like Tim can focus on growing the business and I have the confidence to take on more responsibility, including recruiting staff and dealing with issues that come up.

Learning how to be a better communicator and take positive and different approaches to day to day challenges was valuable and we all learnt so much from each other on the Programme.

Sometimes you think you’re the only one dealing with complex issues but The Icehouse makes you realise you’re not alone.”

For Tim, the chance for Jay Jay to do an Icehouse programme was perfect timing, not only just for the business but also allowing him to plan for some much-needed time-off.

“The leadership training has given Jay Jay a deeper understanding of the business, allowing me to focus on the jobs I need to be across and the big tenders.

“I’ve also got a trip planned to the States later in the year and to be able to leave the country with confidence that everything will be ok is pretty cool – we’ve come a long way.”

EIT Hastings – a huge hit with students

Tailored to meet student needs, EIT’s newly-located Hastings Regional Learning Centre has become a drawcard for learners since opening ahead of the academic year’s second term.

Light-filled, spacious and welcoming, the new centre exudes inclusiveness, which is encouraging students of all ages and backgrounds to engage in tertiary education.

The relocation to a single-storey building on Heretaunga Street West has also been well-received by surrounding businesses who appreciate the extra foot traffic generated at their end of the downtown shopping strip.

EIT has had a long-time presence in Hastings, initially establishing in 1982 in leased rooms on the corner of Queen and Hastings streets.

More recently, it operated out of the Tower Building in Railway Road. However, as centre coordinator Tania Kupa points out, the first-floor centre put it at somewhat of a remove from pedestrian traffic. Access could also be challenging for less mobile students.

EIT was keen to secure a site that generated more foot traffic, provided better access, was close to public transport and boosted the institute’s public visibility.

The search for a suitable location focused on providing a centre that reflected EIT’s belief that a high quality tertiary education should be available to all.

The existing building was purchased last year and an extensive renovation and refit followed, providing a flexible, largely open- plan layout which is allowing for more collaborative learning and an expanded list of programmes.

Fronting the street is the marketing area, furnished with desks, sofas and iPads so students can, for example, access StudyLink information. A step up to the side of this information hub are interview rooms and administration offices.

Opening off the generous central thoroughfare are several computing classrooms. In these collaborative learning spaces, students can move computers around on wheeled tables to work in groups.

There are also two discrete classrooms, both soundproofed for teaching purposes – one seating 25, which is the maximum number for a programme, and another accommodating 15 students.

Any EIT student, whether enrolled in a programme offered at Hastings or at any other centre or campus, can use the open-plan computer space, which is equipped with 12 computers and a printer.

The all-purpose meeting room was recently used by third-year nursing students to study for their exams.

As at the former centre, retail, computing and business are core programmes that have proven their worth in preparing students moving into the Hawke’s Bay workforce. Horticulture is also a The staple, with students learning hands-on skills at community gardens in the Hastings district.

New to the centre are food and beverage (hospitality), Mãori studies and skincare and makeup.

The three core staff who relocated to the new centre are steeped in EIT’s learning culture and have well-honed people skills.

Tania, for example, has had a lengthy involvement with tertiary education. Walking the talk, she started at EIT as a Bachelor of Computing Systems student in 2001.

She then tutored for EIT as a final-year degree student in 2003, and has since completed a Diploma in Business, the Bachelor of Business Studies and a Postgraduate Diploma in Business.

Last year, she and Lisa Turnbull, the centre’s programme coordinator and tutor for retail programmes, studied the Level 2 Certificate in Te Reo Mãori and this year Tania completed the centre’s 12-week short course in Mandarin.

“I’m a lifelong learner,” Tania says. “I just can’t stop.”

Lisa also is a highly-qualified tutor. Originally with Tairãwhiti Polytechnic based in Onekawa, she has continued in her teaching role since the merger with EIT seven years ago – a total of 16 years.

Tony Martin, the learning facilitator for computing, was one of the first students to work for the EIT community computing programme when it ran in three classrooms in the Hetley Building on the Hawke’s Bay campus.

