Waikato Business News April/May 2019

APRIL/MAY VOLUME 27: ISSUE 4 2019 WWW.WBN.CO.NZ FACEBOOK.COM/WAIKATOBUSINESSNEWS 

Cambridge 

on a roll 

Cambridge’s clock tower stands out against a 

backdrop of hills: Pukekura and, in the distance, 

Maungatautari. Photo: Antanas Procuta 

“It's got that village feel, it's got a lot of 

energy, there's a real cool factor sneaking 

in.” That’s what Cambridge Chamber of 

Commerce chief executive Kelly Bouzaid 

says about the town, and plenty of others 

agree. We take the pulse and look at the 

opportunities and challenges posed by 

future growth in the Town of Trees. 

See story, page 16. 

Also inside 

this issue 

EXCITING and SCARY 

Challenging world full 

of opportunities 

P3 

LEADING THE WAY 

Community commitment 

“part of DNA” 

P8 

MAKE YOUR MOVE. 

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until 31st August 2019 or whilst stocks last. For full car specification see www.bmw.co.nz.

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WAIKATO BUSINESS NEWS April/May 2019 

3 

Exciting, challenging, scary 

world full of opportunities 

In an increasingly divided world, 

businesses need to forget about the 

middle and instead look to the margins 

for their survival. 

By RICHARD WALKER 

“The average is always 

wrong,” Avon CEO Jan 

Zijderveld urged a Hamilton 

audience. The trick, he 

said, when it comes to data 

is to look for the peaks and 

troughs. 

He was the keynote speaker 

at a day-long Future of Work 

conference organised by the 

University of Waikato’s Management 

School in April. 

The energy transition 

to a low carbon future 

is key. “If we solve 

the energy issue we 

solve many of the 

other problems. 

With polarisation a crucial 

feature of the global economy, 

in business there are two 

models of success, he told an 

audience of about 200 during 

a bracing, hour-long presenta- 

tion with a global perspective. 

They are to go super-premium 

or super-value. “If you 

think about any market and 

you go for the middle, you are 

dead.” 

That plays out, for instance, 

in the food and nutrition sector. 

“Look at food. We have 

one billion people that are 

overweight, we also have one 

billion people that are still 

struggling. So they need food 

and need nutrition and both 

are business opportunities, 

but they are actually the opposites.” 

Zijderveld, a Distinguished 

Alumnus of Waikato University 

who graduated with 

a Bachelor of Management 

Studies in 1987, referred also 

to a “new debate” concerning 

the educated and the uneducated. 

“Seventy percent of the 

graduates in Scandinavia are 

women. And we are going to 

have a whole generation of 

angry young men. They are 

the soccer hooligans, they vote 

for the parties that are protest 

parties because they have no 

future. They see no future for 

themselves, and they are a 

huge political challenge.” 

Jan Zijderveld told his Hamilton audience the world is waking up to the challenge of sustainability. 

Globalisation had given a 

lot, taking half a billion people 

out of poverty, but was under 

threat, being played out in 

Brexit and US President Donald 

Trump’s desire to build a 

border wall. 

Zijderveld said the “silver 

economy” represented another 

area of polarisation, with a 

“big group” of wealthy older 

people, who have no need to 

economise when it came to 

spending, and a younger population 

that was “probably 

going to be on less.” 

“So you get a real polarisation. 

The average age in 

Europe is mid-40s - well, 

that's exactly the wrong age 

to target. It's actually the old 

people you should target or 

the younger people. So again 

you need to de-average and 

the problems and solutions and 

opportunities for both are very, 

very different. 

“So the big message I 

wanted to leave is de-average. 

Whatever data pool you look 

at, de-average. The opportunities 

are not in the averages.” 

Zijderveld, who was president 

of Unilever’s $14 billion 

European business before taking 

up the Avon position in 

February last year, also covered 

environmental challenges 

and technological change in 

his address, which was followed 

by a panel discussion 

and workshops. 

The second “big thought” 

was that the planet is under 

stress. That came with a challenge: 

“We've got to think 

about our responsibilities as 

citizens but also as business 

people. What do you do: are 

you part of the problem or are 

you part of the solution?” 

The energy transition to a 

low carbon future is key. “If 

we solve the energy issue we 

solve many of the other problems.” 

Almost all leading organisations 

in Europe had made 

a commitment to be carbon 

neutral or better, he said, citing 

Shell as investing “massively” 

in the transition. 

Continued on page 4 

When buying or selling a business in the Waikato 

Talk to the people who get results. 

Jono Kennedy 

021 045 3871 

Otago 

Greg Dunn 

027 293 0377 

Tony Begbie 

029 200 6515 

Scott Laurence 

027 473 5425 

Graeme Finch 

027 495 3413 

Craig Paul 

021 786 496 

Being in business for yourself is one of the most 

exciting and rewarding things that you can do. It can 

be challenging, it can be tough, but the satisfaction 

of running and building a successful business is 

immense. So if you’re wanting to sell a business you’ve 

built up over time, or want to buy an independent future 

for you and your family, we’re the people to talk to...and 

we are based right here in Hamilton. 

Denise and Grant Lumsden talk to 

Mike McRoberts about how together 

they grew their Totalspan franchise 

business. 

Watch more at 

ABC Biz TV 

www.businessesforsale.co.nz/ABC-biz-TV 

AUCKLAND WAIKATO BAY OF PLENTY ROTORUA - TAUPO HAWKES BAY MANAWATU WELLINGTON CANTERBURY OTAGO 

www.businessesforsale.co.nz 

Licensed REAA 2008


Did you know there 

are 15,000 businesses 

in Hamilton? 

But, why are they cool? 

Chris Simpson 

How do we make Hamilton cool? 

Well, economically anyway, it’s 

already becoming cool. But we 

don’t tell our economic story in a way that 

oozes confidence about just who we are, 

and who we are becoming. So let’s for a 

moment ignore any advertising hype of 

how to make a city cool and just look at 

the numbers of what’s happening in Hamilton 

regarding business and the skilled 

people employed in those businesses. 

Firstly, Hamilton is an $8 billion economy, 

we are the fourth largest city, with 

growth of 3.45 percent last year. But that’s 

a number which doesn’t really illuminate 

where true business opportunity and 

growth is. So, what is opportunity? Well, 

11 percent of Hamilton’s economy is in 

manufacturing. It’s number 1! But the two 

other big players are health care at 10.6 

percent and professional and scientific 

services at 8.3 percent. 

And it’s that face of our changing 

economy where Hamilton is becoming 

increasingly sophisticated. Our need as 

a city of sophisticated workers with the 

right skills is growing. We have more professional 

and technicians employed as a 

percentage of our workforce compared to 

New Zealand. 

In fact, of the 90,000 people working 

in Hamilton, just on 40 percent are in 

knowledge-intensive jobs, compared to 

32 percent for the rest of New Zealand. 

A knowledge-intensive industry is one 

where you need to be well-educated and 

trained to create and make things. 

As a city, we have 25,000 people in 

professional employment with another 

15,000 as managers. And there has been 

a 4 percent increase in the number of 

chief executives and general managers 

in the past year, compared to only 3 percent 

in New Zealand. And that’s the point. 

Hamilton is becoming cooler because our 

economy is heading in the right direction 

through the employment of people with 

the right skills, in the right industries. It 

means we become more attractive to other 

people with skilled ideas and knowledge. 

And we become more attractive to business 

and industry locating here. That’s opportunity. 

So, there you go Hamilton, you 

are already a cool place to be! 

Exciting, challenging, 

scary world full of 

opportunities 

From page 3 

Apart from climate change, 

access to clean water was also 

a major problem, as was plastic 

pollution, while the planet 

was being “used up” at three 

times the rate it could sustain. 

The world couldn’t continue 

in the same way. However, 

he also saw grounds for 

optimism. 

“The good thing, and I 

really believe, is that the world 

is waking up. I think it was a 

milestone moment when most 

of the countries around the 

world signed up to the 17 sustainable 

development goals. 

“I’ve seen a lot of boardrooms, 

I've seen a lot of senior 

management, and it's on every 

big business's agenda to really 

drive the sustainable development 

goals. 

“Increasingly, even investors, 

pension funds, big mutual 

funds are starting to say, hey, 

what is your company doing? 

Because they realise that if 

your business model is based 

on the old world of destroying 

and using up this world, 

it is not a great investment. 

Your company is not going to 

be around in 10 or 20 years' 

time.” 

Zijderveld said the third big 

shift is technology. 

The pace of change faced 

by businesses and workers 

came not from a single factor, 

but from a combination of 

data, computing power, AI and 

connectivity. 

“It's not one thing that creates 

the fourth industrial revolution, 

it's the exponential 

effect of these four forces all 

coming together. 

“This is a super-exciting 

development but it changes literally 

everything that we do.” 

He was an optimist about 

the changes, citing early transformations 

in the nature of 

work, from rural to factories 

and then to offices, each of 

them unimaginable at the time. 

“The question is how do you 

transition to the next economic 

model to make it fair. It will be 

a more open economy. It will 

be a more gig economy.” 

Being big is no protection 

in itself, he said. “I like the 

word ‘relevance’. Am I still 

relevant as a company?” 

Profound questions were 

raised, including whether the 

economic model was still 

working and how it could be 

evolved. For young people, 

he said, the search for meaning 

becomes important. The 

change is from success to 

significance, with Goldman 

Sachs representing the former 

and Tesla and Patagonia the 

latter. 

“The world we live in, it's 

an exciting world, it's a challenging 

world, it's a scary 

world, but it's also a world full 

of opportunities and if you ride 

the waves well it can be very, 

very exciting,” he said. 

Jan Zijderveld 

Avon: a case study in change 

Business Floor, Wintec House Cnr Nisbet and Anglesea Street, HAMILTON 

07 839 5895 | help@waikatochamber.co.nz 

www.waikatochamber.co.nz 

Avon was the original 

gig economy company, 

130 years before 

the phrase became vogue, 

its beauty products sold by 

self-employed women. But it 

was faltering when Jan Zijderveld 

joined as chief executive 

last year with the knowledge 

it needed to be turned 

around. 

That happened, he says, 

because the company missed 

two S curves: digitisation and 

premiumisation. 

Ten years ago, the executive 

team planned for a doubling 

of sales to about $20 

billion, Zijderveld said. But 

instead of doubling, sales 

halved. The stock price fell 

from $44.50 to $1.50. “It's 

not that we changed anything. 

We stayed the same, we didn't 

move, we missed a couple of 

big movers.” 

He says the company kept 

selling using the traditional 

brochure and failed to create a 

“high-touch, high-tech” business 

which would see them 

selling from both the brochure 

and the mobile phone. It also 

failed to make sure the brand 

keep up with the latest trends. 

“This was one of the biggest 

beauty brands in the world 

and one of the biggest beauty 

companies in the world. It was 

on the verge of bankruptcy. 

Three years ago they ran out 

of cash, and had to go to a 

private equity company for an 

injection of cash. We are fighting 

for our survival.” 

Turning it around involves 

“new blood, new energy, new 

vision, but also totally new 

capabilities”, he said. 

“I always look for people 

that have lots of ideas, that 

have lots of ambition and drive 

to do something because those 

are the people who are going 

to change your organisation.” 

He said Avon needed to 

repremiumise and increase 

access through digitisation. 

“I believe in high touch, I 

think we are social animals. 

How do you capture the best 

of that and unlock it with technology? 

That, I think, is where 

the holy grail is. 

“Through digital I can 

reach everyone. I can sell 

Avon to anyone, any time. 

The digital revolution allows 

me to lead this huge brand 

awareness to more and more 

consumers.” 

As well as consumers, 

companies also need to think 

about citizens, he said. 

“Just making a better widget 

is not good enough any 

more. People now say: how 

is it made, what are the ethics 

and values of this company?” 

Part of his answer when it 

comes to Avon is that 6 million 

women around the world 

support families by selling its 

products, and part relates to 

its support of women’s causes 

including breast cancer awareness 

and opposition to domestic 

violence. “As an organisation 

not only do we feel 

we have economic empowerment, 

but we also have huge 

opportunities to help women's 

causes, women's lives.”


5 

Making a change for the better 

A unique Waikato organisation will play a 

key role when an initiative to support young 

unemployed into jobs starts in the region 

this month. 


The Ministry for Social 

Development will tap 

into Waikato Engineering 

Careers Association 

(WECA) when it rolls out its 

trades-based Mana in Mahi 

programme. 

WECA, a membership-based 

organisation 

including engineering businesses, 

tertiary providers and 

ITOs, will work with the ministry 

to get 18 to 24-year-olds 

into employment and apprenticeships. 

“It’s about getting them 

into meaningful work that 

is going to provide them the 

opportunity for progression,” 

says WECA coordinator 

Levinia Paku. 

WECA will reach out to its 

members, many of whom are 

in the manufacturing sector, 

and encourage them to take 

on a young person. 

Paku hopes to see about 

one person placed a month 

into jobs that offer 30 hours 

minimum per week, with the 

aim of being permanent. 

She will provide crucial 

pastoral care. For people who 

have been out of work for at 

least six months, challenges 

might be as basic as struggling 

to get to work because 

of a lack of transport. 

“We are hoping that wrap- 

ping pastoral care around 

them will help support them 

through this journey,” Paku 

says. “If it means we can 

make a difference in that 

space it’s pretty exciting and 

really rewarding.” 

I like this team 

because it gets 

things done. We're 

all in it for the 

same reason and 

it's because we are 

passionate about 

our youth, we're 

passionate about our 

industry here. 

Wearing another of many 

hats, Paku pays tribute to the 

team she works with at Smart 

Waikato Trust, which is proving 

highly successful with its 

focus on empowering young 

people through real education 

to employment pathways, 

working through a number of 

school-based programmes. 

Like others in the Smart 

Waikato team, Paku has many 

strings to her bow, including 

working with schools as part 

of Smart Waikato’s SSEP 

programme, which sees Year 

9 and 10 students linked to 

workplaces at more than 

20 schools throughout the 

region. 

It also sees her coordinating 

the Lion Foundation 

Young Enterprise Scheme 

Waikato – King Country, a 

nationwide initiative delivered 

by Smart Waikato in the 

region. YES gives Year 12 

and 13 students the chance 

to set up and run a business, 

with each company creating 

their own product or service 

and bringing it to market. 

Paku runs events throughout 

the year, including a business 

pitch and a trade fair in 

August at which 25-30 teams 

set up stalls and sell their 

products. 

Also wearing her WECA 

hat, Paku project-manages 

EVolocity in Waikato, a programme 

in which secondary 

school students design and 

build electric vehicles. They 

compete at a regional level, 

with winners going on to the 

national finals. 

She says a metal technology 

teacher at Fairfield 

College has commented that 

introducing EVolocity to the 

classroom has brought about 

massive change. Disengaged 

students see their mates getting 

involved and join in 

themselves. At Fairfield the 

programme is run in metal 

technology, years 11 to 13, 

with the class typically contributing 

two teams of four to 

six each year. The electronics 

teacher also gets involved 

in what Paku describes as a 

“very future-focused combination”. 

Paku is particularly 

pleased that EVolocity is 

attracting a lot of female students 

- about 30 percent last 

year, boosted by Waikato 

Diocesan School for Girls 

coming on board. 

There is also a high proportion 

of Māori students, at 

about 20 percent last year, 

and likely to be more this 

year with Hamilton kura Nga 

Taiatea coming on board. 

“It’s exciting students 

about engineering. We are 

tracking them and a lot are 

considering engineering 

careers.” 

Paku is the right person 

in the right job to bring 

about change. She grew up 

in “beautiful” Wairoa where 

she attended Wairoa college, 

a decile 1 school with about 

80 percent Māori. She then 

attended Waikato University, 

where she gained a Masters 

in Geochemistry, with a focus 

on water quality. 

She realised working in a 

lab was not for her, and her 

first job was as a Māori science 

support coordinator 

at the university, following 

which she stepped into the 

Cooperative Education Unit, 

which involved placing science 

and engineering students 

into industry to complement 

their degree, a trail-blazing 

programme at the time at the 

university. 

A short stint in recruitment 

made her realise what 

drove her was empowering 

youth, which led her to Smart 

Levinia Paku 

Waikato where she has been 

since 2015. 

“I like this team because 

it gets things done. We're all 

in it for the same reason and 

it's because we are passionate 

about our youth, we're passionate 

about our industry. 

“We have an amazing 

community. People are really 

giving, and they make my job 

easy.” 

AUDIT · BUSINESS ADVISORY · CORPORATE ADVISORY · TAX 

New name, 

same great 

team 

“ Having global connections is 

more important than ever and 

we are celebrating ours by 

taking on the Baker Tilly name.” 

David Heald 

Managing Director, Waikato 

Baker Tilly Staples Rodway 

It’s time for us to take the next step. 

www.bakertillysr.nz 

After 30 years as a member of the Baker Tilly International network, 

Staples Rodway is putting the Baker Tilly name on the door. 

We’re still us, locally owned and globally connected to build a great future together. 

Now, for tomorrow


Tax Working Group – Where to from here? 

In reality, we did not expect 

a broad-based capital gains 

tax (CGT) to be implemented. 

Instead, we expected 

the coalition to negotiate a 

politically acceptable ‘package’. 

But we did not expect the 

announcement on April 17, that 

there would be no CGT at all. It 

would have been interesting to 

have been a fly on that wall. 

A decade of campaigning, 

election commitments and an 

18-month review of the New 

Zealand tax system, yet it 

failed at the final hurdle due 

to a lack of consensus. Jacinda 

Ardern was unable to implement 

a CGT, even though she 

believed it to be a fairer and 

more equitable method of taxation. 

Such is the power (or lack 

thereof) of a mixed member 

Parliament. No CGT this electoral 

term, or the next, or under 

the leadership of Ardern. This 

from a prime minister who has 

cracked the 50 percent threshold 

as preferred prime minister. 

Once we move past the fact 

there will be no CGT, where 

does this leave us? The TWG 

made 99 recommendations, 

only two of which related to 

CGT. So how have the Government 

responded to the remaining 

97 recommendations? 

Of the 97, 13 recommendations 

were for no changes to be 

made. For example, the TWG 

recommended that the GST 

rate should not change, no new 

GST exemptions should be 

introduced, the corporate tax 

rate should stay the same and 

no progressive company tax 

rate should be introduced. In all 

cases, the Government agreed 

with the TWG’s recommendations 

to make no changes. 

Including the two CGT recommendations, 

a total of 17 

TWG recommendations will 

not be acted on. The TWG 

made many recommendations 

around personal income tax, 

including changes to the marginal 

tax rates’ thresholds. 

However, with no CGT, there 

is no additional revenue for 

the Government to recycle and 

therefore changes to the personal 

income tax regime are no 

longer feasible. 

The Government has indicated 

that work is already 

underway in relation to 30 of 

the TWG’s recommendations. 

Most of the recommendations 

around environmental and ecological 

outcomes, such as solid 

waste, greenhouse gases etc, 

are being addressed through 

changes to the Climate Change 

Response Act Amendment 

Bill, along with other work 

being done by the Ministry for 

the Environment. Action has 

also started on recommendations 

relating to international 

income tax. Consistent with the 

government stance on introducing 

a digital services tax, 

work is underway in relation 

to options for taxing the digital 

economy, with a draft discussion 

document due to go to 

Cabinet in May 2019. The government 

will also continue to 

work alongside other members 

of the OECD on the taxation of 

multinational corporations. 

With varying degrees of 

priority, 61 recommendations 

have been referred to IRD 

for potential inclusion on its 

tax policy work programme, 

including some for which the 

Welcome to the 

April/May issue of 

Waikato Business 

News. Welcome also to my 

one-time hometown Cambridge, 

which features on 

these pages. I attended secondary 

school there when it 

was a much smaller town than 

it is now, and for this issue 

had the pleasure of interviewing 

my former school friend 

Antanas Procuta. These days 

he is an architect, living in 

the town, and has thought 

long and hard about its development. 

His desire to see the 

town centre grow vertically, 

enhancing walkability, is all 

the more pertinent given its 

phenomenal rate of growth. 

When I return to Cam- 

recommendation has been 

rejected, but an alternative 

approach is to be considered. 

Recommendations for 

assessment by IRD include the 

taxation of retirement savings, 

subsidiaries of Māori authorities, 

changes to compliance 

requirements of small businesses 

and issues around tax 

secrecy and tax transparency. 

IRD will also explore options 

for taxing vacant land, otherwise 

known as ‘land banking’. 

The TWG recommended adding 

vacant land taxes to the 

local government levy system. 

Recommendations relating 

to the integrity of the tax 

system have been flagged as 

a high priority, with the government 

continuing to invest 

resources to enable IRD 

to enforce the existing tax 

regime, and take action in relation 

to the hidden economy. 

Taxation of businesses and the 

recommendations made by the 

TWG around provisional tax, 

compliance costs, fringe benefit 

tax, depreciation rates have 

From the editor 

TAXATION AND THE LAW 

> BY HAYDEN FARROW 

Hayden Farrow is a PwC Executive Director based in the 

Waikato office. Email: hayden.d.farrow@pwc.com 

been flagged for consideration, 

but no priority level has been 

assigned. 

The Government’s response 

to the TWG report hints at 

changes in the distant future; 

however, these are unlikely to 

be revolutionary. Sometimes 

evaluating your circumstances 

doesn’t change them, but it 

bridge, I can still see the old 

town I knew, and the challenge 

is to preserve the best 

of that while intensifying and 

enhancing a sense of community. 

Having said that, Cambridge 

is a far more interesting 

and vibrant place to visit 

now; it was good to have the 

excuse to spend time there, 

strolling the main street with 

its variety of stores and eateries, 

and lingering in the town 

square. 

Elsewhere in this issue, I 

attended Avon chief executive 

Jan Zijderveld’s keynote 

speech at the Future of Work 

conference organised by 

Waikato University’s Management 

School. He was a 

big-picture person who spoke 

at a million miles an hour, and 

made for a thoroughly entertaining 

speaker as he threw 

out challenges for our time, 

including those around climate 

change and technological 

transformation. 

