Category Archives: Business Leaders

New economic development agency leader up for the challenge – Lucy Laitinen

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The Regional Economic Development agency has appointed Lucy Laitinen as chief executive. Lucy comes from a CE role at Anglican Care Waiapu and has also had several roles with World Vision.

The Regional Economic Development agency is another reincarnation of the region’s many approaches to boosting the economy, attracting and supporting businesses. It is charged with delivering on the Matariki regional economic development agency as well as having a role in the cyclone recovery. The agency is based in the business hub in Queen Street Hastings, alongside the chamber of commerce and other business support agencies.

What is your career background?
I came into my role after being CEO at Anglican Care Waiapu for the last six years, which is the social services arm of the Anglican Diocese of Waiapu.
I oversaw the organisation’s social service delivery and brought a strong focus on evidence-based interventions and social return on investment. I also drove a transformation in the way the Diocese thought about, and deployed, its financial resources for impact through its investment strategy, partnerships, and, most importantly, through its relationship with the Mihināre/Māori Anglican Church.

Prior to that I held several general management roles at World Vision NZ in Auckland and have also have experience in local government and a small amount of time in central government. I lived and worked in Finland earlier in my career (my husband is Finnish) and worked for the International Organisation for Migration, a UN agency, responsible for developing and funding projects across the Nordic and Baltic states on migration-related issues such as human trafficking, asylum, and labour migration. All of this has given me an eclectic experience and skillset but the common theme throughout my career has been a drive to make a measurable social impact.

What skills/expertise do you bring to the role?
I am comfortable working at both the strategic and operational levels, have a strong work ethic, and am known for getting things done. I am always keen to look for evidence and good practice, constantly ask the ‘’why’’ question, and will try new approaches and push boundaries where I need to. I have a strong moral compass and I am pretty unfazed by challenges. I have a lot of experience in developing relationships and working collaboratively towards common aims, which gives me a real buzz. This is important for REDA as we are going to be more of an enabler and connector, rather than an implementer. I love learning, too, which is lucky because role is so broad and there is so much to learn and so many people to meet in Hawke’s Bay.

What is your experience in economic development?
I did my Masters in Development Studies at the University of Cambridge many moons ago and that strongly informs my approach to economic development. There are a lot of strategies and approaches that can be put in place to achieve economic development outcomes but it is how those decisions are made, who makes them, for whose benefit, and how they interact with other strategies, approaches, and policy settings that is important. As an obvious example, we might want to drive the growth of our economy through building our local businesses but we will achieve little without ensuring our workforce has the appropriate skills, that there is affordable, healthy housing, good public health provision, and we manage the environment well. While I was at Anglican Care Waiapu
I led an investment strategy that prioritised environmental and social return alongside financial return. It was inspiring to work with businesses that are looking beyond just short-term profit to thinking how they can deliberately support environmental and social outcomes. We can learn a lot from a te ao Māori approach to the economy, which is by nature takes an inter-generational, inclusive approach.

What do you see as role and day to day tasks of the REDA?
To support the region to improve its productivity, performance and to support business growth, facilitate a more even distribution of economic benefits, and help get Hawke’s Bay in a position to respond to and mitigate the effects of disruptions and shocks. Right now I am working with my Board to establish our priorities and outcomes for the next year, focusing on those things that will have collective benefit to the region. REDA will largely be a connector and facilitator though over time we will likely take on a role as advocate and voice on issues related to the economy.

What is the agency presently working on?
We are a start-up so I am working on the operational nuts and bolts like setting up our IT environment, setting up a finance system, making supplier agreements, and so on. REDA has also funded the regional freight distribution strategy, which will be finalised shortly, and is leading a piece of work to explore our telecommunications resilience in light of the dramatic and unexpected loss of communications after the cyclone. We are also setting up the event and office space and are working alongside the Recovery Agency and others to ensure that we understand what is needed in the recovery from an economic perspective. Top of the very large to-do list is, of course, finalising REDA’s key foundational documents and developing a strategic framework, business plan, and budget so we can properly get underway.

HB has had has several attempts at economic development agencies – what do you think is different this time?
I can’t speak to what has been before but there are a number of factors that should help make REDA successful. Some of these include having a strong, credible board with a highly respected and experienced chair and the fact that each director is personally committed to better social and economic outcomes for the region. Our shareholder mix is also a huge factor. We have iwi represented among our shareholder group, not just as stakeholders, as well as business and local government. Their common desire for a strong, effective regional economic development agency gives it every chance of success. We are also fortunate in that we have an agreed upon set of values and aspirations as a region via the Matariki strategy. Yes it needs refreshing, particularly after the cyclone, but everyone I have spoken to is committed to a regional economy that every whānau both benefits from and contributes to. Another positive is that we can set ourselves up for what is going to work for Hawke’s Bay and our particular environment and needs. We don’t need to model ourselves on any other agency.

How will the private sector/local businesses be included/informed/involved with the agency?
Two of our shareholders directly represent the business community – the Chamber of Commerce and the new Māori Business Network. I have met with a number of local businesses in my first weeks in the role and I look forward to developing ways to ensure we have regular communication with and input from the business community as we establish ourselves.

What do you think are HB’s greatest attributes for building a strong economy?
Our economy is built on a strong food and fibre base, we have a good port and a good airport, a strong tourism offering, a growing tech/knowledge sector, and a fantastic lifestyle to help keep and attract business. We are also recovering from a destructive cyclone and face significant challenges around our roading network, water security, housing, and land use, for example. It’s vitally important that these challenges are faced together as a community with a big picture view so that decisions made it one area don’t have unintended consequences for another. I think our region’s continued commitment to sustainability and inclusivity and to working together will be absolutely key to building a strong economy that benefits everyone.

