Local roots to global rise

The Bay of Plenty is home to some incredible examples of entrepreneurs
who have backed themselves and taken a concept or product to global scale. We talk to three local businesses at different stages of their life cycle – one that has been established for nearly 19 years, one nine and one three. All prove without a doubt that the best way to do it is ‘to do it’.

words NICKY ADAMS | photography  GRAEME MURRAY
hair + make-up DESIREE OSTERMAN styling LILIA CASS

Lara Henderson from Pure Mama.

Great expectations

Lara Henderson, co-founder of Pure Mama, knew from the outset she wanted her brand to go global. Picking a name for her product that would resonate with customers internationally, and taking the plunge by paying over the odds for a .com domain name, the intent was always to take her Pure Mama brand to New Zealand and beyond.

With products that have taken the pregnancy world by storm since their inception three years ago, meeting Lara very quickly dispels any notion that this was an accidental success. I must admit I was curious how these beauty products had gained such traction. Within three short years they’ve gone from being packed in Lara’s front room to being launched in the holy grail of markets, the United States. 

In person Lara is warm, friendly and inspirational in a very matter of fact way. She can systematically break down her strategy, while giving kudos to her team and strong family support, and lets it be known that she is happy to share what she has learnt from her journey with others. Lara came from a corporate background, where after completing a marketing and commercial law degree she had forged a successful career in the advertising and marketing world. She fell pregnant in 2019 and during this time a germ of an idea sprouted. 

“I went down this journey of looking for new skincare because there’s a lot of things you need to change when you’re pregnant… I questioned why there wasn’t a product out there for the modern conscious consumer that values high integrity of products but still loves beautiful packaging and refined design.” 

The quest continued after the baby was born. “I was looking for something to support my breastfeeding journey – and I couldn’t find anything natural I could use on my skin. I had this idea for a range of products to support women on their pregnancy or post-partum journey. I started doing research and I ran an online survey of about 700 women. The further I dug into it the more I discovered there was an opportunity in the market.” 

Ten months post-partum she went for a meeting with an old colleague and mentor. He listened to her idea and saw the potential. “He really gave me the confidence to push go.”

Two years of product development and packaging design research followed before coming to the market in 2021 with three product lines (SKUs): Belly Oil, Bump Scrub and Nipple Butter, and a gift set. I noted it was intriguing how Lara had navigated the world of skincare, when it wasn’t an area she was familiar with. “I didn’t realise but there are amazing manufacturers in New Zealand that can produce skincare, so I pitched my concept to one of the leading laboratories here. For them to take you on as a client they have to believe in your potential as a business. I took my formulations on what I would like to have in it, which became my core ingredients. I’d researched every single ingredient and every single competitor product, and then worked with an advanced skincare chemist to bring a product to market that has stability for three years and with ingredients that all work together.”

The process of bringing the product to market was a learning curve; there was the science behind the product, as well as the slow and arduous task of getting everything absolutely perfect. Add to this the cost – estimated at about $120,000 to get to this stage, and, Lara points out, “I had to really believe in it.” Lara has a surety about her which gives her real gravitas. Despite her conviction in her product, launch day was, she says, “terrifying”. Here she had experience to draw on though. “Turning on the website was where my digital marketing came in – I understood the consumer journey.” 

Lara Henderson from Pure Mama.

Going live in May 2021, the minimum order to start manufacturing was around 2,000 units per SKU. Within three months the Belly Oil had sold out, with the other products also performing incredibly well. This, she says, “gave me a clear indication of proof of concept – there was a market need out there and the product was good enough to sell (we haven’t changed our formulation since day dot).”

The first 12 months in New Zealand were really promising, and, says Lara, “I’d looked at New Zealand, Australia, as well as the US and the competitive landscape across all of those markets. And I still felt strongly that we had a positioning in there – that was always my intention – but to get that proof of concept in a test market like New Zealand is amazing.”

With the success of the product followed a gradual expansion of the team, which now numbers at five. Maggie was first on board in October ‘21 to support with sales and partnerships, Lara’s sister Yasmin who had been integral since the offset during the company conception officially came on board as a partner and full time in September ‘23. With her came high-level expertise in corporate finance. The team are all in accord, with the ability to have honest, frank dialogue and respecting each other’s opinions. Lara believes, “One of our strengths as a team is that we adapt and change really quickly to help optimise us as a business.” 

While the original formulation hasn’t changed, the pursuit of perfection continues with constant tweaks to the packaging (which it is obvious Lara is passionate about), and the addition of gift sets and Magnesium Body Rub. Ten new launches are dropping in 2024/5, which the loyal Pure Mama community will all be waiting for expectantly. The social community of 48,000, Lara says, is something she really values, and she personally responds to the direct messages which fly around with questions about quality, performance and general queries. The connection with her people has been loyally rewarded – back in August 2023 word got out that Kourtney Kardashian was looking for recommendations for clean body care recommendations for pregnancy. Lara asked her community to support her, and they did. In addition, “we were able to get products to Kourtney through numerous different channels.” Lara waited in anticipation, but heard nothing. “Then Kourtney had her baby and an article came out around what she packed in her hospital bag, and our Nipple Butter was featured – and then another article came out about her pregnancy skincare regime and all three of our other products were there. What I love about Kourtney Kardashian is that she’s so conscious about her skincare. She looks at every ingredient, she checks with everybody about what she puts on her skin – so for all four products to be recommended by her is absolute gold for a business like ours.”

Despite the fleeting euphoria, Lara is a pragmatist. “It’s a moment in time, and you’ve got to take those wins and go ‘what am I doing next?’ I’m not particularly great at celebrating the achievements. I often look at opportunities it opens and then ask, ‘what's next?’”

It’s very clear though that the wins come down to strategy, rather than lucky breaks. Lara and the team have worked hard at not just producing a premium product, but at ensuring it has exposure to the right audience. Despite over two hundred requests from potential retailers in the first two years, from the outset she had her eyes set on MECCA, a premium beauty retailer with global recognition, and Pure Mama launched with them in July ‘23. Although it was put into a test category, the products have outperformed all expectations.

There are no current plans to vastly diversify, as Lara points out: “We’ve got a consumer for a limited amount of time – we’re very niche but our potential is huge. We want to be the best at what we do and we want to offer the safest highest grade products for the pregnancy and postpartum journey.”

With business booming Lara is amping up for the next challenge. For the last 12-18 months she has been working her way into the United States, where they’ve secured Macy’s, Nordstrom, Revolve and Erewhon (the cool kids’ upmarket store of choice in California). Manufacturing will continue in New Zealand, and Lara is confident in their ability to upscale. Nevertheless, it’s terrifying and exciting all at once; scale, logistics and funding all have to be considered – production is being upped at a vast rate, and myriad international rules and regulations will be navigated. 

Pure Mama’s New Zealand office and warehouse remain in Pāpāmoa, where packages continue to whizz out at lightning speed. They also now have warehousing in Melbourne and California to service international markets. As a final feather in the cap, the clinical trials have just finished in Europe, with amazing results, proving the products work – stretch marks disappear and the skin is deeply hydrated. I wonder again at Lara’s linear path and her unwavering belief in her product, which comes without a trace of arrogance or delusion. Apparently she listened to a lot of podcasts in her downtime. 

Says Lara: “When you start thinking about going global and accessing these networks, nothing is impossible and we’ve worked hard to build our business strategy around making sure all of that is within reach.”

Sam Kidd from LawVu.

Wonder Kidd

Under the careers opportunities section of the LawVu website, potential applicants are asked if they bring the WOO. What is woo, I wonder. But when I meet with co-founder Sam Kidd it becomes pretty clear what kind of WOO you need to join the team. 

Sam and co-founder Tim Boyne created LawVu; a software platform that was created to revolutionise the way that in-house legal teams in organisations run their systems. It is, Sam explains, “a productivity and management tool for corporate legal… For us, LawVu is built around how internal legal teams like corporates collaborate with each other, and also with the wider business and how they manage their work product.”

The software platform has made waves on a global scale, placing ninth in Deloitte’s Fast 50 Index of 2022, to date raising about NZ$55million and with a team of around 130 worldwide. Any pre-conceptions about the type of person behind a techy concept are quickly dispelled on meeting Sam, who is gregarious and engaging. Sam, who was born and raised in New Zealand before spending 25 years in Ireland, moved to Tauranga in 2013, where he became interested in the concept of creating something for what he saw as an open space. He had started digging around in the in-house legal arena mainly out of curiosity after having identified a lack of systems and processes. “It was trying to solve a gap, and one thing led to another… It wasn’t like we woke up and saw a massive hole in the market.” 

Sam was introduced to Tim via a work colleague. While Sam had a background in online project management, Tim was working in a law firm, but on the business operational side. “We worked solidly together for seven years (Tim moved onto new projects two years ago). The conversations that we had were very quickly aligned
on what we wanted to do and we both had the mindset of cracking on and getting stuff done – and it was a partnership that worked incredibly well.”

From inception, the plan was always to go global with the product. “It was a greenfields opportunity when we moved into it,” says Sam. “There were no real products doing what we did, which was both exciting and terrifying. We questioned whether it was just a really bad idea that no one wanted. At the start we were trying to sell the concept of doing things differently to a group of people (lawyers) who haven’t changed the process for 100 odd years. It’s been a journey to become an overnight success – we’re nine years in – the first three years were pretty lonely building the product with a handful of customers and early users. There were always things that kept us going but we didn’t hit the ground and just explode.”

Yet the pair never questioned their ambitions when it came to taking it overseas, with very much an all-in attitude from day one. I wondered why they hadn’t started with a more tentative approach. “If you build things for a New Zealand market thinking, ‘once we get this right, we can go global’, without realising it you can build nuances into your product that really only suit a smaller market. You need to get off the island as fast as possible. And you don’t need the same sort of war chest that you used to because before you had to have people on the ground – an office, a building − all of those sorts of barriers have been removed.”

Sam was undoubtedly forward thinking from the get-go, having previous experience of working remotely stood him in good stead. “When we started LawVu we were doing remote working before it became a thing. We’ve got customers through Australia, US, UK and Europe. Covid was an unlock – as horrible as that was for the world, I think it’s been a massive net positive for New Zealand-based companies because the whole idea of not having to be in market, or remote selling, has taken off. We were already building that muscle so when Covid hit it didn’t slow us down – it actually accelerated us because people weren’t comparing us to a sales team that could come in and meet them. I think it’s been such a good thing for Kiwi companies because we’ve got such great talent here and the world is getting smaller all the time. So, building product and building it with a global mindset from day one made a huge difference.”

Be under no illusion that the path was paved with gold from the outset – the sweat, toil and dollars were pumped in from the get-go. “A local investor seeded the first $100,000 in and I matched that, which got us going and then he and I funded it – I was five years with no salary. Then we kept putting money in. You don’t want to fail at that stage. I’ve always believed in never having a plan B. Plan A has to work. It keeps you motivated.”

Despite reservations initially that perhaps law was an unfamiliar space, Sam believes in some ways it helped him ask and solve different questions, in different ways. Another aspect of the business he has strived to change is to foster a sense of community and knowledge sharing among the lawyers working away in the corporates, through InView. This is both an online forum, and in magazine form where ‘unsung heroes’ are given space and elevated.

Ultimately, Sam points out, the shift in the very traditional industry of law was one that needed to happen. “The younger generation come in and they’re digital natives... so for them to step into an industry that doesn’t have a platform would be weird.” He emphasised that being a changemaker is not all glamour, in fact it’s very much grind, but the result is gratifying, and Sam intends to carry on growing, expanding and enjoying the satisfaction of making a difference and generally pushing forward. “It definitely feels surreal having LawVu folks representing at events all over the world – it’s humbling and exciting… and it’s hard to believe it started from here. It’s quite cool to see.”

Lisa Ebbing from HotMilk.

Hot stuff

Lisa Ebbing is very low key when it comes to her hold-on-to-your-seat success. Despite the phenomenal achievements of Hotmilk, the lingerie business she started in 2005 with her husband Roly and business partner at the time Ange Crosby, she is incredibly understated when talking about how far they’ve come. Achievements have been racked up on a global scale, including the dizzying heights of last year being taken on by American lingerie behemoth Victoria’s Secret. 

When Lisa and Roly moved to the Bay they had already made the decision to start a business: the product they landed on was almost obscure – indeed, a niche within a niche. Hotmilk is a lingerie line for pregnant, breast-feeding and post-partum women, but with a luxurious fashion-forward focus. The need for underwear that was more than simply functional was a gap in the market that the couple quickly identified after Lisa became pregnant with her first baby and couldn’t find nursing bras. Despite not having a directly relevant skillset, between them they had a solid background in photography, TV and film – and their business partner at the time had also been working in sales. “So we had the sales and marketing expertise to bring to it. We didn’t know anything about lingerie: my husband actually sewed the first few prototypes to see what was possible, so that was a steep learning curve.”

Navigating a totally unknown market meant a massive amount of research needed to be done. Lisa reflects on the drive of those early days. “We travelled, studied up on samples, went to China, worked with factories, saw products that we liked, and figured out how we could improve them.” The next step was rolling out the product itself, which meant finding the right people. “It took quite a while to get the expertise, to find the seamstresses that had the right equipment – then getting prototypes ready and then be big enough to go to China, which probably took a year. And then you really do have access to great technology. It is possible to make them in New Zealand but there are no machinests left here, so our only choice was to work with China, who are experts in lingerie. You can tap into amazing resources and work with some very skilled people… We would have loved to have kept
it in New Zealand but there’s not even the equipment to keep it here, sadly.”

Having landed on a product with a limited target market, it was always clear that a global market was going to be necessary, but self-belief gave them the confidence to propel forward, initially starting with four core products of bras and matching underwear. “We’d done research on the size of the New Zealand market and realised we needed to go overseas quickly. So, it was pretty much within the year we were in Australia and headed to the UK.” 