The Management School 

also has involvement in a 

leadership programme with a 

provides a new perspective, 

and listening to the public and 

its coalition partners has likely 

provided the government with 

a new one. 

The comments in this article 

of a general nature and 

should not be relied on for specific 

cases. Taxpayers should 

seek specific advice. 

difference. The Community 

Enterprise Leadership Foundation, 

which graduated its 

latest Elevate cohort in April, 

fuses profit and not-for-profit 

in an imaginative and enduring 

way, and you can read its 

story in this edition. 

I also talk to the co-founder 

and chief executive of Quantec, 

which is what I think of 

as a classic under-the-radar 

Waikato company that 

is extremely successful. In 

its case that includes making 

great strides in the China 

market, in a story that may be 

instructive for others. 

If you have a story to tell 

or a tip to share, get in touch 

with me at richard@nmmedia. 

co.nz 

Ngā mihi nui 

Richard Walker 

Editor 

Business owner – 

thinking of selling? 

Engineering Business $800,000 

Making Over $200k $630,000 

Waikato 

• Established brand of 25 years 

• Great forward work $800k 

• Working owners returned $250k+ 

• Supportive vendors 

• Long standing customer relationships 

Waipa 

• Great town lifestyle with this business 

• Owner works an average of 20 hours 

per week 

• $200k to the part-time working owner 

• Great, hard-working staff 

SOLD 

linkbusiness.co.nz/BPW00738 

Rick Johnson 021 991 485 

rick.johnson@linkbusiness.co.nz 

SOLD 


Alanah Eagle 021 606 345 

alanah.eagle@linkbusiness.co.nz 

Liquorstore in Waikato $630,000 

Pizza Franchise $449,000 

Freehold Country Pub $495,000 


• Great location 

• Very profitable business- great weekly 

sales 

• New lease for purchaser with great 

parking and fit out 

Hamilton 

• Rent is about 3.5% - 3.7% of the sales 

• Weekly turnovers over $15,000 (gst incl) 

• Excellent franchise training and on-going 

support 

• Leading pizza brands in NZ 


• Heart of the community 

• Cafe restaurant / truck stop with simple 

and excellent food 

• Independent and award winning 

• Off License 

SOLD 


Rick Johnson & Therese Bailey 021 991 485 

rick.johnson@linkbusiness.co.nz 

SOLD 


Paul Lu 021 047 4988 

paul.lu@linkbusiness.co.nz 

SOLD 


Andrew Whyte 022 097 0065 

andrew.whyte@linkbusiness.co.nz 

Fun Entertainment Business $850,000 

SOLD 

Hamilton 

• Well-established entertainment business 

- 20 year history 

• Currently the only indoor karting 

experience in Hamilton 

• Average sales p/m over- $80,000 + GST 


Therese Bailey 021 707 641 

therese.bailey@linkbusiness.co.nz 

Don’t dream of better, 

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Contact us for a confidential chat 

about buying or selling your business this year 

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7 

EXPLANATION: Company-X software architect and developer Rachel Primrose (right) 

discusses a concept with developer Arno van Niekerk during a team meeting. 

A talented architect with 

deep technical knowledge 

“I really like working with Rachel Primrose,” says fellow 

Company-X software architect Luke McGregor. “She’s obviously 

a talented developer with a strong focus on quality. She’s 

also not afraid to push her technical limits and learn new 

things, which is hugely important for any developer. From an 

architectural point of view she also thinks really differently to me, 

which I find really valuable.” 

SOLVE YOUR 

PROBLEM WITH 

SOFTWARE! 

The Company-X men and women are real-life, award 

winning, software specialist superheroes. 

500 

Technology Fast 500 

2018 APAC 

0800 552 551 hello@companyx.nz www.companyx.nz 

Level 2, Wintec House, Cnr Anglesea & Nisbet Street, Hamilton 

Company-X has entered 

software architect and 

senior developer Rachel 

Primrose into the Reseller 

News Women in ICT Awards. 

“Rachel immediately sprang 

to mind when we began discussing 

the Women in ICT 

Awards,” says Company-X 

director and co-founder Jeremy 

Hughes. “Rachel’s made the 

world of difference to a variety 

of projects since she joined 

Company-X in February 2018.” 

“There’s not enough 

women, or men for that matter, 

in the IT industry with the depth 

of knowledge and breadth of 

skill that Rachel brings daily 

to Company-X clients,” says 

fellow director and co-founder 

David Hallett. 

Rachel joined Company-X 

from trans-Tasman telco Vocus 

Communications where she 

had worked for nearly six years 

as a senior analyst, software 

developer and software architect. 

Rachel’s interest in technology 

began as a child, when 

she helped out at family business 

Arche Technologies NZ 

in Auckland. She started in the 

back office while still at primary 

school, but as her knowledge 

of the business and passion 

for technology grew Rachel 

worked on Arche Technologies’ 

personal computer assembly 

line. 

While studying at Rangitoto 

College in Auckland, Rachel 

researched using recycled aluminium 

cans to soundproof 

buildings and earned herself a 

prestigious Silver CREativity 

in Science and Technology 

(CREST) award. Rachel 

achieved a 1A grade, the highest 

possible grade in Sixth 

Form Certificate. 

“She achieved excellent 

results in her theoretical and 

practical work and also consistently 

approached her studies 

with outstanding diligence,” 

says Rachel’s physics teacher 

Chris Smaill. 

Rachel describes Chris as an 

inspirational teacher, who made 

an extra effort to ensure the 

girls in his physics class were 

treated the same as the boys. 

“Chris absolutely encouraged 

me,” Rachel says. “I had 

some other teachers that were 

not excited about having girls 

in their class.” 

Rachel left college in 2000, 

partway through seventh 

form, to get an early start at 

the University of Auckland 

where she earned a Bachelor of 

Science with a double major in 

physics and computer science. 

“While at university I 

worked in internet service provider 

ihug’s call centre parttime 

for a year or so,” Rachel 

recalls. “I would call them at 

3pm and see if anyone had 

called in sick for the night shift 

and ended up working about 

three days a week.” 

Rachel took a summer job at 

Toll NZ on the IT support desk, 

also a 24-hour train operations 

line. “The general manager 

of IT asked, while I was still 

studying at university, what I 

wanted to do,” Rachel says. “I 

became a junior programmer 

working mostly in programming 

languages Java and PHP 

and was also seconded to the 

database team where I worked 

in Oracle and IBM database 

DB2.” 

There’s not enough 

women, or men for 

that matter, in the 

IT industry with the 

depth of knowledge 

and breadth of skill 

that Rachel brings 

daily to Company-X 

clients. 

Rachel worked as a contractor 

for tourism company Jucy 

in 2005 and 2006 in the Active 

Server Page (ASP) development 

framework providing data 

loads to and from the company’s 

forecasting system and 

website. 

Rachel joined Christian 

internet service provider 

Maxnet in 2006 as a programmer 

working with founding 

director Kim Thibault. 

“Kim was a most inspiring 

leader, not to mention a 

woman,” Rachel says. 

“Kim's never been afraid to 

jump into technology in terms 

of getting an idea to market. 

She’s always forward thinking 

about technology, and then gets 

others to do the implementing. 

She encouraged me to develop 

both my technical skills and my 

soft skills.” 

After more than a year 

working as a Maxnet developer, 

Rachel spent nearly two years 

in development management, 

before a three-year stint as lead 

software architect. 

Kim says she really enjoyed 

working with Rachel at Maxnet. 

“I quickly saw in her someone 

who is extremely intelligent, 

able to pick up new 

languages and tools really easily, 

and has excellent business 

acumen,” Kim says. “She could 

understand what is important to 

the business and deliver to that. 

As the only female engineer in 

our male-dominated environment, 

Rachel quickly gained 

the respect of all with her 

speed, problem solving skills 

and attention to detail. 

“She is passionate, committed, 

and communicates clearly 

(even if it is not what you 

want to hear, but is what you 

need to hear). With her skills 

and personality she can do and 

accomplish whatever she sets 

her heart on.” 

Vocus Communications 

bought the Maxnet business in 

2012. 

After taking maternity 

leave, Rachel returned to Vocus 

and worked on architecture 

and communication skills with 

chief administrative officer 

Simon Robson. Rachel’s learnings 

there are evident in her 

work at Company-X. 

“The most exciting thing 

I did was the architecture 

for mergers and acquisitions 

worth about $1 billion. Vocus 

Communications founder 

James Spenceley had a really 

forward approach to culture and 

technology which made for a 

great environment.” 

Mentoring is important to 

Rachel. 

“From a Company-X perspective 

I am getting mentoring 

from directors David Hallett 

and Jeremy Hughes, professional 

services manager Michael 

Hamid, business analyst Bryan 

Miles, software architect Luke 

McGregor and designer Pete 

Stewart,” Rachel says. 

Michael Hamid says Rachel 

combines superb and deep 

technical understanding with a 

very pleasant manner. 

“She has the rare ability to 

translate technical details into 

descriptions that non-technical 

people can understand. She 

relates well to customers and is 

very good at building trust. Her 

deep technical knowledge has 

also gained her a lot of respect 

among her colleagues.”


CONVERSATIONS WITH 

MIKE NEALE OF NAI 

HARCOURTS HAMILTON 

Are we experiencing a market 

change and what will that mean ? 

Over the past few weeks we have 

without doubt seen a change and 

feel to the market that we have not 

seen in a long time – property that was 

deemed a long-term hold is now for sale, 

vacant buildings that were not available 

for owner-occupiers are now for sale. Investors 

are now differentiating between 

prime investment yields and yields for 

what they deem to be lesser-quality stock. 

The residential market has also experienced 

change over the last month or two – 

specifically, houses in the $800,000-plus 

category are more plentiful and yet there 

are fewer buyers present. 

Examining the rest of the world and 

what is taking place in various economies 

and political spectrums, we should be extremely 

thankful that we are here in New 

Zealand. 

Looking around New Zealand and 

seeing the growth that is taking place in 

Hamilton, again we should be thankful 

that we are here with projects currently 

under way (commercial, industrial and 

residential) that will continue over the 

next 1-3 years irrespective of what happens 

in the market around us. 

What do we believe are the ingredients 

that have caused this ‘softening’ in the 

market? 

• Banks’ lending requirements are becoming 

more stringent and this could 

be a response to the Reserve Bank’s 

proposal for banks to increase the 

amount of capital that they are required 

to hold. 

• The steady rise in construction costs 

and associated development costs 

(development contributions, compliance 

costs, council consenting costs) 

are having an impact on the economic 

viability of some developments. The 

recent collapse of Arrow International, 

Ebert Construction and Fletchers withdrawal 

from the commercial sector is 

symptomatic of larger issues. 

• Many businesses over the last year 

have been positioning themselves to 

be more efficient and looking to lower 

their risk levels. 

• Recent Government recognition of 

concerns in the construction sector. 

Property has been a great ride and that 

will continue, as only in the Netherlands 

are they making more land! 

What does this mean for vendors? 

• Be strategic in your investment decisions 

and consider divesting assets that 

will have more challenges in a softening 

market. For example, those being 

vacant properties or properties with 

issues will be more difficult to lease if 

they do become vacant. Be objective 

in your assessment (or seek the advice 

of a real estate professional rather than 

a friend) of the properties that you own 

now, as they will likely still attract a 

significant premium in comparison to 

what they were worth at the start of 

this cycle in 2011/2012. 

Mike Neale - Managing Director, 

NAI Harcourts Hamilton. 

What does this mean for purchasers? 

• Being cashed up puts you in a prime 

position to take advantage in a softening 

market, where more opportunities 

are likely to arise and there will be less 

competition. 

• Look to purchase properties that have 

better fundamentals, as opposed to recent 

years where it has very much been 

about just putting your money into any 

bricks and mortar investments that did 

not have a seismic issue. 

The good news is that on April 17 the 

Government categorically rejected a capital 

gains tax, saying there was no mandate 

- and no consensus - for a CGT. There is 

already a capital gains tax through the 

bright line test and the forward looking 

view for the Government is that there is 

neither a compelling rationale nor a mandate 

to institute a comprehensive capital 

gains tax regime. The rejection of a CGT 

will no doubt provide certainty to taxpayers 

and businesses. Will this change what 

we are currently seeing? 

In summary, if you are thinking about 

selling, then right now may well be the 

best time to do it – and as a purchaser it’s 

time to start looking again, as slowly opportunities 

will surely start to arise. 

Property has and always will be an excellent 

investment, but repositioning yourself 

with better quality properties as you 

get older (and wiser) and your risk profile 

changes, is a smart move in our opinion. 

At NAI Harcourts in Hamilton, we 

have a philosophy: 

Every day, it’s about helping our clients 

and customers with good credible 

advice to make better informed property 

and business decisions. With local expertise 

and global resources, we know what 

works. 

Thinking of selling or purchasing? 

In this environment and market, vendors 

and purchasers should not be afraid 

and rather encouraged to buy or sell at 

auction or through a deadline sales process. 

Not only does this provide urgency 

to act, but we believe these are smart and 

sensible ways to either buy or sell commercial 

property and are the most transparent 

market value processes for both 

buying or selling. 

The bottom line is, and always will 

remain, that a vendor wishes to know 

that the price achieved is the maximum 

the market will pay, whereas a purchaser 

wants to go home knowing they have had 

a fair and equal opportunity to purchase. 

Little known fact: 

Hamilton is one of the few cities in the 

world to have a nearly exact antipodal city 

– Cordoba in Spain. 

NAI Harcourts Hamilton 

Monarch Commercial Ltd MREINZ Licensed 

Agent REAA 2008 

Cnr Victoria & London Streets, HAMILTON 

07 850 5252 | hamilton@naiharcourts.co.nz 

www.naiharcourts.co.nz 

2019 graduates: Norm Hill (Boffa Miskel), Andrew Matheson (Matheson Consulting), Amanda 

Hema (The Stakeholder Agency), Karlene Verryt (DV Bryant) Huge Wakelin, Thomas Campbell 

(PowerFarming), Lizana Tuake (CORE), Pat Peoples (Schick Civil & Construction), Rachel Karalus 

(K’aute Pasifika), Shane Keesom (Gallagher), Teresa Bidlake (Hospice), Ross Lamberton (Prolife 

Foods), Kylie Leonard (NZ Dairy Women’s Network), Mike Ryan (UltraFast Fibre), Chris Horan 

(BNZ), John Cook (CELF-Chair), Nathan Collins (Habitat For Humanity), Neil Quigley (The University 

of Waikato - Vice-Chancellor), Tania Witheford (CELF), Rick Thorpe (Xtremezerowaste). 

Leading the way for 

community engagement 

A leadership programme that has 

commitment to community as “part of its 

DNA” has produced its latest cohort of 

graduates, bringing the total to 79 over 

four years. 


A 

leadership 

programme 

that has commitment to 

community as “part of 

its DNA” has produced its latest 

cohort of graduates, bringing 

the total to 79 over four years. 

The Elevate programme sees 

Waikato businesses paying for a 

place on the course for a leader 

from their own organisation as 

well as a place for a community 

organisation member. 

That sees both profit and 

not-for-profit leaders benefiting 

together from the course, which 

is run by Community and 

Enterprise Leadership Foundation 

(CELF) in partnership with 

University of Waikato Management 

School. 

“The powerful factor in 

all of this is having those two 

groups of people come together 

and learn off each other and 

with each other, about themselves, 

their organisations and 

their community,” CELF director 

Tania Witheford says. 

“[What] we are seeing for 

those businesses that are part 

of CELF is the undertaking that 

their commitment to community 

is part of their DNA.” 

For the community organisations, 

meanwhile, the course 

offers an opportunity that they 

would struggle to fund themselves. 

“Their passion drives 

them, but unfortunately they 

don’t have the funding for that 

professional development. So 

that’s where the CELF proposition 

opens up that doorway.” 

The investment of $25K 

secures two places on the programme 

with potentially huge 

benefit for both the business 

and the community. 

“Our funding model is 

unique, I haven’t come across 

anything like it. I think that 

is very important because it 

demonstrates from a business 

perspective how they value 

leadership and the fact they can 

identify that community is an 

important part of their success 

and their future success,” Witheford 

says. 

The group of 18 in the Elevate 

Leadership Class for 2019 

graduated in April at the Gallagher 

Academy of Performing 

Arts. 

The evening saw a moving 

tribute to CELF co-founder 

Bernie Crosby from fellow 

founder David Irving, as 

Crosby, who recently retired as 

a trustee, was made a patron of 

the organisation. 

Crosby was a co-founder 

of Prolife Foods and Irving 

had founded Icehouse and was 

a former Heinz-Watties boss. 

The two friends had identified 

that Waikato could benefit from 

increased leadership capability, 

and the breakthrough moment 

came when they identified the 

co-funding model. 

The graduation also 

included a heartfelt speech from 

2018 graduate Kingsley Fink, 

Tristram Marine general manager, 

about how the course has 

changed his life and its positive 

impact on his company. 

Graduates of the 2019 

course Nathan Collins (Habitat 

for Humanity) and Chris 

Horan (BNZ) also spoke, and 

acknowledged the businesses 

who willingly opened their 

doors and the leaders of those 

businesses who candidly shared 

their leadership experiences, 

successes and failures with the 

class. 

Over the four years Elevate 

has been running, relationships 

formed during the course have 

endured, with cohorts continuing 

to meet regularly. 

Witheford, who started in 

her role last year after several 

years as chief executive of Cambridge 

Chamber of Commerce, 

wants to also build cross-cohort 

engagement now that the total 

number has reached 79. 

The course starts with 

self-evaluation and a residential 

programme to build connections 

with others on the course. 

That is followed by monthly 

visits to businesses and CEOs. 

Topics for the 2019 cohort 

included change management 

and a section on design and 

innovation, says Witheford, 

who as well as being director 

was a participant on the course. 

Each business visit is followed 

by a day of workshop 

or classroom learning, with the 

practical and theory sides feeding 

into each other. 

“All the way along we were 

encouraged to use each other as 

mentors, create that relationship 

to be able to continue the learning 

from each other.” 

In some cases, she says, 

participants were able to make 

changes in their organisation 

while still on the course. 

“One of them went back 

and took the learnings from 

their first three or four sessions, 

about engaging their team and 

ensuring they had voice, to create 

an entire strategic plan that 

took into consideration revisiting 

their vision. It was massively 

impressive,” she says. 

She also refers to Rangimahora 

Reddy, whose community 

organisation, Rauawaawa 

Kaumatua Charitable Trust, 

has benefited hugely from the 

$12,500 investment that her 

place on the 2018 course cost. 

The trust was fund-raising for 

a building renewal project, and 

Rangimahora was able to build 

on her CELF experience and 

cohort contacts to undertake 

crowd-funding that produced 

$100,000 towards the project. 

“For me, personally, successful 

business environments 

always help foster a strong, 

vibrant community,” Witheford 

says. 

• CELF is taking applications 

for its next course, which 

starts in August. Applicants 

from both profit and notfor-profit 

sectors can apply 

using the CELF website, 

and acceptance is based on 

an interview process. 

Bernie Crosby speaks at the graduation event, 

watched by David Irving and Tania Witheford.

Experience care as it 

should be, experience 

the Braemar way. 

Braemar Hospital is one of the largest 

private surgical hospitals in New Zealand, 

and it’s here in Hamilton. 

With more than 100 world class specialists, 

10 state-of-the-art operating rooms, 84 beds 

including 32 private rooms, at Braemar 

you’ll receive the highest level of care. 

Choose the very best. 

Choose Braemar. 


Software specialist finalist for Hi-Tech Award 

A Waikato technologist who, with his 

business partner, established a Silicon 

Valley level company in the region, is a 

finalist in the New Zealand Hi-Tech Awards. 

David Hallett and Jeremy 

Hughes founded software 

specialist Company-X 

in Hamilton in 2012. 

David was named a finalist in 

the IBM Most Inspiring Individual 

Award at an entrants’ 

event in Auckland on March 27. 

Up there: Company-X director David Hallett, 

top, with co-director Jeremy Hughes. 

“I’m really very excited to 

be named a finalist in the Inspiring 

Individual category of the 

Hi-Tech Awards,” Hallett said. 

“I'm in very great company.” 

The other finalists in the 

category are Rocket Lab chief 

executive and technology officer 

Peter Beck, Xero managing 

director Craig Hudson, OptimalBI 

managing director Victoria 

MacLennan, Spark managing 

director Simon Moutter, 

and ADInstruments product 

manager Sam Payton. 

“It is really cool to see David 

from Company-X up there with 

such inspiring business leaders 

such as Peter from Rocket Lab, 

Simon from Spark and Craig 

from Xero,” said Hughes. 

Hallett and Hughes have 

grown the team to about 50. 

Company-X ranked on the 

Deloitte Technology Fast 500 

in the last two consecutive 

years and was named the fastest 

growing technology company 

in the Central North Island in 

the Deloitte Fast 50. 

Hallett was nominated for 

the Most Inspiring Individual 

Award by his business partner, 

professional services manager 

Michael Hamid and communications 

manager Chris Gardner 

with the support of the Company-X 

team. 

Nominations also came 

from the wider Waikato business 

community. 

“David inspires because he’s 

a strategic thinker with great 

practical skills,” the Company-X 

nomination said. 

“He has great client relationship 

skills backed with excellent 

broad technical knowledge. 

This leads to pragmatic client 

engagement upfront... He has 

an infectious enthusiasm for 

everything he does, evident in 

House swap the new way 

to find new home 

A 

revolutionary 

platform 

that empowers Kiwis 

to swap, not sell, to find 

their dream home has launched, 

offering a new opportunity for 

New Zealanders to save thousands 

of dollars on their most 

significant life purchase. 

Hermitty is a web-based 

platform that assists New Zealanders 

to swap homes with 

other likeminded homeowners. 

For a fraction of the cost of the 

traditional sale process, clients 

can now list their home for free 

on the Hermitty website and 

take control of the marketing 

process. 