These permanent staffers are joined by other tutors teaching short courses and a growing list of qualification programmes.

Located at the rear of the building, where a service lane allows for deliveries, the well-equipped training kitchen and customer service area have allowed EIT to add hospitality to its Hastings offerings.

A well-patronised pop-up café runs at the end of food and beverage courses, honing students’ skills in dealing with the public and handling eftpos and cash transactions.

fare is prepared by the students and a sample menu might include pumpkin soup, sausage rolls, butter chicken, beef panini, pork bao buns, quiche lorraine, quinoa salad, savoury scrolls, cream-filled buns and carrot cake.

Pricing is great, with nothing over $6 and espresso coffees costing just $2.

Taught by café service tutor Fliss Pullman and chef tutor Courtney Sanders, the hospitality students learn about food safety and first aid as well as cooking and barista practices.

Hands-on practical experience is also embedded in other programmes. Retail students, for example, are offered placements in stores.

Other offerings that are new for the centre include theory for 25 Level 3 carpentry students, who will proceed to building a cottage on a Maraekakaho site, make-up and skincare, employment preparation and horticulture – fruit production.

“A lot of other organisations are utilising the centre,” says Tania, “and we are able to make rooms available for teaching purpose.”

The centre operates five days a week and is open late on Tuesday and Wednesday nights. The evening hours are attracting students beyond Hastings in suiting those who work regular hours.

EIT sees the centre as a gateway for students who may want to progress to higher-level programmes.

“Would-be students can drop in completed enrolment forms,” Tania says, “and we can check them before sending them on.”

Chief executive Chris Collins says the new centre underscores EIT’s ongoing commitment to serving the needs of communities throughout Hawke’s Bay.

He points out that while Hawke’s Bay’s main campus is in Taradale, EIT’s reach extends well beyond that, into towns and rural settlements throughout the region. Nearly 1800 students study programmes off- site from main campuses, right across Hawke’s Bay and Tairãwhiti, Gisborne region.

Fresh fields approach for local engineering firm

Back in 1998, engineer Scott Field had just returned to Hawke’s Bay from the UK. Having worked for engineering firms in England and Brazil, he was keen to carve a niche in a rapidly expanding local economy. Setting up in Brookvale Road, Havelock North, with a 120-metre2 workshop, Scott asked brother- in-law and engineer Blair Hislop to join him.

Blair had also spent time in Europe, in the automated technology sector, and had returned to the Bay in 2002. Moving location four times over the years to accommodate the growing business, and now occupying 400 metres2 in the Whakatu Industrial Park, Fieldsway has a reputation for harnessing technology and innovating.

They have a discerning customer base requiring products ranging from high-end residential and commercial customised stainless steel bench tops, fixtures and fittings, to solar-powered entrance gates to heavy commercial irrigation systems.

In the last two years, the business has scaled new heights as both Scott and Blair joined The Icehouse Owner Operator Programme, giving them the time and motivation to develop role clarity, implement new processes, build capability in their highly specialised team, and that all-important freedom to work on the business, rather than in it.

Scott and Blair joined the Owner Operator Programme in the summer of 2016. Business had been going well but with several new projects in the pipeline, they both recognised a need to upskill themselves, and their staff, to ensure sustainable growth.

Fieldsway were well known for manufacturing good-looking electronic gates and customised trailers but there were plans toexpandfurther.

“We wanted bigger premises and we were developing a new model for creating high-end stainless steel benches, fixtures and fittings to complement our current work, so we needed to ensure we got this model right first time,” Scott says.

One of the programme workshops focused on leveraging genius and role clarity. This provided the ideal platform for the two owners to nut out who would do what in the future. This included restructuring the organisational design of the business and building a high-performing team.

Planning began for a move from the Thomson Road leased premises to the Whakatu Industrial Park as well as building the capability of specialist designer Mickey Heibner.

“We knew we couldn’t grow the way we needed to without building the capability of our team,” Blair says.