The factories themselves demanded large volume orders (2,000 bras in one colour), which also forced them offshore from the early stages. Luckily the rest of the world had also neglected this corner of the market, underestimating a demand for lovely lingerie during and post pregnancy, so Hot Milk found itself warmly welcomed in all corners of the globe. “There was no competition really. All the big companies had a token nursing bra on the side that they put very little effort into. That was the same globally – it was very beige and grandma’s bra.” Lisa pauses to reflect, and acknowledges, modestly, “I’m still very proud of that – we definitely changed the landscape for nursing lingerie. Now there’s lots of competitors, but we were the first, and we’ve changed the experience for women worldwide now.”

With New Zealand only taking about 10 percent of the market, and Australia around 40 percent, the other 50 percent is global. At one point peaking with as many as 800 retailers, Hot Milk is able to boast the crème de la crème of stores in which its lingerie can be found. From the undisputed underwear queen of Marks and Spencer in the UK, as well as the prestigious John Lewis, there is Bravissimo, David Jones in Australia and now Victoria’s Secret. With this American juggernaut comes a vast customer base: “They’ve sent emails with our product to 70 million people.” The relationship works both ways though. “Victoria’s Secret really understand what we’re trying to achieve, and the inclusivity and the diversity that our brand offers,” says Lisa. “It’s been really exciting to be chosen for that. While they do their own – they’re really good at a certain size range and style − we fill the gaps of their expertise.” 

Diversity is clearly something Lisa is passionate about, and certainly her faith in its value has been validated.

It hasn’t, however, all been smooth sailing. The GFC needed strategic navigation. “Our niche was that we were sexy and beautiful so very fashion forward, then when the GFC hit we realised what happens in a financial crisis is that women can’t afford nice underwear or feel like they shouldn’t treat themselves. But they do know they need the basics so they will buy a black or a nude plain T-shirt bra. We did have to adapt and bring in our essentials range, which is more staples as well, to sit alongside our fashion… You can see it post Covid where people are returning back to the basics. Black and nude and plain are what sells through a financial crisis and when things start to get better people start to treat themselves again.”

Already set up online, Covid wasn’t the disaster it could have been, so while competitors were scrambling, Hotmilk actually had some of its best financial years. Says Lisa: “We found we could adapt between different markets or online or wholesale.” At this time Lisa brought out her partner and has subsequently entered a refreshed phase, which has led to doubling her team. “Since Covid we’ve decided we’re going to stick with and focus on what we do well,” she continues. “It’s better for our brand to stay close to lingerie… We are still a small team competing against really major players. Nevertheless, we’ve got some exciting things we’re working on that will see us become a bigger player… We’ve definitely got a growth strategy but it’s in its infancy.”

Ultimately, it wasn’t just good fortune that led to this success – quality and the inclusivity factor, which had been hitherto largely forgotten, played a huge part.
On a final note, I ask what advice Lisa would offer to others. “In the Bay there are some amazing advisors who want to help − and I probably should have put my hand up earlier and asked for advice, because there’s a lot of trial and error.

“I always used to say − everyone has great business ideas but it’s the people who follow through that actually make it.” 

Out on top

Spencer McNeil is proof it’s not your past that defines who you are, but rather the lessons you learn and the people you learn them from along the way.

words HAYLEY BARNETT | photos ALEX CAIRNS

Life was tough for Spencer McNeil 10 years ago. His father suffered from schizophrenia and his mental illness and addictions took a toll on the family. Spence and his two brothers spent time in foster care and their mother, having lost everything, fought a hard battle to regain custody of her children.

Beneath the turbulence, Spencer was holding on to a dream. He wanted more than anything to become a barber and to run his own business, but he was quickly heading down a dark road – one that was becoming increasingly hard to find his way out of.

“I wasn’t a bad kid, but I was hanging out with the wrong crowd, doing silly stuff,” the 20-year-old explains. “That’s when I was selected for Project K. They look for kids they see potential in, who aren’t living up to it in school. That was me.”

The first part of the programme was a three-week 'Wilderness Adventure' with other young people selected for Project K, all funded by the Graeme Dingle Foundation. “It was life changing,” says Spencer. “We spent three weeks out in the wilderness, without a phone or any of my usual comforts. Just us, embracing that time away from everything.”

Activities involved kayaking along the Coromandel coast, biking from Thames to Waihi, and hiking through the Kaimai Ranges. “We had three showers over 21 days,” explains Spencer. “It showed me that you've got to be confident, you’ve got to give everything a go. And it teaches you to be grateful for what you have in life, because it can all be taken away just like that.”

Unlike most other kids his age, Spencer knew what he wanted to do with his life. At just 15, he applied for a year-long barber course and was immediately accepted. It was unusual for a 15-year-old to be accepted but they saw his passion and potential and he became the youngest student to attend barber school. Ten months later he qualified.

“They could see it was my dream, and it was huge for me. I got through the course and at 16 I was qualified.”

During these years of growth and change, his mother had met Phil, someone who had become a ray of hope for Spencer and his brothers.

“When my stepdad Phil came into our lives, he stepped up as a role model and a best friend,” says Spencer. Sadly, Phil was diagnosed with cancer just as Spencer was coming of age as a young teen, and he tragically passed away not long after Spencer completed his barber course.

“He got to see me qualify as a barber,” Spencer says. “He knew I wanted to run my own business and, before he passed away, he came into my room one morning and said, ‘You don’t get in life what you want, you get in life who you are’, and that you only fail if you fail to try. I’ll always remember that.”

Spencer and mum, Debra.

The loss was another hurdle but Spencer used his suffering as fuel to become motivated and turn his business dreams into reality. Despite being assigned a mentor by Project K, it was Dan Allen-Gordon from the Graeme Dingle Foundation who had the most impact around that time. Dan helped to pull Spencer out of the dark hole he had found himself in.

“Dan is a big reason why I am where I am today,” says Spencer. “His encouragement and motivation really affected me. It really inspired me to succeed.”

After a couple of years working in barbershops, he was itching to get out on his own. “I was over it,” he confesses. “I didn’t want to work for people anymore. I gave them my notice, so I set up a chair in my living room at home. It was just a mirror, a chair, and a station. I was happy as.”

As his client numbers grew, he realised he’d need to move into a space that was a little more appropriate. “I hit up the BP on Ngatai Road and asked if we could put a cabin on their property. They accepted and it instantly went off. I was turning away 10 to 20 people a day. It was crazy.”

Shortly after, Spencer and his mum, Debra, heard about a unit in the Brookfield Shopping Centre coming up for lease. “I had a couple of thousand dollars in the bank which I used to start the business. The whole thing was such a huge risk,” says Spencer.

And so Barber Spence was born. “I had no clients in the first week, and then bang! I had enough to pay the lease, pay the boys, and it started building. We somehow got out of that scary moment.”

A large part of Spencer’s motivation was becoming a positive influence that others could look up to and be inspired by. He recently won the Sir Edmund Hillary award at the Graeme Dingle National Excellence Awards.

“I love helping others. All my staff are young – our barbers Rhymis and Lyric are both 20, our barista Kella is 20 and Harmony our tattoo artist is 21. I love showing people that anything’s possible for people my age.” Earlier this year, Spencer expanded his offering by adding Barbarista coffee shop next door.

Online, Barber Spence is gaining a following on social media with the boys’ humorous content, and has even captured the attention of Stan Walker, who commented and ended up giving one of Spencer's special needs customers backstage tickets to his show.

“That post really popped off!” laughs Spencer. Though plans to open in Hamilton and Rotorua are mere thoughts for now, Spencer knows he has the power to make it happen. Right now he’s focused on making his Brookfield business a positive place to be for both his employees and his clients. “I just like to make everything fun,” he says. “I want to make this the best place it can be for my team. That’s real success to me.”

DINGLEFOUNDATION.ORG.NZ

Spreading success

An innovative butter substitute, born in Pukehina, is whipping up global demand.

words KIRSTEN MATTHEW

There aren’t many places on the planet that Craig Brown hasn’t seen nor many jobs he hasn’t tried. Mechanic, real estate agent, tech entrepreneur and now butter impresario, he has an affinity for jumping in at the deep end.

“Kicking doors down and climbing the mountain is challenging and stimulating,” Brown says. “I like swinging the bat.” His latest venture, Herbivore plant-based butter – a business he runs from his rural home in Pukehina – is his most recent challenge. He started it four years ago with no experience in food production or FMCG.

Raised in the Waikato, Brown left school and trained as a diesel mechanic. At 22, real estate beckoned and in his first year in the business Brown broke sales records for Harcourts.

“It was natural to me,” says Brown of real estate. “In that business, you are sharing really good, life-changing events with your clients and the energy was contagious. I loved that the harder you worked, the better you did.”

After two years Brown took a break, bought a ’67 Dodge and drove across the USA for kicks. He returned to Harcourts for a few years before embarking on another epic trip, hitchhiking overland from New Zealand to the Arctic Circle. The adventure took four years and saw Brown traverse Australia, Nepal, India, Pakistan, the Middle East, and travel south from Cairo to Capetown. When he returned, Brown joined AutoTV, a local show that promoted cars for sale on terrestrial television.

He bought AutoTV in 2009, in the midst of the global financial crisis. As sales got harder, he knew the brand had to adapt, so he took software invented by an acquaintance and morphed it into AutoPlay, an online platform that helps dealers and automakers to sell cars. Brands like Toyota and Kia signed on, and soon Brown was working with 80 percent of the franchise dealerships selling cars in New Zealand. AutoPlay launched in Australia in 2017 and was acquired by a firm in the United Kingdom the following year.

Brown moved to England to run the business for the new owners for a few years, and when he and his wife and family moved back to the Bay of Plenty, he knew he wanted to start something new.

“As individuals, we can control only what we eat, wear and how we get around, and when it comes to sustainability and the environment, we need to be doing whatever we can as individuals,” says Brown, who was determined to create an environmentally friendly product.

He investigated buying disused buildings and starting a business growing pea protein, but then learnt about coconut butter; that it produces a quarter of the emissions of bovine butter, and coconut trees remove carbon from the atmosphere.

“I’m not into telling people what to do, or saying that they have to be vegan for the planet,” says the confirmed carnivore. “But we need more food choices that are better for the planet. It’s about creating a product that adds value and I’m really proud that we are 100 percent plant-based.”

Brown found a farm in the Philippines where Herbivore’s coconuts are sourced and worked with the farmers to create the perfect butter, made from 67 percent coconut oil, water, sunflower oil, coconut milk powder and sea salt.

In the early days, there were no retail blocks — now Herbivore can be found in all good supermarkets in the butter aisle — just commercial-sized sheets for cafés, restaurants and bakeries. When Tart Bakery in Auckland won best vegan pie in the country with pastry made with Herbivore, Brown knew the business had legs. Just 10 weeks after diversifying into retail butter, Herbivore won the Foodstuffs Emerge award for new products. Partners soon came on board to help Brown with the business.

He’s still travelling the world, introducing food purveyors, bakers and chefs to Herbivore. It’s exported to Hong Kong and Thailand. Deals with the USA are in the pipeline. It means Brown, who lives with his wife and three of his four children on a lifestyle block, works strange hours, dealing with the US, UK and Asia early in the morning, and again once his boys are in bed at night. He grows kiwifruit and raises beef on their land, and won’t be giving up meat or bovine butter any time soon.

“I’m a real foodie,” he says. “At home we use Herbivore as our butter 85 percent of the time, but I use cow butter in my mashed potatoes. I think of Herbivore like brown sugar; an alternative that has its place in every kitchen.

“I don’t think I’ll ever stop,” he says. “For me, it’s got to be fun. And fun is connecting with people and doing deals.”

HERBIVOREBUTTER.COM

Over the rainbow bridge

Pet Farewells brings comfort and closure to pet owners, offering a dignified alternative to traditional backyard burials.

words KARL PUSCHMANN | photos CRAIG BROWN

Lyn and Gavin Shepherd.

When it comes to our pets, we don’t usually think about the end until it comes. And it wasn’t too long ago that we’d simply grab a shovel, dig a hole in the backyard and then let the kids say a few teary words. However, with shrinking properties, increased urban density, renting being much more common and people moving homes more, a pet’s eternal resting spot can often be disturbed within a few years.

“It used to be accepted as normal, but now people don’t want to bury their cat in the garden,” Gavin Shepherd says. “They want it looked after properly.”

This is something Lyn and husband Gavin pride themselves on. As owners of crematorium Pet Farewells, they’ve been providing a compassionate service to pet owners for 17 years.

When they bought their first pet crematorium in Hamilton in 2007, the existing owner considered it a “lifestyle business”. Lyn, a college teacher, and Gavin, a veterinarian, initially thought it would be a good retirement business, but both quickly saw the dormant potential.

After upgrading the machinery, which is specialist equipment that has to be imported from the States, they began picking up more business. As well as the public they were also servicing all of Hamilton’s vet clinics, the SPCA and Hamilton’s Zoo. Seeing a gap in the market they then expanded to Wellington in 2011 and followed the same playbook. It was another success. This led them to purchase an existing pet crematorium in Mount Maunganui three years ago that they could see had not reached its full potential.

They went through the 18-month process of upgrading the cremator to “the latest and greatest,” and completing the paper trail of necessary consents, and say that business is now beginning to increase.

“We do the work for 60 percent of Tauranga’s vets, the Tauranga City Council and the SPCA Tauranga,” Gavin says.

Most of their work comes via the vets who, after euthanising a pet, will talk to the owner about their options. “It’s either take it home and bury or cremation,” Gavin says. “We have a number of ways that the ashes can be returned. The cheapest option is a cardboard box but there’s another six or seven vessels that we provide to return pets.”

Usually, someone from the team will then pick up the pet, cremate it and return it to the vet a couple of days later. But people are welcome to bring their pets in themselves.