Much like a dating app, 

homeowners will have the 

ability to search through and 

show interest in other homes 

simply by ‘liking’ them. Once 

the homes have been mutually 

‘liked’ by the homeowners, a 

one-off fee of $98 plus GST is 

paid in order to start a conversation. 

The fee allows the visitor 

to message as many other homeowners 

as they like, and market 

their own home. Who knows 

their own home better than the 

owner? 

This represents a massive 

saving. The commission fee on 

a home valued at the national 

median house price of $550,000 

is between $17,000 and $25,000. 

Hermitty was co-founded by 

Chris Mackenzie and Nic Foote. 

“Having previously switched 

my own home when it was up 

for sale, I found it was the easiest 

sale and purchase of a home 

I had ever done,” says Mackenzie. 

“Nic and I both realised that 

this happens a lot and that there 

are a multitude of reasons where 

it makes sense for New Zealanders 

to switch homes. This 

could include a shift in region, 

wanting to secure more desirable 

school zones or a change in 

circumstances that necessitates 

a downsize or upsize. 

“We wanted to create a community 

that would facilitate 

bringing New Zealanders who 

are looking for a new home 

together, with a focus on swapping 

not selling. Our platform 

empowers the home owner to 

change house easily, saving 

stress and expense in the process,” 

says Foote. 

Hermitty is offering unlimited 

free chat with other listings 

to the first 100 people who list 

their home on the site. 

Visit Hermitty, including terms 

and conditions, on www.hermitty.co.nz. 

the business and on the many 

boards he serves and chairs.” 

Hallett has an extensive, 

international, list of contacts. 

“David is a great leader with 

exceptional people skills, treating 

everyone with kindness and 

respect regardless of their role.” 

Hallett is co-founder of Cultivate 

IT nurturing the Waikato 

region as a technology powerhouse, 

chair of the Institute 

of IT Professionals Hamilton 

branch, ICT sector lead on 

Waikato Regional Labour Market 

Strategy Group, chair of the 

Bachelor of Information Technology 

Advisory Group of the 

Open Polytechnic of New Zealand, 

chair of the Good Collec- 

tive helping the Waikato’s charitable 

and not for profit sectors, 

adviser for Wintec’s Centre for 

Business, IT and Enterprise, 

and a founder of the Innes48 

Business Startup Competition, 

now the NZ Startup Bootcamp. 

Hallett operates by Company-X’s 

founding values. They 

are to do what you said you 

would do, make the customer 

look good and always offer 

options because the customer 

has the right to make informed 

choices. 

Hi-Tech Trust chair Jen 

Rutherford says the standard 

of entries is the highest in the 

25-year history of the awards. 

“This year’s finalists span 

braemarhospital.co.nz 

9 

the full spectrum of the hi-tech 

sector and the country. For 2019 

we have made been very conscious 

on building on the foundations 

of last year to ensure 

even greater diversity across 

our judging panels and among 

the entrants and finalists. It’s 

awesome to see so many areas 

of the country represented 

among the finalists with so 

many ethnic backgrounds and 

great female-led companies 

coming through. Our industry 

is truly in great shape,” said 

Rutherford. 

The winners of the 2019 

Hi-Tech Awards will be 

announced at Spark Arena, 

Auckland, on May 24. 

Waikato Branch – Upcoming events/courses 

At the Institute of Directors 

we’re on the pulse of governance. 

Connecting, equipping and 

inspiring directors through thought 

leadership and our extensive 

network, professional governance 

courses, events and resources. 

7 May 2019 

‘Theatre of Dreams’ 

Speaker: Dame Trelise Cooper 

Time: 12.00pm – 2.00pm, FMG Stadium Waikato 


‘How to simplify your Board Meetings with BoardPro’ 

Speaker: Brett Herkt, Co-founder and CEO of BoardPro 


CPD: 2 points 

CPD: 2 points 

To register, please contact: 

Megan Beveridge, 

Branch Manager 

Waikato.branch@iod.org.nz, 

021 358772 or www.iod.org.nz 


‘Finding your voice, brand and enabling women around the table’ 

Panel: Jo Finer, Verity Johnson and Alison Shanks 


CPD: 2 points 

Waikato branch is kindly sponsored by: 

J1121P


Civil contractors 

back need to change 

vocational education 

The civil construction industry says the Government’s proposed 

Reform of Vocational Education has potential to fix longstanding 

issues with vocational training and education, despite needing 

careful management and more recognition of on-job training. 

Civil Contractors New 

Zealand chief executive 

Peter Silcock said while 

it was clear the vocational education 

system required major 

changes to remove duplication 

and increase efficiency in 

delivering job skills, the critical 

issue would be maintaining 

interest and engagement from 

employers and trainees while 

changes were brought in. 

“Like many other industries, 

civil construction is 

experiencing a major skills 

shortage. We need well-trained 

people to work on New Zealand’s 

infrastructure, and it’s 

important the skills of these 

talented people are recognised 

through national qualifications.” 

He said most civil construction 

companies run their own 

training programmes, enabling 

them to ensure training is 

timely, relevant and creates 

valuable skills and knowledge 

for employees and employers. 

While degrees and diplomas 

were important for civil engineers 

and surveyors, targeted 

training and qualification in 

specific job skills was needed, 

with relevant one or two day 

off-job courses the biggest 

gap for the civil construction 

industry. 

Silcock said the proposed 

Industry Skills Bodies would 

be better equipped to support 

and address industry needs. 

CCNZ and the civil construction 

industry had established 

a positive and productive 

relationship with the 

civil infrastructure Industry 

Training Organisation Connexis, 

creating a Civil Trades 

Apprenticeship scheme and 

reviewing civil infrastructure 

qualifications. 

Despite the need for 

improvement, the major trade 

industry skills shortages meant 

it was vitally important any 

changes are implemented in 

a way that does not put off 

prospective apprentices and 

employers from beginning or 

completing qualifications, he 

said. 

“There’s a lot of conjecture 

around the details of this 

proposal – details that are still 

being worked out. It’s understandable 

people involved in 

the vocational education sector 

are concerned about their positions, 

but it’s also important we 

keep things realistic and avoid 

scaremongering lest we undermine 

our vocational education 

pathways.” 

Silcock said a review of 

the property and resources 

required for the proposed New 

Zealand Institute of Skills and 

Technology was appropriate, 

considering the likely growth 

potential of on-job and online 

delivery. 

While it was reasonable 

to expect employers to dedicate 

some financial resource 

to training, they should not 

be expected to pay to support 

large-scale bricks and mortar 

campuses they have little to no 

involvement with, he said. 

Business expo set to profile 

Waikato’s thriving economy 

The countdown has 

begun for the inaugural 

Waikato Business Expo 

to be held at Claudelands on 

September 11. 

The one-day event, hosted 

by the Waikato Chamber of 

Commerce and organised by 

Jigsaw Solutions Group, brings 

together a community of qualified 

business expertise to help 

Waikato businesses thrive. 

Billed as the expo “where 

business gets done”, the event 

showcases leading edge and 

forward-thinking businesses, 

speakers and education. It is 

expected to draw interest from 

local, regional and national 

organisations with links to the 

Waikato. 

Host Waikato Chamber of 

Commerce CEO Chris Simpson 

said early interest in exhibiting 

had reinforced the need 

for an event of this quality and 

scale for the region. 

“The calibre of exhibitors 

that have already signed up is 

fantastic,” he said. “The expo 

fits well with our vision of providing 

our members and business 

community with valuable 

opportunities to engage their 

markets.” 

With a population bigger 

than Wellington, Waikato’s 

economy grew by 7 percent in 

2018 and the region is now host 

to a $30 billion dollar economy. 

Its proximity to Auckland’s 

$100 billion market makes it a 

growing hub for commerce. 

Among exhibitors will be a 

wide-range of commerce providers 

including IT experts, 

virtual PAs, health and safety, 

finance, recruitment, digital 

marketing, education, catering, 

banking and personal and 

professional service providers. 

The expo is for all types of 

businesses whose target market 

is business-to-business (B2B). 

Laura Parsons will deliver the keynote address. 

Additional expo experiences 

include B2B networking and 

workshops offering insights 

and tips on how to improve and 

generate growth. 

Event director Sharon Giblett 

said: “The Business Expo is 

the ultimate leveraging opportunity, 

whether you want to 

grow your market share, look 

for business solutions, increase 

your knowledge of the marketplace 

or see what competitors 

are up to.” 

“Today time is so valuable,” 

she said. “Exhibiting, sponsoring 

or attending an expo is an 

extremely effective and efficient 

way of using your time 

wisely. You can achieve more 

in one day than you could in 

weeks or months of your normal 

working schedule”. 

Award-winning wellbeing 

specialist, author and entrepreneur 

Lauren Parsons has been 

engaged as keynote speaker for 

the event. Hot off the TEDx 

stage in New York State, Lauren 

is founder of the Snack on 

Exercise movement and will 

present her renowned keynote 

session “Overcoming the Overwhelming 

- How to thrive in a 

fast-paced world”. 

The Expo opens at 7am to 

VIP invited guests and then to 

the wider business community 

from 9am to 4.30pm. Bookings 

for exhibitors are now open. 

Convenient Shuttle 

/Coach Services 

now under one roof 

Luxury Shuttles has 

joined forces with Roadcat, 

creating a one stop 

shop for Airport Shuttles, tours 

and charters regionwide. With 

the wide range of vehicles we 

have after taking over the management 

of Roadcat in February, 

we can cover any transportation 

requirements your 

business may require. 

From picking up executives 

in our Mercedes Benz station 

wagon anywhere in the North 

Island to having corporate 

vehicles up to 19 seats and 

coaches from 22 seats up to 

the latest 50 seat 2018 Scania 

Coach for your larger group 

travel, we are your choice of 

transport. 

Roadcat/luxury Airport 

Shuttles choice of vehicle 

manufacturer is Mercedes 

Benz, well known for their 

Safety features with sizes 

ranging from 4 to 19 seat cars 

and vans 

Owner George Oliver says 

having Roadcat to join the 

Luxury Airport Shuttle family 

offers more frequent services 

for the Waikato region 

using local drivers with local 

knowledge supported with 

shuttles from Rotorua and 

Tauranga. Having a range 

of late model 4 and 5 star 

coaches from 22-53 seats also 

makes travel arrangements 

for large groups so easy to 

arrange. 

For more than 14 years, 

Luxury Airport Shuttles has 

offered an extensive door to 

door service 

If you need safe and comfortable 

transportation with 

first rate service within Auckland 

and further a field Roadcat 

Luxury airport Shuttle, Royale 

Coachlines are just a phone 

call away or you are welcome 

to book online. 

Call 0800 454 678 or 07 647 4444 or book online at www.luxuryairportshuttles.co.nz


11 

Can I trust you? Should you care? 

Our society is becoming more mistrustful. 

We don’t believe every 

media headline we 

click, we take world 

leaders’ words with a grain of 

salt and we know we’re being 

fed a whole lot of garbage on 

social media. 

So, what does this current 

environment of mistrust mean 

for your business? Companies 

need to be proactive and intentional 

about gaining respect. 

Trust doesn’t “just happen” as 

a result of doing good business. 

But first, you have to ask 

yourself: should you care if 

people trust your company? 

Well, let’s take a look at why it 

might be a good thing: 

The more people trust you, 

the less you have to do a hard 

sell and the more people will 

seek out your products. 

Trust makes it easier to 

attract and retain great staff. 

When your community 

trusts you, it becomes easier 

to work through a disruption 

such as an expansion or construction 

project that requires 

consultation and consent. 

With increased trust, influential 

people begin spreading 

positive word-of-mouth and 

doing the trust-building work 

for you. 

And, perhaps most importantly, 

a high trust quotient 

means when you screw up – 

and you will, we all do – it will 

be easier and quicker to rebuild 

trust. 

I was recently listening to 

a podcast featuring University 

of Houston research professor 

Brené Brown. She was dis- 

cussing an excerpt from her 

book, Rising Strong, about 

how individuals can earn trust. 

Her recommendations got 

me thinking of some essentials 

that corporates must follow if 

they need to build more trust. 

Here are a few things I personally 

think are quite important: 

Protect and build your circle 

of trust 

You become a trusted organisation 

when you have other 

trustworthy, respected organisations 

working with you and 

around you. Be purposeful in 

fostering great relationships 

with good organisations. 

Don’t associate with companies 

with shaky reputations 

– over time, it will rub off on 

you. 

Under-promise and overdeliver 

We learn to trust organisations 

over time who do what they 

say. If you promise your staff 

you’ll celebrate when KPIs are 

achieved, you’d better do it. If 

you say you’ll meet an important 

deadline, do it and tell people 

you’ve done it. 

When your staff, customers 

and corporate friends see your 

word is gold, trust will follow. 

Say sorry when you screw up 

Your mum’s advice works in 

the corporate world too. If 

you’ve done something wrong, 

own up to it quickly. Say 

you’re sorry, tell people how 

you intend to fix it, do it and 

tell people when you’ve fixed 

it. 

It’s a pretty simple formula 

on paper, but tough to implement 

when crunch time comes. 

However, watch the trust bank 

fill up quickly when you’re 

able to eat a bit of humble pie. 

Practise integrity 

At a basic level integrity is 

about demonstrating externally 

who you are internally. So, as 

a company, that means having 

strong values. And then the 

second step is demonstrating 

those values to and through 

your staff, to your customers, 

suppliers, partners and community 

over and over again. 

Integrity is an action word. 

How do you know if you’re 

a trusted organisation? Ask. 

Ask your staff, ask your customers, 

ask influential people 

in your community. 

Then, once you have a 

baseline measurement, create 

an action plan to build 

more trust if necessary. Or if 

you’re where you want to be, 

put some purposeful activities 

in place that serve to keep you 

in a healthy trust maintenance 

mode. 

PR AND COMMUNICATIONS 

> BY HEATHER CLAYCOMB 

Heather Claycomb is director of HMC Communications, a 

Hamilton-based, award-winning public relations agencys. 

Ardern: ‘The world looks to us 

for solutions’ in primary sector 

Numerous issues are 

affecting the world’s 

agriculture and horticulture 

industries – including here 

in New Zealand, where primary 

industries are of paramount 

importance. At a time where 

concerns are arising about environmental 

issues and sustainability, 

food safety and country 

of origin, and fair trade and 

labour shortages, the Te Hono 

Volume to Value Forum, held at 

Zealong Tea Estate last month, 

facilitated a much-needed discussion 

around the future of 

New Zealand’s primary sector. 

Guest of honour Prime Minister 

Jacinda Ardern returned 

to her home region to speak to 

leaders in the agricultural and 

horticultural sector at the event. 

Though New Zealand is one 

of the most efficient food producing 

countries in the world, 

she agreed that “intensive volume-driven 

bulk commodity 

models have brought along 

issue of economic and environmental 

sustainability”. 

However, she also said that 

due to New Zealand’s reputation 

for being able to adapt and 

adjust to changing demands, the 

world is looking to us for solutions. 

As well as a volume-tovalue 

approach, she also praised 

Agriculture Minister Damien 

O’Connor’s “volume-to-values” 

stance, which considers 

values held by both producers 

and consumers, such as quality 

nutrition, environmentally 

sound practice, traceable and 

ethical labour supply chains, 

and produce free of pests, disease, 

and other contaminants. 

Prime Minister Jacinda Ardern and 

Zealong general manager Gigi Crawford. 

Fittingly, these issues were 

addressed while looking over 

New Zealand’s only commercial 

tea estate, which has been 

championing this approach 

since its beginning more than 

20 years ago. Zealong general 

manager Gigi Crawford also 

spoke of their volume-to-value 

journey during the event. 

Crawford touched on current 

issues in tea producing countries, 

such as fair trade and low 

pay for tea pickers, high levels 

of pesticides and residues, and 

traceability, before sharing how 

Zealong has found a solution. 

By growing tea in a new, clean 

environment, with 100 percent 

organic certification and international 

food safety standards, 

it has ensured complete traceability 

from soil to sip for consumers’ 

peace of mind. 

Zealong’s organic and full 

traceability certifications are 

unique in the tea world, providing 

third-party credibility that 

their tea meets the high production 

values for which New 

Zealand is known. Crawford 

added that New Zealand is one 

of the few developed countries 

which has no regulation of the 

term “organic”, so certification 

is essential. 

Over the 10 years since 

Zealong’s official opening, 

they have opened a Tea House 

restaurant, various function 

and event spaces, and started 

guided tours to give an insight 

into the production of their tea. 

These experiences have helped 

Zealong demonstrate the value 

of their tea: Crawford said that 

their annual 40,000 visitors take 

Zealong’s story and values out 

to the world. 

Following the lead of Zealong 

and other innovative New 

Zealand agribusinesses, Ardern 

asserted that industry collaboration 

and sharing of New Zealand’s 

unique story and values, 

such as kaitiakitanga, would 

help our primary sector appeal 

to markets willing to “[spend] a 

little more on products that are 

natural, wholesome, good for 

them, good for the world”— 

showing once again that New 

Zealand is a world-leading 

innovator. 

KPT 19|160 

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“Our responsibility 

is to build and shape 

our tamariki ” 

Ngahuia Kopa, Graduate


Waikato Milking 

Systems surfs 

Chinese milk wave 

A Waikato-based business is setting the 

pace throughout China in helping that 

country modernise and expand its dairy 

sector as the nation’s demand for quality 

milk products continues to surge. 

By RICHARD RENNIE 

Waikato Milking Systems 

(WMS) has 

gained a strong foothold 

in the Chinese dairy farm 

market over the past decade 

and can claim about 30 percent 

of that country’s dairy rotary 

platform market share. 

While well known here 

in New Zealand for its large 

scale rotary platforms typically 

capable of handling 60-80 

cows, the company has been 

Chinese dairy products including 

UHT and chilled yoghurt. 

David Morris, Waikato 

Milking Systems' China 

manager. 

on a steady path quietly building 

its presence in China. 

What may also be less 

known to New Zealand farmers 

is the growing scale of China’s 

dairy operations. 

The WMS platforms are 

often built paired alongside 

each other, milking 4000-6000 

cows three times a day, year 

round. More than 100 operations 

of this scale are operating 

all over China, often including 

multiple platforms on the farm 

footprint. 

WMS China country manager 

David Morris has been 

deeply embedded in China’s 

dairy growth story for well 

over a decade. 

He established a beachhead 

in the dairy shed market there 

through his Matamata-based 

company Rotary Platforms 

more than a decade ago. He 

then sold this business to WMS. 

He says in today’s environment 

of large-scale, processor-owned 

farm operations 

it is difficult for a small-scale 

operator to remain in business. 

Government moves after 

the San Lu melamine scandal 

have been to compress the 

steps in the processing chain 

from cow to consumer, and 

strong incentives exist to scale 

up dairy operations. 

WMS has a close alignment 

A WMS platform in action on a farm 

operation south west of Beijing. 

with the state-owned industrial 

farm component and turnkey 

operator Beijing Kingpeng 

Global. 

This company’s direction 

represents China’s intention 

to take the best of componentry 

from around the world and 

apply it in China to meet the 

national goal of feeding more 

of the population from within 

the country’s borders. Many of 

the large-scale operations are 

owned by China’s “big three” 

milk processors, Yili, Mengniu 

and Bright. 

Kingpeng Global’s food 

production focus is on poultry, 

pork, dairy and greenhouse 

operations, with components 

supplied from Europe and the 

United States. 

“And in the case of rotary 

platforms they see us as a 

leader, and as a company we 

are now the third largest for 

rotary platforms in the world,” 

says Morris. 

For WMS the expansion has 

involved recruiting and training 

Chinese staff on dairy shed 

installations that are distributed 

from the far north regions 

of Inner Mongolia, across Central 

China to the Tibetan mountains 

in the southwest. There 

the world’s highest large-scale 

dairy farm operates at 5000m 

milking 3000 cows. 

The WMS platform design 

has been beefed up to deal 

with the larger herds, bigger 

cows and more frequent milking 

cycles, and supported by 

a strong service team across 

China. 

A typical dairy unit visited 

in the Hebei province south 

west of Beijing comprised six 

units milking at least 3000 

cows each, owned by a single 

processing company. 

The company aimed to roll 

out another five units over the 

next five years, to ultimately 

milk 50,000 cows. 

Morris has played a key 

part in getting New Zealand 

technology embedded in many 

projects, recounting times he 

has personally had to help 

mix concrete to get platforms 

finished on time, and endured 

some trying weather conditions 

in the country’s extremes. 

Efforts by the Chinese gov- 

ernment to move more people 

out of poverty has resulted in a 

middle class approaching 500 

million people, with a further 

10 million urban jobs being 

created every year. 

Average urban consumption 

of milk products has 

grown to almost 20kg a head, 

and even despite a stalled birth 

rate the infant formula sector 

is estimated to grow to US$32 

billion over the next two years 

while fresh milk and yoghurt 

products gain in popularity. 

Improvements in urban distribution 

networks mean it is 

now possible for online delivery 

of fresh milk direct to the 

homes of the growing urban 

population. Many products 

include QR codes that once 

scanned enable the consumer 

to purchase bulk fresh milk 

direct for delivery. 

“Networked courier systems 

are often aiming to 

deliver to apartments within 

an hour,” says Morris. 

• Richard Rennie's China trip 

was partly funded by the 

Asia-New Zealand Foundation. 

BUSINESS TIME 

“Why would they purchase my business?” 

Every person, couple, or 

company currently in the market, 

seeking to acquire a business 

has a different ‘shopping list’ of 

criteria that ideally should be met 

(and/or ‘no go’ areas). However 

there are some commonalities: 

• Healthy sector (stable, 

growing, sunrise, but not 

sunset) 

• Established clients, and/or 

market share 

• Good marketing and forward 

work 

• Potential future business 

growth 

• Stable and capable people 

resources 

• Effective and secure systems 

• Compliance and risk managed 

• Fair and tenable Lease 

Agreement 

• Workable and well located 

premises 

• Well maintained plant and 

vehicles 

• Consistent, or increasing 

revenues 

• Income diversification 

• Good gross profit (compared 

to sector) 

• Realistic overheads (compared 

to revenues) 

• Consistent, or increasing 

EBPIDT 

How does your business stack 

up, against the above? When 

you come to sell it, realising the 

best value for your business, 

depends on getting as many of 

these ticked off, by any potential 

purchaser. 