Mickey joined The Icehouse Effective Leadership Programme (ELP), giving him the extra skills and tools to manage the new customer base, which was expanding fast with the arrival of more efficient solar power for electronic gates – the new technology making gates more affordable for business and homeowners.

“Since I did ELP I have become more focused on my roles in the company and more open-minded about how to get the best out of the team with their skills, and it’s given me much more confidence with our clients and the other businesses we are working with on jobs,” Mickey says.

Collaborating with other quality local businesses is creating high-value channels for new business and the Fieldsway team pride themselves on working well with other complementary teams.

“We have an excellent relationship with Rabbitte Joinery when it comes to producing top-end customised kitchen and bathroom benches and fittings, we work with security firm Eastek on the electronic gates and, more recently, Think Water for irrigation work.”

The team had identified a gap in the market for creating heavy-duty water systems for irrigation. Their time in The Icehouse allowed them to step away from the business and get the model right for this work as well.

“We recognised we needed to have a bigger focus on design and project management. Ultimately designing and drawing up the plans has given us a big tick for this kind of work,” Scott says.

“We’re all about the things you can’t buy off the shelf, and we know the design expertise we can provide is going to produce the right finish,” Blair adds.

Ensuring that in-house processes are streamlined is vital, with the large number of varied projects now on the go. Working with The Icehouse programme facilitator and coach Michaela Vodanovich provided the impetus to change to WorkflowMax and online calendars, as well as only focusing on the projects that are adding value to the bottom line.ture

“Everything we do is KPI’d and we analyse where every dollar is spent; on every job we can tell the guys exactly how much time they have to get it finished and that means no stress,” Blair says.

Having moved into their new Whakatu offices in mid-2016, plans are underway to expand the workshop to have a larger bay for stainless work as the demand increases.

A 60-millimetre-thick folded stainless island for a Waimarama beach house has just been completed, another customer has recently requested oversized specialist shower nozzle fittings for an outdoor bathroom at a lake house in Taupo, and Mickey has been brought in to advise on a curved bench top for a Napier Hill kitchen that is nothing short of a work of art.

Commercial kitchens and new juicing factory plants are all being kitted out with stainless steel.

Staff are being retrained to upskill them to be able to work with the new designs, adding to the staff morale.

Both Blair and Scott agree they couldn’t be happier with the team they have built around them.

“We treat staff like family; we are interested in their personal lives, if they need to see a child in their school breakup then they should go. No one seems to want to leave, so we feel pretty good about that and it makes this business an awesome place to be.”

Hub helps fledgling businesses fly

A new Hawke’s Bay Business Hub initiative is connecting established businesses with Hub services and assisting fledgling businesses get off the ground.

‘HUB Connect’ is a three-stage programme to connect businesses with Business Hub services. It’s designed for all businesses to find out more about what help is available here and how best to get started says Business Hawke’s Bay Chief Executive Carolyn Neville.

“The pilot programme was established with funding from Hawke’s Bay Regional Council and Business Hawke’s Bay, and is strongly supported by all Business Hub member organisations. This is the service so many people have been waiting for – it’s designed to make the engagement process with the Business Hub and regional business service providers easier and more effective.”

“So often businesses get given all sorts of contacts but don’t actually know who best to talk to. With HUB Connect we take away the confusion by pointing people in the right direction and help them unleash their business potential.”

Mrs Neville says her team really wants to simplify the process of connecting with the Hub, and with HUB Connect it’s now as easy as 1, 2, 3.

  1. HUB Connect Check-In

The first stage of the programme is the HUB Check-In, which provides well-informed, impartial connections to the people who are the best fit with the businesses’ needs.

Business Hawke’s Bay staff provide a warm welcome and an overview of the services available during a free one-to-one introductory session. After the ‘check- in’ process is completed, businesses are matched with organisations that can offer further support and advice.

Referrals to the programme’s next stage, the HUB Business-Starter, are for those who are new to business or new businesses who do not yet meet the criteria for Regional Business Partner registration, such as being GST registered.