With a strong economy – what do you see as important social outcomes?
The Matariki strategy, set by our local government and iwi leaders, has set a vision for a sustainable, accessible and resilient Hawke’s Bay economy where every whānau and household benefits. REDA has offered to support Matariki to articulate outcome measures for region. For example, what is really important to us in terms of our economy, health, social, and environmental outcomes? To do that we need a good understanding of what the data is saying right now and once our outcome measures are in place as a community we can target our strategies and interventions towards those. As I said earlier, building a strong regional economy is just one part of driving better social outcomes but the types of indicators we would hope to see in time will be things like a lift to household income at all levels, more young people in employment, training, or education, less young people feeding into gangs, a stronger sense of social cohesion, and far better social and economic outcomes for Māori and Pasifika.

What future do you see for the Great Things Grow Here brand?
I think it is too early for REDA to have a view on the future of the GTGH brand. What I will say is that it is important for any region to have a strong regional brand and good, accessible information for people looking for information about the region, whether that’s investors, people considering moving here for employment, businesses looking to relocate here, tourists, and so on.

What role will REDA have with the business hub in Hastings?
REDA has been given the responsibility to set up and run a business hub in Hastings. We have office space on the ground floor of 101 Queen St East (the old Post Office building), which we share with the Chamber of Commerce, Export NZ, NZ Trade and Enterprise, Business Central, the Māori Business Network and Export NZ. We are also in the process of fitting out an events and meeting space next door to our office space. This space will include a large conference room, two board rooms, and three smaller meeting rooms, along with a kitchen and small reception area. Once the fit-out is complete and we have a pricing strategy and operating model for the space we will open it up to the public, most likely in early 2024.

What do you do in spare time?
My husband Harri and I have a twelve-year old daughter, Mila, and nine-year old son, Max, so spending time with them is a priority. We enjoy travelling and try to get to Finland every year or so to visit my husband’s family as well as old friends. This is obviously important for maintaining family and cultural connections but also to reinforce the kids’ language skills as we are a bilingual family. I am a trustee on the Connect Community Trust that runs Kuhu Mai, the integrated community hub for Hastings’ whānau pounamu (homeless). I also love to read, try and keep reasonably fit, and enjoy what Hawke’s Bay has to offer.

Napier’s new chief looks to show some love – Louise Miller

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New Napier City Council chief executive Louise Miller is keen to show the city by the sea a little bit of love as she settles into the role and looks to bring some stability. Louise is regarded as an experienced leader of transformational change and the timing of her arrival couldn’t have been more welcomed. The city and Hawke’s Bay is in the early stages of the recovery phase from the region’s most significant natural disaster since the 1931 Earthquake. The council, faces many challenges, the cyclone recovery as well as building new civic centre premises, local government transformation, land use and investment in 3 waters infrastructure.

What has been the attraction/appeal to the role with NCC?
It brings great opportunities to work with a city council that has retained a number of key assets, which gives us the chance to provide community services that are really important to people. What are your personal attributes that you offer to the organisation and the people of Napier?
I am passionate about organisational transformation and organisations that might need a little love and a little help to get back on track.

To date what has been the most challenging experience you’ve had in local government?
Rebuilding a council that was still dealing with the fallout from the Mangawhai wastewater works with ratepayers not paying rates and commissioners being moved in.

You are taking over at a very challenging time – what will be some of your key focus areas over the next 6-12 months?
Culture first and foremost. Building trust across the organisation. Looking at our very large capital expenditure programme of works, ensuring we are working well with counterparts across Hawke’s Bay to create solid recovery. Preparing community for good conversations about our Long Term Plan.

Have you assessed the damage to Napier from the cyclone & flooding?

The city and Hawke’s Bay is in the early stages of the recovery phase from the region’s most significant natural disaster since the 1931 Earthquake. The council, faces many challenges, the cyclone recovery as well as building new civic centre premises, local government transformation, land use and investment in 3 waters infrastructure.

What has been the attraction/appeal to the role with NCC?
It brings great opportunities to work with a city council that has retained a number of key assets, which gives us the chance to provide community services that are really important to people. What are your personal attributes that you offer to the organisation and the people of Napier?
I am passionate about organisational transformation and organisations that might need a little love and a little help to get back on track.

To date what has been the most challenging experience you’ve had in local government?
Rebuilding a council that was still dealing with the fallout from the Mangawhai wastewater works with ratepayers not paying rates and commissioners being moved in.

You are taking over at a very challenging time – what will be some of your key focus areas over the next 6-12 months?
Culture first and foremost. Building trust across the organisation. Looking at our very large capital expenditure programme of works, ensuring we are working well with counterparts across Hawke’s Bay to create solid recovery. Preparing community for good conversations about our Long Term Plan.

 

Power change for Unison

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After 21 years leading the charge at Unison, Ken Sutherland is stepping down. As Ken looks to flick the switch off as chief executive of one of Hawke’s Bay’s largest companies, he took time out to reflect on what has been an incredibly successful tenure, building the community-owned business from a turnover of $33 million in 2002 to a turnover of $314 million in 2021/2022.

Ken initially planned to continue in the role until the company’s centenary celebrations in 2024 but has opted to call it a day after the next annual general meeting in July 2023. Unison started as the Hawke’s Bay Electric Power Board in 1924 and up until the early 2000s, the company was an electricity retailer as well as the network service provider.

When Ken came on board in 2002, the company was reinventing itself and starting to look for new ways of growth, following the government-regulated change that one company could not distribute and retail electricity. “The company was quite small back then, having just gone through the separation of retail and network. We had a small workforce that did faults repair, and we had contractors on the network providing capital construction for the business.”

The growth of the business commenced with being awarded a management service contract of Central Hawke’s Bay lines company Centralines Limited in October 2002, quickly followed
by acquiring the Taupo and Rotorua electricity distribution assets of United Networks Limited and Vector Limited.

The expansion out of Hawke’s Bay led to a change of name to Unison Networks Limited (trading as Unison) in 2003, becoming the fourth-largest electricity lines company in New Zealand.

“I think the board got me in to grow the business, and I had only just got my feet under the desk when the opportunity came about with Taupo and Rotorua, and that basically rewrote the strategy for the business going forward.”

By 2007, Ken had restructured the business, creating Unison Contracting Services, which would offer power, civil and vegetation services to its parent company, and then picking up a similar contract for services with Dunedin energy provider Aurora.