Just like Simon Sinek asks 

“What’s your Why?” My fantastic 

ABC buyer clients, also had 

their own ‘Whys.’ 

Jeremy and Cath who purchased 

Mortech Industries, wanted a 

profitable import and distribution 

business that had a defined and 

growing market. 

Sandy and Marius who 

purchased Leap and Megazone, 

wanted an interesting business 

they could evolve further, and 

involve the children in. 

Paul and Arvinder who 

purchased The Store and Caltex, 

wanted another fuel site which 

could be expanded and involve 

the family in. 

David and Neisha who purchased 

CollectIT, wanted another 

value proposition to add to 

their geographically expanding 

Accountancy business. 

Sarah and Daniel who purchased 

Optix NZ, wanted an established 

import and distribution business, 

to relocate to Nelson. 

Alex and Rob who purchased 

Sports Fuel, wanted a profitable 

online business, with upside 

potential that they could jointly 

invest in, and operate. 

Scott and Jennifer who 

purchased Waikato Property 

Maintenance, wanted an 

established service business in a 

known sector. 

Paul and Glenda who purchased 

Waikato Filtration, wanted a 

sound first business, to replace 

their corporate roles. 

Brett and Leanne who purchased 

Gold Star Heat Pumps, wanted 

a profitable and improvable 

business, post banking career. 

Licensed REAA 2008 

Tony Begbie | Business Broker | 029 200 6515 | www.tonybegbie.co.nz

Winning team: From left, Raewyn McPhillips, 

Cici Zhou, Colin Ogle, Katharine Adam and 

Rod Claycomb at the awards night. 

Global market growing for 

award-winning Waikato firm 

The awards keep coming for a Waikato 

firm that has a growing presence in China 

and is eyeing Latin America for its natural 

health products. 


Quantec has taken out 

the supreme award 

at the annual Natural 

Health Products NZ awards for 

the second year in a row, also 

adding the Cawthron Institute 

Innovation award. 

It won with a nutraceutical 

that combines flaxseed oil with 

bioactive dairy protein. 

Milk Protein & Flaxseed 

Oil Laitap quickly sold out its 

first 90,000 run in China, and a 

second run will soon be ready 

to go. 

Established in 2009, Quantec 

specialises in extracting 

high-value bioactives from 

natural ingredients which are 

developed into proprietary formulations 

for use in human and 

animal products. Its patented 

IDP product is used by its customers 

to make products such 

as dietary health supplements 

and skincare products. 

Winning the awards in 

March was welcome recognition 

from peers that the 

10-year-old company is on the 

right path, says chief executive 

Raewyn McPhillips. 

“We are a company that 

tries to do new and innovative 

things with bioactive proteins. 

We don’t take the well-worn 

path.” 

That also sees Quantec as 

one of a handful of New Zealand 

firms to establish a wholly 

foreign owned enterprise in 

China. 

Innovation director and 

company cofounder Rod Claycomb 

said they took the move 

to have more control of their 

distribution chain in China. 

Its head office is in the city of 

Hangzhou, a centre for medical 

research about an hour by train 

from Shanghai. 

Quantec launched Milk Protein 

& Flaxseed Oil in China 

six months ago. Claycomb said 

they had seen a gap in the market 

for a supplement that not 

only helped gut health, but also 

assisted cognitive development 

via omega-3. 

“The Chinese have long 

viewed the gut as the body's 

second brain. IDP has always 

been about gut health - we 

added omega 3 flaxseed oil 

and positioned it as a product 

for both brains. I think in China 

that's what's really resonating 

with the market,” Claycomb 

said. 

He said one of the challenges 

was working out how to 

incorporate aqueous milk powder 

into an oil emulsion, a process 

that proved more difficult 

than they expected. 

“To even [get them to] 

stay in solution together took 

a huge amount of work, and 

the packaging itself is innovative, 

working with customers 

around what they wanted,” he 

said. 

“By the end of the process 

we finished up with a patent 

file on the process of that oil 

emulsion/aqueous powder. So 

we see now the technology that 

we’ve developed in that product 

being a platform for other 

oil supplements.” 

The final product represents 

a triumph of collaboration, 

with seven other New Zealand 

firms involved at various stages 

of its development. 

McPhillips says China is an 

enormous and growing market 

for Quantec. “We're particularly 

in the young children 

range, but know IDP is equally 

good for gut health and immunity 

for adults.” 

The company will also soon 

launch its Epiology acne treatment 

there. 

Epiology, which contains 

IDP, is currently distributed 

in New Zealand and Mexico. 

Rollouts are underway in other 

Latin American countries as 

well. 

In New Zealand, the product 

is sold through pharmacies, 

while in Latin America derma- 

tologists will be the conduit. 

The New Zealand market is 

important to them for two reasons, 

McPhillips says. 

“One is that we've got a 

product that we know works 

clinically and so we want to 

support our own community of 

people who suffer from acne. 

We wouldn't want to have 

something that we weren't supporting 

New Zealand with. 

“But also, for external markets, 

they often want to know 

how well you're doing in your 

own market - that's one of the 

many questions we are often 

asked.” 

“China more than anywhere,” 

Claycomb says. “They 

Quantec has taken 10 years to build up its 

China market, one that continues to be enormously 

promising with its growing middle 

class. 

What are their tips for doing business 

there? 

Claycomb: “No 1, appreciate them. I 

think a lot of companies go in there seeing an 

opportunity for themselves without viewing 

the mutual opportunity. China is very relational 

- you've got to build a relationship first 

before you will be trusted in business.” 

McPhillips makes the point that it is about 

working in China’s culture. One of their Hamilton 

staff members speaks Chinese, as does 

general manager of China operations Kirin 

Tsuei, who was appointed in Hangzhou last 

year. “He comes everywhere with us.” 

Claycomb: “You've got to have someone 

in-house that you trust that understands the 

difference in the cultures. It's that relational 

thing in China where your supply chains 

TIPS FOR CHINA 

buy products because non-Chinese 

companies believe in them 

and they want to see that.” 

Quantec’s seven staff 

occupy a modest office and 

laboratory at Innovation 

Park. Their model has been 

based on contracting out both 

manufacturing and distribution, 

while Quantec focuses on 

the research and development. 

McPhillips was appointed 

as its inaugural chief executive 

last year, as the company eyed 

continuing growth. 

“We've pretty much doubled 

our turnover year on year 

for the last three years,” Claycomb 

said. “We're hoping to do 

that for a few more years.” 

aren't necessarily linear - it's like a group of 

like-minded people coming together to do 

business.” 

Secondly, he says, with every question you 

have, ask it over and over again to different 

people. “China has very western rules and 

structures around things like company formations 

- it's not so different from here, really. 

But those formalities don't often filter down 

through society, so you get one person telling 

you it works this way and then another person 

telling you it works another way. They're not 

lying to you they just understand it in a different 

way. and you have to keep re-asking questions 

over and over and over, and constantly 

checking the information you're getting.” 

And thirdly, Claycomb and McPhillips 

say to engage with organisations like NZTE. 

“They have been phenomenal in their support 

and guidance with us, both in China and as 

we're moving to Mexico. New Zealand does 

that so well.” 

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15 

A general manager’s bad marketing maths 

It’s interesting that sometimes bad maths 

sounds completely logical, even to highly 

experienced senior managers. 

Some time ago I met with 

a general manager of a 

small division within a 

larger company. His division 

had a strong focus on sales but 

very little investment in marketing. 

They had a solid client base 

and very high margins, so were 

strongly profitable. 

While sitting in his office, 

discussing a potential marketing 

campaign, he explained to 

me: “I have target annual revenue 

of $1 million and a marketing 

budget of $50,000. So, 

every dollar spent on marketing 

must directly bring in $20, otherwise 

it doesn’t make sense to 

do it”. 

At first, it sounds logical. 

His revenue target of $1 million 

is 20 times the size of his 

marketing budget of $50,000. 

Therefore, every dollar spent 

on marketing needs to produce 

$20. 

Extrapolating the logic, we 

can say that if he spent money 

on marketing that only produced 

$7 for every $1 of ad 

spend, with the $50,000 marketing 

budget he would only 

expect to earn $350,000 revenue 

for the year, which would 

be a disaster. 

However, this is an example 

of bad marketing maths, which 

was severely restricting the 

business growth. 

His logic failed because 

most of their sales each year 

came from repeat customers, 

not from advertising. They had 

excellent email engagement 

with existing clients that drove 

sales, as well as two highly 

dedicated sales reps on the road 

visiting their clients throughout 

the year. 

The truth is that even if he 

spent nothing on marketing for 

the whole year, they could still 

expect to have substantial sales 

from their repeat customers. 

So then, if business is so 

good, why advertise at all? 

For this business, the purpose 

of advertising was to 

attract new customers, who 

would turn into repeat customers. 

Better marketing maths 

would start by asking what percentage 

of their revenue was 

expected from new customers 

each year. For this division, 

because of their strong repeat 

sales, just 20 percent of their 

revenue was expected to come 

from new customers. 

This changes the maths significantly. 

The $50,000 marketing 

budget is actually aiming to 

produce $200,000 of new revenue. 

This means every marketing 

dollar spent needs to bring 

in a more realistic $4 to be profitable. 

This makes finding profitable 

marketing opportunities 

far more likely. 

With the previous unrealistic 

20x return-on-investment 

requirement the general manager 

was turning down many 

good advertising opportunities 

that could have easily brought 

in new clients. The result was 

that the marketing budget was 

underspent (since very few 

campaigns could come close 

to meeting the performance 

requirement) and the targets 

for annual revenue from new 

clients weren’t met, which 

affected their revenues overall. 

Had he used better marketing 

maths, advertising campaigns 

would have been placed 

more often giving the sales team 

fresh leads and the revenue target 

for new customers could 

easily have been achieved. 

There’s another, even a better 

way, that the general manager 

could have approached the 

marketing maths. It starts by 

THE DIGITAL WORLD 

> BY JOSH MOORE 

Josh Moore is the head marketing fanatic at Duoplus, a 

Hamilton-based digital marketing agency that helps clients 

across NZ grow faster. www.duoplus.nz 

asking, “How much is a customer 

worth?” 

For this business, the average 

customer was worth $1650 

in revenue per year. They had 

high gross margins of around 

85 percent, meaning a gross 

margin per year of around 

$1400 per customer. The average 

lifetime of a customer was 

more than 10 years, so each 

new customer was worth on 

average $14,000 gross profit 

over their lifetime. 

With these figures, the 

general manager could have 

decided that he was willing to 

spend $350 to acquire a new 

client. (He could have chosen 

any other figure, but for this 

illustration we’ll use $350, 

which equates to three months 

of profit from the average client). 

If we spend the $50,000 

marketing budget acquiring 

new customers for $350 each, 

we are targeting 142 new customers 

for the year. 

With the same average revenue 

of $1650 per annum, these 

new customers will bring in just 

under $235,000 of revenue for 

the year. 

But the real return on 

investment is seen in the lifetime 

value of these new customers 

– 142 new customers 

are expected to be worth $2m 

in gross profit over the next 

10 years. This shows the real 

benefit that investing in marketing 

would bring. Investing in 

acquiring new customers now, 

would set up profit for many 

years to come. 

If he wanted to be more 

aggressive with acquiring new 

customers, he could choose to 

increase the marketing budget 

and increase what he is willing 

to spend to acquire a new customer. 

Since a new customer is 

worth $14,000 over a lifetime, 

spending $700 or even $1400 to 

acquire a customer will still give 

strong return on investment. It 

all depends on the nature of the 

industry, the aggressiveness of 

the competition and whether 

business cashflow allows it. 

Bad marketing maths caused 

this general manager to be so 

restrictive on marketing campaigns 

that he was decreasing 

profits for many years into the 

future. Instead, using good marketing 

maths, businesses with 

strong repeat business should 

look at the lifetime value of 

their clients and invest in customer 

acquisition that will grow 

their customer base and build 

business profits for many years 

to come. 

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CAMBRIDGE 

Cambridge on a roll 

If Cambridge architect Antanas Procuta starts his day early 

enough, he hears not only a dawn chorus of birds but also the 

sound of an early-dawn peloton biking past his house opposite 

the tennis courts. The young athletes are on their way out for 

a training loop in the countryside, and it’s a welcome sound for 

Procuta as they chat to each other on their way. 


Cambridge is getting 

younger and the early 

morning whirring of 

cyclists’ tyres is one sign of it. 

The change is welcomed 

by many, including Procuta 

who has lived in the town for 

much of his life. 

These days you are likely 

to rub shoulders with elite 

sportspeople in the supermarkets 

and town centre, as 

Karapiro and the Avantidrome 

play their part in attracting the 

cream of the country’s rowing 

and cycling elite. 

That is also welcomed by 

Cambridge Community Board 

member Philip Coles. “Having 

our Olympians and world 

champions around here, the 

kids love it.” 

Adults, too, are enjoying 

the transformation as 

Cambridge sheds its previous 

image as a town of older 

people and rides a wave of 

growth. 

The scale is dramatic, with 

a report to Waipā District 

Council in 2017 picking the 

town to grow to a 30,000 population 

by 2050. The report 

said that would represent an 

increase of 14,000, requiring 

another 7000 homes and 580 

hectares of new residential 

land. 

All of that makes it a far 

bigger town than the 7000- 

odd residents when Procuta 

went to school there. 

Back then, Cambridge was 

a farming and horse racing 

centre surrounded by a generous 

town belt. Hautapu to its 

north boasted the dairy factory 

and a grocery store, and 

the Aotearoa meatworks dominated 

in the other direction, 

south of Leamington. It was 

also a dormitory town, feeding 

a daily commute into nearby 

Hamilton. That is still a fact of 

life, as is the dairy factory, but 

the meatworks has long gone 

and both Hautapu and the 

Aotearoa area are filling with 

new industrial development. 

It has that village 

feel, it's got a lot of 

energy and there's 

a real cool factor 

sneaking in. 

Those driving along the 

expressway can see earthworks 

underway, and rezoning 

of some land has seen a 56.7 

hectare area northeast of the 

town established as Bardowie 

Industrial Precinct, with aluminium 

manufacturer APL 

to shift operations there from 

Hamilton. 

Procuta welcomes their 

arrival as an owner-occupier 

with a green star building. It 

fits with his vision for Cambridge, 

which revolves around 

locals with a commitment to 

the town creating quality legacy 

developments. One of his 

frustrations with the district 

council is the way in which 

it regularly enlists design 

consultants from outside the 

town, rather than those who 

live in it, understand it, and 

have a commitment to it. 

He also has strong views 

around growing vertically, 

rather than spreading out, 

which may not entirely align 

with the growth cells envisaged 

by town planners. 

Those growth cells are 

positioned outside the current 

green belt like fire leaping a 

firebreak, and Procuta wonders 

how the town will redefine 

a new “edge”. 

He points out the spread 

is into prime agricultural and 

horticultural land that is probably 

unique in the world. 

“What has made Cambridge 

successful? I think a 

St Andrew’s Church and the water tower 

(pictured right) are landmarks in the town. 

key element is really good 

surveyors at the outset in 

1863. There was a new philosophy 

at that time of a 

green belt and public amenity 

spaces within,” he says. “And 

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CAMBRIDGE 


Making connections 

Our cover photo for this issue was 

taken by Cambridge architect Antanas 

Procuta some 20 years ago when 

he realised it was possible to capture the 

town’s iconic clock tower and Maungatautari 

in a single image. Connecting the two 

landmarks was about acknowledging the 

Māori origins of the area. “There are things 

that are Māori that we aren’t recognising as 

well as we ought to. And the Waikato River 

flows right through Cambridge. When I 

lived in Cambridge in England, I pictured 

in my mind you could photograph the town 

clock and Maungatautari, a pou whenua,” 

he says. “I’m positive that in time there 

will be a change.” His firm, PAUA Architects, 

is designing the museum upgrade 

in Cambridge, which will stand alongside 

the old courthouse at the south end of the 

CBD, and more than double the size of 

the museum and its display, workshop and 

storage spaces. “That’s the opportunity to 

reflect the Māori history of Cambridge as 

well as that of the early settlers.” 

17 

that really strong definition 

between what is urban and 

what is rural. It’s almost like 

a palisade but actually it’s just 

between two different activities. 

That green belt constraint 

I think made Cambridge fantastic.” 

His concern is that current 

planning lacks the sense 

of a new green belt, a new 

boundary. 

“There’s no indication 

there will be a limit somewhere. 

And that is the challenge.” 

When it comes to future 

growth cells, each one needs 

to have its own identity, a 

sense of community centre, 

rather than just growing as an 

accretion of the town, he says. 

Growing pains aside, for 

now Cambridge is whirring 

along nicely. Procuta says that 

has been helped by a council 

decision to invest in the centre. 

“When I came back to 

Cambridge [from the UK] in 

1994 there were empty shops 

and people were worried about 

the future of Cambridge. Now 

there are no empty shops and 

people are looking for more 

space. But the Waipā District 

Council did invest in streetscaping 

and after that the building 

owners started spending 

more money and the shops got 

more confident.” 

The main street boasts a 

mix of boutique stores, eateries 

and antiques among other 

retailers. Cambridge Chamber 

of Commerce chief executive 

Kelly Bouzaid says some of 

the food trailers around town 

are a story in their own right. 

That includes Hanoi Boy and 

Smoke Collective, the latter 

proving so successful it is 

opening an outlet in Carter’s 

Flat. 

“It's all part of the ambience,” 

Bouzaid says. 

Meanwhile, Destination 

Cambridge chief executive 

Miff Macdiarmid highlights 

Homebrew Coffee and Ivy 

Florist at the south end of Victoria 

Street. 

“That's quite fun because 

retail is creeping a bit further 

out, and nice funky retail,” she 

says. 

The variety is appealing, 

and shows no sign of abating. 

“It has that village feel, it's 

got a lot of energy and there's 

a real cool factor sneaking in,” 

Bouzaid says. 

She says there are some 

“very cool” businesses operating 

in Cambridge, with a 

number of international businesses 

also looking to base 

themselves there. “There's a 

great appeal from a location, 

safety and a lifestyle point of 

view.” 

Insurance broker David 

Cooney, who has an office 

close to the town centre, 

points out the IT industry has 

a developing presence. “Some 

of these smaller businesses 

are establishing themselves 

on the world stage. 

“Out of that comes a stable 

workforce. A lot of people in 

the town actually work here.” 

Coles also sells lifestyle 

real estate and says he gets 

a cross section of buyers, 

including overseas.”They see 

Cambridge as a great central 

spot, close to Hamilton and 

Auckland and to the beaches 

on the east and west coast, the 

lakes in Rotorua, Taupo. And 

then the mountains aren't far 

away, plus a university and 

good hospital nearby. It ticks 

a lot of boxes.” 

The town is also becoming 

a visitor destination, bringing 

day trippers from Auckland to 

stores that would be equally 

at home in Parnell. Even with 

the expressway bypassing 

the town, the streets quickly 

fill up and parking is one of 

the town’s challenges, often 

remarked on. 

It’s a delicate business, 

given how deeply embedded 

is the rural tradition of, as 

Bouzaid puts it, going to the 

bank and being able to park 

right outside. 

The solution may partly 

come back to making it more 

obvious there is parking 

behind the main street, and 

also from enforcement of 

time limits, with employees 

playing their part by parking 

further away. The feasibility 

of carpark buildings is being 

looked into. 

Bouzaid points to the need 

for an improved bus service 

within and between Cambridge 

and Leamington, as 

does Procuta. 

And there is talk about 


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CAMBRIDGE 

Cambridge on a roll 

From page 17 

creating a transport hub at 

the top end of town, with rail, 

buses, park and ride capability 

and cycleways. 

Meanwhile, a new bridge 

looks to be off the agenda for 

now. “We just don't yet have 

the population to justify [a 

new bridge],” Bouzaid says. 

“Where they are looking, 

which is a great idea, is a western 

bridge down the bottom of 

Vogel Street. The width of the 

river there basically takes it 

from a $35 million bridge to a 

$55 million bridge.” 

For Procuta, who has 

thought deeply about Cambridge’s 

development, part of 

the answer lies in creating a 

more walkable town. 

He envisages a radically 

different centre, surrounded 

by three to four storey mixeduse 

retail-office-apartment 

buildings. That would include 

bordering the town square, in 

his view. 

Fortunately, he says, a lot 

of the property is owned by 

Cambridge residents who are 

interested in leaving a legacy 

for the town. 

One of the things he 

likes about Cambridge is 

the sequence of landmarks, 

tracking from the water 

tower on Hamilton Road, to 

St Andrew’s Church and the 

“Pink Church” on the other 

side of Victoria Street, the 

town hall, the town clock, 

even the High Level bridge. 

“All these are important and 

well designed buildings that 

mark and make identity.” 

Across the river, Leamington 

lacks such landmarks but 

he believes it will also grow in 

character. One impediment is 

Shakespeare Street, carrying 

trucks like an arterial route. 

“That needs to change. As 

long as you’ve got that knife 

cutting the two parts of the 

village in half, that destroys 

the flavour of it.” 

But there is much to enjoy 

in what all those interviewed 

agree is a “fantastic” town to 

live in. 

A busy events calendar for Cambridge in January included the 

week-long New Zealand Cycle Classic. Photo: Michael Jeans 

In the words of Coles, a 

fifth-generation Cambridge 

resident: “We have a phenomenal 

town here. It's just 

a great place to live and work 

and do business and bring up 

your family. We're lucky with 

all the good schooling here, 

both state schools and private 

schools in Cambridge and 

Hamilton. It has a great atmosphere.” 