  1. HUB Connect Business- Starter

Last year, Business Hawke’s Bay identified a real need to provide some form of support for people just getting started in business, even if they only had an idea they wanted to explore. A Business-Starter session, the second of the three stages available free of charge, involves a 60-minute meeting to help map out ideas and provide specific information on business basics.

Jacqui Thomas, Business Hawke’s Bay New Business Support says, “There’s various forms of support and advice for people already in business, but nothing much to help people who have an idea but aren’t quite sure how to go about getting started. Now that the HUB Connect Business-Starter programme is underway the enquiries range from people completely new to the concept of running a business, to those who may have already been in business but have a new idea they want to test out with an objective ear, or want more insight into the early steps of getting started in terms of getting the fundamental basics sorted at the beginning.”

“The Business Starter session is an individual one-to-one session tailor-made to meet the needs of the client. For some this is as simple as having a fresh sounding board to bounce the idea around with, for others it covers the basic compliance aspects of structuring your business and what things need to be covered off with various government departments. It is also a great connector into various other organisations and useful portals of information, and there are often plenty of fresh ideas and useful contacts that come out of the session.”

“Potential business owners can tap into the various forms of support and knowledge that is available right from the very start of their business journey. Hopefully this will set them up for their best chance of success or, if their idea needs some tweaking before it can fly, help them to avoid costly mistakes.”

Craig and Simone Stranaghan from Avantogo Tours say they were delighted to be offered a Business-Starter session to help them with their new business venture.

“We went with an open mind, having previously been in business in the building industry. We felt any help we could gain would be of benefit. We really appreciated that our session was funded, as starting up a new business is an expensive exercise.”

“Jacqui really listened to us and provided some great advice. Of particular interest to us was the “speed business dating” sessions, the recommendation to revisit Hawke’s Bay Tourism, a discussion around the importance of social media, a wedding contact and useful booklets about things like Health and Safety. Since our session we have followed up on a number of these points and still have some on our to do list!”

  1. HUB Connect Club

Also on Craig and Simone Stranaghan’s ‘to do’ list is joining the Business Hub’s new business event and training calendar, HUB Club.

Business Hawke’s Bay’s Club Co-ordinator, Tertia Whitcombe, says membership is free for any business and gives access to a range of business-related initiatives.

“The HUB Club’s focus is on ongoing capability building. We provide ongoing support for both start-ups and established businesses through newsletters, events, training workshops, networking opportunities and club deals including member discounts and special offers for professional events.”

Fostering and supporting entrpreneurship

Overall, the ‘HUB Connect’ concept fosters and supports entrpreneurship, as well as growing Maori participation in economic development. It supports Work Area 3 of Matariki – Hawke’s Bay Regional Economic Development Strategy (HBREDS), the goal of which is to identify and support businesses wanting to grow.

Carolyn Neville says Business Hawke’s Bay is the lead agency for multiple Matariki Actions related to business growth and start-up support.

“Collectively the implementation of these Actions through our HUB Connect programme means we can provide accessible business growth services and support to firms across the whole region. Already dozens of people have taken part in HUB Connect and enquiries continue to come in every day through online registrations and referrals.”

“We have scope to support other fledgling businesses in the coming months. If you’ve got a new business underway or you’re in business and would like to find out more about the services available, we would love to hear from you so we can get you started – it’s as easy as I, 2, 3”

To find out more about HUB Connect, check out www.hbbusinesshub.co.nz

 

Farmers Breed Success For Vet Services

For longer than most people in the Bay can remember, animal industry stalwart Vet Services Hawke’s Bay (VSHB) has been ensuring all beasts – from sheep to bearded dragons – get the care they need.

Over the past seven decades, the business has grown from a one-vet practice in CHB to an incorporated business of five practices located in Napier, Hastings, Waipukurau, Dannevirke and Masterton.

“Sixty, seventy years ago you couldn’t get a vet down here,” says business manager Brendan James.