As Ken sits in his expansive office on the second floor of Unison’s headquarters in Omahu Road, he is quick to point out that it’s been a team effort, starting with a strong performing board well led by four chairs over his time – Forrie Miller, Bryan Martin, Kevin Atkinson and current chair Phil Hocquard – and some talented senior managers.

As well as Unison Contracting Services, Unison Group’s subsidiaries include fibre network business UnisonFibre; ETEL, which is New Zealand’s largest transformer manufacturing company specialising in the design and manufacture of distribution transformers; and specialist high-voltage business PBA Limited, which Unison bought in March 2022 from Australian owners. Unison Group now employs more than 1,000 people and has assets of $1 billion. “My view is there is a bit of a jigsaw puzzle you are trying to solve, and so a number of our acquisitions in recent times were the missing pieces that added to the capability of the entire group.

“We look to opportunities that run alongside what we do as a network business, so if it is relating to equipment or services that are related to electricity and networks, then we have an interest in those opportunities.

“Acquiring businesses has also developed and grown our talent and I take a lot of pride in the people we have working at Unison. I think we have a brilliant team and what distinguishes us from other lines businesses is actually our people, not the assets, and how we go about running the business.”

Ken says it has always been important to embrace the constant evolution within the energy sector, the most recent being sustainability and New Zealand’s transition to a zero-carbon future.

“Unison has a role to play in helping the country’s transition to a zero-carbon future in areas such as transport, industrial heating and housing.

“People still need energy to power their lives but how they get that energy and what they use it for is rapidly changing,” Ken says, pointing to the technologies of smart grid, solar, battery and electric vehicles.

“When we acquired ETEL it was at a time when we were looking at the transformation of the electricity network and we initiated a smart grid strategy, which was the beginning of moving the business away from a reactive way of asset management to a more predictive and dynamic asset management approach.

“We recognised we needed to have a smarter network to deal with the changes in use of an electricity network; this was a turning point for us and put as at the forefront of electricity networks in New Zealand, if not in Australasia.”

Being at the leading edge of sector innovations has brought with it a range of industry accolades – the most recent being in the sustainability space when Unison won the 2022 Low-Carbon Future Award at the New Zealand Energy Excellence Awards for its pioneering sustainability work on the recently operational Windsor Substation in Hastings.

As Ken prepares to hand over the reins, he says most Hawke’s Bay residents still think the company simply provides a service that “keeps their lights on” as well as returns them an annual dividend via the Hawke’s Bay Power Consumers’ Trust.

Ken is looking forward to the next stage of his life, which will involve spending more time with wife Debra, their four children and fifteen grandchildren while also exploring governance roles locally and nationally.

“Debs and I have been talking about there being more to life than being a chief executive. Debs has enabled me to dedicate 21 years to the job and it is now time for us to spend time together and with our large family.”

Sandtmann more than an Ad man

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Kurt Sandtmann is the kind of guy you’d like to see win Celebrity Treasure Island. He’s resourceful, determined, driven and outdoorsy. He’s also people focussed, funny, and easy to chat to.

We sat down recently to chat with Kurt about buying and managing Hawke’s Bay based Marketing Agency Tracta, and how he manages his workload to make sure he doesn’t miss the good surfing days.

So Kurt, tell us a bit about Tracta, what is it?
A – There’s a lot of ways to describe what Tracta does, basically we are a Marketing Growth Agency. We specialise in Customer Strategy, Marketing, Digital, and Communications to help Agribusinesses grow and sustain a competitive advantage. I started working in the company in 2015 and in 2021 the opportunity came up to purchase it. It’s been a fun but wild ride!

How have you found your transition into an Owner Manager position?
Becoming an Owner Manager can be one of the hardest, yet rewarding positions you can ever have. The day you become an Owner Manager is the day you put a mirror up and see what you were like as an employee. It can be pretty confronting. There’s a huge realisation moment there where you reflect on previous roles, managers you’ve liked, and managers who’ve taught you how not to lead. I have however thoroughly enjoyed the transition and learned a lot about myself, management and leadership along the way.

What’s your professional background before Tracta?
I studied a commerce degree at University of Victoria in Wellington. I was working in hospitality to pay the bills, which led me to form a hospitality venture straight out of university. Through hospitality I met a few heavy hitters in the film industry so I then had a few fun years working on The Hobbit trilogy for Peter Jacksons production company, 3Foot7. I moved on to client-side marketing roles for a few years and before deciding to sell the hospitality business and complete my Masters degree. Since graduating I’ve worked in marketing agencies – almost 10 years now.

How would you describe yourself as a leader?
I’d call myself a democratic leader. I’m a big believer in the ‘Radical Candor’ leadership framework and like to create a candid but collaborative work environment. I want the people around me to be able to tell me when I’m off track, just as much as I tell them . We run a very flat management structure at Tracta, there’s no egos, we place a lot of trust in our staff and ensure they have opportunities to contribute to our future direction. This works well for our team and our business.

Do you have any advice for 20 year old Kurt?
Plenty! Firstly to enjoy the ride more. Business is an infinite game and we’re not great in New Zealand at celebrating wins along the way. Our humble nature does sometimes put us at risk of thinking we are never as successful as we should be and we need to be better. SME owners in particular need to be careful not to let this lead to them burning out. Secondly I wish I recognised that the path to success doesn’t always go a certain way. I wish I trusted my gut, put my neck out more and didn’t let people keep me on the beaten path
so much. If I’d known then what I know now about how to use mess-ups as learnings I would have taken more risks. I recently did a course with The Icehouse which really helped to cement this for me.

Tell us more about The Icehouse?
I can’t rate it more highly. It just a wonderfully practical way of learning how to form a solid business path, and how to actually put ideas into motion. The biggest benefit of the Icehouse is also the people you meet throughout the course. Many of them are in similar positions and facing similar challenges. For SME owners in particular it’s a great opportunity to form a lifelong support network that will set you up for success. My staff have definitely benefitted from what I learned, at the centre of everything we do now is people. If I can keep my staff happy, they can produce excellent results for our clients, keeping them happy. It’s not always easy, or simple but it always works.