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CAMBRIDGE 


19 

Visitors pour 

in for events 

Cambridge’s resident population is 

booming, and so are visitor numbers. 

Some are drawn by the 

town’s proximity to major 

tourism attractions Hobbiton, 

Waitomo and Rotorua, 

some are drawn by the town’s 

intrinsic charms and large numbers 

flock in for events. 

That keeps the town’s 

i-SITE staff busy. They dealt 

with 40,000 customer contacts 

in the past year, up about seven 

percent on the same time a year 

earlier. 

“We tend to get an older 

demographic coming into our 

visitor centres,” says Destination 

Cambridge chief executive 

Miff Macdiarmid, who is based 

at i-SITE. 

“They've heard about Cambridge, 

that it's a nice place 

to stop, and has a village feel. 

Some people come for certain 

things, whether it's antiques or 

autumn colours or the blossom 

festival. It's also a nice place on 

the way down from Auckland if 

they're coming straight from the 

airport. 

“A lot of people are coming 

to Cambridge, basing themselves 

here and they'll head 

off to Hobbiton or Waitomo or 

Sanctuary Mountain.” 

In summer, a whopping 

50 percent of their customers 

are international tourists, with 

30 percent Cambridge locals 

and the remaining 20 percent 

domestic tourists. 

Events are key, but Mac- 

diarmid and her team are also 

marketing Cambridge in other 

ways. They are working on adding 

rural attractions, particularly 

for the Chinese market. And 

they promote the town’s centrality, 

to Auckland and Hamilton 

airports as well as to Hamilton 

Gardens, and the other 

major attractions in the region. 

Events can bring huge numbers 

to the town and its surrounds, 

many of them based 

around rowing and cycling. 

The Maadi secondary schools 

rowing regatta, held at Karapiro 

every second year, attracts 

10,000. That includes plenty of 

spectating grandparents, who 

are likely to stay in and around 

Cambridge. This year Maadi 

coincided with the town’s 

Autumn Festival. The annual 

waka ama champs also draw 

around 10,000, and a remarkably 

busy start to 2019 also saw 

the week-long New Zealand 

Cycle Classic in January, with 

riders from around the world 

competing in the country’s only 

UCI 2.2 event. On top of that, 

a week earlier the Avantidrome 

hosted a leg of the Track World 

Cup series. 

Fieldays provides a further 

filip in June, but Macdiarmid 

and others are also working to 

boost events in the town during 

traditional downtimes. 

Accommodation options 

include a range of hotels, from 

The annual waka ama champs at Karapiro draw 10,000 people. Photo: Michael Jeans 

the Podium Lodge with its 

Olympic village vibe, to the 

Hamilton Airport hotel, due to 

undergo a refurbishment under 

its new airport owners, Lakeview 

Lodge at Karapiro and, at 

the seriously high end, the Henley 

Hotel, formerly Sania Park. 

Macdiarmid says Hidden 

Lake Hotel, under construction 

at Lakewood and due to open 

next year, will be an important 

addition. 

Air B&Bs play a crucial 

role taking the overflow during 

major events, and there is an 

increasing number around 

Karapiro, Macdiarmid says. 

Meanwhile, she says, one 

of their biggest opportunities 

is making Cambridge a destination 

for Auckland visitors, 

including families taking a 

break “having a few days and 

just really enjoying it”. 

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2400 Maungatautari Road RD2 Cambridge 3494 

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www.lakeviewlodge.co.nz


CAMBRIDGE 

Big summer of 

cycling brings wins 

for Waikato 

Hamilton was New Zealand’s place to be 

this summer, with Bookabach reporting the 

city as its most booked destination over the 

holiday period. 

Featuring ahead of more 

traditional Kiwi summer 

hotspots Wanaka and 

Queenstown, the surge in popularity 

has been linked to the 

region continuing to attract a 

number of high profile international 

sporting events, 

including the Sevens, Black 

Caps fixtures and the UCI 

Track Cycling World Cup. 

For helmet heads, there 

was no better place to be than 

Waikato with three weeks of 

non-stop cycling action headlined 

by the Tissot UCI Track 

World Cup at the Avantidrome 

and also featuring continental 

BMX racing, the inaugural 

RIDE Festival and New Zealand’s 

only UCI 2.2 road race, 

the New Zealand Cycle Classic. 

The New Zealand leg of the 

UCI Track World Cup series 

saw more than 450 international 

riders and support crew 

roll into Cambridge. While 

the riders were responsible 

for bringing the intensity and 

heat on the track, a prolific and 

parochial home crowd played 

their part off it, contributing 

to a packed out, festival-like 

atmosphere at the world-class 

Avantidrome venue. 

And with a major influx of 

international athletes and support 

crew, plus the spectator 

audiences, comes real benefits 

for the region both in terms 

of visitor spend, and profiling 

the region and its impressive 

cycling infrastructure to 

domestic and international 

spectators. 

“We’re proud of the outcomes 

from hosting this event 

– leveraging the international 

cycling community to promote 

Waikato as a really impressive, 

high-value cycling tourism 

destination, drawing visitors 

and economic investment 

in the region and, as much as 

possible, working with local 

partners and suppliers to meet 

event delivery requirements,” 

said Janette Douglas, Cycling 

New Zealand event director. 

This success is also another 

feather in the cap of the Home 

of Champions brand that has 

become synonymous with the 

Waipā area. Broadcast to hundreds 

of countries worldwide, 

international audiences have 

been exposed to Waikato as a 

‘must visit’ destination. 

Further capitalising on the 

high quality cycling environment 

on offer in Waikato – 

both road and track – and the 

superb New Zealand summer, 

a number of teams stayed on 

beyond the competition period 

for training camps before 

heading back to Europe for the 

World Championships event 

in March – a significant boost 

for international bed nights 

and ongoing visitor spend in 

the region. 

Cycling New Zealand’s 

second foray into hosting a 

top tier international competition 

was a resounding success, 

both off and on the track. 

Stunning performances on 

opening night from the threetime 

world champion men’s 

team sprint, and record-breaking 

rides by the men’s and 

women’s team pursuit squads, 

guided New Zealand to five 

gold and two bronze medals 

over the three days of racing. It 

was an exceptional and unparalleled 

team performance that 

earned them the round winner’s 

trophy and made a definitive 

statement 18 months out 

from cycling’s biggest stage, 

the Tokyo Olympics. 

Cycling New Zealand high 

performance director Martin 

Barras said for New Zealand’s 

Vantage Elite Track Cycling 

Team it was a rare privilege to 

contest a World Cup in front 

of a home crowd. 

A privilege which will be 

welcomed again this December, 

when the World Cup 

returns to New Zealand for 

the final round of UCI competition 

before the Tokyo 

Olympics. 

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The earth conscious hotel 

opening doors to Waikato 

At one end of Lakewood Cambridge a 

contemporary hotel, encased in black steel 

and natural timbers, signals a bold move in 

hospitality from the heart of the Waikato. 

By JO BRETAG 

Hidden Lake Hotel 

would not be out of 

place in any CBD. Its 

intelligent design combines 

all the comfort and comforting 

features modern travellers and 

CAMBRIDGE 

conference organisers like. 

Floor-to-ceiling windows 

framing Lake Te Kō Utu 

domain, turning conference 

rooms into scenic amphitheatres 

and bedrooms into galleries. 

At the top of the hotel, 

where the treed views are even 

more expansive, a fireside bar 

and social space complements 

the organic ambassador that is 

D’Arcys Garden Restaurant. 

The hotel has its own organic 

garden - mostly vintage - and 

operates a sustainable business 

partnership model that is 

backed by evidence of environmental 

practice. 

In a global sense this unassuming 

hotel unlocks some of 

the best local and global indicators 

of future business. 

Regional job creation is 

so important right now. For 

Waikato’s hospitality students 

and career workers, Hidden 

Lake Hotel opens opportunities 

to gain valuable experience 

in a cutting edge establishment 

without necessarily moving far 

away. Co-owner Glenda Hamilton 

is well known as a New 

Zealand hospitality judge and 

trainer, and is already facilitating 

talks to establish a training 

centre at the hotel on behalf of 

the region. 

Sustainability commitments 

like fewer food miles, renew- 


able energy sources before the 

grid, paperless check in, less 

waste less landfill, supporting 

local sustainable businesses, 

emissions offset by donations 

to Lake Te Kō Utu water quality 

solutions and education 

sessions for local businesses 

on the power and the future of 

sustainability, put Hidden Lake 

Hotel at the leading edge of 

contemporary hospitality and 

modern business practice. 

Having exhibited at ExPlore 

recently, Glenda and co-owner 

Chris Turner are keen to make 

more new connections and 

gain knowledge they can use 

to enhance their guest experience 

through tourism and trade 

shows like TRENZ in Rotorua 

in May. The hotel plans to 

open up new tourism markets 

including those that traditionally 

haven’t stopped or travelled 

through Cambridge and 

Waikato, bringing more visitors 

to the region. 

For Cambridge, D’Arcy’s 

Garden restaurant is already 

21 

taking bookings as a wedding 

and special occasions venue. 

Interest in the restaurant’s 

function and organic offering is 

defining daily menus. 

Any concern with the 

unconventional location of 

Hidden Lake Hotel is neutralised 

by the confidence of 

the offering and the commitment 

of Glenda and Chris to 

achieving best practice across 

all operations of the hotel. It is 

largely due to their belief and 

determination to help Waikato 

achieve while giving back 

that contributes to the vibrant 

nature of this Lakewood and 

Cambridge business. 

Waikato has long possessed 

the entrepreneurial manner and 

strength of character to become 

a beacon of modern business 

practice in New Zealand, and 

this is exemplified in the newly 

created Hidden Lake Hotel. 

For more information and 

to read the Hidden Lake Hotel 

Blog visit hiddenlakehotel. 

co.nz 

Enquire now for pricing and availability 

book@hiddenlake.co.nz or +64 7 282 1593 

Opening Soon 

- Cambridge - 

34E Lake Street, Cambridge, 3434. 

New Zealand 

www.hiddenlake.co.nz 

Below Cambridge, overlooking Lake Te 

Koutu, a modern hotel is opening the door to 

magnificent views, contemporary design and 

stylish accommodation, with environmental 

initiatives at the cutting edge of global 

trends. 

Accommodation 

• 14 x Executive King Rooms (1 King bed or 2 x Single beds) 

• 13 x Executive Twin Rooms (2 x Long Double beds) 

• 2 x Accessible King Rooms (1 King bed or 2 x Single beds) 

• 1 Bedroom Apartment (1 King bed or 2 x Single beds) 

• 2 Bedroom Apartments (2 x King beds or 1 King bed & 

2 x Single beds or 4 x Single beds) 

Facilities 

• Spa overlooking the domain reserve 

• The Bunker conference room 

• D’Arcy’s Garden Restaurant, Club 

Lounge and Bar 

• Secure bicycle storage, hire and 

repair station 

• Sound proof rooms 

• Individual climate control 

• Porter service 

• Housekeeping daily 

• Off ground room security 

• Child minding services 

• Lift access (fully accessible rooms) 

Contemporary. Rustic. Unique. 

• Complimentary car parking 

• Complimentary WiFi with 

high speed internet 

• Concierge service including 

tour & attractions tickets 

• Shuttle bus 

• Gym with 24 hour access 

• 24 hour reception 

• Luggage storage 

• Wakeup call 

• Guest laundry 

• Dry cleaning


CAMBRIDGE 

Architecture is in 

our heart & soul 

Having started in Cambridge in the mid-90s, and now based 

in Hamilton, PAUA architects’ work continues to focus on 

the greater Waikato region, with projects from Raglan to 

Whitianga and down to Taupō. 

The architecture and urban design team apply their exceptional skills 

and experience to high end homes and alterations, heritage building 

restoration, and a truly wide variety of education and commercial projects. 

PAUA Architects partner with clients to design 

buildings and spaces for any renovation or 

construction project, even if the building type or 

purpose is new to them. As architects of one-off 

custom designed buildings, perhaps the strongest 

skill is the ability, through robust communication, 

to get to the real essence of what a client needs 

and wants. 

Some of PAUA Architects’ projects that illustrate 

this include Waikato Diocesan School for Girls’ 

Sports Education Centre and senior boarding 

house, Hamilton Boys High School’s Student 

Services Centre, the landmark NZ Clean Energy 

Centre in Taupō, and substantial upgrades and 

alterations to Hamilton’s Meteor Theatre, and the 

University of Waikato’s Te Āhurutanga building. 

Antanas Procuta Geoff Lentz Richard Mauriohooho Mark Mawdsley Nirav Prakash Megan Thomson Alison Banwell 

p. 07 839 6521 e. office@PAUAarchitects.co.nz w. PAUAarchitects.co.nz

CAMBRIDGE 


23 

PAUA Architects: Cambridge Connection 

The architecture and urban design practice 

that started life as Antanas Procuta 

Architects and has now become PAUA 

Architects was “born” in Cambridge, and 

has held the development of Cambridge 

and the local area close to its heart ever 

since starting out operating from Antanas’ 

family home in Cambridge. 

Over the past 24 years 

Antanas and his team 

have been making a 

positive impact on Cambridge, 

from upgrading and restoring 

heritage houses like Trecarne, 

and buildings like the Cambridge 

Town Hall; to designing 

contemporary urban homes 

like the award-winning ‘Southbank’ 

townhouse, and a mix of 

traditional and modern rural 

homes for farmers and lifestylers 

alike; and the urban design 

of new residential developments 

Le Quesnoy Place and 

Cambridge Park. 

The practice has also been a 

long-time member and sponsor 

of the Cambridge Chamber of 

Commerce. 

Antanas and David Pronger 

(then the practice’s planner, 

since retired) worked closely 

with the Chamber on the 

Vision Cambridge project, 

which recognised the need to 

make the town an attractive 

lifestyle option for the families 

of business people and 

developers the town seeks 

to attract for longer term 

sustainability. 

Reviving Cambridge’s 

historic buildings 

Director Antanas Procuta 

has a particular passion for 

restoration and reuse of historic 

buildings, and as well as 

sharing his skills in this area 

through projects throughout 

Waikato he previously sat on 

the Waipaā District Council 

heritage panel. 

PAUA Architects has been 

actively involved with the restoration 

and upgrade of Cambridge 

Town Hall since the 

early 2000s, when it began 

working with Waipaā District 

Council to develop a masterplan 

for restoration and sympathetic 

upgrade of the town 

landmark’s internal spaces. 

A number of these projects, 

starting with the bathrooms and 

entrance have been completed 

in keeping with the building’s 

historic character, and the practice’s 

relationship with council 

and the town hall has continued 

through assisting with a feasibility 

study to make this beautiful 

historic building a useful 

community facility into the 

future. 

Cambridge is also a town 

with many historic homes, 

listed, protected and otherwise. 

PAUA Architects has been 

fortunate to help the modern 

owners of several of these to 

restore and upgrade so they 

can continue to be useful and 

enjoyed well into the future. 

Cambridge’s heritage is 

much more than ‘old’ 

buildings. 

PAUA Architects’ principal 

Antanas Procuta notes that 

Cambridge has had the advantage 

of strong planning from 

the beginning with the forethought 

of the original land 

surveyors for the area, who in 

1863 created the Cambridge 

town layout that its residents 

still live with successfully 

today. 

A feature of this is the towns 

green belt, which defined the 

urban realm within it’s rural 

surroundings. Another value 

that Cambridge identifies 

strongly with is quality. 

Antanas says: “Understanding 

the heritage nature of Cambridge 

and its historic architecture 

is important, but more 

important is recognising that 

when the town was originally 

built there was a focus on quality 

and creating good architecture 

for the time. 

It’s this ethos that should be 

continued as the town grows 

and develops. 

It’s not about copying the 

aesthetic style of the town’s 

older buildings, but about 

focusing on good quality and 

great design as relevant for 

our current times and that will 

stand the test of time.” 

This focus on good design 

as a legacy of early Cambridge 

extends beyond buildings to 

urban design. 

As the population grows and 

more residential properties are 

needed, developments like Le 

Quesnoy Place and Cambridge 

Park demonstrate the success of 

smaller neighbourhood clusters 

and walkable urban centres in 

creating a sense of community 

and a quality of life Cambridge 

is proud of. 

The European village model 

is another strong aspect of 

Cambridge’s heritage, and one 

that Highbridge Properties’ 

owners Frank and Anne Overwater 

specifically had in mind 

when they approached PAUA 

Architects to design Le Quesnoy 

Place. 

PAUA Architects designed 

interrelating concepts for each 

of the fourteen houses and with 

particular attention to the outdoor 

spaces. 

In the design for Cambridge 

Park, the streets and sections 

are laid out with a central 

shared social space, the ‘village 

green’, and includes easy 

and attractive walking/cycling 

paths, and openness between 

property boundaries. 

The design prepared by 

PAUA (then Antanas Procuta 

Architects) allows for and 

encourages a variety of housing 

types including townhouses, 

duplexes, single, two, and 

three-storey dwellings within 

the same neighbourhood. 

This in turn invites a diversity 

of residents across age, 

lifestyle, and household size, 

while also providing the higher 

density needed for expected 

population growth, in a subtle 

way that suits the nature of 

Cambridge. 

Tricky CBD site 

demonstrates value of using 

architects 

The ‘Southbank’ townhouse 

perches cleverly on its oddly 

shaped, sloping corner site with 

double road frontage on the 

fringe of the Cambridge CBD. 

It is projects like this, with 

a small and awkward section, 

where the skills of a trained 

and experienced architect are 

essential to resolve the difficulties 

of the site and maximise its 

potential. 

This home won an New 

Zealand Institute of Architects 

Award in 2015. The judges’ 

citation is as follows: 

“This CBD-edge, Cambridge 

townhouse makes the 

most of a compact site. The textured, 

white-painted brick exterior 

has been arranged to offer 

privacy against the adjacent 

street to the north, while focusing 

instead on the glimpses of 

trees and magnificent distant 

views to the east. 

The relaxed ambience 

and good connections to the 

landscape are a testament to 

a collaborative working relationship 

between architect, 

interior designer, and landscape 

designer.” 

Rural living solutions, 

whatever your style 

Myers farmhouse, Roto-o-Rangi 

Southbank Townhouse - Cambridge 

A senior architect at PAUA 

Architects, Geoff Lentz says 

one of his most remarkable 

designs since joining the practice 

was for a very contemporary 

250sqm ‘farm house’ on a 

hilltop in Roto-o-Rangi. 

Working with the client’s 

love of art and colour, Geoff 

designed a stunning new home 

for the farm owners, using a 

series of concrete block structures 

to create a central, sheltered 

courtyard. 

Also in need of new workers’ 

accommodation elsewhere 

on the farm, the same clients 

commissioned PAUA to design 

a more modest farm manager’s 

house. 

Architect Geoff Lentz’ 

award-winning design became 

known as ‘The Red Shed’, for 

its distinctive red corrugated 

iron cladding, a choice which 

manages to look contemporary 

while referencing the traditional 

rural barns. 

Using the footprint of the 

milking shed that stood there 

previously, the u-shaped design 

of the home wraps around a 

roofed deck to provide outdoor 

space sheltered from the prevailing 

winds. 

The interior uses robust, 

easy care materials befitting the 

home’s rural setting and nature, 

but the timber cladding on 

internal walls creates a homely 

warmth. 

Providing good contemporary 

family living accommodation 

is one way farm owners 

can attract good farm managers 

and their families in an increasingly 

competitive market. 

Future Cambridge 

Being local, PAUA’s founding 

director Antanas Procuta 

identifies plenty of scope for 

development yet in central 

Cambridge. 

He says this coincides with 

the need for a lot of buildings to 

be seismically strengthened or 

otherwise rebuilt, which offers 

the potential for rebuilding to 

three or four-storeys, which 

would allow for increased residential 

density within the centre 

of town. 

Antanas believes it is 

important to get more people 

living closer to the centre of 

Cambridge, because the density 

will allow shops and businesses 

to remain vital, and it 

can minimise vehicle use for 

getting to town, following the 

European model of walkable 

urban centres. 

The PAUA Architects’ team 

is currently working with several 

Cambridge clients on projects 

that will continue the legacy 

of quality and great design 

in the town. 

Keep an eye out for a new 

townhouse on Hamilton Road, 

the Cambridge Museum, 

and there’s even a potential 

co-housing project brewing. 

Remodeling and restoration of a category two Heritage NZ listed house


CAMBRIDGE 

Fully serviced industrial 

land highly sought after 

Aotearoa Park in Cambridge has created 

additional lots to service the demand for 

industrial land in the area. 

Over the last 25 years 

Aotearoa Park, a 16 

hectare industrial park 

in Cambridge, has carved out 

a niche in providing industrial 

leasing and cold storage services 

to manufacturing, processing 

and distribution companies 

looking for a strategic 

location for their logistics operations. 

Aotearoa Park is 

proudly owned by 

Bruce and Joan 

Cochrane with 

the Aotearoa Park 

companies headed by 

Bruce as managing 

director and Libby 

Cochrane as general 

manager. 

Realising there was a growing 

demand for industrial land 

in Cambridge, a decision was 

made in late 2017 to subdivide 

areas off from the main site to 

enable development to take 

place. What has resulted is 12 

fully serviced lots varying in 

size from 800sq m to 15,000sq 

m which are ready for development 

and lease. 

“Since the completion of 

the subdivision Aotearoa Park 

has fielded inquiry from parties 

looking for industrial land with 

services in place (electricity, 

waste, water, gas, fibre) thereby 

increasing the ease with which 

a development can occur and is 

working with a number of parties 

to finalise details for their 

developments prior to construction 

commencing,” general 

manager Libby Cochrane said. 

Aotearoa Park is proudly 

owned by Bruce and Joan 

Cochrane with the Aotearoa 

Park companies headed by 

Bruce as managing director 

and Libby Cochrane as general 

manager. 

Bruce, who has a background 

in the transport industry, 

purchased the site when the former 

meat processing plant there 

closed down in the early 1990s. 