Vet Services Waipukurau

“That was pretty typical for rural areas in New Zealand in the late 40s and 50s, even throughout the 60s and into the 70s. At the time, agriculture science was evolving and vets were only just starting to play a more prominent role in the productivity of farms.”

However, Brendan says CHB farmers saw the value of a good vet early on, with a group of farmers getting crafty in 1949 and forming the CHB Farmers Veterinary Club, where they pooled their resources together to establish the district’s first professional veterinary practice.

“The club members collaborated and contracted a vet to come and live here to service the farms in the area,” he says.

“This was pretty typical of what was happening across New Zealand; farmers had to get creative to get vets into the regional areas.”

Thanks to the initiative of a few farmers almost 70 years ago, VSHB is a thriving business today. Incorporated in 1974, it now employs in excess of 50 staff and has plans to expand their Hastings and Waipukurau buildings to better service their clients.

Brendan admits that while the business may not have the same problems attracting staff to the district, vets are still in pretty high demand countrywide, with only around 130 graduates coming out of Massey University each year.

“These grads are highly sought after,” he says. “So, like the farmers’ club before us, we still have to get creative about how we recruit.

“One effective way has been to offer scholarships to students; another drawcard for us is that we can offer them time in a mixed animal practice.

“These types of clinics are becoming less and less so but it gives graduates an opportunity to develop their general veterinary knowledge before they decide what line of clinical expertise to follow.”

While it is these points of difference that have served VSHB well, Brendan says the team is well aware that the business can live and die with the seasons.

“Thanks to some good rain, the dams are full and farmers are in a position that they do not normally find themselves in in that they are trying to find animals to eat the grass,” he says.

“As a consequence, the market is lifting and the sheep and beef guys, the dairy guys and the deer farmers are generally feeling pretty positive at the moment.”

Brendan explains that if it is a dry season then the number of animals disappear out of the area to be fed elsewhere where there is grass.

“We ride the lows and the highs from that point of view, and I am probably oversimplifying it. It is quite a simple business for us on the large animal side, we live and die by their good or bad fortunes.”

In terms of the small animal side of the business, Brendan admits it is driven by how well the Bay is travelling economically and is well measured at the Hastings clinic.

“You may have noticed Hawke’s Bay is bursting at the seams in terms of people wanting to move in here,” he says.

“Most people have pets and when people have got money, they are prepared to spend money on looking after their pets better and prolonging their life.

“It’s interesting seeing the different dynamics of our client base and just how they ride on what is happening economically.”

Because of this, VSHB has to expand two of its clinics to cater for this demand.

“It’s a good problem to have, even if it is a little bit uncomfortable for the guys at the moment because we are really busy and they are working on top of each other. But if we have to create more space for the right things for the right reasons, then it is a good thing to be able to do.”

Beyond this, Brendan believes that what makes his business successful is that the company is owned by the people who work for it every day.

“It makes a difference for the clients due to the quality of our staff. We want to make sure that we deliver the best experience for our clients every time because if we don’t, they don’t return.

“At the end of the day, we are in a service industry so it doesn’t matter how good the seasons are, if you don’t deliver good service you won’t have clients coming back.”

Heads in the Cloud, Boots on the Ground

Forward thinking has allowed one CHB start-up to move farmers into the 21st century – by keeping their heads in the cloud and their boots on the ground.

You wouldn’t know that Cloud Farmer took flight from a farm half an hour out of Waipukurau with scant access to the Internet four years ago. Designed by AgRecord, the program has essentially transferred the trusted notebook onto the computer.

“Cloud Farmer is a really simple way for farmers to capture, store and share operational data from their farms,” says AgRecord managing director Gretchen King.

“Before, the way the majority of farmers captured this information was to write it down in a notebook and then come home and transfer it to the diary. Our program eliminates this last step.”

While Gretchen may not have invented the program (she and her husband bought it from a friend in 2013), she certainly saw its potential on any farm, anywhere.

“A friend of mine Ginny Neal came up with the original program. At the time, Ginny and her husband managed Castlepoint Station in Wairarapa and she designed the program because she was sick of having to chase up staff for time sheets and tallies.”