What are the best and worst parts of being your own boss?
The Worst? The continual juggling the business, you in the business and your personal life – the mental pressure particularly can be immense. Most SME owners work in the business and on it simultaneously and this can get challenging. I laugh nowadays when people tell me that they want to be their own boss, many end up going back to employment. The Best? The real satisfaction for watching people grow, giving people a platform from which to succeed. The rush – you’re only as good as your last job, so while you try and harness the energy you get from a big win for a client, maintaining that is where you really start to win. This far outweighs the negatives for me.

How does the future look for Tracta and you?
Yeah it’s a funny question isn’t it. I don’t think anyone has the ability to predict much anymore. What I do know is that we’re pumped. We’ve just had six months of unprecedented growth. We’ve done some incredible work this year, we’re at the moment onboarding five new staff and it feels like we are hitting the stage internationally where people come to us if they need to compete in the Australasian agribusiness market. We have big international clients pop into our inbox. It’s great to know our reputation is spreading and I think if we continue the way we are going, then we’ll be in a really strong position to deliver great work for our clients no matter what the future holds.

Hawke’s Bay looks to attract successful innovators, investors and entrepreneurs

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Jasmine Herlt and Doug Steiner Hawke’s Bay is set to attract successful innovators, investors and entrepreneurs from around the world keen to contribute to local businesses and community initiatives as part of the world-leading Aotearoa INZ immigration programme, the Edmund Hillary Fellowship.

Hastings District Council took the lead role in developing a compelling proposition focused on technology, food and beverage and the environment for this programme. Hastings District Council economic development manager Lee Neville said it was important to have a focus on international innovators, investors and entrepreneurs that could support local businesses keen to “go global” or establish their own business in these sectors.

A key part of the presentation was a 45 minute video with introductions on Technology by David France, Food & Beverage by Nicky Solomon and the Environment by Dominic Salmon of 3R Group. Having watched the video presentation, Canadian technology innovator and entrepreneur Doug Steiner an EHF Fellow and wife Jasmine Herlt, a human rights lawyer, shortlisted Hawke’s Bay for a visit this past October.

Doug, speaking from Toronto, said the couple will return for a closer look at Hawke’s Bay in February before making a final decision later in the year on where to settle. On their first visit they also spent time in the other regions on their shortlist – Auckland, Tauranga, Wellington, Nelson and Christchurch.

Lee will set up visits with local businesses which could benefit from Doug and Jasmine’s involvement. Other Edmund Hillary Fellows who are preparing to make a significant contributions are also being encouraged to come to Hawke’s Bay. INZ offered a three year Global Impact Visa as part of the EHF programme between 2016 and 2020. Fellows contribute to communities and the economy in New Zealand can earn points to become permanent residents.

COVID19 restricted the entry of many of the Fellows until this year. On their initial 3 month visit to Aotearoa, the couple also spent time in the other regions on their shortlist – Auckland, Tauranga, Wellington, Nelson and Christchurch. Doug says the couple’s decision criteria included weather, air travel frequency to Auckland and Wellington for connecting flights back to Canada and specialist medical provisions, along with a desire to support indigenous economic and social enterprises. “We are coming to New Zealand with the specific purpose to contribute to the economy and society. We’ve both done considerable work in our home country, and decided it was time for a change. We now need to decide what area can we contribute the most, as well as feel comfortable and connected to the community we intend to serve. “

Doug has varied expertise based on his work in Canada and the US. He has started, run, and sold a number of technology businesses, and has consulted in the use of behavioural economics to change consumer and business stakeholder behaviour. He has also advised firms in finance, government, media and technology in optimisation of business models using technology and researched methods that enhance decision methodologies. Doug already sees opportunities in technology and creating efficiencies within businesses and local government in Hawke’s Bay.

“My last two years in Canada were spent during Covid helping local Government design and implement economic growth and innovation strategies both to attract capital investment and help make local government more efficient. “They have been innovative solutions for civic problems I’d like to try and introduce in places like Hawkes Bay; such as crowd-sourcing solutions Doug Steiner and offering prizes for innovation. These have been very successful are inexpensive and promote civic engagement from citizens.

“I’d like to know what the big problems are in Hastings or Napier that you are dealing with and are complicated to solve. This is what excites me and is the best use of my problem solving skills. And I’m not unique, I am only one of more 528 innovators, investors and entrepreneurs from over 50 countries that are committed to New Zealand as a base camp for global impact within the EHF Fellowship.”

EHF was initially designed in partnership with the Edmund Hillary Institute and the New Zealand Immigration as a test to attract world-changing innovators. The idea was to get Fellows and Kiwis to collectively work on solving pressing issues facing humanity. EHF’s strategy has been to find and build solutions to our toughest challenges. Its intention is that New Zealand inspires global leadership and solutions for future generations, built on principles of Tangata Tiriti and values of Sir Edmund Hillary.

This year (and during the second half of 2023), the EHF has welcomed almost half of the Fellowship into New Zealand after two years of Covid-linked border closure. EHF has a focus on climate action (including sustainable housing, renewable energy and cleantech solutions), regenerative agriculture and food, aerospace and future transportation, consumer software and ICT, investment and venture capital, film/media/storytelling, education and youth leadership, and Māori and Pasifika led initiatives.

“ I’m a tech entrepreneur, but other Fellows have expertise in almost every industry; aerospace, agtech, regenerative farming, artificial intelligence, public transport systems- even micro issues such as solving bike theft and mineral rights on the Moon.

“The EHF Fellowship has the deepest talent and most dedicated members of any community I’ve ever been involved in.” Already some outcomes from the EHF Fellowship activation include the creation of over 120 new registered ventures in NZ, and over 200 high value jobs in areas such as waste to value; renewable energy; clean transportation and climate education.

As of 2021, Fellows have invested over $21 million directly into at least 91 NZ businesses, addressing a high-risk capital gap, as well as helping raise  $239 million in capital for Kiwi businesses. and helping startups to grow globally with at least three new venture funds directed towards Kiwi startups. Alongside these investments, Fellows contributed over 5,000 pro bono hours in providing mentorship and entrepreneurial advice, global market connections/insights and attraction of early stage capital.