The site was named Aotearoa 

Park after the former meat processing 

facility and Bruce set 

about a new business venture 

of property ownership and the 

supply of cold storage and blast 

freezing services to the food 

processing industry. 

Aotearoa Park has never 

looked back and quickly 

became home to a range of 

industrial businesses including 

leading food processing and 

logistics companies who saw 

the opportunity to capitalise on 

the cold storage and processing 

services on site and prime distribution 

location. 

Aotearoa Park Cold Storage 

Ltd (APCSL) specialises in dry 

storage, cold storage and blast 

freezing of product for both the 

domestic and export markets 

(including EU licensing) and 

is a registered transitional facility. 

Having been in business 

for over 20 years APCSL has 

the experience and expertise 

to assist its customers with all 

aspects of inventory management, 

storage and distribution. 

“The ability to access these 

services in such a central location, 

close to both the Port of 

Auckland and Port of Tauranga 

as well as being on SH1 for ease 

of distribution to the domestic 

market has been invaluable for 

APCSL’s customers and tenants 

at Aotearoa Park,” Libby said. 

For parties looking for a 

base for their processing or distribution 

facility, having access 

to onsite cold storage and blast 

freezing provides them with a 

huge benefit in terms of efficiency 

and cost savings. 

Aotearoa Park’s main tenants 

have been on site for over 

23 years and Libby and Bruce 

are looking forward to the 

upcoming industrial projects 

and building long-term relationships 

with its new tenants 

that mirror its existing ones. 

Waikato’s Leader in Industrial Park 

& Cold Storage Facilities 

InduStrIaL Land 

There are a number of lots available for long-term lease 

or design build scenarios. 

Lot 1 7,878m 2 Lot 5* 

Lot 2 6,727m 2 Lot 6 4,670m 2 

Lot 3 11,756m 2 Lot 7 3,001m 2 

Lot 4 4,095m 2 Lot 8 5,109m 2 

* existing site with land & building areas available for lease and development 

The lots available at Aotearoa Park have the potential to house 

large industrial buildings for a variety of industrial uses but are 

especially suited to food processing, logistics, distribution and 

related industries. 

SItE SErVICES aVaILaBLE: 

Electricity - 11kv underground ring main 

cable reticulated around the Park 

Water - Watermain supply with a 

diameter of 150mm 

Fibre - Ultra fast fibre to each Lot 

Cold Storage & Blast Freezing - Access 

to 3PL cold storage and blast freezing 

Waste Water - Front lots connected 

to Waipa District Council’s reticulated 

wastewater system. Rear lots connect to 

site trade waste pipes to Council ponds 

at rear of site. 

Gas - Rear lots serviced with a MP4 

50mm PE gas main. Front sites have the 

ability to connect to the First Gas MP4 

80mm PE gas main. 

Call us for further information: 021 773 609 - libby@cochranesgroup.co.nz - www.aotearoapark.co.nz

Small business owner gets 

a lucky break. 

Where off the shelf won’t do 

In May 2007 Paul Duff opened Body Mods with a clear 

vision to cater for the growing demand for specialised metal fabrication from 

classic vehicle enthusiasts. Owners of classic vehicles set the standard high, 

and Bodymods had a simple philosophy from the start. Do it once and do it well. 

Whether you are restoring a 1922 Hispano-Suiza or a treasured 68 Monaro, often 

there are no off-the-shelf solutions. Paul says, ‘the customer is trusting us to do 

what is right - to look after their pride and joy better than they do. If this means a 

hand-fabricated body panel fitted to the vehicle that’s as good, if not better than 

the original, that’s what we do’. Often that requires some homework before the 

practical work begins, and looking after what is most important to the customer. 

From humble beginnings, Bodymods reputation and business has grown. 

The business model hasn’t changed, though. The passion for doing things 

right has never faltered. 

The same thinking extends to the partners Bodymods choose to work with. 

As Paul puts it, ‘we work with providers that take the time to understand what 

When Nick Wilson graduated from law 

school with a shiny new LLB, the last thing 

he wanted to do was law. 

Bodymods do and protect what is important’. For insurance, Bodymods work 

with Frank Risk Management. They like their full income disclosure approach, 

and the fact that they take the time to understand the business. Frank arranges 

an insurance Instead program he that created meets their a new needs, business rather than and an career off-the-shelf around policy his 

interest in beer. Many have dreamed of making such a move. 

that often includes things you’ll never need but still pay for, and doesn’t quite 

Nick had the grit to do it, and now he gets to do what he 

fit - like a bodgie loves body every panel. day ‘When – like you other need business to claim, owners Frank Risk that are have totally the in 

your corner’. courage to back themselves. 

Since 2016 the business has grown from one Beercycle to 

It not surprising really, Frank works for you, not the insurer. 

a fleet of four, located in Auckland and Christchurch. His 

customers aren’t tied to one location, instead they get to 

experience multiple bars that move under their own steam. 

Getting business insurance was a necessary evil. He 

contacted a large international broking firm, because he 

thought they’d get him a good deal. The paperwork turned 

up, and eventually, he took the time to read it. We did say 

he was a lawyer, right? Long story short, standard policy 

exclusions from the ‘package’ they’d arranged meant there 

was virtually no cover offered at all. It was the package 

they gave everybody, that they assumed would fit Nick’s 

business too. It didn’t. 

Nick called Frank Risk Management. Not only did he get 

cover that would fit the risks his business faced, it was less 

than half the cost of the ‘package’ he’d previously been 

given. Best of all, Nick has since made some minor claims 

and they were all covered, no issues. “There will always be 

lessons when you’re new in business. But it helps to find 

partners that do what they say they will do like Frank, and 

have them in your corner when you need them” Nick says . 

Not surprising really. Frank works for you, not the insurer. 

frank. 

 

risk management


CAMBRIDGE 

Diversification key at Cambridge Raceway 

Earlier this year Cambridge Raceway 

celebrated 100 years in business with its 

centenary race meeting. 

The Raceway has been the 

venue of many events 

since its inauguration in 

1919, from a WWII military 

camp to high school balls – 

however, it’s mostly known as 

the home of standardbred horse 

racing in Waikato. 

And while horse racing is 

still a core activity at the raceway, 

CEO Dave Branch is promoting 

diversification of the 

venue. 

“We hold around 22 race 

meetings each year but we’re 

now realising the potential our 

venue has 365 days a year,” 

said Branch, who has been at 

the helm of the Raceway for 

almost two years. 

“To capitalise on this, we’ve 

created our own events like our 

summer pop-up Cambridge 

Croquet Club and we’re also 

promoting our wide variety of 

spaces, furniture and props for 

hire.” 

Leading the Raceway’s 

foray into event hire is Shannon 

Bint-Popplewell, who has 

six years’ experience in the 

wedding industry and a passion 

for event styling. 

“Cambridge Raceway has 

long been a great event venue 

and it has so much potential 

as a wedding venue,” said 

Bint-Popplewell who has previously 

managed Riverview 

in Cook St, Hamilton and 

spent four years at the Red 

Barn in Matamata in event 

management and styling/ 

design roles. 

“It’s a one-stop shop and 

everything can be held here. 

There are beautiful lawns for 

the ceremony, function suites 

for the reception, great spots 

for photography including 

access to horses for props and a 

romantic old stable, there’s lots 

of parking and we can take care 

of the theming and design for 

you or you can do it yourself. 

“We like to take a custom 

approach to events and work 

with the client to achieve their 

dream result, there are no set 

guidelines to choose from 

and having so many different 

options means we can be very 

flexible.” 

There are options to suit 

weddings of all sizes with six 

function rooms of varying 

sizes with space for 200 seated 

guests or 200-plus guests in a 

less formal cocktail setting. 

The Cambridge Raceway 

management team has been 

proactive about modernising 

its offering and is constantly 

investing in quality furniture 

and props that meet market 

trends. 

“We were getting lots of 

comments from guests who 

loved our new pieces and 

we quickly realised there 

was a demand to hire them,” 

Bint-Popplewell said. 

One item that has been in 

high demand is the CR Horse 

Float Bar – purpose-built for 

the Cambridge Raceway’s 

summer pop-up Croquet Club. 

The bar features two fridges, 

sinks and a magnetic menu 

board – it’s perfect for outdoor 

events almost anywhere. 

Also for hire are: vintage 

beer tables and benches, bar 

leaners, metal stools, foldable 

chairs, festoon lights, artificial 

topiary trees, outdoor 

bean bags, croquet sets, wood 

topped drum tables and more 

to come. 

For more info contact 

events@cambridgeraceway. 

co.nz or visit www.cambridgeraceway.co.nz. 

ambridge 

aceway 

est. 1919 

07 827 5506 | Taylor Street Cambridge 3434 | events@cambridgeraceway.co.nz | www.cambridgeraceway.co.nz


Important employment law changes 

Employment law legislation changes are 

not the most exciting topic of conversation; 

however, in April and May there are number 

of changes that every employer needs to 

have on their radar. 

From May 6, trial periods 

will revert to the pre- 

2011 position, and can 

only be used by employers 

with fewer than 20 employers, 

at the time an individual 

employment agreement 

(IEA) is entered into. If an 

employee enters an IEA with 

a trial period at a time when 

an employer employs fewer 

than 20 employees, but this 

changes during an employee’s 

trial period, it will still be 

valid. 

Section 67A of the 

Employment Relations Act 

2000 sets out the mandatory 

inclusions a trial period must 

have to be valid. These inclusions 

are that a trial provision 

must be a written provision 

in an employment agreement 

that states, or is to the effect, 

that for a specified period (not 

exceeding 90 days), starting 

at the beginning of the 

employee’s employment, the 

employee is to serve a trial 

period. The provision must 

also state when the trial period 

begins (usually on the first 

day of employment) and must 

also state that if an employee 

is dismissed during a trial 

period, then they cannot take a 

personal grievance for unjustified 

dismissal. 

Employers are also 

reminded that, for a trial period 

to be valid, the IEA containing 

the trial period must be signed 

by the employee before the 

employee’s first day of work. 

The Domestic Violence 

Victim Protection Act 2018 

came into effect on April 1. 

This legislation now entitles 

EMPLOYMENT LAW 

> BY ERIN BURKE 

Employment lawyer and director at Practica Legal 

Email: erin@practicalegal.co.nz phone: 027 459 3375 

employees who are affected 

by domestic violence to take 

up to 10 days’ leave per year, 

in addition to existing sick 

leave and annual leave they 

are already entitled to. 

Employees affected by 

domestic violence will also 

be entitled to request a shortterm 

variation to their working 

arrangements for a period 

of up to two months, and an 

employer must respond to this 

request within 10 working 

days. The legislation expressly 

prohibits an employee from 

being treated adversely in 

the workplace if they are, or 

are suspected to be, a person 

affected by domestic violence. 

Another change affecting 

employers is that, from 

April 1, employers will need 

to file payroll information 

for every employee with the 

Inland Revenue Department, 

within two days of every payday. 

Previously, employers 

could file monthly, even if 

employees were paid weekly 

or fortnightly. If some of an 

employer’s employees are 

paid monthly, and some are 

paid weekly, the employer 

will still need to file within 

two days from the payday for 

each employee. 

From April 1, the minimum 

wage increased from $16.50 

per hour to $17.70, with the 

starting-out and training rates 

increasing from $13.20 to 

$14.16 per hour (80 percent of 

the minimum wage). This is 

part of the Government’s plan 

to have the minimum wage 

reach $20 per hour by April 

2021. 

From December 12, 

changes to the Act further 

reverted to the pre-2015 rules 

on union access, including the 

right for union representatives 

to enter the workplace without 

consent (provided employees 

are on a collective agreement 

or one is being worked 

towards), and pay deductions 

can no longer be made for 

employees engaged in partial 

strikes (such as wearing 

t-shirts instead of uniforms 

as part of low-level industrial 

action). 

27 

Publisher 

Alan Neben 

Ph: (07) 838 1333 

Mob: 021 733 536 

Email: alan@nmmedia.co.nz 

Sales director 

Deidre Morris 

Ph: (07) 838 1333 

Mob: 027 228 8442 

Email: deidre@nmmedia.co.nz 

Editor 

Richard Walker 

Ph: (07) 838 1333 

Mob: 027 814 2914 

Email: richard@nmmedia.co.nz 

Production manager 

Tania Hogg 

Ph: (07) 838 1333 

Email: production@nmmedia.co.nz 

Graphic designer 

Kelly Gillespie 

Ph: (07) 838 1333 

Email: kelly@nmmedia.co.nz 

ADVERTISING INQUIRIES 

Please contact: 

Advertising account managers 

Joanne Poole 

Ph: (07) 838 1333 

Mob: (021) 507 991 

Email: joanne@nmmedia.co.nz 

Anne Terry 

Ph: (07) 838 1333 

Mob: (027) 493 9494 

Email: anne@nmmedia.co.nz 

Barb Hambling 

Ph: (07) 838 1333 

Mob: (029) 422 7227 

Email: barb@nmmedia.co.nz 

Carolyn Jonson 

Ph: (07) 838 1333 

Mob: (027) 821 5777 

Email: carolyn@nmmedia.co.nz 

ELECTRONIC FORWARDING 

Editorial: 

News releases/Photos/Letters: 

richard@nmmedia.co.nz 

Production: 

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production@nmmedia.co.nz 

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accounts@nmmedia.co.nz 

12 Mill Street, Hamilton PO Box 1425, 

Hamilton, 3240. Ph: (07) 838 1333 

Fax: (07) 838 2807 | www.nmmedia.co.nz 

Employers need to ensure 

they keep abreast of important 

legislative changes in employment 

law, to ensure compliance 

and avoid legal action. 

It was a colourful occasion when Parkhaven’s 

opening was held in central Hamilton 

1. Guest speaker Jen Baird, 

Hamilton City Council general 

manager city growth. 

2. BCD director Blair Currie, 

centre, Ross Pacey – Foster 

Construction, left, and Robert 

Dol – Greenstone Group, right. 

3. Mayor Andrew King, centre, 

and Richard Kingsford – WEL 

Networks, left. 

4. BCD director Jonathan Brown. 

5. BCD Hamilton office manager 

Sam Simpson. 

1 

2 

3 4 5

220 TRISTRAM STREET, HAMILTON 

16 APARTMENTS 5 PENTHOUSES FRANK CAFE 3 COMMERCIAL TENANCIES 

CURRENTLY HOME TO 

&

BLACK & ORANGE - PARKHAVEN 


29 

The Black & Orange Team (from left to right): 

Mitch Mace, Jonathan Brown, Blair Currie, 

Sam Simpson and David Hutchinson’. 

Quality new building makes 

statement in central city 

In a word, quality. That is what defines 

Parkhaven in its setting on Hamilton’s 

Tristram Street and is at the core of what 

developers Black & Orange are all about. 

Parkhaven is also quickly 

becoming a landmark 

building for its size and 

scale, a $14.5 million development 

that is a vote of confidence 

in Hamilton’s CBD. 

The new five-storey, mixeduse 

apartment, commercial 

and retail building is now 

fully occupied apart from one 

tenancy on the ground floor 

where work is nearly complete. 

A quality end product was 

important to Black & Orange, 

who saw room in the market 

for a high-end product. 

Director Blair Currie says 

they could see mixed-use 

was working well around the 

world. “We loved the idea of 

creating a vibrant, exciting 

community in the heart of the 

CBD. Great design will bring 

the people back to the city. 

We know this, the research 

is clear. Worldwide examples 

back this up. For this development 

to work, the quality of 

the final product had to push 

Hamilton’s limits.” 

It was a risky move: 

Parkhaven was the first development 

for Black & Orange. 

“We were the new kid on the 

block,” says director Mitch 

Mace. “It was our first development 

and we were doing 

something of a reasonable 

scale, trying to get people to 

give us the attention was the 

first challenge. A lot of people 

were concerned: is this project 

the real deal? Apartments in 

Hamilton off the plan was certainly 

a challenge. But as soon 

as we started getting steel out 

of the ground, we were up and 

running.” 

The attention to quality 

includes extensive use 

of glazing, with plenty of 

sunlight pouring into the 21 

apartments and commercial 

spaces, and views to go with 

it. Acoustic treatment and 

performance throughout the 

building is at least 15 percent 

above the minimum industry 

standard, internal garaging for 

the penthouses, covered carparking 

for apartment owners 

and a total of 96 parking 

spaces, substantially more 

than required by the district 

plan, were all included as part 

of the development. 

As important as quality is 


Trade Base 

ON BRISTOL 

BLACK 

& 

ORANGE



Quality new building 

makes statement in 

central city 

From page 29 

the sense of community fostered 

by the building. Anchor 

tenant BCD Group, which has 

the same owners as Black & 

Orange, has been in the first 

floor since January. 

“We're loving our new 

space,” says Mitch. “There 

has been a noticeable uplift in 

the staff of BCD - they were 

pretty excited to move in.” 

For him there is satisfaction 

in knowing that the residential-commercial 

mix is 

working, even better than he 

had expected. Apartment buyers 

have mostly been empty 

nesters and young professionals, 

adding to the variety of 

people working and living in 

the building. 

“You go to the cafe downstairs 

and you're bumping 

into Barry from upstairs and 

you can have a yarn with him 

while getting your morning 

coffee. It mixes the commercial 

and residential together. 

It creates that neighbourhood 

feeling.” 

The Black & Orange team 

also pays tribute to Hamilton 

City Council for its support. 

“The council saw this as quality 

and backed the product,” 

Mitch says. “We're thankful 

for that. They certainly made 

the process easier and came 

to us with solutions, which a 

lot of councils don't do. They 

wanted to see this happening.” 

The resource consent 

came through in 21 days he 

says, which is a testament to 

the work of the BCD planning 

team, who engaged with 

council early in the process. 

Black & Orange has more 

developments on the drawing 

board. One is very similar 

to Parkhaven, on Tauranga’s 

Cameron Road - it is another 

mixed-use development, 

with five floors above ground 

and two basement floors for 

parking. Black & Orange 

also has 19 industrial units 

at Bristol Place, Te Rapa that 

have recently hit the market. 

They were listed in April for 

sale off the plan and interest 

is high in the units, which 

range from 90sqm to about 

150sqm, making them smaller 


YOU SORT THE BUILD. 

WE’LL SORT THE BUYERS. 

Parkhaven apartments 

100% SOLD prior to completion. 

Call us as early in the process so our team of 

experts can get on with selling your vision. 

Congratulations Black & Orange Property



MODERN 

CONSTRUCTION 

LIMITED 

31 

Modern Construction is 

proud to be associated with 

the new build of Parkhaven 

Multi storey • Design and build 

Warehouses • Factories 

Commercial structural steel 

GENERAL & STRUCTURAL ENGINEERS BUILDING CONTRACTORS 

Ph 07 846 1995 • 45B Duke Street, Hamilton 

PO Box 8018, Hamilton • www.modernconstruction.co.nz 

designers of Parkhaven 

“Over 23 years in the industry and 17,000 commercial projects” 

The right choice for fire engineering 

Here’s how we can help… 

We deliver simple cost effective solutions to 

complicated problems, whilst delivering a 

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• New commercial developments 

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• Change of use 

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• Fitout reports 

• Acceptable Solutions 

• Computer modelling 

• Accessibility 

• Emergency Lighting Design 

P: 07 855 0032 

“Call us to discuss your next project today” 

firedesigns.co.nz 

Have confidence that you are dealing with the professionals...



Ground Level, Parkhaven 

Monday - Friday 7am - 4pm 

@frankfoodnz | www.frankfood.nz 

Quality new building 

makes statement in 

nzlouvres.co.nz 

Call 0800 848 949 for a FREE estimate 

Let the team as NZ Louvres join you on 

your journey to expand your living area in style and sophistication. 

central city 

From page 30 

than most being built at the 

moment. They are aimed at 

tradies who want to get out of 

the home office and the developers 

have obviously found 

a fruitful market with Mitch 

saying they are “flying off the 

shelf already”. 

When it comes to 

Parkhaven, Mitch says they 

are proud of what they have 

been able to achieve. “It certainly 

fits the bill of what we 

were setting out to try and 

do.” 

His comments are echoed 

by Black & Orange project 

development manager Daniel 

Kirk. “One of the things we're 

really keen as a group to be 

part of is the positive transformational 

developments that 

are happening in Hamilton, 

particularly in the CBD. All 

of us are locals and we want 

to do projects that we can look 

back at in 10 years or 20 years 

with the kids and say, hey, we 

did that.” 

Pleased to be providing services to the BCD Group 

with the new Parkhaven complex. 

Kingston Partners is one of the longest established 

and most respected professional quantity surveying 

and construction cost consultancies in New Zealand. 

With offices in Auckland, Christchurch and Hamilton 

we provide a complete range of construction cost 

management services to a diverse range of clients 

throughout New Zealand and into the South Pacific. 

• Feasibility Analysis 

• Cost Planning and Management 

• Contract Procurement 

• Contract Administration 

• Financial Institution Services 

• Life Cycle Costing 

• Project Management Services 

• Other Specialist Services 

Specialists In Interior Fit Outs 

Suppliers and Installers of: 

Suspended Ceilings 

Internal Steel Stud Partitions 

Wallboard linings 

Aluminium Partitioning 

201927AA 

07 839 4635 • hamiltonoffice@kingstons.co.nz 

www.kingstons.co.nz 

Auckland · Waikato 

BOP · Wellington · Christchurch 

www.alphainteriors.co.nz 

201901AB


33 

Clippy makes a comeback 

Clippy made a brief return to computer 

screens last month. 

Introduced in version 8.0 of 

Microsoft’s Office suite in 

1996, Clippy the animated 

paperclip appeared in every 

The point of all 

technology is to make 

life easier for its 

users. When it does 

precisely that we 

become emotionally 

attached to it. 

version of Office until version 

12 was released in 2007. 

Just over a decade is not a bad 

life for a piece of technology 

whose Wikipedia page says 

was unpopular with users. 

In reality Clippy’s prompts 

started out as useful for new 

users, but as their knowledge 

and experience of the software 

grew their need for prompts 

ended. 