So, necessity being the mother of invention, Ginny built the first version of what is now Cloud Farmer.

“She built a small version for their farm; it was basically an intranet and they used Wikispaces, and while it was as clunky as clunky, it worked,” says Gretchen.

“One of the downsides was, however, they had to build it from scratch for every single client.”

Despite this, Castlepoint Station won a local farming competition, which gave the program some media attention. It was then that business for the program boomed.

“Ginny asked if we, myself and my husband Leyton, wanted to buy the program as she didn’t have time for it anymore. So we did and we set about making it more designer and user-friendly,” says Gretchen.

“What Ginny had done for us though through her program was show us that there

was a need for something like Cloud Farmer, what was being used in the application, what wasn’t, what was needed and what was wanted.

“That was huge, because often people have a long list of wants, which makes it hard to pick out what their needs are.’

With a good base program to start from, Gretchen and her team set about addressing other issues with the program.

“The biggest challenge was keeping Cloud Farmer simple,” she says.

“There are other programs out there but they involve really sophisticated software, often beyond what most farmers – who are used to jotting down notes on the back of a cigarette packet – are willing to learn.

“Our points of difference are the simplicity of the program and our ability to be able to customise it for each individual business. Those are great strengths to have.”

After addressing the challenges something new to an old sector can bring, Gretchen knew the next step would be to design a smartphone application.

This came to fruition last year with the launch of the Cloud Farmer phone app, which syncs with the original computer program.

“Farmers can use it just like they would their notebook, collecting information on the go, with or without Wi-Fi coverage.

“With the app, farmers can jot down tallies, staff hours, drench records, log hazards, you name it. It’s just as quick as writing it in your trusty old notebook,” says Gretchen.

“The data from your app syncs back to your main Cloud Farmer desktop system.”

Thanks to the app, all staff members can have access to the same information, be it diaries, maps or job lists.

“Before, the boss would tell you the day’s plan as you were heading out with your dogs, all the information would be stored in his head. With Cloud Farmer, all staff members have access to this information and they can input their own information or file their time sheets and tallies for the day. “So it now becomes about transparency of information and getting everyone involved in the work; in terms of creating a team culture, this is great.”

Moreover, with Cloud Farmer now available as a smartphone app, Gretchen says the program appeals to a far bigger clientele than the original sheep and beef farmers; now other types of farming business, right through to the one-man bands, are using her product.

While the Kings are looking at taking their start-up global (they already have clients as far afield as Scotland), they are taking their time.

“We don’t want to become victims of our own success,” Gretchen says. “We are happy for the moment saturating our own little corner of the market.

“For now, we will take stock of what we have and continually improve and update it so we can provide the best product to our customers.” www.agrecord.co.nz

Mavis Mullins – from the shearing shed to the boardroom

The Bay’s own Mavis Mullins has been inducted to New Zealand’s Business Hall of Fame, adding to the already long list of her accomplishments in the nation’s corporate sector. Hawke’s Bay born and bred, the self-described country girl has left a lasting impression on a world she never intended to inhabit.

“I have to say ending up where I have wasn’t by design,” she said. “It has been a bit of a collision of a number of things. They say that timing is the key to everything.”

“When I first turned my hand to a higher education, I enrolled in an arts degree at Victoria University, but I didn’t last – primarily because I met this good-looking shearer.”

So how did Mavis go from the shearing sheds in Dannevirke to the boardrooms of Auckland?

Her first job was working for the family business as a wool handler, this was where Mavis got here business grounding, saying “it was honest, real work”.

“It was long days hot grubby, grimy work working with a group of people tasked to

do a job, but I learnt so many skills there particularly around communication and understanding people and how you bring people together.”

From wool handling to marrying the ‘good- looking shearer’ and starting a family, Mavis [eventually] made her way back to university – this time enrolling in a business degree at Massey.

Not only did she complete this degree, she attained her masters and has subsequently spent valuable time at California’s Stanford University.