The EHF presentation video can be viewed at www.hastingsdc.govt.nz/economic-development/the-hastings-opportunity/article/2454/showcasing-hawkes-bay-to-global-change-makers

More information on EHF and the Fellows Directory can be viewed at ehf.org.

Born to lead – Bayden Barber has big aspirations for iwi

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Bayden Barber was born to lead but as just the second chair of Ngati Kahungunu in 26 years, he will need to draw on all his leadership skills to navigate the iwi and its people to prosperity. In 2022 Bayden beat incumbent chair Ngahiwi Tomoana to become chair of the iwi that represents 60,000 people, more than 100 marae and more than 100 hapū.

When he was a youngster, Bayden (eldest of four) says leadership was an expectation within his whānau – led by his kuia Haumiaha Te Whaiti – and drawn from his whakapapa, which included being a descendent of Waimarama high chief Tiakitai.

“My grandmother was very influential in my early days in terms of encouraging me to look after our whakapapa and our obligations to marae and hapū. “Leadership had been instilled in me for a long time but I didn’t really pay too much attention to it as I was still young but looking back, there’s always been that expectation of leadership.”

After going off to study a Bachelor of Management Studies and Postgraduate Diploma in Strategic Management at Waikato University, Bayden returned to Hawke’s Bay. A leadership role as chair of Waimarama Marae, which is situated below his family homestead, would be the first on his leadership journey that would see him being elected as a two-term councillor with Hastings District Council from 2017–2022. He only stepped down at the end of his second term due to time commitments with the iwi as well as some other directorships such as Beef and Lamb New Zealand, Health Hawke’s Bay and Te Taiwhenua o Heretaunga.

“I had been asked by our own people to consider standing in previous elections, so there was a desire from our own kaumatua for a change at the helm of the iwi. However, at that time I had just come on to the council and I had those responsibilities in front of me, so the timing wasn’t great, but it planted a seed within me to keep an eye on that space.”

Bayden says the mix of governance roles has helped shape his leadership style.

“Marae and hapū politics is a bit like being thrown into the fire at a young age. You have to put in the hard yards. I was chair of my marae for six years and that’s a pretty tough role.

“You add new skills to your kete along the journey and local government taught me good governance practices as well as a deeper knowledge of the big issues such as water and housing.

“You can’t just expect to walk into an iwi leadership role. To get elected, people want to see you have done other roles and that you are able to move the kaupapa forward.”

At the prior Ngati Kahungunu election in 2017 Ngahiwi stated it would be his last, but he changed his mind in 2022. Bayden admits that although it’s a bigger challenge taking on an incumbent, Ngahiwi’s change of mind opened up the debate and gave members the opportunity to listen to each candidate’s ideas and make a more informed choice. “I don’t think you should wait for someone to retire.

If you want to be iwi chair then you have to be willing to take on the incumbent and if you win, it’s because the people see you as the future.” Bayden is already making an impact, some of which has been forced upon him due to the poor financial performance of the iwi’s Asset Holdings Company, mostly associated with its fisheries entity Takitimu Seafoods. The company has been hit by two years of poor financial performance, posting a $6.8 million loss in 2020/21, which forced a restructure and the loss of 40 jobs along with the closure of its Hastings retail outlet. In 2021/22 a further loss of $5,558, 334 was reported.

Bayden has since led an overhaul of the Asset Holdings Company board, adding three new professional directors – Ratahi Cross, Mike Devonshire and Alex Guilleux – who join Bayden, Trevor Moeke as chair, Heather Skipworth and Barry Wilson to try and right the waka.

Bayden says it’s vital assets such as Takitimu Seafoods, residential property company K3 (which hopes to build 130 houses by the end of 2024) and Tautane Station (a 3,500-hectare sheep and beef farm it leases in Herbertville) perform so as to deliver on the iwi’s cultural, social and environmental aspirations.

“We want to make sure that Ngati Kahungunu is excelling across the four wellbeing pillars. For the iwi to be successful, our people need to be thriving, they need good jobs, a good home and a good education, and they need to be engaged in their whakapapa and te reo.

“The economic aspirations of our iwi will enable us to support the social and cultural aspects and we want to be able to use our profits to fund scholarships and welfare systems.”

Bayden’s pretty clear on what he’ll be judged on as iwi chair – the 130 new homes hoped to be built, $120,000 in tertiary scholarships and a better financial return from its investment portfolio.

“But it’s more than that: it’s how many of our marae have potable drinking water; how many in our communities are connected to three water services; and how many whānau we can support directly or indirectly through relationships with the likes of Kainga Ora to get them into affordable rentals or home ownership.”

Soon after the election Bayden initiated a closer working relationship with the local post-settlement entities and Te Taiwhenua o Heretaunga on government reforms such as Three Waters as well as discussions on wider opportunities. A first-ever retreat was held in July 2022 with more planned.

“They all have their own autonomy and economic base to grow and we understand that, but if we had a vision where we could all come together for the betterment of our people that would be huge. “If you look at how people are doing business today it’s about partnerships. Collectively, up and down Ngati Kahungunu, you are talking about half-a-billion to a billion dollars’ worth of assets and cash, including the iwi, Te Taiwhenua o Heretaunga and other entities, as well as collectively having a much stronger political influence.”

 

The right ingredients for business success comes from adversity

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Running a business can’t be as tough as losing both your parents before the age of 18 years and taking on the care of one of your younger sisters. Shaleah Lawrence has faced the toughest of times and says that although she expects challenges on her journey to creating a successful business, she has the mental toughness to go all the way.

Her drive is to financially provide for her two younger sisters, to buy them a house and then finally have the freedom to enjoy some of the things most young adults take for granted, such as “going to a music festival”. Shaleah’s journey to business success is now well underway after unanimously impressing the three judges at the second annual Innovate Hawke’s Bay (a business accelerator programme), along with potential investors and business mentors, with her brand of natural skincare products, Earthwoven, inspired by her own skin conditions. The mature 23-year-old has had the most unconventional and tragic upbringing.