Microsoft has been having 

fun with the character in the 

years since. The technology 

giant gave conference attendees 

“Bring Back Clippy” 

t-shirts a few years ago. 

Last month some Microsoft 

wag turned Clippy into an animated 

virtual sticker pack in 

the technology giant’s Team 

videoconferencing software. 

But a day later Clippy had 

gone. 

“A source familiar with the 

situation at Microsoft tells The 

Verge that the ‘brand police’ 

inside the company weren’t 

happy that Clippy had appeared 

in Microsoft Teams, and immediately 

ordered the brutal firing 

of the anthropomorphic paperclip,” 

The Verge reported. 

But Clippy’s return from 

pasture may have actually 

been a clever attempt to get 

some column inches and blogs 

covering the Team software 

solution. I’m writing about it, 

aren’t I? For us at Company-X 

Clippy’s brief return served 

as a fun reminder of just how 

far mass-market software has 

come since Clippy was retired. 

Back in 1997 the digital 

revolution was in its infancy. 

Although it’s a bit of a generalisation, 

it’s fair to say that most 

Microsoft Office users were 

transitioning from analogue 

solutions such as typewriters 

to Microsoft Word. Not everything 

was obvious to this group 

of users, and they needed help 

TECH TALK 

> BY DAVID HALLETT 

David Hallett is a director of Hamilton software specialist Company-X. 

to navigate their way around 

software packages. 

Fast forward more than a 

decade, and those users have 

either retired or become super 

users who no longer need 

prompts from the likes of 

Clippy. They’ve grown old or 

grown up. 

The point of all technology 

is to make life easier for its 

users. When it does precisely 

that we become emotionally 

attached to it. You see it all the 

time with some men and their 

cars, or steam aficionados and 

steam engines. There’s even a 

group who have now started a 

petition to bring Clippy back. 

Until Microsoft changes its 

mind, the only way to hang 

with Clippy is to install an old 

version of Office on your computer 

in compatibility mode. 

Entertainment, fashion and 

cultural fusion for Waikato 

Women’s Refuge fundraiser 

Te Whakaruruhau 

Waikato Women’s Refuge 

will host a gala dinner 

and fundraising event on 

May 30 at Claudelands Events 

Centre in Hamilton. 

CEO Roni Albert says it 

will be an amazing night of 

entertainment, fashion and 

celebration of the very best of 

Māori art, culture and food. 

Every ticket bought raises 

funds for the refuge to carry 

out its vital work of helping 

Waikato women live a safe and 

violence-free life. 

“We’ve booked some stellar 

entertainment to fill the 

evening, including New Zealand 

female reggae band NRG 

Rising and iconic Kiwi vocalist 

and star of musical theatre 

Tina Cross,” Roni Albert said. 

“Plus, the energetic and 

engaging personality behind 

The ITM Fishing Show Matt 

Watson will chat to the audience 

about his latest fishing 

antics. 

“And we’ll even have a 

short fashion show from readyto-wear 

clothing label Mitchell 

Vincent.” 

Master of ceremonies 

Frankie Stevens will act as 

host for the evening, while 

Montana Food & Events will 

put on a menu of Māori fusion 

cuisine. 

The evening will be capped 

off with an auction featuring 

a range of items, including 

bespoke art crafted by some 

of New Zealand’s leading 

Pictured on left 

Frankie Stevens and 

Tina Cross right. 

Māori artists. 

“This is Te Whakaruruhau’s 

key fundraising event 

of the year. We look forward 

to sharing this amazing night 

of high calibre entertainment 

with the Waikato community,” 

said Roni. 

The Te Whakaruruhau 

Waikato Women’s Refuge 

Saving Rose gala dinner will 

be held on Tuesday May 30 

from 6.30-11pm. Tickets are 

$150 each and tables of 10 are 

$1400. For tickets and inquiries 

phone 07 855 1569. 

Phone 07 834 6000 

Email lawyers@nwm.co.nz 

Web www.nwm.co.nz 

Congratulations to Chris Steenstra, our newest Partner. 

Chris is an outstanding contract lawyer in our Commercial and Corporate team, the best person to connect with for specialist or 

complex matters. Since starting with us in 2005 as a Law Clerk, Chris has honed his legal and business skills overseas, before 

returning to his Hamilton hometown in 2012. As a Waikato law graduate, our own home-grown success story, and all round great 

guy, we couldn’t be prouder.


HANSA CHIPPERS 

wv 

Hansa future-proofs with large new site 

It was no-brainer for Waikato-based 

business Hansa to relocate and build at 

a brand new site in Hamilton’s Northgate 

Business Park. 

Hansa products, high 

quality chipping and 

shredding equipment, 

have been in high demand 

for more than 40 years. The 

company has sold more than 

25,000 chippers in New Zealand 

and Australia and it 

wanted to keep up with its 

current production - but also 

prepare for future demands. 

The new space officially 

opened on March 1, and 

accommodates the Hansa 

team of around 30. It includes 

a larger factory with a more 

efficient production system 

for single piece flow, office 

space, display showroom and 

storage space. 

The production factory 

has the latest manufacturing 

technologies including robot 

welding, powder-coating 

facilities and solidworks 3D 

design. 

They manufacture a 

range of wood chippers for 

home gardeners, lifestyle 

blocks, orchards, hire centres 

and commercial arborists 

in engine-powered or PTO 

driven configurations. Their 

number one design priority is 

efficient product performance 

to make the experience of 

using each machine enjoyable. 

They also meet or exceed the 

market’s regulatory safety 

standards and the machines 

are designed for ease of servicing 

and maintenance. 

It’s a far cry from its humble 

beginnings on Ryburn Rd, 

in a honey shed in Ohaupo. 

Hansa managing director 

Martin Vogel believes the 

building has really invested 

into the long-term future of 

Hansa. 

“While the land is much 

bigger than what we need now, 

we will be able to expand and 

double the production space 

we have now in the future,” 

he said. 

“The new building has 

allowed us to start from 

scratch and design a new 

layout that makes sense for 

manufacturing and production, 

as opposed to previous 

premises of adding processes 

to production and not having a 

smooth flow.” 

The new building was built 

by Livingstone Builders, a 

well-known and trusted local 

Waikato business that started 

more than 70 years ago. The 

design was undertaken by 

Stiles and Hooker architects 

and engineers. 

“We’re really happy with 

the result and the building is 

of a high-quality finish,” Martin 

said. “And at the end of the 

day it’s really going to set us up 


HANSFORMING 

landscapes 

C13 

max 

90 

mm 

Ideal for lifestyle block owners, 

landscape gardeners and orchardists 

who are serious about reducing waste 

and reusing green-waste for a cleaner 

greener landscape. 

• Can discharge straight into trailers 

• Easy rotor access to check blades 

• Durable powder-coat finish 

• Solid 5mm steel body for strength 

• Mulch for your garden! 

Options 

Electric Start Leg Mounted Towable Road Towable PTO Driven 

freephone 0508 4 HANSA hansaproducts.co.nz



35 

Livingstone delivers custom-designed building 

Livingstone was delighted 

to be appointed as the 

main contractor by the 

Hansa team on this design and 

build, 2257sqm project. Early 

engagement with the Hansa 

team allowed Livingstone to 

develop a clear design and 

build path that incorporated all 

of the client’s necessities into 

the building, including aesthetics 

and functionality. 

The Livingstone team 

set about delivering a custom-designed 

and constructed 

building using a collaborative 

approach with the client and 

provided a layout and materials 

that were particularly unique 

to the Hansa brand. Construction 

spanned 10 months from 

April 2018 to January 2019 

and used approximately 7000 

person hours. 

Hansa set very clear design 

and build directives with 

brand fit, happy staff and a 

functional layout all top priorities. 

As part of satisfying that 

brief, staff welfare was well 

taken care of, and an onsite 

staff gym, large lunchroom 

and deck to soak up the sun 

and enjoy their hard-earned 

breaks were all incorporated 

into the building. 

A custom touch and wink 

back to the brand and Hansa 

product were the exterior 

cladding timber walls located 

on the front of the showroom 

which tie in perfectly with 

the brand and the high quality 

chipper products Hansa is 

famous for. 

As main contractor, Livingstone 

engaged and managed 

up to 30 sub-contractors at any 

one time, to achieve another 

on-time, on-budget commercial 

build that it has been 

doing throughout Waikato and 

New Zealand since 1947. 

The Hansa design and build 

project also allowed Livingstone 

to showcase many of its 

core skills and abilities as one 

of Waikato’s best construction 

companies. The layout 

and design required a building 

with a large prominent retail/ 

showroom area, commercial 

offices on the first floor and 

a large industrial-style warehouse 

area where manufacturing 

of Hansa’s world class 

product takes place. 

The prominent retail showroom 

features large floor to 

ceiling windows measuring 

six metres high and 23 metres 

long. In addition, the 350sq m 

showroom features a polished 

concrete floor which assists in 

showcasing all of the excellent 

product on offer at Hansa. 

Another captivating feature 

of the showroom is viewable 

from the street frontage: the 

front angled timber-cladded 

walls act as a large picture 

frame, which serves to further 

highlight and give focus 

to the products prominently 

displayed in the showroom 

window. 

Livingstone is in no doubt 

that the new Hansa building 

serves both the present and 

future aspirations of Hansa’s 

domestic and international 

business plans extremely well 

and the building will serve 

them for many years and chippers 

to come.



Hansa future-proofs 

with large new site 

From page 34 

for the future.” 

There are also subtle elements 

to the new building 

- the four meeting rooms are 

named after their four locations 

over the years, starting 

with Ryburn (Road), Grasslands 

(Place), Tawn (Place) 

and the current new location, 

Te Kowhai (East Road). 

For us, it’s about 

breaking and 

expanding into those 

new export markets 

and we’ve put a lot of 

energy into meeting 

the market regulations 

and adapting our 

product to fit the need 

of our international 

customers. 

Vogel’s father, Manfred 

Vogel, a design engineer, 

started making chippers from 

his mother-in-law’s honey 

shed in Ohaupo in the 1980s. 

Martin said he saw the opportunity 

in the market and on a 

shoestring budget, he began 

making them in his own time, 

and never looked back. In 

2004, Martin joined the family 

business and it was just the 

two of them for a while, but 

Martin has since taken it from 

strength to strength. 

“When I joined the company 

we were able to leverage 

off the reputation that 

my father had built 20 years 

before.” Martin said 

Their products have 

evolved over the years and 

there is now an extensive 

range of chippers suited for 

commercial and lifestyle purposes. 

“As customers place value 

on sustainability, our product 

is increasingly fitting their 

lifestyle needs. So they’re 

not dumping the green waste 

because it’s costly, but they’re 

also not burning it, and instead 

mulch gets put back into the 

gardens. 

“We have continued to 

innovate our commercial 

range of products to meet the 

needs of arborists and larger 

chipper users. Our new building 

has a dedicated R & D 

space to allow this innovation 

to thrive.” 

The name, Hansa, was created 

by Martin's father, Manfred 

Vogel, who is originally 

from Germany. He moved here 

in 1977 and when he started 

the business he didn't want to 

use the family name, so it was 

Martin's mother who came 

up with the name, "Hansa". 

They wanted to include some 

of his European heritage 

and Hansa is an old trading 

name from the Viking times 

and is common especially in 

Northern Germany. 

Martin said the company 

has taken on a lot in the last 

12 months, including Australia 

distribution and looking at 

the European market. 

They’ve taken back over 

their distribution in Australia, 

which is their biggest 

export with 60 percent of their 

products ending up across the 

ditch, and recently taken on a 

business development manager 

for Europe, who is based 

in Germany. 

Their overall strategy is to 

take their world-class products 

to the world. 

“For us, it’s about breaking 

and expanding into those new 

export markets and we’ve put 

a lot of energy into meeting 

the market regulations and 

adapting our product to fit the 

need of our international customers.” 

Proud to be associated with 

Hansa Chippers new build 

www.feisst.co.nz 

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37 

Privileged to supply furniture for Hansa 

“ I was impressed with not only the service we received from Eda and Crestline from 

start to finish, but also the time taken to truly understand our Company and how to 

bring the Hansa brand alive through the furniture used. On the day our office fitout 

was completed our offices turned from an open plan space, into a home where our 

team can love coming to every day. Eda was customer focused and solution based, 

and we are grateful for the time he took to meet our requirements. Thanks Crestline, 

its great to have an office space that will help us to Hansform Landscapes for Good!” 

— Kate Vogel, Hansa 

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crestline.co.nz 0508 993 993


KINGSBEER CONSTRUCTION - BURNSCO 

Burnsco gets bigger and better 

Burnsco has been a familiar sight in 

Hamilton for more than 15 years, with its 

store backing onto Te Rapa Road. Few 

will have missed the big blue sign with the 

iconic red star just across from The Base. 

But now Burnsco is on 

the move. Not very far, 

actually. In fact, just 

across the road in Karewa 

Place. The massive building 

is more than 70 percent bigger 

than the old one, which 

is good news as the old store 

was bursting at the seams. 

“We’ve expanded our 

product range hugely over the 

past five years and we’d got 

to the stage that we couldn’t 

physically fit any more new 

stock in. It was either new 

stock or customers but not 

both!” jokes Scott Linton, 

the manager. 

The fact that 

Kingsbeer 

Construction is a 

long-established 

family business was 

one of the things that 

drew us to Paul and 

Sue Kingsbeer when 

we were looking for a 

developer for our new 

premises. 

Scott has seen Burnsco 

grow in Hamilton from the 

first day it opened in 2003. 

“We’d run a big special in 

the paper on electric cooler 

bins and the customers were 

queueing before the store 

opened. Only problem was 

that the coolers hadn’t arrived! 

Finally the truck from Auckland 

rolled into the carpark 

and it got hit by a swarm of 

customers. They were literally 

tearing the pallet wrapping off 

the cartons and taking two or 

three at a time into the store 

to pay for them. I called up 

our warehouse and told them 

to get another load to us that 

morning!” 

That was the start of something 

special. Over the years 

Burnsco has become the go-to 

place in Waikato for boating, 

fishing, motorhome and outdoor 

gear. The new store takes 

it to a whole new dimension. 

Polished concrete floors and 

wide aisles chock full of ice 

bins, fishing tackle, Bluetooth 

speakers and water heaters. 

Everything you need to make 

that boat trip or RV journey 

that much better. LED spotlights, 

solar panels, lifejackets, 

toilet chemicals. chain, batteries, 

EPIRBs, fridges. You 

name it, this store has got it. 

And if they don’t have it, 

they will get it for you. Burnsco 

prides itself on its service 

and part of this is knowing 

how to source unusual boating 

or RV gear. “With this new 

store, we’ll be able to stock so 

much more product, so hopefully 

we won’t have to order 

so much in specially for customers. 

But if we don’t stock 

it, we usually have a pretty 

good idea of where to get it,” 

says Scott. 

He can say this because the 

Burnsco network of 15 stores 

has nearly 200 staff to call on, 

many of whom have decades’ 

of experience in selling boating 

and RV gear. It’s this sort 

of institutional knowledge that 

has kept Burnsco going strong 

for more than 135 years. 

“We should be good for 

another 135 years”, says Bruce 

Macleod, Burnsco’s managing 

director of this 100 percent 

Kiwi-owned family business. 

“The fact that Kingsbeer Construction 

is a long-established 

family business was one of the 

things that drew us to Paul and 

Sue Kingsbeer when we were 

looking for a developer for our 

new premises. We share many 

of the same values. They did a 

great job delivering the building 

on time. In fact they were a 

couple of months early, but we 

couldn’t move at the peak of 

our season, so we had to wait 

until now.” 

The new store has plenty of 

parking if you’ve got a motorhome, 

or are towing a boat or 

caravan, and the same friendly 

red shirts will be there to greet 

you. Get over to Karewa Place 

soon. You won’t be disappointed. 

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Specials end 9 June 2019



39 

Kingsbeer Construction 

- 30 years and still 

going strong 

What a milestone it is, to be celebrating 30 

years in the New Zealand building industry. 

Through the ups and 

downs of the business, 

Paul and Sue Kingsbeer 

are still going strong, 

and credit their success to 

constantly growing and 

We ended up back 

where we were 12 

years ago, very busy 

and overworking. So 

we’re going to focus 

on the commercial 

side of the building 

industry. 

evolving to meet the 

ever-changing needs of the 

market. 

The couple own Kingsbeer 

Construction Ltd in Hamilton, 

and have been building residential 

homes, commercial 

buildings and developments 

for more than 30 years. 

They also celebrated 30 

years of marriage this year, 

and believe their business has 

been so successful over the 

years due to how hard they 

work, how compatible they 

are together and how they’ve 

learned to run a business, both 

from a young age. 

“We started in business so 

young, we were just 21 and 25, 

and we didn’t know how to be 

in business, so we learnt it all 

simultaneously together,” Sue 

Kingsbeer said. 

“If you want longevity, you 

can’t keep doing what you’ve 

always been doing. Even 

though it might have been a 

brilliant formula at the time, 

you have to always be open to 

change.” 

The couple is widely recognised 

for their work building 

Lockwood homes, and 

were the No 1 franchisee in 

New Zealand, winning multiple 

awards, including Best 

Showhome, Best Building 

Systems, Operations Management, 

General Excellence and 

After Sales Service. 

They also own KBuilt, 

building residential homes, 

and Steel Shed Systems that 

provide a range from commercial 

and industrial buildings 

to retail outlets, factories, 

rural business buildings and 

more. And most recently, they 

have started Kingsbeer Properties 

Ltd, developing commercial 

properties, including 

their latest build, Burnsco in 


Scott Linton and Paul Kingsbeer. 

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going strong 

From page 39 

Hamilton’s fast-growing 

north, near The Base. 

The couple has decided to 

now focus on Steel Shed Systems 

and property development, 

and is taking a step back 

from KBuilt, their residential 

home building business. 

Sue said part of the reason 

they’ve down-scaled is to simplify 

their lives and not have 

them so complex through running 

so many businesses. 

It all began in their hometown, 

Gisborne, first doing 

renovations and residential 

homes independently, then as 

franchisee owners for Lockwood 

Homes. Within three 

years their business was thriving, 

to the point where they 

had outgrown Gisborne. They 

were young, driven and ambitious, 

so it was time to move 

on. In 1997, they decided to 

move to Hamilton with their 

young family and became the 

franchisees of Lockwood for 

the greater Waikato. 

“We saw the potential for 

growth for Lockwood in Hamilton. 

The market was facing a 

downturn, but after an exten- 

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Andy and Tim are proud to be assoicated with Kingsbeer 

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Auckland · Waikato 

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201902AA 

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Rodney Stirling 




41 

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sive feasibility study of the 

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option for us to move to 

for our next step with Lockwood.” 

Considerate 

& 

Professional 

She remembers it being a 

very challenging time as they 

were working extremely hard, 

while juggling raising a very 

young family and the ups and 

downs of a recession. But they 

were confident business would 

be strong, and within one year 

they went from being No 32 in 

the Lockwood Homes franchisee 

ranking, to No 2. 

From there, the business 

took off. They were very busy 

at work and at home with their 

three kids - they needed more 

staff, more builders and it was 

becoming very successful. 

But after 10 years, it was time 

to make a decision, and they 

decided it was time to sell, 

is Consistent, Reliable, 

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to focus on a simpler life and 

their family and just build one 

or two spec homes a year. It 

was early 2007, and they went 

straight into the global recession. 

“It was brutal,” adds Paul. 

“Business was drying up and 

building companies were 

going under.” 

So Sue went and got a job 

while Paul joined forces with 


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going strong 

From page 39 

a couple of other builders and 

formed Steel Shed Systems 

New Zealand Ltd. In 2011, 

they started KBuilt, building 

residential homes as a way to 

supplement their commercial 

business. 

For the past eight years, 

Sue and Paul have been running 

four businesses, including 

HABiT, a home and build- 

ing inspection company. So 

they have made the decision 

to focus on one building company, 

and have decided to sell 

KBuilt. 

“We ended up back where 

we were 12 years ago, very 

busy and overworking. So 

we’re going to focus on 

the commercial side of the 

building industry,” Paul said. 

“Kingsbeer Properties are 

using Steel Shed Systems to 

build the commercial developments 

so the two together 

complement each other perfectly.” 

Paul said they are currently 

building the existing contracts 

for KBuilt, and have listed 

KBuilt for sale with ABC 

business brokers. 

Paul and Sue say the secret 

to their success of being in 

business for 30 years is continually 

adapting and moving 

with the changing market 

demands, and they are looking 

forward to the next chapter in 

their business. 

Placemakers are 

proud to be a chosen 

supplier to Kingsbeer 

Construction 

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very tough economic conditions 

for dairying, Fieldays 

Many of the 1100 exhibitors 

have begun the often significant 

job of erecting sites and 

New Zealand National Fieldays 

Society chief executive Peter 

Nation says staff have inducted 

more than 7000 tradespeople 

to work on the 114 hectare 

property. Meanwhile volunteer 

numbers have been expanded 

Fieldays’ theme this year 

is “Leading Change” and one 

United Kingdom delegation 

which has extra significance 

in the post-Brexit era, while 

the many other delegations 

include teams from Mexican 

and Vietnam. 

“Meanwhile China is bringing 

out two or three large trade 

missions and the Koreans are 

“Trade missions are looking 

at either distribution in or distribution 

out so the platform of 

Fieldays enables willing buyers 

and sellers to come together 

and form trade relationships. 

That is why we have the 

International Business Centre.” 

The theme “Leading 

Change” relates to Fieldays’ 


43 

Does vulnerability make you weak? 

Have you noticed a shift in the language 

we’re using in business? Have you 

noticed an emphasis on feelings and 

being authentic? Have you noticed that 

employees at all levels need more than just 

a job that pays salaries or wages? Yes, I 

certainly have. 

Over the last couple of 

years, I’ve really seen 

a change in the way 

we “do” business. Thankfully, 

for the better. It feels that we 

needed this sea change during 

the latest industrial revolution. 