“That happens more and more. But we can't allow them into the cremation zone. It runs at 900 degrees, so it’s hot and pretty dangerous, so they can’t watch that process. It’s just not possible,” he explains. “The cremation process takes probably six hours from start to finish. It’s not like getting a pizza, ordering it and then going to the other window and picking it up.”

As well as the basic cardboard box, which Lyn says is what most people who scatter the ashes opt for, there’s a range of options, including a variety of beautiful wooden boxes that are all crafted here in New Zealand, for people who want to keep them.

“All of the products that we return the pets in are New Zealand sourced or made,” Gavin says, explaining that supporting other local businesses was something he and Lyn both considered important. “We didn't want to say the vessels that we use come from China.”

As well as the expected cats and dogs, Pet Farewells has also cremated animals as small as goldfish and mice through to chimpanzees for the Zoo and, in one instance, an ostrich.

“That’s my favourite story,” Lyn says. “An ostrich is very big when its wings are outstretched and its head’s right up high so we didn’t know whether it would fit into the cremator. When we got it, it was like a coil of rope, because it had just collapsed into a ball and the neck was sort of swivelled around and compacted down on it, so we could cremate it quite easily.

“The poor ostrich had died of an obstruction. It had been scavenging around a construction site, and eaten everything shiny, like screws, nails, bolts and nuts. At the end of the cremation, they were all there. We not only had the bones and the stones, but we could also give the owner back everything else!”

The couple say that the death of a pet is an emotional time. For them, Pet Farewells isn’t just about offering a practical solution, it’s about giving people the opportunity to say farewell to their pets in a dignified and compassionate way. “People regard a pet as part of their family,” Gavin says. “And we’re pleased to be part of it.”

PETFAREWELLS.CO.NZ

Beyond the traditional

One year on, Law Collective is still shaking up Taurangaʼs legal scene with client-centred, team-driven personalised solutions.

words NICKY ADAMS | photos RACHEL HADFIELD

Katrina Hulsebosch.

Unusually for a law firm, the Law Collective is not named after founding partner Katrina Hulsebosch. Whilst this may seem a subtle point of difference, it is in fact a significant one. In one simple gesture, Kat has surmised the kind of culture she wanted to create in her newly established commercial and property law company – a team of high-level experts all working together and complementing each other, the desire to go above and beyond, and with a vested interest in the client rather than the prestige of the name on the door.

Having just celebrated the Law Collectiveʼs first birthday, Kat is both quietly thrilled about how the year has played out, and excited for the next stage ahead. Offering everything from company and commercial law to property, wills, trust and estate law, the office sits in a convenient location in Tauranga.

When you walk through the door, the lack of formality of the open plan space combines with a warm welcoming vibe, together setting a tone of relaxed efficiency. A lack of pretension belies the wealth of expertise that is gathered under the Law Collective roof. Kat and the team have decades of industry experience; her personal resume includes formative years across all disciplines in boutique law firms in Hamilton before moving to Tauranga and joining Sharp Tudhope where she specialised, before progressing to Harris Tate. Alongside Kat are legal assistant Pip Mills, legal execs Andrea Lilley and Tash Gowthorpe, admin co-ordinator Melissa Boswell, and office administrator Loretta Sonego. Many of the team have worked together previously, so share an easy rhythm and work ethic.

Reflecting on the start point, Kat is clear as to her motivation. “I wanted to create something I was proud of here, that was truly client centred. All the decisions we made in setting this business up, right down to the legal practice software, were all based around client experience.” Kat believes that law as an entity is embracing a new era when it comes to how firms operate: crucially in relation to the client/lawyer dynamic.

As a forward-thinking company, Law Collective places significant emphasis on the personal connection with the client. As Kat points out: “I think you get more out of the relationship with the client, and you can then serve that person better, if theyʼre comfortable with you. So even the fit out of this office has been designed to put people at ease. It lends itself to having a more friendly, relatable relationship with our clients. And you then end up getting a lot more information as you talk. When the client trusts you, theyʼll tell you stuff that they donʼt even realise is important, and it can often change your advice to them.”

The client/lawyer ‘fitʼ is a concept that Kat returns to repeatedly, emphasising how important it is for the client. Despite having multiple overseas or out-of-town clients, when it comes to a new client Kat makes a point of always trying to meet in person: from there on, the file can be dealt with accordingly, although Kat will always stay involved.

“Clients are often surprised that when they call, when I can, I answer my own phone.” I wonder if the initial high-level interface might feel prohibitive to potential clients, however, Kat assures me that this is in fact a more cost-effective way of operating. “Often, I can get a lot out of a first meeting and from there direct it better, so itʼs more efficient for me to meet with the client in the first instance. I can then make sure theyʼre on the right path. After that, the girls will take over and Iʼll be included as much as they need me to be.”

Getting value for money is very important for Kat, “Weʼre very mindful of costs to clients.”

Being across each other’s workload harks back to the basic concept of being a collective team. As Kat explains: “The staff all operate together – we generally know what’s going on with each other’s files. We also see ourselves as a collective with the client and their other professional advisors, like accountants, bankers, financial advisors and real estate agents. The idea is that we’re all working for the client’s best interests – we’re all on the same page and collaborate together to deliver a better outcome for the client. From the start, I could see the advantage of truly being a wraparound service.” This all-encompassing attitude means that as a boutique firm operating in the commercial and property law space, should a law service outside of this arise, they can seek help from barristers who are the very best for the job from a large pool of external options.

As a team Law Collective is a well-oiled machine, each bringing something unique to the table. Pip, Kat’s legal assistant, ensures smooth communication between the team and clients; legal executives Andrea and Tash bring complementary skills – Andrea is known for being a whizz at complex legal matters, while Tash has a down-to-earth approach, her exceptional guidance making her beloved to clients. Melissa, as administrative co-ordinator, is the backbone of the company, taking charge of day-to-day operations; office administrator Loretta’s eye for detail and 20 years’ experience in law firms ensures smooth sailing is guaranteed for the whole team. Kat has no plans to expand into other disciplines, and while the next growth phase will see the addition of more solicitors, she is adamant about staying boutique. “Sticking with what we know we’re good at and where we can add value.”

Equally advantageous to a smaller environment is the ability to streamline processes to make them as efficient as possible. Kat’s motivation was also to create a law firm with a more modern outlook, which, when you look at the processes that have been initiated, from personal to administrative, it feels very like the company has hit its mark. But the most important target is one that has resoundingly been reached – a client-centric ethos – without a doubt, says Kat, “Clients know when you care.”

Quick fire with Kat

UNO: How would you recommend people choose the right lawyer for their business?

Kat: Choosing the right lawyer for your business starts with understanding your specific needs. Look for a lawyer who specialises in your industry or the particular area of law you need help with. Another key factor is responsiveness. Business moves quickly, so you need someone who can keep up, provide timely advice, and help you seize opportunities. Finally, don’t underestimate the importance of a good personality fit. Your lawyer should be someone you feel comfortable working with, who understands your business’s goals and culture, and can explain legal concepts in a way that’s clear and approachable.

When in a business transaction is a good time to engage a lawyer?

The earlier, the better. Engaging a lawyer at the start of a transaction can save you time, money, and stress down the line. A lawyer can help identify potential risks, clarify obligations, ensure the terms align with your goals, and your interests are protected.

What do you think is the right size firm – and is it important to be in the same city?

The ideal size of a law firm really depends on the needs of you or your business. Smaller boutique firms can offer personalised, tailored services, often with a high level of expertise and flexibility. As for location, it’s no longer as critical as it used to be. With modern communication tools, you can still get to know the client personally over regular video conferences. What added value do you offer? I believe our point of difference lies in the exceptional client service, efficiency, and genuine care we provide.

lawcollective.co.nz

On brand

A good brand doesn’t just look pretty; it’s an HR asset, a reputation and a must, says brand expert Jamie Bell of Paulownia Design Studio.

Good branding gives businesses an unfair advantage to really make their mark in their industry. It's not just about having a visually appealing logo or an eye-catching website; branding is about crafting an identity that resonates with your audience, sets you apart in a sea of sameness, and ultimately drives business opportunity.  

At its core, branding is about creating an emotional connection with your people. It's about conveying who you are, what you stand for, and why you matter. In the overwhelm of the 21st Century, a strong brand gives businesses the upper hand – it's the secret sauce that propels them to outperform their competition and make them undeniable to those they want to connect with.

But what exactly does good branding entail? It's about crafting a cohesive identity that permeates every aspect of your business. It's about the visual elements – the colours, fonts, and imagery – that make up your brand's aesthetic. But it's also about the intangible aspects – the personality of your brand, the tone of voice you use, the key messages you communicate, and the impact statement that defines your higher purpose.

Take, for example, brands like Kowtow. Beyond just selling clothes, Kowtow has embraced activism as a core tenet of its brand. They exist not just to push profits but to make the world a better place. By aligning their brand with a higher purpose, they've cultivated a loyal following of customers who share their values and want to be a part of something bigger than themselves.

But branding isn't just for the big players. Whether you're a solopreneur or a multinational corporation, the principles of branding remain the same. It's about authenticity, consistency, and connecting with the right people. 

It's about telling your story in a way that makes your business unforgettable. The power of branding lies in transcending trends (not just following them) and delivering a potent, simple message that ignites connection.

As the economy faces uncertainty, rebranding can offer incredible leverage to transform your business and drive your measure of success. So if your branding needs an up level, now is the time. Because having a good brand isn't just an advantage – it's an absolute game-changer. 

paulownia.org.nz

Boost your business success

Roz Irwin explains how to unlock the full potential of your business with Tauranga Business Chamber's resources and support.

Photo Salina Galvan

There are many support resources available for businesses, but they’re spread across government agencies and non-government organisations. Plus, they keep changing; it’s hard to keep up.

It would be great if there was a local hub where people could understand where all the resources and support for businesses are available. 

Great news, there is!

Tauranga Business Chamber has a dedicated, independent contracts team whose job is to know what resources and support channels are available for businesses and get them connected to the services that best suit their needs. 

Whether you’re well-established and looking to innovate or train your leaders, or you have a business idea and are unsure where to start, the Tauranga Business Chamber is the hub of business resources and support that can help all stages of business.

Each year, we help hundreds of business leaders and entrepreneurs start their business, access free resources, gain Government support, and connect with local experts. 

No matter the stage in the economic cycle, there are always opportunities for business owners to offer new solutions to customers’ obstacles and challenges. 

Our services range from a free one-hour session with a business advisor, support to boost your capability, or resources to leverage your innovation and R&D. 

Our advisors are independent and impartial. They are driven to help businesses succeed and reach their potential. 

Anyone can access our business support services; you don’t need to be a member of the Tauranga Business Chamber. 

Times are tough right now, but as another saying goes: “We’re all in this together.” If you’re seeking some extra support, reach out to our team and see how we can help. It’s free, it’s independent, and it’s impartial.  

tauranga.org.nz

Your true north

If you could work out what really drives you as a person,
what change could you make in the world? We meet Catie Noble
from Upward, who does exactly that for her clients.

Words Jenny Rudd  |  Photos Jeremy Bright – Grabb

Imagine you’re giving a speech to announce the closing down of your business because you’ve achieved everything you set out to do. Catie Noble, owner of Upward, would sound something like this.

“Thanks to our mahi, everyone now knows what impact they’d like to have on the world, and they have a plan to make it happen. Our world is getting better, because every person is doing what they care about, and they are doing it well.”

Based in Taupō but with clients in Tauranga and further afield, this is one of the many tools Catie uses in her workshops, regular coaching and activity sessions to help businesses and ambitious individuals do better.

There’s some noise in the background during our interview, so I ask where she is. Wellington airport, en route to Climate Action Marlborough. Over this week, Catie has: Problem-solved a global go-to-market strategy for a New Zealand beauty startup, brought together teams in a large corporate to help them uncover the “stinky fish” that was creating a business-limiting culture (and gave them tools to resolve it), and met with one of her regular clients, a high-end interior designer. And that’s all before immersing herself into climate solutions in the South Island.

“I’ve spent the last 20 years listening to people and extracting the core issues holding them back. I take their stories and experiences, distil what’s happening for them, and help them get clear and take action. And like any business owner, I’ve made a bunch of mistakes, faced tough challenges and had to come up with novel ways to solve them, and brought my team along for the ride.” Clearly she’s good at it.

It’s a modest description of the last two decades. Catie has built and sold successful health businesses, and was awarded the Supreme Business of the Year and Excellence in Business Leadership at the BNZ Taupō Business Awards. As president and chairperson of Taupō’s Business Chamber she led them through a huge transformation, then sat on the board of the region’s economic development agency. Recently Catie was an advisor on Electrify, an accelerator for female-founded startups, and the business she mentored, Vince, completed a successful capital raise during that time.

Not one to sit still, she’s a voracious learner. COVID-19 lockdowns provided the opportunity to do a post-grad certificate in leading Change
for Good, designed by education visionary Francis Valentine, CEO of Mind Lab.

Catie says that the business owners, senior executive teams or high performers that she works with often come to her knowing there’s a problem, but can’t articulate what it is. It’s when the task ahead seems messy and woolly that Catie really adds value.

“People who want to push themselves are well-suited to working with me. They know they can do more but in our overloaded world they might struggle with decisions or get overwhelmed with what needs to be done. I straighten out their thinking and get them cranking. I've worked with tech startups, founders, heavy industry, tradies, national utilities in New Zealand (Catie’s a geothermal enthusiast), and everything in between. I want to work with interesting people on interesting problems. If you want to make the effort, then I'm ready to jump in.” 

Upward.nz

Being the change

The Graeme Dingle Foundation improves the lives of our youth by not only equipping them with skills to build bright futures, but opening their eyes to the exciting possibilities around them. And it’s not just the children who are benefiting from the foundation’s programmes.