But none of this wouldn’t have happened if she hadn’t inherited the family business.

“Time spent at Massey University completing my MBA did more than open doors for me in the business world. It opened a lot of windows for in terms of my own self- awareness about what was out there.

While she may not have ended up in the business world by design, her want to succeed was very much fashioned by life experiences.

“As it so often does it comes back to your parents. I had a father who was innovative

and saw things that no one else could see. He was a shearer and a farmer so he had those big gnarly, rough hands that really exemplified that hard work can push you well ahead.

“And then I had my mother, who was the quintessential mum who made sure everybody had food and she was the real mother of old. So there was a whole lot of lessons about the power of a team.”

And then there were her beloved shearing sheds.

“If my parents gave me my grounding, my drive to succeed and initiate change came from my time in the shearing sheds. At the time there was a very low opinion of the work that was done in certain sectors of New Zealand and of the people who worked in them.”

She said this was a real wake-up call for her. Being a relatively new mum she said she never wanted any of her children, but especially her girls, to feel embarrassed or ashamed of the work they ended up doing in a sector that “butters our bread”.

“These workers were handling product that is worth hundreds of millions of dollars to the economy and at the time they were looked down on without any opportunity to have qualifications or endorsements, to have their work recognised. For me that just wasn’t right.

“Everything I have done since has grown from that and today I am still advocating for rural people, so they are not excluded from the conversation that shapes our country.”

Mavis says she is tested on a daily basis around the boardroom table – challenges that stem from often being the only Maori or the only woman, that she is somehow representative of a whole group of people.

“That is just not the way it is. People ask me if I feel under pressure for being the only woman on the board, I say no because at the end of the day we are all people and with each one of us comes a diversity of thought.

After decades in the business sector, Mavis now finds herself in the realm of professional directorships.

“Right now I chair the Taratahi Agricultural Training Centre in Wairarapa and the Post Government Settlement Entity for the Rangitane o Tamaki nui a Rua Incorporated, which is due for its final reading in Parliament.”

Mavis has also joined the Hawke’s Bay Rugby Union Board, saying yes to this because growing up with the Ranfurly Shield she knows firsthand how a sport such as rugby can benefit the whole community.

“I remember when the Magpies united the whole of Hawke’s Bay – it didn’t matter whether you were from Wairoa, Hastings or Dannevirke – everyone felt a part of it. I think we have lost a little bit of that over the years, and people don’t feel a part of it anymore” she said.

While boards across New Zealand are clamouring for her experience, she wouldn’t have such choice if it was not for her time at telecommunications provider 2degrees.

“I was one of the founding members that took the idea of a third mobile network to fruition. I then sat on the board that took it through that whole greenfield to strategy to implementation that was an amazing opportunity. It blew me away how much of an impact we had by just adding to the competitive environment.”

With her long list of accomplishments including winning the Golden Shears, being recognised with the New Zealand Order of Merit, celebrating 43 years of marriage and being inducted into the NZB Hall of Fame,

Mavis said her success came down to her approach.

“I think everybody brings something quite different whether it’s to a conversation or a view,” she said.

“The fact that I am a Maori-Irish-Chinese woman offers a somewhat different point of view, one that I brought to the table in a non-threatening way.

“I think I would like to be remembered as someone who was a part of the movement that bought this diversity to the table.”

With her wealth of knowledge, Mavis offered this advice to anyone starting out in business.

“Do something you are really passionate about, do something that you totally love because but it won’t bother you taking three steps forward and five steps back,” she says.

“Put yourself out there into challenging situations and learn to like being uncomfortable. I was often the only Maori or woman in a meeting and would question my being there – but I challenged this paradigm and everyone has been better off for it.”

To this day Mavis still calls the shearing sheds of her Dannevirke property home. “With all the service stuff I do there is something really grounding about coming back to small town New Zealand,” she says.

“Where scones and a cuppa are a reality and the people are genuine and friendly. Generations of my family were and still are being raised here. I don’t want to be anywhere else to be honest.”