She lost her father to a brain tumor when she was three years old and in her teens, she and her two siblings were taken out of the care of their mother, who was suffering from postpartum depression following the birth of a sister, which tragically spiralled into her taking her own life.

“I watched my mum’s life spiral downhill. She had been unwell for a long time and it wasn’t unexpected (her passing) but it was still a shock.

“I then lived with a family friend for a little while before a very nice couple gave me the chance to rent a house, where I was then able to look after my youngest sister.”

Shaleah also walked away from mainstream schooling, having been homeschooled by her mother from Year 5 then going on to attend Napier Community High School, which provided individual tailored education that she is forever grateful to the small team of teachers for. Personal tragedy, growing up fast, having an unconventional education as well as battling her own mental health have given Shaleah the confidence to know that she can take on anything that is thrown her way in business.

“It’s why I didn’t even stumble when it came to creating the business. There are many businesspeople who give up before they get to market and I think I haven’t because I have already gone through the hardest things in my life. Everything I do from now on and no matter how difficult it may seem, it won’t be the hardest thing I have gone through – that was losing my mum.

“I struggled a lot in my teenage years, and it wasn’t until I was 19 that I woke up one day and said to myself, if anyone is going to change this then it’s me – stop the pity party.

“You have just lost your mum so you have to get up now and make something of yourself. It has been a big journey but I have had incredible support from my therapist, she saved my life, as well as my nana, who never gave up on me.”

Working two jobs wasn’t going to create any financial freedom so Shaleah started thinking of business ideas; as a sufferer of dermatitis and other sensitive skin issues who always struggled  to find effective natural-based skincare products, she decided to make her own.

In 2020 Shaleah started to turn her life around, spending hours researching natural ingredients that when combined could rejuvenate and protect her skin.

“I couldn’t find any products on the market that were natural, and all my research found that most skincare products included sulphates and parabens, harsh chemicals that eventually soak into your skin. “I also couldn’t find any active ingredients that could get to the root of my problem. There are some big brands that market themselves as natural but when you look at their ingredients, they’re not.”

Shaleah partnered with Auckland-based Shieling Laboratories, an industry leader in creating personal care products, toiletries and candles, and in skincare and cosmetic manufacturing. “I partnered with a senior formulator and briefed her on my ingredient must-haves as well as the claims I wanted to go with my products.”

‘Natural’ or ‘earth-based’ was at the top of the list and having already done a lot of research, Shaleah had already narrowed it down.

“I knew what I was looking for and so we started from there, creating four-to-six samples to trial before I was happy with the final formulation.”

The next step was to add a natural fragrance to the products and this was achieved with the help of another company called Flairoma. Shaleah worked through the night developing the design of her packaging, sourcing a packaging manufacturer in China, and placing an order for 15,000 recyclable containers while also building an online retail website. At the same time, she was still dealing with the loss of her mother, who had instilled in her a hard work ethic and fierce determination.

“The last two-to-three years of trying to establish a business has played a big part in my healing journey and has involved plenty of self-discovery.

“I would not be where I am today without the business – the staying up until 4 am trying to learn Mandarin because I didn’t know my way around Alibaba, and then just having to get up in the morning and keep going. No one is going to do it for me, and I hate failure. I have no choice but to succeed; no one’s coming to save me. While I my have also lost friends and family in the process, I have grown in myself. “I worked hard to learn website coding and design on my own, purely because I am a small business with no cash flow.”

To seed fund the business Shaleah got a Work and Income grant, a bank business loan and some funding support from the Regional Business Partner Network – a Ministry of Business, Innovation and Enterprise fund.

“There was a bit of bootstrapping involved, funding the business through my wages, and my nana also helped.”

By the time she heard about Innovate Hawke’s Bay, Shaleah was already making a profit based on great production margins, made even better by placing such a large quantity packaging order to meet the quantity of her first three product lines – a foaming cleanser, a spritz toner and a hydrating moisturiser. She wasn’t confident in being shortlisted and getting support to prepare for the final Dragon’s Den-like pitch to the Innovate Hawke’s Bay judges, thinking the business was already too far advanced.

However, Innovate Hawke’s Bay programme director Hal Josephson quickly saw the potential in the business as well as the energy and commitment Shaleah had already put into getting her business off the ground. “Shaleah is full of energy and is even ‘batting cleanup’ as the phrase goes.

“She has done everything from her home and in her spare time. Up until just before the final pitch, she was still working part-time to supplement her income. “The fact that she already had so many customers and had put in so much time and effort, I wasn’t surprised that she went all the way,” says Hal.

The six finalists met each week at Hastings HIVE to build their ideas into a validated business with tailored support from local mentors.

They also had access to the full mentor pool of The Factory, a Palmerston North-based business accelerator company. Using lean start-up methodologies, finalists learned about intellectual property and protection, cash flow and budgeting, validation and, most importantly, what it’s like to be an entrepreneur. Head judge Luke Irving said there was no doubt that Shaleah was the overall winner, securing the $5,000 cash prize money and access to the Manawatu Investment Group (MIG), as well as continuing to build out her next phase plan with mentors from The Factory.

“Shaleah showed a perfect balance of true entrepreneurship with a proven product, a great understanding of product market fit and total customer empathy. “She is executing well and has clearly made some brilliant strategic decisions to get to where she is now, not to mention her age and energy.

She is one to watch and we can’t wait to support her and the other finalists’ exciting growth.”

With the win under her belt, Shaleah is now looking at adding new products to her range and deciding whether to partner with investors to scale up the business or go it alone.

“I want to get distribution into pharmacies and specialty stores, and I genuinely want to help people. The skin issues I went through weren’t cool, so I really understand the challenges and have empathy for those who also struggle with their skin.” As the business grows Shaleah wants to support new mothers who also suffer from postpartum depression? and encourage

 

Re-Leased plays big role in retaining tech talent in the Bay

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It was not too long ago that school leavers were leaving Hawke’s Bay in their droves. Tempted by big city lights and the promise of high-flying careers, the region was, at the time, seemingly lacking the opportunity, and the excitement to keep the twenty-somethings around.