Accomplished adventurer, mountaineer, author, artist, filmmaker and philanthropist Sir Graeme Dingle knows how to squeeze the very most out of what life has to offer – and he sees it as his calling to equip New Zealand’s youth with the same limitless sense of possibility. More than 25 years ago, he pledged to improve our country’s concerning youth statistics, and so the Graeme Dingle Foundation was born. The vision is to positively impact the lives of our tamariki, and make Aotearoa the best place in the world

for children to flourish.

Today, Graeme and partner Lady Dingle, Jo-anne Wilkinson, are proud to see the foundation’s programmes reach 28,000 school-aged rangatahi across the country. The programme seeks to improve self-esteem, educate about positive choices and values for health and happiness, offer practical life skills and impart a sense of adventure. The ultimate goal is a positive attitude, useful skills and real future possibilities.

The couple are adventurers in the truest sense. Graeme has ascended the world’s most challenging mountains, sometimes with climbing buddy, the late Sir Edmund Hillary, and Jo-anne’s epic Arctic and Antarctic traverses and mountaineering achievements also attest to the couple’s grit and determination to succeed. It’s the same drive and courage that underpins the foundation’s objectives to make a real difference in the lives of our youth so they too can thrive and surmount any challenges life throws at them.

But creating an aspiring generation requires inspiring role models and this is where the foundation’s mentor program plays a crucial and highly-rewarding part in its success. Lynette and Dave Gillies of Z Energy have mentored five students between them. They were involved with the Graeme Dingle Foundation through Z Energy’s ‘Good in the Hood’ initiative, when the foundation’s Western Bay of Plenty manager Dan Allen-Gordon approached them about mentoring. Although experienced in business coaching and management, mentoring rangatahi was totally new to them. However, not only was the mentor training day extremely helpful in preparing them, they also found the foundation always available for support if needed. 

So what does the role of mentor actually involve? The expectation is to meet up once every fortnight but to have contact once a week, with fun group activities for all the students and their mentors arranged periodically throughout the year. “The idea is to find things to do together that create space to talk,” says Dave. And although the experiences they have shared with their mentees is impressive – surfing, mountain biking, mud runs, baking and cooking at their home as well as work experience and community events within Z – Dave insists the most important thing is to simply lend an ear to the young people under their mentorship. “It’s important to listen to both what they say and what they don’t say” says Dave. Lynette agrees, “Listening skills are the biggest thing you need. Often you don’t need to talk, just to listen.”

Both Dave and Lynette speak enthusiastically about what they’ve gained from mentoring. “The opportunity to learn about yourself is huge,” says Dave. Lynette says young people have shown

her a different view of the world. “It really opened my eyes and reinforced that we must listen to young people more. They have so much to offer.”

What advice would they give to people considering mentoring? “Just do it!” says Dave. “An hour a week is not a big commitment to make a huge difference. When you see where these students end up after their mentoring period, it’s awesome.” Lynette says mentoring has improved her own personal growth, too. “You give, but you get so much back. The feeling you get when you see them go from where they were, to blossoming young adults, is just amazing.”

When Helen Fraser, the owner of Mount Maunganui store Bettie Monroe, heard about mentoring at the Dingle Foundation, she knew it was the right option for her. She wanted to volunteer in the community and had always loved being around children and teenagers. “Being a teenager is difficult,” says Helen. “The chance to help, to give opportunities and be a positive role model and inspire young people is amazing, I love it.”

Helen says the mentor matching process is a bit like speed dating – a really fun way for both students and mentors to work out who they connect with. Helen’s mentorship activities arranged by the foundation, included skydiving, paddle boarding, inspirational talks and once, an evening walk round the Mount with a DOC ranger where they witnessed the penguins returning. “There were a lot of opportunities for us both to experience new things and learn together.” Helen also enjoyed one-on-one time on days out, shopping trips and meeting for hot chocolates. A big part of mentoring is also goal setting,” says Helen. “Each student has a book and we set goals then revisit and evaluate them. They also learn lots of life skills like CV writing and interview practice.”

Helen enjoyed mentoring so much, she has gone on to do it twice more. Seeing students grow and being beside them as they overcome challenges and accomplish their goals is just amazing. And it isn’t difficult, it’s just about being a friend, a listening ear and a sounding board – and loving life and being up for a challenge!” Paris, who was the first young person Helen mentored, went on to be a mentor herself – testament to the positive impact mentoring, and the Project K (a 14-month program for year 10 students that incorporates a wilderness adventure and community challenge) had on her life.

Dan Allen-Gordon says, “Our mentors come from all walks of life, but the thing they have in common is

passion to make a real difference in the challenging world our rangatahi face. Every one of us that overcame major obstacles as a young person has had a significant adult help us succeed. It is the greatest gift we can give to care and not judge.”

The Graeme Dingle Foundation Western Bay of Plenty reaches over 3,700 tamariki and rangatahi each week with their proven programmes, building resilience and well-being in young people. From Kiwi Can, a values and life skills primary school programme to whole school peer-mentoring and ready for work programmes such as Stars, Career Navigator and Project K. The programmes cater to young people aged 5 to 18, helping the participants to thrive and understand what they have inside is greater than any obstacle they may face. A key part of some of these programmes is mentoring, and for both the students and mentors this represents an extremely rewarding, and life-changing experience.  

dinglefoundation.org.nz  

Entrepreneur and disability advocate Charmeyne Te-Nana Williams

Entrepreneur and disability advocate Charmeyne employs over 200 people to support people with disabilities, like her husband, Peter who suffered a brain injury in a boxing match. Whatever It Takes is a fitting name for her business, and the way Charmeyne approaches life. She lives between Mt Maunganui and Auckland.

PHOTOS Garth Badger WORDS Jenny Rudd

At a recent event for our speaker series, This Is How I Did It, Charmeyne told us the incredible story of how her husband Peter Williams’ brain injury and resulting tetraplegia has shaped her life. 

Charmeyne and Peter had baby twin girls, who'd just arrived home from a 5-month hospital stay after their premature birth. And four weeks earlier, the couple had buried their son who passed away after being born at 26 weeks. Charmeyne was at home with their daughters in Auckland, on maternity leave for a job she loved at New Zealand Trade and Enterprise in the Māori enterprise team. Peter was down in Timaru at a boxing match, on his path to his plan to qualify for the Olympics. He'd previously won the world title for waka ama (canoe racing) in Tahiti. He was strong, athletic, and world class at the disciplines he put his mind to. He called Charmeyne and announced "I won, so I'm now the New Zealand Super Heavyweight Champion. I just need to go and do a drug test, then I'll call you back."

But he didn't call back. One of his teammates did. Charmeyne said it wasn't what he said that was worrying, it was what he couldn't say. He could barely get the words out. Peter had suffered a traumatic brain injury which left him a tetraplegic.

Her story was so inspiring, we knew we couldn’t leave it in the room. 

---

I remember the day Peter went down to Timaru like it was yesterday. It was labour weekend in 2002. That morning, we'd talked about what we had dreamt the night before. We often did that. He said "I dreamt that my spirit had left my body and it was flying across Samoa.”

After I'd spoken to Peter when he won, I remember being so excited. I thought he hadn't rung back because he was out celebrating. Then his teammate called me and said "You need to get down here." At that point I had no idea what that meant. I didn’t know what I was walking into. 

I’ve been so lucky and blessed, because my family has been amazing. My sister was staying with us at the time and she looked after our babies. I jumped on a plane and went down to Timaru. 

Since that day, my life has really been in stages. Stage one was going down to Timaru. 

STAGE ONE

The Rude Awakening

Some of the questions that came to mind at this time were: What the hell is a traumatic brain injury? I had no idea. I had never worried about Peter because he was so strong.

What the hell is this health system? I had no idea what I was walking into. I went into the hospital, he was in ICU and I just didn’t know what to expect. We weren’t allowed to stay there, so that was really daunting for me. 

If it wasn’t enough that we were trying to deal with what was going on with Peter, it was all over the news. My brother rang me up and said, “Have you seen the newspaper?” On a front page was an article that said Peter was actually a Black Power member and had sustained his brain injury through an initiation. So he’s trying to fight for his life and here’s this article on the front page. Where did that even come from?

I rang a friend of mine whose husband was an All Black who’d had some bad publicity, and he put me onto his lawyer who represented us for nothing. We went to court to get them to retract what they'd printed.

By this time, I had to send my girls off, at eight months old, to live with their grandparents in Wellington so that I could work out how to help Peter. Thank god for my whānau, because if it wasn’t for them, I’d never have been able to get through these early stages.

STAGE TWO

The BS

I thought the system would focus on what's best for Peter, me and our whānau. But it didn't feel like that at all. You'd think you’d go from stage to stage – from hospital, to rehab, to home but, actually, it's not that way. Every time I went to another stage of what I thought was our recovery, it was just the same shit on a different day. All I knew was that I loved this man and wanted to keep my family together – that was my priority.

It wasn't just the medical system either, it was our society. Arriving in Auckland, a friend asked me if I was going to stay with Peter as a partner. I was shocked. They asked if I really knew what I was getting myself in for.

We left Timaru after a month and moved into ICU in Auckland for a month, then Peter moved to a rehab facility in West Auckland just before Christmas 2002. I thought that was going to be awesome, but it was really bad. The staff weren’t used to family members sticking around, but I was there every day. I became known as ‘the bitch’ – true story. In my mind I couldn’t understand why, because I was just trying to figure out how I could make sure that Peter was well looked after. What I started to realise was that everyone was doing what they thought was best, as opposed to what was best for me and my family. 

Trying to find financial support to keep my family going was really difficult. When my maternity leave was over and I had to go back to work, I thought I’d go to Work & Income to get help with child support but was told I wasn't eligible because I was earning too much. I’m on $50k and I’ve got an adult who has a serious disability and two children. How is that a high income?

Then I was offered redundancy, which I took, because it meant I could go on benefit. I fought with my pride. I had never been on a benefit. But I knew that if I didn't, it was really going to affect my family's well being and my ability to care for them. I was exhausted and I needed to, so I did. And rather than pay me the extra $100 a week on top of my wages I could have been earning, they paid me about $70,000 a year to be on benefit and to support my kids. That seemed dumb! 

You expect and trust that the experts are giving you the right advice, but I learned that that’s not the case. I found out some time later that Peter had been eligible for child support the whole time. We had to go to court to recoup it. What a waste of time and money for everyone involved.

STAGE THREE

Kete of knowledge

Finally, the penny dropped. When you’re in a rehab facility, you have a multidisciplinary team. You go to these whānau meetings and sometimes you might be the only member of the whānau with 12 clinicians around the table, who are all telling you what you should do. I was in one of these meetings and everyone was talking about how aggressive I was. I could feel myself shrinking into a corner in the chair, just fading away. My cousin was sitting next to me and she said, “You know, what some people would describe as aggressive, others would describe as proactive”. That was a turning point for me. I thought, that's right. I’m being proactive. I’m not being aggressive, I’m just fighting for what I know is right.

From then on, I started to listen, observe and figure out the things that Peter would respond well to in terms of his rehab. I thought about how I could take all these little bits of advice and information and fill up my kete of knowledge to move forward for Peter.

As well as learning from the model he was under, I looked around the world for different care models that fit what I believed he needed.

My aunty, who’s Māori and a social worker, said, “Have a look at this and tell me what you think.” It was a Māori model of care called Te Aho Takitoru which had been developed by her team as a social work kaupapa. What really jumped out to me was that the mana of the person being cared for was at the core. Reading it solidified in my mind what I have been trying to do since Peter's accident - I was fighting for the mana of this man. I just wanted him to be recognised as the man of the family, as a dad and as a partner. That’s all I was asking – nothing more and nothing less.

STAGE FOUR

Home is where the heart is

I thought going home was going to be easy – but it wasn’t. Having been in hospital and rehab for nearly three years, we’d applied to ACC to fund the modifications we needed for Peter to live at home. It was just before Christmas and I got a reply from ACC saying they’d declined our application. The application had taken forever, and they'd said no. I felt it was because they were solely looking at the injury and how to manage that injury. It was being done adequately, they felt, in the rehab centre. I could see though that there was so much more to the picture surrounding Peter's injury. What about his well-being, his wairua (spirit) and the mental health of my family as a result of the care decisions?

When ACC turned down our application, I thought if I don’t do something now, my family is just not going to survive this. 

My brother-in-law worked for 60 Minutes and asked if they could do a story on us. I had turned down offers like this in the past, but I was desperate. So I said ok on the condition that Peter's integrity was maintained, and that the focus should be on getting Peter home.

At one stage during the research, I could see there was some focus on the fictitious Black Power connection. So I went marching up to the Black Power pad in Mt Wellington, knocked on the door and asked their leader to speak on 60 Minutes and set the record straight that Peter was not connected to them.

In the end, the show only talked about ACC for about a minute and how our application had been declined. It took three years for them to decline it, and honestly about two days to approve it.

Finally, we were going home. I got so excited. But we then headed into a new world. The world of agencies. In 18 months, we had around a hundred people come through my house. My girls were verbally abused, and Peter was physically and sexually abused. We went through another grueling court process to bring the sexual abuser to justice, but she got off on a technicality. That whole process was so traumatising for me. It was like I was the criminal. This woman wasn’t held accountable in any way, shape or form, and neither was the agency. That was it. No more. I had to take all my learnings and bring them together to provide a new model.

We weren't the only family going through this either. I knew there were others looking for the same as us, so I put together a business proposal to set up a programme bringing together everything I learnt from Te Aho Takitoru, my research and experience in hospital, at the rehab facility, and the agencies.

Ten years after Peter's accident, I set up What Ever It Takes, a home-based rehabilitation service.

STAGE FIVE

Doing Whatever It Takes

Our vision for our company was to set the standard internationally for how we care for families, regardless of their situation. 

The biggest difference between a mainstream clinical approach and the Māori model we use, is we take into consideration all aspects of what’s going on in the whānau’s lives. A mainstream model looks at what's best for that injury in isolation. But that’s not reality for our families. We don't focus just on physical things like the brain or the spine. This person lives at home with a whole family, so we consider that whole picture. What help do they need to access their entitlements? What is the best wrap-around care that this particular family needs? How does the family operate? What are their dynamics? What are their values? What do they need to support them to live how they want to live?