In recent years, however, thanks to some long-term thinking and perhaps risky business moves by many key individuals and Councils, Hawke’s Bay is flourishing.

In part due to the mass migration away from the big cities and the influx of business opportunities that have come with it.

One such business contributing significantly to both the region’s workforce, and its built environment, is local commercial property management software company, Re-Leased.

Founded in 2012 by Hawke’s Bay local Tom Wallace, it has now gone global with offices in Australia, America, UK and New Zealand, but retains its Research and Development hub, employing over 60 people, in Napier.

Released partnership with Dev Academy

“When we created Re-Leased in 2012, the business community and certainly the tech industry was limited within the region,” says Tom. “But being locals, we knew what Hawke’s Bay had to offer from a lifestyle and staff satisfaction standpoint, so we committed to maintaining a considerable presence here to help grow the opportunity and showcase that you can build big business from the regions, and sell to customers anywhere in the world.”

Re-Leased’s commitment to the region has gone a lot further than simply maintaining office space. Recognising that the local tech talent pool was not going to sufficiently meet their growth projections, and having their international pipeline cut off at the knees post the 2020 border closure, the team took a different approach. They doubled down on growing the Hawke’s Bay tech sector by offering the opportunity for locals to train to be coders – free of charge.

Partnering with Dev Academy, New Zealand’s most immersive online coding course, Re-Leased were able to utilise the Government Targeted Training and Apprenticeship Fund (TTAF), which supports learners undertaking vocational training without fees.

“While we had already developed, and continue to maintain a successful relationship with EIT, regularly taking on their interns and graduates, we felt the time was right to kick things up a notch and take things into our own hands.”

The 15-week intensive course takes those with an interest in coding and turns them into work-ready developers.

“Hosting the Hawke’s Bay cohorts for the Dev Academy has been fantastic for our Junior Developer pipeline. It has allowed us to offer several full-time placements to graduates every year, and it also contributes significantly to the woefully understaffed tech industry for the region as a whole.”

“The aim really is to create opportunity and options for Hawke’s Bay’s job seekers, so that they don’t necessarily believe they have to leave this amazing region to get a good job.”

This significant growth has seen Re-Leased hit maximum capacity at their Ahuriri Tech Hub offices and hence, they are currently collaborating with local commercial property development company, and family business, Wallace Development, to create something special on Marine Parade.

“Napier CBD has come a long way from a few years ago when there was the mass exodus of commercial business over to Ahuriri.”

“It is now a vibrant and busy town centre, and we are excited to bring the team across the hill and have them make the most of what the town has to offer.”

Located at 126 Hastings Street, the building that formerly housed BNZ is being restored to its former glory, with a stunning Art Deco inspired fit out, ground level retail and hospitality, commercial space, car parking and the long awaited rooftop bar.

With remote working at an all-time high post-Covid, developments such as this are embracing change and evolving our towns into people-centred “experience” hubs.

“What we’ve seen post-Covid is that many people became too comfortable working from their kitchen table. In order to get people excited about coming to work, we need to create environments that people want to be in.”

“Sure that’s the cool office space, but it’s also the amenities around it – how far is the best coffee in town? Where’s a great spot to meet mates for a beer after work? With 126 Hastings Street, we have managed to create that all in one place, with the added value of having a view of the Pacific Ocean from your desk.”

Tom’s commitment to the evolution of the region goes far beyond the success of his own business.

“The hope is that we are contributing to creating a sustainable Hawke’s Bay that locals love.”

Tribune complex a tribute to couple’s vision and hard work

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A Hastings landmark that closed due to earthquake risk has come alive as a stunning office, retail and hospitality precinct that rivals the best in New Zealand.

Property developers and passionate Hastings’ champions Rob and Barb Hansen have brought life back into the former Hawke’s Bay Herald Tribune buildings, transforming them into a modern social and business precinct that still acknowledges its past newspaper history.

 

The old red brick building on the corner of Karamu Road and Queen Street, which once housed the paper’s archives, has been strengthened and converted into a retail and café space; the old press printer area is now an expansive sun-capturing atrium with an array of commercial tenants; and the former paper dispatch area is now Brave Brewing Co. and bar.

More than 150 people across 25 businesses will be based at Tribune, bringing to life what had sadly become an eye sore since media outlet NZME moved to new premises many years ago.

“Right from the start we wanted to create a precinct with personality and heart that shows pride in the community of Hastings. That has remained our primary motivation while striving to create an attractive, aspirational place that attracts people from all over Hawke’s Bay and visitors to the region.

“We have always felt that Hastings has beautiful character buildings that haven’t been given the love and attention that has been seen in other parts of Hawke’s Bay,” says Barb Hansen.

“We had worked 100 metres down Karamu Road for many years and walked past the site every day.

“We acquired it in late 2018 but at that stage had no plans, consents or tenants.

There were six separate building projects at different stages so it has been hard to determine an actual completion date,” she says.

The dynamic couple have always loved the challenge of transforming character buildings into beautiful functional spaces and could see the potential for a mixed-use precinct of hospitality, retail and office spaces established in character settings with lots of greenery.

“We had many ideas for what the precinct could become and were inspired by some beautifully created urban spaces such as Britomart, Morningside, Osborne Lane and City Works Depot in Auckland, and there are many great examples in cities around the world.”

Barb says the project has been a real labour of love, more so with disruptions thanks to COVID-19 as well as convincing prospective tenants of their vision.

“We had a very strong vision of what we wanted the end result to be so it has been about constantly chipping away to get the right tenant mix to create it.

“We have seen it as an opportunity to create something amazing in Hastings but we have also had a real sense of responsibility to do it justice.” The precinct has progressively opened over the past 12 months, with Brave Brewing Co.

opening its doors first through to the latest (as of June) being organic baker and café OMGoodness Specialty Breads.

Businesses within Tribune include:

Kindred Road, BAZAAR, Brave Brewing Co., Morgan Lane, The Dental Institute, OMGoodness Specialty Breads, Tu Meke Don, Glenn Cook Technologies, GHD, Willis Legal, Midlands Mortgage Trust, Real World, Creative Marketing, Digital Circus, HPG, Animals Like Us, Gannon Fire, Advice 4 Life, HB Foundation, RWR Health, Goodman Rural, Extra- Mile Consulting, Atrium at Tribune, and two more yet to be announced!

Barb says completion is close with just a couple of premises to fill. “We’re almost there, just a few more tenancies to complete and lots of planting and lighting to soften the environment, which will give it more personality.”

For Barb, her favourite part of the precinct is the laneway between Kindred Road and BAZAAR/Morgan Lane running off Karamu Road.

“The mix of the new cedar building, the recycled brick of Kindred Road and the exposed concrete beams shows the integrity of the original building.”

Meanwhile, Rob is thrilled with the outcome of the challenging atrium roof.

“This was a real challenge in trying to make it work, including the use of glazing products that would ensure that there wasn’t massive heat build-up from the Hawke’s Bay sun, and ensuring that it had good sound insulation properties for events. The end result is really cool with interconnecting triangular shapes.”

Rob and Barb have worked tirelessly and been very hands-on. Barb says Rob’s vision for the project and tenacity to see it through to completion has been inspiring.

“Rob is an incredibly hard worker who has been all over every single part of the project, from design, consenting, tenants and financials to being relentless with optimism and a can-do attitude.”

Rob attributes Tribune’s success to Barb’s determination to get the right tenants that have bought into their vision.

“Barb has been amazing in her ability to work with a wide variety of people, to articulate our vision and convince them to come on our journey. She has been really successful in securing a large number of Tribune tenants and has been a fantastic sounding board, always coming up with logical solutions.”

Pro Q&A – Doug Tate

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CHB is not the sleepy part of Hawke’s Bay any longer and under the combined leadership of for chief executive Monique Davidson and Mayor Alex Walker, the district has overcome many challenges to bring its THRIVE vision to life. Doug Tate has been part of that journey as the council’s group manager of customer and community partnership but with Monique heading home to the CE role with Horowhenua District Council, the council wisely promoted from within.

Doug is ready to continue with the hard work and build on the momentum of Monique’s legacy.

Where are you from?

Levin is where I was brought up and where Mum and Dad still are. Before heading over to Hawke’s Bay in 2018 we were in the Manawatū.

What is your career background?

Local government has been where I’ve really made my career. After finishing university in the middle of the global financial crisis, I worked for a short time with Dad – who is a builder – and was lucky enough to fall into local government. Since then, I’ve had nearly 20 years of working across just about every aspect of local government.

Why do you think is it great that an appointment has been made from within the organisation?

It demonstrates that the deliberate leadership position taken when developing Project Thrive in 2017,that of focusing on people as our District’s greatest assets, is paying off.

What do you see as the benefits of promoting from within?

In this instance it is allowing us to continue with the momentum and mana that we’ve established over the last few years, enabling a quick transition, and allowing me to build on the existing local and regional relationships we have.

Has your career journey being about aiming for a chief executive role?

Leading in local government has always for me been about achieving outstanding outcomes for the communities we serve. The opportunity to lead and serve in Central Hawke’s Bay as Chief Executive is about timing and being the right person to contribute to a thriving Central Hawke’s Bay.

Describe your leadership style?

Others have described me as authentic, genuine, collaborative and visionary. Personally I’d like to think that the teams I lead and the communities I serve are better off for me being part of them.

What did you learn under the former CE Monique Davidson?

Monique and I share very similar values, particularly around the unique role of local government and the spirit of public service – others before self. This speaks very much to what we have achieved as a team. The simple advice of always backing yourself is probably my biggest takeaway from Monique.

You have a young senior management team, are you all up for the challenge?

I’ll take young! Age is just a number – it’s ultimately the skill, curiosity, passion and commitment that you bring which will determine your success Being one of only two Councils in New Zealand to achieve the highest awarded CouncilMARK ranking of AA in 2021, up three grades from our 2018 assessment, tells me we are on the right track.

Monique and Mayor Alex formed a strong partnership, what do you see as different to how you will work well with Alex and councillors?

I’m fortunate to have already been part of the unique governance and management relationship we’ve had over the last three years. Our relationship will be different, but I’m confident we’ve got a solid base to work from.

What are the big challenges you see in the role over the next 3-5 years?

Leading through the multitude of unprecedented government reform programmes and unprecedented growth are our key challenges, but both present unique opportunities for us to positively place Central Hawke’s Bay in a position of strength for the future.

If you were to pitch CHB as a place to live, work and play to a business owner considering relocating to the area, what would you say?

The secret that is Central Hawke’s Bay is out – the District is experiencing a surge of optimism, positivity and growth not seen since the 1960s. Come and be part of the next generation of business and community leaders who understand the value and potential of this community as we work to build a thriving Central Hawke’s Bay for the future.

How in your CE role can you place a focus on enabling business to proper within CHB?

We’ve already got a solid platform and understanding of what we need to collectively achieve to see business succeed in the long-term. This isn’t just one thing, it’s about us staying the course on the varied work programmes that we have underway from continuing to deliver a reliable transport network that supports the backbone of our rural economy, enabling housing in the district or continuing to fill local support gaps for business with programmes like our Jobs in Central Hawke’s Bay initiative.

As a collective of Councils across Hawke’s Bay what can you collectively work on in the next 12 months?

There are some natural synergies and things already outlined in the five Councils Triennial Agreement where there are existing and emerging regional opportunities. Housing, Transport and enhancing social inclusivity are some of those.

You are the new CE within our local Councils, how do you see the 5 of you working together?

The regional partnership at CE level is strong and collegial. All four Chief Executives attended my mihi whakatau on my first day, which gives a great indication for how we continue to work in a collaborative way for the region and respective communities we serve.

What do you do in your spare time?

Weekends are usually spent out on the Tukituki Trails on the bike or on the sidelines of the ripper rugby field with the boys. Three children under 6 keeps me busy!