We work mainly with Māori and Pacific Island whānau. They’re already compromised and they’re further compromised with this disability. I’m a supporter of whānau looking after whānau. I think if you want your whānau member to look after you, then let them look after you. There have been lots of debates about whether whānau members take advantage of the situation, but that’s really not my experience.

Our business model has allowed us to really flourish through the lockdown periods. We’re essential services, but we have a single team for each whānau we look after, so during lockdown we went right back to our aspirational goals and how we were going to do that within the confines of our four walls.

Each time my company gets audited, we receive continuous improvement on continuous improvement. That’s not just great, that’s exceptional in our sector. My goal is to create pathways for the future. I want us to be able to really pave the way for other organisations to come in and support families. 

STAGE SIX

A deep breath

When my girls were at intermediate school, I realised that I had become so absorbed with what was going on for Peter that I was being counterproductive. That's when I started to think about my happiness. All they’d known their whole life was this environment of conflict where I'd been fighting for Peter. It was incredibly hard, but I moved out. It was the right thing for Peter to be able to work with his team from then on, and for our girls, and me.

My journey continues. It's been 18 years and time moves on. My father and my grandmother have passed away. My twins are leaving school. 

I never thought that I’d meet somebody or fall in love, but I have. I’ve had feelings of guilt, but Peter and I were only young when this happened; he was 27. I’ve always committed to being married to Peter. But I got to a point where I thought, I don’t want to die wondering if there could have been more.

When we first met, Rob said to me, “I need to tell you something, I’m having a baby,” and I went, “Oh well, I’m married. I’ll have your baby if you have my husband.” And he goes, “Sweet.” So that’s been the basis of our family. We have five kids now with our big, beautiful, blended whānau. We have all this extended whānau on Rob’s side, and we have Peter and our extended whānau on my side, including Peter’s two sons Puna ma Faleasi and Siagogo. 

It's unconventional, but it works because we make it work. I feel that’s probably my biggest learning: you just have to make things work.

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No reira ngā mihi nui, ki a koutou. Mo te whakarongo mai ki ahau. Thank you for listening to me. Go home and tell the people that you love how much you love them. I’ve learnt how to care for my family and it's the pathway that I intend to to follow forever more.

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What Ever It Takes

There's such determination in the name of Charmeyne Te Nana-Williams's business. And love, when you consider who the beneficiaries are of this determination. What Ever It Takes employs over 200 people across the North Island to deliver a programme of home-based care for people with severe and complex disabilities. What makes it different is the whanāu-centred approach. The family is involved in all aspects of the care, because Whatever It Takes looks at the needs of the whole family, rather than keeping the spotlight on just the injury.

This programme has been developed by Charmeyne and her team to give control, mana and quality of life to those suffering from and affected by major brain traumas and other life-changing disabilities. Their struggle to be allowed to take Peter home to care for him showed Charmeyne that there was a need for a different model of care.

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Theresa Gattung: pioneering change from the top down

A regular fixture on Fortune’s most powerful women in international business lists, Theresa is no stranger to the challenges such females face. Now leading the New Zealand chapter of SheEO, she’s helping a global community make long-overdue change. 

Spend any time looking into the life and times of Theresa Gattung and you’ll realise one thing very quickly: she’s not afraid to pioneer change. Arriving in the public eye at the age of 37, when she became the youngest ever and first female chief executive of Telecom (now Spark), she then went on to co-found My Food Bag, the home-delivered cooking-kit service that revolutionised the way thousands of New Zealanders approach mealtimes. She’s been recognised as one of the country’s leading philanthropists, working with charities such as the SPCA and Tauranga-based Cambodia Charitable Trust, and more recently launched the New Zealand arm of world-first female venture-capital fund SheEO. 

Playing her part in an ambitious goal to see 10,000 women-led ventures funded through SheEO worldwide, Theresa’s knee-deep in what may be her most important quest for change yet. To put its significance into context and demonstrate the urgent need for organisations of SheEO’s kind, you need only to consider that worldwide just four percent of all available capital is currently invested in women-led ventures. Having spent decades holding prominent positions in the business world, Theresa’s quick to recognise that even in 2020, the playing field for women in business is still far from even. “You don't really have to walk very long as a woman in business to realise that it's still harder,” she says. “It's not as hard as it was 20 or 30 years ago, but it’s still hard.” 

As the daughter of two entrepreneurial British migrants, it’s no surprise that Theresa grew up to be business-savvy, with a bent for challenging the status quo. Leaving behind their native London, her working-class parents, Marion and John, set sail for New Zealand in the 1960s. They were what Theresa affectionately calls, “ten-pound Poms”. “They paid £10, got the passage by ship and had to sign an agreement saying that they’d stay in New Zealand for at least two years,” she says. “And here they are, over 50 years later.”

Moving from their initial base in Wellington to settle in the Bay of Plenty, Marion and John set up a souvenir business in Rotorua. “My parents were entrepreneurs, in a small way,” says Theresa. “My father retired from the paid workforce in his forties after ill-health and had to support himself ever since, with property and other interests. So, yes, I come from a background of small business people.” 

Breaking away from their established family tradition of taking the same career path as their parents before them, Theresa believes that her parents’ success in New Zealand is partly due to their adopted Kiwi mentality – simply getting stuck in and being willing to try something new. She also recognises her father’s progressive and supportive approach to parenting as a unique factor in shaping the person she became. “My father had only sisters and then he had four daughters,” she says. “He was always very encouraging of us reaching our full potential, and never had any particular gender stereotypes about what girls could do [or] boys could do, which was pretty unusual [at the time].” 

On completing her schooling in Rotorua, Theresa studied a business degree at the University of Waikato, before moving to Wellington to complete a law degree. Even as a young adult, she understood that she would need to play her part in fighting for gender equality in the business world. At the time, there were no women running large companies in New Zealand, so she knew that achieving her dream of running a large company by the age of 40 would not be easy. “I've always understood that there are structural issues that can hold women back in society,” she says. 

In the years that followed, Theresa began her corporate career climb through TVNZ, National Mutual, the Bank of New Zealand and telecommunications company Telecom. Originally joining the latter in 1994, she was appointed CEO in 1999. As its first female CEO, she was thrust into the public eye, at times facing challenges that her male counterparts would rarely experience (after being announced as chief executive at a press conference, the first question she was asked was if she intended to have children). 

As she says in her memoir, Bird on a Wire, Theresa successfully led the company into an entirely new era of communication. “I joined Telecom in 1994 and I was given a cell phone that was really big; you almost needed a separate briefcase for the size of the cell phones!” she laughs. Two years later, returning from a conference in Europe in 1996, she began to realise just how big the internet was destined to become, and went on to lead Telecom’s transition into the age of IT. “When I was CEO, we bought a couple of large IT companies. We bought Gen-i and we bought Computer Land, and we put it together with Telecom’s IT division and we called it Gen-i. Then over that time, Telecom became the number-one provider of IT services.”

Stepping down from her role at Telecom in 2007, Theresa spent several years pursuing other business and philanthropic ventures, before co-founding My Food Bag in 2012 with Cecilia and James Robinson. “When Cecilia was on maternity [leave] with her son, Tom, she wrote up the business plan for My Food Bag and showed it to me,” she says. “I looked at it and I thought, ‘Yes, this is really gonna work’. I realised that something like that would fill such a need for women of every situation because ‘What are we going to have for dinner tonight?’ usually falls on the woman of the household.” 

As chair of My Food Bag and a key investor, Theresa worked with the Robinsons, Nadia Lim and her husband Carlos Bagrie to swiftly get the business off the ground. “In the beginning it was just us and then we started hiring people, and we did have that philosophy that we're going to go for the best,” she says. “We had the best advisors, we got the best people and we always thought that it could be a bigger business. We never saw it just as a small business. We set it up, the systems and everything, to scale fast.” 

After huge and rapid success, a majority share of My Food Bag was sold to Waterman Capital, freeing Theresa up to focus on building a name for SheEO in New Zealand. “When I heard [SheEO founder] Vicki Saunders speak a few years ago at a conference in America, she had just launched SheEO in Canada [in 2015] and I thought it was a brilliant idea,” she says. “Her idea was to completely change the paradigm.”

Simple yet hugely effective, SheEO operates on the principal of ‘radical generosity’, a belief that trust, collaboration and a strong female community is key to creating opportunities for more women-led ventures to succeed. Each year, an intake of local investors, called Activators, each contribute $1100 into a central funding pool. These women then work together to choose five women-led ventures to fund through five-year interest-free loans. 

“[Vicki] had a couple of cycles [of funding] in Canada and I went up to her and said, ‘This would be fantastic in New Zealand,’” says Theresa. “I organised a conference and brought her down [to New Zealand] and she presented to a room full of 500 women who just loved the idea. We decided to launch in New Zealand, but then we hit a roadblock because in Canada [SheEO] is not a business or a charity. It's not tax-deductible and it doesn't want it to be a charity. We're trying to reframe what business is, and I believe the world will be more effectively changed through business than through charity. So we struggle because the law doesn't really have a category that's in between.”

“You don't really have to walk very long as a woman in business to realise that it's still harder.”

Having ironed out some teething problems and brought Westpac on board as a key supporter, the New Zealand chapter of SheEO has so far raised $700,000, which has been loaned to 10 local ventures over two cycles of funding. Worldwide, SheEO has so far raised more than US$4 million in loans through 4000 Activators, allowing 53 women-led ventures in five countries to gain vital funding. The opportunity to change the face of business seems almost limitless. 

When it comes to selecting ventures to invest in, SheEO has unique criteria. They have to be at least 51 percent women-owned, be doing something good for the country, the world or the planet, meet revenue criteria and demonstrate an ability to scale. Among recent local ventures that have received funding from SheEO is Pure Peony Skincare, a Nelson-based business that uses the root of organic peonies to create natural products to soothe skin conditions such as eczema, psoriasis and rosacea. 

Although SheEO has game-changing benefits for their selected ventures, the system isn’t all take. Through several nationwide and regional events, SheEO Activators have the opportunity to make invaluable business connections themselves through their involvement in the organisation. Every year, SheEO runs a launch event at which the supported ventures for the year are announced and Activators have the opportunity to gather on a national level. Along with networking opportunities, Activators also have the chance to participate in follow-on funding programmes with the ventures as and when they become available. 

“The first benefit you get as an Activator is meeting all the other Activators,” says Theresa. “Vicki comes down from Canada and it’s amazing to spend a day and an evening with that group and to be so inspired. You really make linkages that will benefit your business.” 

SheEO is unique in that the required investment is relatively minimal, allowing women of all ages and backgrounds to invest in the fund. Aiming to encourage a more diverse range of women to join as Activators, SheEO gives Activators the opportunity to split the yearly financial commitment across a monthly payment plan. This commitment to accessibility helps to ensure that SheEO not only continues to support women-led ventures, but also creates a chance for women who otherwise may not feel empowered to do so to become involved in investing. 

It’s this sort of clever thinking that has contributed to the rapid growth of SheEO locally and internationally. The first ever SheEO Global Summit took place in Canada on March 9 and SheEO Magazine launched in New Zealand with the aim to help to further the SheEO’s reach and inspire Kiwi women. 

Seeing SheEO in action, it’s obvious that the world needs more of its kind and Theresa is to be commended for having the foresight to see it could work in the New Zealand market. With a knack for knowing exactly what the world needs when, she says she allows both passion and logic to guide her when it comes to choosing what to take on. “I do what moves me at the heart level and the head level. I think, ‘I could make a difference to this and it would be a good use of my time. It’d have a big enough impact and I’d enjoy doing it.’”

Theresa knows better than anyone that New Zealand is a nation of risk-takers and innovators, but she insists we need to keep pushing for more and looking at how to solve the big issues in our society. When asked about what the world needs most right now, she puts a challenge to her fellow Kiwis. “We just need to keep being more of what we can be, because we can really mean something to the world,” she says. “We show what's possible. We have to make New Zealand the best she can be because we lead the world in many ways. We have to keep doing that, even though we're not perfect. New ways of thinking to deal with problems can flourish here. We have to become even more a part of the solution – that’s the mission of every person living in New Zealand

Theresa recommends: Inspiring reads

The Testaments by Margaret Atwood 

A sequel to Atwood’s The Handmaid’s Tale, originally published in 1985 and now a TV series, this 2019 novel is set 15 years after the gripping and gruesome events of the first book. “I find it a complete reminder that [women] have to keep reclaiming our power and asserting our right to have our voices heard,” says Theresa. 

Braiding Sweetgrass by Robin Wall Kimmerer  

Written by a botanist and professor of biology, Braiding Sweetgrass explores our reciprocal relationship with the earth in connection to the widespread general awakening of ecological consciousness. “It’s a fantastic ode to nature and an inspirational read about the beauty of it,” says Theresa.

Bay business matchmakers

Paul Brljevich and Kevin Kerr of Tauranga-based Tabak Business Sales share the secrets of successful deals.

WORDS DANIEL DUNKLEY / PHOTOS SALINA GALVAN

Making the decision to sell your own business is never easy. If after years of hard slog, you opted to sell up so you could ride off into the sunset, how exactly would you go about it? Would you phone a few contacts and hope for the best, or take up an offer from the first interested party?

For the owners of Tauranga’s Tabak Business Sales, Paul Brljevich (pictured above left) and Kevin Kerr (above right), finding the right buyer is something of an art form. They could be considered matchmakers who link Bay of Plenty businesses with the most attractive suitors.

Paul and Kevin each have more than a decade’s experience in orchestrating business sales for Tabak, Tauranga’s oldest business brokerage. They say selling can be an emotional decision, but requires sharp analysis, impartiality and fairness. After all, it can be the most important decision of someone’s career.

From their base on Cameron Road, in the heart of Tauranga’s rapidly expanding business district, the duo has earned a reputation for their exceptional valuation skills, forensic-like attention to detail and extensive network of contacts. They cover sales all over the Bay of Plenty and up to the Coromandel, finding buyers for businesses valued at between $200,000 and $10 million. Tabak also has offices in Auckland, Hamilton, Wellington, Christchurch and Queenstown.

Kevin has been a business broker since 2001, when he was enticed into the industry from horticultural management. Paul joined in 2007, after running companies in the leisure, hospitality and property industries, plus a spell in banking. “We’ve lived it,” says Paul. “We’ve run businesses and operated businesses, so we can relate. A person’s business is like their baby; their staff are their family. They want to find a buyer who can make things bigger and better for the future.”

The business of selling a business requires top-notch expertise. Tabak works to achieve the delicate balance of getting the right price for sellers while ensuring a fair outcome for buyers. “If the initial valuation isn’t accurate, the business will remain out there on the market,” says Kevin. “We have to give realistic valuations based on thorough analysis and data. Vendors are on one side and buyers are on the other, and we’re right in the middle brokering a fair outcome.”

How does a sale happen? First, Tabak conducts an interview with the seller. A warts-and-all review follows, which evaluates the positives and negatives of the business. Tabak then taps into its prized global network of 3500 buyers, investors and contacts. This network is so successful that 80 percent of Tabak’s listed businesses are sold before they go to the wider market, allowing sellers to discreetly find the right buyer and avoid disruptive publicity.

“It’s different to selling a home,” says Paul. “You need to know the intricacies; you need to know everything! Buyers don’t purchase because we’re slick. They do it because we’ve done our homework and presented it in the right way.”

The results speak for themselves. On average, Tabak sells businesses in just three to four months, and in the past 10 years, has consistently achieved sale prices within 10 percent of the listing price. 

So, what advice would the Bay’s business matchmakers give to potential sellers? “Confidentiality is key,” says Paul. “Have an exit plan when you start a business,” adds Kevin, who also believes advisers
with dedicated resources can make all the difference. “Because we’re smaller, we’re not trying to service a huge number of clients. We have a select number of listings, to make sure we deliver.”

Paul and Kevin clearly get a buzz out of their work. From business owners seeking a change, to 60-somethings cashing out on their lifelong endeavours, each case is different and requires a thoughtful, personalised approach. “We focus on quality, not quantity, and situations in which the whole team can work on a deal – where we all know the business inside out,” says Kevin.

The pair’s drive comes from helping people achieve their long-term goals. Whether it’s buying that dream retirement home, splashing out on a beachside bach, or funding a round-the-world trip, there’s great satisfaction in helping people reap their rewards.

“We recently had a husband-and-wife team who’d been in business together for decades – it was their life,” says Paul. “We were able to get multiple offers for it. The buyers loved it, and the couple were able to go on and enjoy their retirement – it worked for everybody. Outcomes like that are why we love what we do.”

TABAK.CO.NZ

Seaweed + Mānuka

WORDS CHANTELLE LAURENT PHOTOS LOGAN DAVEY / LARISSA DRYSDALE

We meet the award-winning business rebuilding the mānuka industry from the ground up, bringing real benefits to the East Cape.

Mānuka honey is a bit of a golden child. Lauded for its antibacterial and antiviral properties, it's a product of bees foraging on the mānuka plant: a flowering, evergreen shrub found growing prolifically across the East Cape. New Zealand Mānuka Group founder, Phil Caskey, kickstarted global demand for mānuka honey when he developed the world's first mānuka honey medical dressing in 2000 (still in use in many hospitals around the world today).

Breaking the cycle

In in 2011, after a break from the industry, a Māori landowner contacted Phil asking for help. Fairness and transparency was needed: landowners growing the plants were suffering. Phil set about establishing agreements between landowners, beekeepers and manufacturers, ensuring an open and fair return for all.

Phil returned fulltime to the industry with his business, the New Zealand Mānuka Group (NZMG). A business rooted in its belief in sustainability of the land as well as its people, the NZMG saw that the mānuka plant had so many other other uses other than just producing honey. They have built, from the ground up, an entire industry around mānuka, creating and returning wealth to local communities, and using the products to bring strength and vitality into our homes, gardens, and families.

What bees do

Bees pollinate the mānuka shrubs over their 20 to 30 year life cycle. During the short flowering season, honey is collected from the hives and processed for our consumption.  Once the flowering season is over, the trees are trimmed allowing them to thrive better, and the brush collected is processed into highly potent mānuka oil ßeta triketones (MßTK).

The residual mānuka mulch from this oil processing activity is rich in nutrients and forms a dense fibre which retains an incredible amount of nutrients, making it ideal for gardens. And because it has been steam cooked, it is free from problematic weeds.

Along the coast

Alongside the innovative group's operations with the mānuka plant, they also harvest the abundant, tidal washed seaweed from the pristine waters along the East Cape's fertile coastline. The group is the biggest producer of pharmaceutical grade agar (a jelly-like substance found in seaweed), in the southern hemisphere. In-house scientists have recently identified wide ranging benefits in the green and brown seaweeds also collected by their harvesters. These seaweeds have been found to contain essential amino acids and trace minerals which significantly boost the health of bees as well as pastures, crops and our gardens.

With NZMG building the mānuka industry and other opportunities, Māori landowners and trusts are developing their land on the East Cape into high quality, well-resourced mānuka plantations. Those with already converted land are employing and training local people into wide ranging jobs from plantation workers and production staff, right up to qualified horticulturalists and managers.

The group's full range of products is huge: honey, oils, beauty products, seaweed, garden mulch, fertiliser and so much more: and all from our lush, verdant East Cape. 

Going the full circle. 

And behind all this product innovation is a commitment to the people of the East Cape and their land. A fair share of the value NZMG creates goes back to the landowners and beekeeping partners, and so to the local community, through job creation, upskilling and redistribution of wealth. Families are able to stay together, on the land of their ancestors, and land is harvested sustainably. Everyone benefits.

Giving back to the community beyond crisis: Todd Hilleard of Noxen

“I ran at her and tackled her onto the bed. She still had the gun in her hand but now it was pointed at me. I kept thinking, ‘Is this real?’”

WORDS Ellen Brook

Todd Hilleard was passionate about being a police officer, but a routine callout turned armed confrontation was the first in a series of events that changed his state of mind. Todd had been talking to a woman who had allegedly assaulted her husband when suddenly she pulled out a pistol, held it to her head, and threatened to shoot herself.

“It was a horrible situation,” recalls Todd. “Everything was happening in slow motion and I felt awful to be pinning this woman down, trying to force the gun from her hands.It was my first time in a situation which came from nowhere and involved a firearm. I was completely unprepared for it.”

Later, Todd was rattled when a driver he’d stopped unexpectedly reached under the seat of his car. “I was worried he might be reaching for a gun, and it put me on edge,” says Todd. 

After another event where a shotgun was thought to be in the vehicle of a father who had abducted his children, Todd realised he wasn’t coping. The Police transferred him from Tauranga to Christchurch, his hometown, hoping the fresh start would improve his mental health.

But the September 2010 earthquake made Todd even more anxious. “Afterwards, I was on edge.I didn’t feel comfortable in my own skin, especially going out on jobs in the middle of the night.”

During the second earthquake in February 2011, Todd was at work on the third floor of the Christchurch Central Police Station. “The alarms went on and on, and I expected the building to come down,” says Todd. “I was terrified.”

Todd didn’t have time to dwell on his fear; he was immediately sent to the CTV building which had collapsed like a concertina, killing 115 people and trapping many more. “Other cops were on top of the rubble, but I thought, ‘I can’t be here, I’m scared’," says Todd. He stayed at the scene for 12 hours. “It was chaos. I saw terrible things you hope to never see.”

There were also bright spots. Todd and his fiancée Tash were planning their wedding, and he was working on a rewarding project organising the recovery of vehicles trapped in Christchurch’s Red Zone. But the day after his stag party, Todd went to hospital with heart palpitations. He then had an allergic reaction to the drug he was given and went into anaphylactic shock. His heart needed electrical cardioversion to restart its normal rhythm.electrical cardioversion, a high-energy shock sent to the heart to restart its normal rhythm. Todd was devastated.

“I couldn’t believe this was happening to me at 30 years old,” says Todd. “I was beside myself at the thought of my heart stopping.”

Todd married Tash in April 2011. Although the wedding was a happy occasion, Todd hit rock bottom soon afterward. “I was driving to the movies when I started to have chest pains,” says Todd. “I went to the hospital, but my heart wasn’t the problem. I was having a panic attack.”

After the birth of their baby boy, Tate, Todd woke up one morning in 2011 and  knew he couldn’t go back to work. “It was time for me to stop fighting.I felt quite euphoric about that.”

He went on sick leave from the Police, and then leave without pay. Soon after, Tash, then 24 weeks pregnant with their daughter Lexi was made redundant and the young family moved back to Tauranga. Todd found solace in the local surfing scene, but he’d lost his identity as a police officer. “I’d be out and see police cars with my old mates in them. It took a long time to accept what had happened,” says Todd. He finally resigned from his job in 2013.

Although he’d left the Police, Todd’s mental health was still poor. At his lowest point, he even considered suicide. “My twisted thoughts were my biggest battle. They put me in a very dark place and I worried I was going crazy,” says Todd. “I finally got help through my doctor, went to therapy and realised that talking openly and rawly and letting myself be vulnerable really helped.”

Todd returned to the workforce in sales at Coca-Cola and then Goodman Fielder, and stayed involved in the surfing scene. His love of the sport led him to the next chapter of his career. Taking part in the 2018 Police Association Surfing Champs in Raglan, Todd noticed that at 1.8 metres and 90kg, the XL-sized hooded towelling poncho Todd received as a souvenir of the event was too small for him. He began researching similar products and looking at samples. When he found what he wanted, he set up Noxen (noxen.co.nz), an online surf and lifestyle clothing business. 

For Todd, what started as a solution to one problem has become a way for him to give back to the community. The brand’s tagline “Ride Every Wave” reminds Todd to ride out life’s ups and downs. A percentage of each sale goes to Lifeline, the mental health and suicide prevention hotline, and a further percentage of sales revenue is donated to other charitable causes.

Todd continues to be open about his mental health, both on the Noxen website and at speaking engagements. He acknowledges that his experiences changed his ability to manage things the way he used to. “I’ll never be fully back,” says Todd. “I’ll always have anxiety and depression, but I can manage it, and now I have an opportunity to pay it forward.”

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WHERE TO GET HELP

Sometimes it helps to know someone is listening and that you don’t have to face your problems alone.

0800 LIFELINE

Youthline 0800376633

Free text 234, email talk@youthline.co.nz or online chat.

What’s for dinner

Virtually every Kiwi in the country has heard of My Food Bag and recognises its public face, Nadia Lim. In the past five years, the company has produced 45 million meals; it’s New Zealand’s third-largest food retailer, and has changed the way many of us shop for and prepare our meals.

WORDS ANDY TAYLOR / PHOTOS GARTH BADGER

My Food Bag’s ‘nude food’ concept has changed the way many of us eat, making healthy, low-salt, preservative-free meals filled with fresh ingredients easy peasy.

What many of us don’t know is that its creator, Cecilia Robinson, had been there, done that. She’s also co-founder of the groundbreaking and successful Au Pair Link, another company that altered the way a traditional service was delivered while changing lives along the way. Having achieved all this in just 10 short years, it’s easy to see why Cecilia has been dubbed ‘New Zealand’s greatest entrepreneur’ by Theresa Gattung, ex Telecom chief executive and frequent flyer on Fortune’s Most Powerful Women in International Business list.

Cecilia’s journey began a long, long way from New Zealand. “Sweden is a nice place to grow up,” she says of her birthplace. “It’s quite different from New Zealand, though, and the winters can be very demoralising. It’s still a very nice place to be, but New Zealand is just such a fantastic place, with beautiful beaches and a safe environment in which to bring up children.”

Which brings us to Papamoa, where Cecilia’s husband James’s parents live. “They fell in love with Papamoa, and we love the beach. And nearby, at Bayfair, is the best Farmers in the country – have you seen their toy department?! [When we visit] we go to the beach and playgrounds, then hit the cafés – it’s really just a magical place.

“Sometimes in life, you just don’t know where the road is going to lead you. Driving down last year to see my parents-in-law, we went through Katikati. It brought back so many memories, as  it was where we made one of our first  Au Pair Link placements. Ten years later, I’m driving back through with my own family.”

Cecilia’s first forays into the business world began at an early age. “Back in Sweden, my friends and I used to make things like friendship bracelets, then sell them outside the local supermarket, and I went door-to-door for the World Wildlife Fund. But there was never one particular event that started my interest in being an entrepreneur.

“Every week, my father used to say, ‘When I win Lotto, when I win Lotto, when I win Lotto…’ and it used to drive me crazy – it was part of our everyday vocabulary. It made me think that I didn’t want to be at the mercy of winning Lotto to change my life. So that was actually a good driver. Thanks, Dad!”

Once Cecilia had graduated from selling bracelets at the supermarket, it was the world of law rather than business that caught her eye. Her parents were both academics – “I think they have four or five degrees between them,” she says – so higher education was practically a given. But for someone who clearly likes to see things through to the end, the outcome was surprising.

“I studied in Sweden, New Zealand and the United States, but I still don’t have
a degree,” says Cecilia. “James jokes that I’m a law-school dropout in three countries, which is true. But on our first date, we talked about financial freedom and making your own fortune, about business and thinking about things differently.”

James’s name pops up frequently in conversation with Cecilia. They’re not only life partners, but also business partners, and joint CEOs of My Food Bag. While Cecilia has been described as a “serial entrepreneur with sass”, James brings his own skill set to the table, running the marketing, IT and finance teams of both My Food Bag and Au Pair Link. Mixing a personal relationship with business has been the undoing of many couples, but not  so the Robinsons, who seem to positively thrive on it.

“Who would you rather be in business with than the person you know the best, and trust and love the most?” says Cecilia. “And when the leadership culture is collaborative like ours, it makes a huge difference to the business. So although we do separate the various parts of the business, we also spend a lot of time providing feedback to each other. We work very collaboratively and respect each other professionally. In fact, I think the collaboration within the My Food Bag team has been one of the key reasons
we’ve been so successful.”

The couple’s first meeting and the intertwined lives that ensued sound like pure serendipity. “I’d been working as an au pair in the United States while I studied, but decided I wanted to work in New Zealand instead, because my brother was working there,” says Cecilia. “He had a dinner party to welcome me to New Zealand – and that’s where I met James, on my first night in the country.” The rest, as they say, is history.

An exciting new chapter in their story began in 2006, with the launch of their first major project together: Au Pair Link. “We were living in a little two-bedroom apartment in Auckland’s CBD, working and studying full-time, but also thinking about how much I’d got out of being an au pair – it had been such an amazing experience,” recalls Cecilia. “I gained so much from it that I thought other people would want to do it too. James was really supportive, so we started a website, and suddenly we were getting phone calls at seven in the morning from all over the country. We thought, ‘Well, there must be something here, because people really need us.’”

There certainly was, and people certainly did. Au Pair Link was New Zealand’s first dedicated au pair agency that made sure au pairs were safe and fully supported by a national network – a far cry from the previous system of classified ads and word of mouth. The company has grown to employ 40 full-time staff and has placed thousands of au pairs throughout Australasia.

“It was very challenging, because we were starting with something that was very much a cottage industry, and we realised that to succeed, we had to take a new approach,” says Cecilia. “Instead of saying an au pair was someone who just appeared in your home to look after your child, we saw them as licensed childcare providers who add to your child’s education. And that was a game-changer. Within five years, we were one of the largest companies of our kind in the world.”

Having revolutionised the au pair scene and reset the horizons of several thousand young Kiwis who suddenly had an international influence in their homes, you’d think that it was time for the credits to roll and the Robinsons and Au Pair Link to settle into a stately rhythm that would see them through the rest of their careers. But no – luckily for New Zealand, Cecilia got bored with pottering around the house.

“We were travelling in Europe and saw a model there similar to what would become My Food Bag,” she says. “I have a husband who loves to eat but not to cook, and it struck me that there would be a lot of people in similar situations. Back in New Zealand, I was on maternity leave from Au Pair Link. I’d done all the ironing and everything I could do around the house, and I got bored really fast, so I said to James that I wanted to explore the possibilities around this new idea. I did all the research, then started on the business plan. And within four hours of finishing it, I was in labour. So I kind of say that My Food Bag and our son, Tom, are twins.”

As if bringing two new creations into the world in one day wasn’t enough, just four weeks later, the Robinsons presented Cecilia’s business plan to Theresa Gattung and the rest of the Au Pair Link board. The response was overwhelmingly positive, with Theresa particularly impressed and keen to get the project moving forward as soon as possible.

“Theresa came up to me straight after I’d presented it and said, ‘This is what I’ve been waiting for – so what’s next?’” says Celcilia. “We had a month-old baby, 1000 au pairs throughout New Zealand and so many existing business obligations to deal with already, but it just seemed so right, so we reached out to Nadia [Lim] and her husband, Carlos [Bagrie]. They came in thinking we were pitching something around Au Pair Link or baby food.

“Nadia and Carlos were on their way to the airport for a three-week trip to Europe and jumped on their flight straight afterwards, so we heard nothing for 24 hours. And then they said they were in! We assembled the team in November and by March [2013] we were in the market. That was a pretty intense summer.”

Understatements occur frequently in conversation with Cecilia. But if she makes it sound easy, it wasn’t. Bringing the My Food Bag vision to life required the team to master a raft of technical challenges and inject the kind of human touch that would get people out of their routines and see them up for some chang e in the kitchen. And, of course, the food had to be fantastic too.

“It’s complicated,” says Cecilia. “There are so many variations involved. But we have a really great team and what people don’t realise is that each recipe gets tested multiple times. It’s an amazing process and our suppliers come in and show us new cuts of meat or new products that we can utilise. We want to be cutting edge but still provide meals people will love and that become new family favourites.”

Like other new business models – think Uber, for example – My Food Bag has been described as ‘disruptive’, but unlike many others, it’s actually profitable. “My Food Bag is incredibly disruptive, because five years in, we were the third-largest food retailer in New Zealand,” says Cecilia. “Actually, that was probably true after two or three years – it happened so fast.

“For us, it’s been incredibly powerful to be part of giving people new options, which is what we did with Au Pair Link: instead of just having someone in your home or on a trip helping with your children, which was the old model, we changed that and added the education factor. So with My Food Bag, it was again taking an old model and making
it brand new, and when people ask how My Food Bag happened so fast and became so successful so quickly, they forget the many years that we spent reaching that point.”

What’s also not immediately apparent about My Food Bag, but becomes clear if you spend any time with Cecilia, is that beyond disruptive technologies, recipe development and delivery schedules, the company is incredibly people-focused. Staff are encouraged to bring their children to work, and virtually scolded for not leaving early if they have to pick them up.

“For us, it’s always been about people and then letting the numbers and business fall out of that,” says Cecilia. “And when I say ‘people’, I mean our team, suppliers and customers – we start with them. Leading in that way has given us great clarity about how we make decisions. We bring our kids into work and make sure people take the time to do what they need to do around their kids, so we’re people first and on the business side second. We’re mums and dads, we’re husbands, we’re wives, and we’re friends before we become business people. And that builds a lot of love and trust both inside and outside the company.”

Perhaps the most remarkable part of all in the Robinsons’ story is that by the time you read this, the couple will have stepped back from the empire they’ve created and handed over the leadership to new CEO, Kevin Bowler. During our interview, Kevin calls Cecilia. She asks UNO to stop recording, then excitedly congratulates him on his new role and invites him to dinner with James, Theresa, Nadia and Carlos, and to a photo shoot to announce the appointment to the press. “We’re a ‘check your suit at the door’ kind of company,” she tells him. “Just wear something relaxed.”

It may surprise some that Cecilia and James are willing to step down from something they’re so passionate about and that’s going so well. “One of the biggest drivers for entrepreneurs is financial freedom,” says Cecilia. “It’s like being in the Olympics. You prepare and train, and then you run the race and win and achieve everything you wanted –
but what then? You keep running?! And that’s what approaching this change was like for us.

“Once the company had reached the point it’s at now, we had financial freedom and did a lot of things that we’d dreamt of, but the key thing we wanted was the freedom of more time. So James and I said that we’d give it 12 months after we partly sold to Waterman Capital [in late 2016], get stability for our team and ensure that we were delivering, and then our time was done.

“Finding the right person to come in has been something we’ve taken very seriously, and we’ll be continuing in governance roles because we have a real passion for our people, our foodies and our products,” continues Cecilia. “But basically, we are retiring. There are people who achieve financial freedom and want to keep working, to keep running, but that’s not us – we want to use that freedom to spend time with our kids.”

Retiring. It’s hard to believe that the energy and dynamism of the half-Swedish family Robinson will fit the retired life, but they have redefined the way we eat, so they may well  redefine retirement, too.

Jake Millar: life in the fast lane

At 22 years old, Jake Millar from Greymouth in the South Island has interviewed some of the most influential business people on the planet: The CEO of Fonterra, the CEO of Walmart, the CEO of Tesla, founders of billion-dollar startups, and godfather of entrepreneurs everywhere, Sir Richard Branson. He has interviewed around 500 people over the last four years. 

Jake sold his first business, Oompher, to the New Zealand Government at 19 years old. His second start-up, Unfiltered, has just celebrated its second birthday from New York, where Jake's now living as he launches into the States.

Jake has bottled his ability to get people to talk to him and turned it into a business. Unfiltered gives you access to the stories and wisdom of some of the world's most successful businessmen and women. Interviewed by Jake, they share what they've learned, inspiring others to achieve greatness. Each interview is about an hour-long, and is recorded on video. Jake's done around 500 of them, and they are all published on unfiltered.tv. 

Before he'd launched Unfiltered with his co-founder, Yuuki Ogino, Jake had secured commercial partnerships with Bayleys, Craigs Investments, Price Waterhouse Coopers.

In July this year, I went to Unfiltered Live, held at Auckland Museum. It was slick. Hundreds of people round the country came to hear Jake and other speakers such as the Prime Minister and Sir Graham Henry.

Dapper, neat, scrupulously organised, bespectacled, and always smiling, there's a touch of the #geekchic about Jake. But his old-school, gentlemanly manners give him an air of panache. Jake wraps up lots of information neatly and tightly in short spaces of time. He has got used to sharing the two-minute version of his story to promote Unfiltered. In an interview with an American TV channel that broadcasts live from the New York Stock Exchange, the presenters start off smiling politely at the rather young, earnest-looking fellow in front of them. But after a few minutes, their practiced, generic welcome is slightly askew, and their jaws hang a little loose.

A LOSS

When Jake was 15 years old, his father, Rod Miller, died in a plane crash over Fox Glacier, along with nine other people. Four of them were Jake's friends. Rod owned a sky-diving business. The crash occurred on the same day as the first earthquake hit Christchurch. John Key travelled across the South Island paying his respects to the victims and visiting affected families.
Afterwards, Jake wrote to the Prime Minister thanking him for coming to the crash site, and asking him for words of advice about his future. John Key responded with a personal and encouraging note, and visited the 15-year-old at his home in Greymouth. It was a bright moment amongst all that horror.

Jake says, " At seven years old, John Key lost his father, yet went on to achieve his dreams. I thought, 'If he can do it, so can I.' And I was inspired by the kindness and humanity he had shown in his leadership of our country at that awful time."

SCHOOL

From a young age, Jake has worked hard. "I set myself the goal of being head boy of Christchurch Boys' High School (CBHS) and head boy of Adams House. The two positions hadn't been held at the same time in 11 years." He achieved both those goals in 2012.

Whilst at school, Jake organised quite the line-up of speakers for assembly at CBHS: Rob Fyfe, then CEO of Air New Zealand, Rhys Darby from Flight of the Conchords, and Bill English, then Minister of Finance. Photos of baby-faced Jake honing his interviewing skills with these national heavyweights are shockingly recent. Rob Fyfe is now one of a few experienced CEOs who sit on the board of Unfiltered. He says "I have known Jake since he was 16, and he is one of the most inspiring young New Zealanders I have met in my business career.”

As he headed towards his final terms, Jake read Richard Branson's autobiography, Losing My Virginity. It ignited in him a passion for business. He could see how fun and exciting it was.

But career advice at school was woefully lacking. "You were asked what you thought you'd like to do, and were handed a few pamphlets. Where was the advice from someone who'd been there and done it? What was the best way to get started in a particular job? Where was the motivation to get out there and achieve great things? There wasn't any."

And so, turning down a $40,000 scholarship to study law at Otago University, Jake left school and founded his first business, Oompher. The product was what he had wanted a year earlier: careers advice – from the top of the pile. He interviewed people leading their industry, and invited them to share their wise words, asking questions like, 'What does it take to succeed in your industry?' The videos of the interview were published online. Within two months of launching, Jake started to negotiate with the Government who wanted to buy it. Six months later, in mid-2015, they did.

30-YEAR PLAN

If this all sounds very neat and well-thought-out, that's because it is. This isn't a series of lucky events. Jake plays the longest of games. He has a 30-year plan. That's pretty hard to fathom in our era of instant gratification. "Sir Michael Hill has a 30-year plan. He refers to it regularly. And he advised me to do the same. You have to think aspirationally to make your plan. I  thought about what it is that I wanted from life. Here's my list: family, fun, friends, finances, fortune (good health/luck), influence, and, above all else, total freedom. Whenever I need to make a decision in my life, I look at whether it will bring me closer to those goals. If it doesn't, then I say no."

RAISING CAPITAL

In 2016 he needed to raise $1.2 million to take Unfiltered to the States. "I was confident we'd be able to raise the funds, but I was humbled by the calibre of our investors. Many of them are friends I have made over the years." Some friends! Kevin Roberts, ex-CEO of Saatchi and Saatchi; and Sara Tetro, founder of 62 Models and Talent, are some of the A-list line-up of investors. Having them onboard creates a snowball effect: they bring in friends and contacts who are then willing to be interviewed for Unfiltered.

We meet Jake in between San Francisco and Fiji, and find out how he secures interviews with such big names, and commercial relationships without having launched his business. And what motivated such grit and drive.

Jenny: Happy birthday Unfiltered! Two years old in November. And now you have launched into America. How did it differ to your launch in New Zealand?

Jake: Probably the main thing is the size of the market. In New Zealand we are just four and a half million people. It's quite easy to target who you want and truly reach that market, whereas in America there are 320-odd million people, so it's hard reach them all. In America, we have repositioned our entire business. We have really focused on one very specific market as opposed to focusing on everyone. Also, we've targeted New York, Los Angeles and San Francisco at this stage, not the whole country. We've picked out places where we feel we are going to get the most traction.

Jenny: One of the most incredible things about Oompher and Unfiltered, is your ability to get people to come and talk to you. How have you done that?

Jake:  The main word is persistence. We just go, and go, and go, and go. When we reach out to new people to interview, whether it's Sir Richard Branson, or Ashton Kucher, or Sarah Blakely, we just hammer them. I know that sounds aggressive, but you have to be because there are so many journalists and media agencies competing for that attention. Quite often we'll follow someone up 15, 16, 17 times before we get the interview.

Jenny: How do you know when to stop?

Jake: It depends. If I am not getting a reply at all, then I'll probably carry on. If someone's not interested, they'll usually come back straight away and say so. So if they don't send that reply, then you can probably always push harder. A founder of a very successful and well-known company recently came back after four or five emails from us with a one-word response: 'no.' That was it. That's enough for us, we know he's not interested right now. But that doesn't mean I'll give up for the rest of my life.

Jenny: As well as being persistent, you need to be good at reading people, and likable. How did those attributes develop?

Jake: Growing up, I spent a lot of time around adults. My parents never got babysitters or went away on holiday together without my brother and me. We did everything together. So, if there was a dinner party, we would always be there. From about four or five years old. I don't think my parents ever went on holiday together when we were young. We were always together as a family, so I spent lots of time, listening to adults and watching how they react to each other.

Jenny: Oompher and Unfiltered are quite similar businesses. What made you start another so similar to Oompher?

Jake: I really wanted to build a valuable business, and Oompher had taught me lots of important lessons about target markets, product/market position, and how to commercialise a product. I knew I wanted to start another business, and I was tempted to start something completely different, like manufacturing or software. Unfiltered was similar to what I'd been doing, and I knew how hard it was to commercialise media. But I’d done about 30 interviews with people after Oompher – which I was passionate about – so I decided to give it a crack, and Unfiltered was born.

Jenny: Before you launched Unfiltered, you had some big names signed up as customers. How did you know, at 19 years old, how to pitch your idea to them?

Jake: Partly from experience with Oompher. Our business model was to get companies to sponsor the content, with their branding at the back of us as we filmed. A kind of traditional advertising model. Also, I really believed we were solving an important problem and would have an audience of young, aspiring entrepreneurs. I knew that market was really valuable to these companies.

The person who probably helped me the most was my accountant from PwC, Scott McLeaver. We ‘white-boarded’ the whole business, how it could make money, and what commercial partnerships might look like. He gave some great advice. As a teenager owning a new business, it was invaluable to get that kind of support.

Jenny: How do you make the cut to be interviewed on Unfiltered?

Jake: There aren’t really any criteria. We look at who's hot in the media, who our subscribers are pitching to us, saying, 'I want to learn from that person.' And we look at why they might be relevant: maybe they've sold or founded a company, or they are growing fast globally, or expanding internationally.

Equally, it could be someone in whom there's hardly any public interest, but we discover they have an amazing story. Brendan Lindsay from Cambridge would be perfect example. Prior to him selling Sistema Plastics for $660 million, nobody really knew who he was. He'd kept his story very private. He's very humble. We love breaking big stories like Brendan's.

Jenny: You’ve interviewed a number of people from the Bay and Waikato on Unfiltered. Chris Liddell, former CFO at Microsoft and General Motors, is from Matamata. Theresa Gattung, ex-CEO of Telecom, is from Rotorua. John Lord, founder of LivWell (Colorado's biggest, legal cannabis dealer), is from Te Awamutu. And of course, your good friend Nick Mowbray, co-CEO of Zuru Toys, who's from Tokoroa. What do you think it is about those provincial areas that's produced such successful people?

Jake: There are a huge number of really successful New Zealanders globally who are relatively unknown, here. I believe the CEO of Walmart USA, Greg Foran, is from Hamilton too. I think coming from a small town, you are always hustling, trying to get ahead. When you grow up in a big city, everything's there. When you come from a small place, there's always something to reach for. For instance, my journey started in Greymouth on the west coast of the South Island. From there I went to boarding school in Christchurch, then I moved to Auckland, and now New York. It's called step migration. People generally move from a smaller place to somewhere slightly bigger. If you are born in the big city, everything's there. You probably don't know what to aspire to next.

Jenny: You wrote a list of 21 things you'd learned at 21 years old, and said that friendships were one of the most important things in life. But you have also spoken about not seeking out friendships when you were at school. What changed?

Jake: At secondary school I was very goal-driven. That made me different from most of the boys there, and I felt they weren't very tolerant of people who did things differently. I liked playing badminton, wanted to become head boy, and wanted to start a business. But what was expected was to sit around in the common room, talking about rugby and cricket. When you are at school, there isn't really much you can do about that, because you are stuck in that environment.

That was one of the deciding factors in leaving and starting my own business. I knew that if I  studied law, I would end up in a law firm answering to a boss I might not like, trying to get further in my career with people I didn't really want to be spending time with. If you have your own business, you get to decide who you spend time with. I was able to start working with people I really liked, and start building the deep and meaningful relationships that were missing at school.

Jenny: Immigration to the Bay of Plenty is strong, and many of our imports are looking to run a national or global business from here. What advice can you give them?

Jake: Utilise technology in every way you can. Today it's possible to run a global business from any small marketplace. You need to attract the right talent, and be prepared to travel. Just remember, everything's possible.

Jenny: And finally, who was the hardest person to track down?

Jake: That would have to be Sir Richard Branson. He's a very difficult person to talk to, because so many people are trying to interview someone like him. When I finally got his email address, I sent him a personal letter, and he agreed to an interview. Even after that it took persistence to make sure it happened. Then, all of sudden, I was waiting in our studio and being told that Sir Richard had just arrived.

To see the rest of Jake's interview, giving his million-dollar advice for starting up a business, and talking about his friendship with ex-Warriors owner, Eric Watson, and his Lifeline fundraising dinner at the Coatesville mansion, watch below:

Teenage Entrepreneurs of Tauranga: an artist, a Youtuber, a knife sharpener, and a photographer

Each of the teenagers featured in this article is self-employed, earns money using their own skills, manages their own income, and in some cases, earn more than many adults.

WORDS JENNY RUDD PHOTOS QUINN O’CONNELL

If Hope, Jared, Tom and Rose are anything to go by, the future of our country looks as rosy as their youthful cheeks. Gone are the days when teenagers wanted to get qualified and get out, looking to the big smoke and high-flying executive jobs. This new generation of entrepreneurs have clearly learned plenty from their parents, many of whom moved here when their children were young, and helped the Bay of Plenty achieve its current status as the highest-performing area in the Regional Economic Scoreboard.

HOPE MCCONNELL, ARTIST, 19

“My earliest memory is my bedroom in Hamilton; my mum had painted the galaxy all over the walls and ceiling. She used to be a professional artist, and has always encouraged me. I have a very close relationship with my mum.

“Much of my work is painting commissioned portraits. People often buy them as gifts and I get lots of work through my Facebook Page. I am working with watercolours at the moment, but use lots of different mediums to get the look a client wants.”

Most of Hope’s portraits are on A4-sized paper. Her work rate is exemplary. Every time I visited her she had fresh work up in her work space. There is an ordered uniformity to the presentation of her work and her range of skill is incredible, I thought some of the work she showed me belonged to other artists, they were so varied.

“As well as the portraits I have two other ventures on the go; a website which should go live in April – it’s called TwoBrokeDesigners – and will feature young designers on the blog and insights into student-design life. We’ll sell prints and artwork on there by little-known artists and designers.

“The other project is designing a range of t-shirts. My parents have fostered in us a desire to strive for excellence and help others. We have a family rule to set goals to raise money for different charities that we all choose together. The proceeds from the t-shirts will go to young girls trapped in sex slavery.”

At the age of ten, Hope moved to Tauranga with her brother, sister and parents. “I was close to my textiles teacher who encouraged me to enter the Young Designer Awards. I made a rainbow dress and was placed second, so was invited to fly to Christchurch with my mum. We stayed in a hotel together, went on tours and rode trams. It was incredibly glamorous and adventurous for a ten-year-old from the Waikato.”

Hope’s work ethic is enough to make me slightly embarrassed about my own. At 13, she entered a fashion-stylist competition in Girlfriend magazine. “We had to send in a mood board of our fashion ideas as the entry. I was selected as one of four finalists round the country and was given Bayfair vouchers to spend each month and compile different looks. Because I was so young, my mum took me to Bayfair and helped me photograph the looks for the magazine.

“I was selected as the competition winner by Girlfriend readers. It was one of the most exciting achievements in my childhood and the team at Girlfriend were really supportive, offering me opportunities in styling. I wasn’t old enough then to decide on what I wanted to do, but I know now how to forge a creative career for myself, and I’m loving every bit of it.”

facebook.com/HopeMcConnellArtandDesign

JARED SHAW, YOUTUBE BROADCASTER, 17

Jared has two YouTube channels: The Big 10 and The Gamer’s Joint. From his home in Papamoa he shares with his mum and step-father, these two channels have been watched 46 million times. Yes, 46 million. I bet you’ve stopped reading and reached for your phone to check him out.

The Big 10 features list videos, the most popular being ten extremely strange body modifications which has attracted seven million views (only watch that one if you have a fairly solid constitution). His real passion, and the channel he has spent most time developing is The Gamer’s Joint, which is devoted almost entirely to the study of one video game: Kingdom Hearts.

“When I started my channel in 2010, there were a few others around reviewing Kingdom Hearts, but none were particularly big. For the first few years, uploading videos on my channel was just a hobby but by 2014, it really started to kick off and my subscriber base was growing steadily.

The Gamer’s Joint’s popularity is down to two things: consistency (Jared works 10am to 8pm every weekday and uploads two videos per day to The Gamers Joint), and personality.

“There’s lots of planning involved with each video, and I usually do it a day or two in advance: I mix things up with a couple of comedy skits, live streaming, analysis, reviews and revealing hidden info inside the game. I’m known for losing my shit and raging at the game. Each video needs to be planned, researched, the script written and recorded, then edited and uploaded.

“Just before I started to do this full time, I went to a gamer’s convention in Boston where I chatted to different networks and channel owners. It is possible to self-monetise your channel, but there are bigger benefits in signing up with a network; you earn money each time a video is watched, and networks have lots of information and help on how to increase your number of views and can help with copyright issues.

“I already had a contract with TGN before the convention, but they offered me a better deal and I became one of their VIP channels. My income increased immediately and on my return, I decided I wanted to leave school to concentrate solely on my YouTube channels.

“I had to pitch it to my mum – it’s not easy trying to convince your mum that leaving school to play video games professionally is a good idea, but I have my NCLA Level 2 already, so if it didn’t work out, I could still go to university. I think she was surprised when I showed her how much I was earning from YouTube. I treat it as a business – I have an accountant, as I’m paid in US dollars, and I want to make sure all my tax is in order and that I’m saving.”

The success of Jared’s gaming channel has far exceeded any of his peers who also review Kingdom Hearts. He has about 125,000 subscribers, which puts him in the top rankings of gaming channels in New Zealand.

“It’s hard to know what you want to do at our age, we are often asked what we’ll do in the future, but how can you make a decision with no insight? I’m extremely lucky to love my job so much at my age. It doesn’t feel like a job at all, it just feels like fun.”

youtube.com/user/thegamersjoint

TOM HOFFART, KNIFE-SHARPENER AND TOOL REFURBISHER, 13

Learning a trade seems old school in a digital world, and Tom’s trade dates back to, well, about two and a half million years. “I have always loved knives. I got my first when I was three from a family friend. That same friend gave me a machete when I turned nine. Each time I got a knife, I got a box of plasters.”

Tom offers a knife-sharpening service with delivery. “If a client lives close by, I’ll cycle to their house to pick up and deliver their knives or tools. If it’s any further, we arrange a central point in town to meet.”

“I started my business because I’ve always loved making and refurbishing old tools and knives, and I have an excellent workshop at home with equipment I have bought and been kindly given by my uncle in Matamata. He and my grandfather taught me some good knife sharpening skills too.

“At the moment I am reinvesting most of the money back into the business to buy better equipment. My Facebook page and newly purchased cell phone have significantly increased my customer base and workload.

“I keep a ledger to record my income and expenses, and have spoken to the tax office – there are some generous tax brackets for school pupils. I love my work – I have never seen myself working in an office when I’m older.”

“A few months ago I went to buy a knife I’ve had my eye on for a while. My mum said ‘Why do you need another knife? You already have so many.’ I replied, ‘I could ask you the same question about shoes’.”

facebook.com/NeighbourhoodKnifeGuy

ROSE MCMAHON, 15, PHOTOGRAPHER

There is no doubt that Rose’s homeschooling has been a huge contributor to her incredible success as a professional photographer.

“I got into photography about three years ago. A family friend lent me her camera for the winter, while the wedding season was quiet. When the time came to return it, I asked her how much it cost so I could get one myself. $5,000. I thought my world would end. I cried myself to sleep.

“I thought, ‘I’m not having this,’ and looked around online until I found something similar second hand. It was still way out of a 12 year old’s reach, so I rang the seller. He was a professional photographer who’d started at eight years old. He gave me a discount, so I gathered all my Christmas and birthday money, both past and future, and bought it.

“At the beginning, I offered to take photos for free. I did the Zespri Head Office Christmas party, which led to paid work; I have photographed weddings and portraits for people at the party. I have now shot in every major wedding venue in the Bay of Plenty.”

As well as using her own initiative and hard work to learn her craft, including building a website, marketing her work and managing her administration, she has sought out guidance from other well established photographers.

“A couple of years ago, I found it very difficult taking pictures of people as I didn’t have enough confidence telling groups of adults what to do. Maree Wilkinson, one of the Bay’s top wedding photographers, took me with her on photo shoots and showed me how to get over that stumbling block.

“It’s useful being young when running your own business. You have much less fear than adults. I don’t worry so much about things going wrong, I just work out how to fix them myself. And because I’m homeschooled I can spend lots of time practising and improving.

Rose is in hot demand and is well-respected by her peers; our photographer for this shoot, Quinn O’Connell, borrowed one of her lenses and talked shop with her throughout. The girl can certainly hold her own. And she is ambitious.

“The biggest job I’ve had so far is a stills photographer on a movie, recording what’s going on behind the scenes. In fact, I’ve just been approached to do the same job on another movie. I’d like to get into directing movies so it’s been a great opportunity.

“Although there are lots of perks to being a teenager in an adult industry – people are extremely generous-spirited towards me – there are downsides too. I have to pay someone to drive me to my jobs until I’m old enough to legally drive.”

rosemcmahon.com