More latterly, after significant 

world events that have rocked 

our own communities, human 

beings really want us to be 

more “human” and more “vulnerable”. 

With that in mind, I started 

reading some great research on 

vulnerability as, in my experience 

when I talked with senior 

executives or managers at all 

levels, the emotion of vulnerability 

is seen as the last bastion 

of weakness. Of course, 

vulnerability is scary – but it’s 

also a powerful and authentic 

way to live. According to 

author Brené Brown, in her 

book Daring Greatly, “vulnerability 

is the core, the heart, the 

centre, of meaningful human 

experiences”. Brown defines 

vulnerability as “uncertainty, 

risk and emotional exposure”. 

Vulnerability is hard. What 

can make it even harder are 

the inaccurate assumptions we 

hold about it – and even more 

disconcerting is the impression 

that you certainly can’t talk 

about vulnerability in a business 

environment! Brown shatters 

the following three myths 

in Daring Greatly: 

Vulnerability is a weakness 

– according to Brown, the 

funny thing about vulnerability 

is that we love when others 

are open and honest with us. 

I have discovered 

in life and business 

over the years is 

that feelings are 

our friends, not our 

enemy, and the more 

we understand about 

our feelings, the 

stronger we become. 

Not weaker. 

But when it comes time for us 

to share, we sort of freak out. 

Suddenly, our vulnerability 

is a sign of weakness. Brown 

describes vulnerability as the 

core of all emotions. “To feel is 

to be vulnerable,” she says. So, 

when we consider vulnerability 

to be a weakness, we consider 

feeling one’s emotions to 

be so, too, she says. But being 

vulnerable connects us with 

others. It opens us up to love, 

joy, creativity and empathy, 

she says. 

Some people don’t experience 

vulnerability – being 

vulnerable isn’t the choice we 

have to make. But when we do, 

Brown writes, we typically turn 

to behaviours that don’t align 

with who we want to be. It’s a 

bit like a self-fulfilling prophecy. 

Have you ever thought, 

hey things are going well in my 

life, and then you have a pang 

of horror that something bad 

will happen? Brown describes 

this as “foreboding joy”. We all 

experience vulnerability. 

Vulnerability means spilling 

secrets – many of us are 

likely to assume that being 

vulnerable means spilling our 

hearts to strangers or wearing 

our secrets on our sleeves. But 

according to Brown, vulnerability 

embraces boundaries 

and trust and that vulnerability 

is about sharing our feelings 

and our experiences with people 

who have earned to right 

to hear them. It’s certainly 

not sharing everything with 

everyone! Being vulnerable 

takes courage. But it’s worth it. 

Being human means just that 

– the value in being yourself, 

to connect with others and to 

share yourself with your world. 

After reading Brown’s book 

I started to think about the 

application in a business setting. 

I always thought opening 

up about my feelings at work 

made me weak. I never used 

to talk about my true feelings, 

often just bottling them up 

inside – I’m sure many of you 

PEOPLE AND CULTURE 

> BY SENGA ALLEN 

Managing Director, Everest – All about people TM 

www.everestpeople.co.nz 

reading this can relate. What 

I have discovered in life and 

business over the years is that 

feelings are our friends, not 

our enemy, and the more we 

understand about our feelings, 

the stronger we become. Not 

weaker. 


AgriBusinessNews 

Book your 

spot in the 

May issue 

Fieldays 

a focus for 

international 

trade 

Delegations from nearly 20 countries are 

coming to June’s National Agricultural 

Fieldays as the Southern Hemisphere’s 

largest agricultural event underlines its 

reputation as an essential tool in the 

country’s trade relationships. 

T 

By GEOFF TAYLOR 

he 49th Fieldays at 

Mystery Creek is gearing 

up to be another 

massive event following on 

from last year when despite 

AgriBusiness News 


M A Y 2 0 1 7 W W W . W B N . C O . N Z F A C E B O O K . C O M / W A I K AT O B U S I N E S S N E W S 

attracted its second highest 

attendance ever. 

putting two entries into the 

Innovation Centre.” 

this year to nearly 300 for the 

June 14 event. 

two underling goals which are 

growing agriculture through 

vital element of that is leveraging 

off Fieldays’ international 

innovation, internationalisation 

and education and bringing 

town and country closer 

together. 

Call the team 

on 07 838 1333 or 

email info@wbn.co.nz 

representation, says Peter. 

“We have nearly 20 countries 

coming to exhibit or 

visit.” 

He says this includes a 

The “pillars” of internationalisation, 

innovation 

and education are represented 

at the event through the 


Peter Nation.


FROM THE GROUND UP 

Scafpro stands 

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There’s only one place to go to that 

provides the full package for safety across 

residential and commercial projects around 

the Waikato, and that's with Scafpro. 

Scafpro Ltd stands out 

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clients all three areas 

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Business was booming, and in 

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Morrow said their main 

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doing their jobs well and continuing 

to do better. But most 

importantly, it is about being 

safe and promoting safety in 

the workplace. 

“Safety is paramount in this 

industry, safety pays the bills, 

so treat it with respect,” Morrow 

said. “It is not only about 

people paying us to keep them 

safe, but keeping our own guys 

safe as well." 

The new addition of a Hiab 

hire crane has made deliveries 

and picking up scaffolding 

more efficient. Morrow said 

upgrading the work vehicles 

lifts the positive professional 

look. The company is also 

looking into more hire equipment, 

such as scissor lifts. 

Current projects keeping 

them busy is the new Summerset 

retirement villages in 

Rototuna, Hamilton, and the 

Chatsfield subdivision in Te 

Awamutu. They have recently 

worked on a range of construction 

projects in Hamilton, 

Cambridge, and Te Awamutu. 

Please meet Tomas 

Vienazindis - Project 

Management services 

Tomas is part of the Veros specialist 

project management team that offer an 

impartial, experienced and safe pair of 

hands, to deliver projects from inception 

to reality. We do this on time, on budget, 

and all while promoting a collaborative 

team environment. 

At the core of our project 

management service is 

a methodical approach 

backed by expert knowledge 

and a proven track record – 

this combined with a strong 

emphasis on trust and great 

communications ensures we 

provide clients with a “no surprises” 

service. 

Tomas is passionate about 

delivering high quality, fitfor-purpose 

and successful 

projects. He understands the 

client needs by ensuring their 

interests are at the forefront 

of every aspect of a project, 

which means they can concentrate 

on the core business with 

confidence that the project is in 

the right hands. 

Tomas’s substantial project 

management experience 

crosses a broad spectrum of 

project types, including highend 

commercial retail projects, 

large scale industrial, refurbishment 

and restoration projects 

and numerous high-value 

fit-outs. 

At Veros we understand 

no client is the same, and no 

project is the same. We start by 

understanding your objectives, 

partnering with you, and delivering 

success. Our people build 

trust and our success is based 

on long-term relationships and 

partnerships with our clients. 

What Veros Project 

Management service covers 

Veros specialist project management 

services can be tailored 

to meet your individual 

client needs; we will take the 

time to understand your business, 

plan the project thoroughly 

and execute methodically. 

Depending on your 

individual needs our service 

can be comprised of: 

• Project planning and 

programming 

• Lease and DA negotiations 

• Tenancy coordination 

• Design management 

• Cost control 

• Value management 

• Contractor procurement 

• Consent management 

• Contract administration 

• Quality and risk 

management 

Why Work with Veros 

Project Management? 

The bottom line is we deliver… 

we live and breathe our projects, 

we take them home with 

us, we have an unhealthy level 

of commitment to our clients. 

As well as an uncompromising 

level of service, our 

technical construction knowledge 

and ability to deliver fasttracked 

projects under pressure 

is second to none. Our ability 

to build rapport with clients 

and build exceptional project 

teams is pivotal to the success 

of our projects. 

Your first call for all Scaffolding, Safety Net 

and Temporary Fencing requirements in the 

Waikato region - Residential & Commercial. 

Be Safe with the team from Scafpro. 

Scafpro takes care of all of your height and access 

requirements with one easy call to the friendly team. 

Karl Morrow | karl@scafpro.co.nz | 0800 655 655 | 143 Ingram Road, Rukuhia | www.scafpro.co.nz | https://www.facebook.com/scafprowaikato/

FROM THE GROUND UP 


45 

Your property business in 

the right hands 

Peter Williams 

- Director 

Rototuna Town Centre - A New Home for Your Business 

Tomas Vienazindis 

- Senior Project Manager 

Morgan Jones 

- Managing Director 

Veros Property Services are proud to be involved in 

delivering this high end commercial project that will 

become the focal point for the Rototuna area in the 

Waikato region. The team of leading property services 

experts are proudly involved in delivering this full cycle 

of property development starting from property advisory 

moving in to development management and leading the 

project delivery. 

Tomas and Gareth, who manage Rototuna Town 

centre, set to be a thriving hub of activity, in a location 

which has grown substantially in recent years and is 

now yearning for more amenities to serve its growing 

population. 

With this development, Rototuna Town Centre will aim 

to achieve compact urban environments that allow 

people to live, work and play within their local area. 

Craig McMichael 

- Senior Project Manager 

Gareth Strawbridge 

- Development Manager 

Property 

Advisory 

Development 

Management 

Project 

Management 

Asset 

Management 

Phone: 027 659 1641 | 554 Victoria Street, Hamilton | www.veros.co.nz 

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46 WAIKATO BUSINESS NEWS April/May 2019

Did you hear 

the one about… 

Humour in advertising is both a fine art and 

a torrid minefield. Approach with caution. 

Humour is personal. 

What some feel appropriate 

might make others 

squirm. Bad delivery of 

a good joke can easily make 

it a bad joke. But yet we still 

frequently attempt wit and wisdom 

to connect with our audiences. 

There’s a technique that 

the marketing jargonistas call 

‘ridiculous exaggeration’. I 

imagine it’s a concept rooted in 

the theatre, where gestures and 

statements have to be bold and 

obvious to be seen in the back 

rows of grand auditoria. But in 

real life they seem over the top. 

Subtlety is a rare commodity 

when it comes to humour 

in marketing. To me, it’s the 

small things that make a witty 

ad smart and memorable. I’m 

loving the VTNZ Road Commander 

campaign. In the latest 

ad, where he’s heading to the 

beach, I smile at the contrast of 

his homely wife’s floral top and 

the inflatable flamingo in the 

back seat. It’s the little things 

that count. 

The current danger with 

the use of humour is political 

correctness. I’m not criticising 

the idea of being PC – it’s 

called correctness for a reason. 

The issues that are in the field 

of play for comedy are ever 

changing, just ask any stand-up 

artist. Whatever topic you tar- 

get, you have to know that 

your audience will relate and 

applaud your approach. 

I never officially complain 

about much, but I did make a 

formal Advertising Standards 

Authority complaint about a 

car dealership TV ad that used 

ridiculous exaggeration combined 

with an offensive racial 

stereotype. I clearly wasn’t the 

only one disgusted by it as the 

ad was withdrawn. 

If your approach 

hangs off a joke, 

you either need to 

hit hard in a limited 

timeframe, or find 

a joke that has legs 

that are long enough 

to run for the time 

you need. 

How the advertiser could be 

so crass was one thing, but how 

they could mis-judge the audience, 

was beyond me. It’s not 

my humour and, I’m glad to 

say, it’s increasingly unfunny 

to the majority. 

When deciding how to 

position your brand in the 

marketplace, or developing an 

approach for a new campaign, 

humour means you absolutely 

have to know your audience, 

more than with any other strategy. 

And not only do you have to 

be in tune with your audience, 

but you have to be able to make 

it work. Wit and humour are 

hard to get right. 

If I’ve had a constructive 

morning in my home office, 

I’ll occasionally allow myself 

to turn on the TV over lunch. 

I find myself experiencing the 

dubious pleasures of advertising 

for which I’m not the target 

market…yet! 

Insurance companies advertising 

funeral cover seems to be 

a popular day-time ad buy. It’s 

a sensitive issue and finding 

new ways to tell the story is a 

challenge. Clearly. 

There’s one where the couple 

is wearing nothing, with 

food and kitchen items strategically 

placed to avoid embarrassment. 

The script is littered 

with puns about leaving nothing 

to chance, having nothing 

to worry about. It doesn’t work 

for me… 

Humour can be limiting in 

the longevity it affords a campaign 

too. Skinny’s current 

campaign, for example, introduces 

us to (presumably real) 

New Zealanders who happen to 

have the same name as famous 

celebrities. Funny at first. Cute 

the second week. But we get 

it now. The chicken has safely 

got to the other side. 

If your approach hangs off 

a joke, you either need to hit 

hard in a limited timeframe, or 

find a joke that has legs that are 

long enough to run for the time 

you need. 

Finding humour in the 

expletive is another really 

tricky option. Depending on 

our personal views, some 

words are worse to us than 

others. Words that are deeply 

offensive to some, are conversational 

fodder to others. 

TELLING YOUR STORY 

> BY VICKI JONES 

Vicki Jones is director of Dugmore Jones, Hamilton-based brand 

management consultancy. Email vicki@dugmorejones.co.nz 

Saatchi’s award-winning 

Toyota ad of the early 2000s 

centred entirely around one 

single and now infamous word. 

At the time, the Advertising 

Standards Authority received 

120 complaints at the use of the 

word ‘bugger’ in reaction to a 

series of on-farm mishaps but 

ruled that the ad was unlikely 

to cause offence and let it run. 

The ad itself was brilliantly 

put together, a fact that perhaps 

helped people be more accepting 

of language they weren’t 

traditionally used to experiencing 

regularly on-screen. 

It used the word in a context 

that reflected the humour of 

their audience and, at the time, 

of the nation. But our tolerance 

has been known to waver and 

I can’t help but wonder what 

reaction it would get today. 

We don’t all have Toyota’s 

budget or history. We can’t all 

afford to take a risk. Humour 

requires confidence and understanding 

of your brand and 

your audience. Know them 

both well enough, it’s worth 

the risk. Don’t and it will be 

your competition that’s laughing 

hardest. 

Commercial Property 

Management & Valuation 

At Bayleys, we believe relationships are what businesses are built on and how they succeed. 

We understand that to maximise the return on your property you need: 

Professional property management 

Expert valuation advice 

A business partner that understands your views and goals 

Mike Gascoigne 

Branch Manager 

P 07 834 6690 M 027 430 8311 

mike.gascoigne@bayleys.co.nz 

Curtis Bones 

Senior Commercial Property Manager 

P 07 834 3826 M 027 231 3401 

curtis.bones@bayleys.co.nz 

James Harvey 

Commercial Facilities Manager 

P 07 839 0700 M 027 425 4231 

james.harvey@bayleys.co.nz 

Matt Straka 

Registered Valuer 

P 07 834 3232 M 021 112 4778 

matt.straka@bayleys.co.nz 

SUCCESS REALTY LTD, BAYLEYS, LICENSED UNDER THE REA ACT 2008 

ALTOGETHER BETTER 

Residential / Commercial / Rural / Property Services


Waikato University’s Management School drew a big 

crowd for its Future of Work one-day conference 

1. Assoc Prof Peter Sun (Waikato 

Management School) and Ian McAlley of 

McAlley Consulting Group. 

2. Andrew Smith, CEO of Prolife Foods, Pam 

Roa, MD of Longveld, and Damon Kelly, 

CEO of Enlighten Designs. 

3. Ashleigh Neame, Dr Heather Connolly 

(Academic Director MBA), Prof Shikhar 

Sarin and Prof Siggi Gudergan, all of 

Waikato Management School. 

4. Andre Clark, commercial director of Ask 

Your Team 

1 

2 

3 4 

Have a happy Holden 

Mother’s Day 

51-57 Alexandra Street. Hamilton, New Zealand 

email: parts@ebbett.co.nz 

Ph 07 839 4832 

www.ebbett.co.nz 

J4052P


49 

University campus 

officially opened in 

Tauranga 

The new University of Waikato campus in 

Tauranga’s Downtown CBD was formally 

opened in a ribbon-untying ceremony led 

by university chancellor and former prime 

minister Jim Bolger in April. 

By DAVID PORTER 

Around 200 staff, senior 

business and education 

leaders, and supporters 

gathered to open the $60 

million campus development, 

which has been in operation 

since March - a year earlier 

than expected. 

So far in 2019, more than 

900 individual students are 

using the new campus, a 32 

percent increase on the same 

time last year. There are 31 

general staff in Tauranga: 50 

academic staff, and 36 academics 

visiting regularly from 

the Hamilton Campus. The 

campus was expected to reach 

full capacity of about 1800 

students or 1500 full-time 

equivalents within five years. 

Degree-level courses 

offered at the campus included 

education, social science and 

business. The university has 

offered courses in Tauranga 

for 20 years, but had previously 

always needed to borrow 

facilities owned by other institutions. 

We see ourselves 

as an enabler 

of education – 

giving people the 

opportunity to access 

higher education and 

transform their life 

prospects. 

– Neil Quigley 

University of Waikato Chancellor Jim Bolger: Officially launching 

the new Tauranga university campus. Photo/Supplied. 

Vice-chancellor Neil Quigley 

said that it was the beginning 

of a new era for the university 

in Bay of Plenty, with 

the institution becoming deeply 

embedded in the Bay’s social 

and economic systems, and 

transforming Tauranga into a 

true university city. 

“To us this means enhancing 

social outcomes, contributing 

to economic growth and 

being a catalyst for change, 

regionally, nationally and internationally,” 

he said. 

“We see ourselves as an 

enabler of education – giving 

people the opportunity to 

access higher education and 

transform their life prospects.” 

Senior deputy vice-chancellor 

Alister Jones told Bay 

of Plenty Business News the 

campus was an exciting development. 

“Feedback from students is 

very positive, the staff are enjoying 

teaching in the environment 

and the building is living up to 

expectations,” said Jones. 

“But what is really important 

to understand is that the 

building is only an artifact of 

what we’re trying to achieve. 

It’s great having the building, 

but that’s only part of the 

equation. It’s about delivering 

to students, getting the right 

programmes and the right 

courses.” 

The new campus development, 

led by the university on 

behalf of the Bay of Plenty 

Tertiary Partnership, enhances 

the range of qualifications and 

study options available to students 

in the Bay. 

The development has been 

made possible through the support 

and drive of the region, 

especially the key funders: 

Tauranga City Council, 

Bay of Plenty Regional Council 

and Tauranga Energy Consumer 

Trust. 

Chancellor Bolger thanked 

all involved in bringing the 

project to life. These included 

key supporters, advisors, leaders 

and artists who have guided 

the process of bringing history 

and heritage to the building, 

and the iwi of Tauranga Moana, 

he said. Jasmax, Greenstone, 

Hawkins Construction, RLB 

Consultants, and other consultants 

such as Beca were also 

key in this project. 

Neil Martin, architect and 

principal at Jasmax, said they 

were delighted to deliver the 

aspirational project. 

“Mana whenua engagement 

with Ngai Tamarawaho was 

instrumental in informing the 

brief, and has been integrated 

into the design process from 

early concepts,” he said. 

Business events power the Mighty Waikato 

When it comes to 

hosting business 

events, meetings or 

conferences, you can’t beat 

the Mighty Waikato with the 

region now fourth most desirable 

place to host, meet and 

learn. 

The Ministry of Business, 

Innovation and Employment 

released its quarterly Convention 

Activity Survey and 

Waikato ranked fourth behind 

Auckland, Wellington and 

Christchurch for market share 

by the number of multiday 

business events. 

So, what does this all mean 

to our region? 

Not only do conference 

delegates spend more than the 

leisure traveller, if they also 

have a favourable experience 

of a place, they will return 

for a holiday with family and 

friends. 

International business 

delegates spend on average 

$299 per night when visiting 

Waikato and stay around 

seven nights in New Zealand. 

Domestic business event delegates 

spend more, with an 

average of $461 per night, and 

stay around three nights in the 

region. 

Business delegates eat out, 

love to shop, be entertained 

and visit some of our tourist 

attractions. They also require 

transport and business support 

services, plus help keep 

our venue, event and technical 

staff in employment. 

Not only are conference 

delegates high-value visitors, 

they are here to be educated, 

sharing knowledge and opportunities 

with like-minded people. 

Another key factor with 

business events and travel is 

that it is not seasonal – it is 

a year-round activity which 

keeps many venues, AV technicians, 

caterers, entertainers, 

transport providers and 

event organisers in sustainable 

employment. This is different 

from the leisure traveller who 

traditionally likes to explore 

our region during the summer 

and shoulder seasons. 

Attracting international 

conferences to our shores also 

deliver significant benefits to 

New Zealanders. It brings the 

best minds in the world for 

each relevant sector within 

easy reach of individuals, 

organisations and our communities. 

Attending an international 

conference half way around 

the world can be a huge ask for 

New Zealand-based businesses 

or organisations, so it makes 

it more affordable to attend 

an international convention in 

our own country. The opportunity 

to expand our education 

and knowledge, build professional 

relationships and business 

opportunities, plus creating 

joint ventures, funding 

arrangements and social legacies 

should not be under-estimated. 

We are fortunate in our 

region to have world-class 

venues and facilities like 

Claudelands Event Centre 

and Mystery Creek, plus a 

world-leading university who 

help attract international conventions. 

We have also recently 

joined forces with Dunedin 

Convention Bureau to launch 

“Meet North South”, an initiative 

to generate business events 

which will benefit both regions 

over consecutive years. The 

partnership effectively solves 

the challenge experienced by 

New Zealand associations 

looking to hold business events 

for up to 500 people on a North 

Island / South Island regional 

rotation. 

If there is an international 

conference you would love 

to bring to our region, please 

get in touch. Not only can we 

help with the bid process and 

conference delivery advice, we 

may be able to attract support 

funding from Tourism New 

Zealand’s Conference Assistance 

Programme. 

TELLING WAIKATO’S STORY 

> BY JASON DAWSON 

Chief Executive, 

Hamilton & Waikato Tourism


Perry Group’s commitment to Te Awa 

Lakes threatened by ruling 

A government decision to decline Perry 

Group’s Special Housing Area application 

has recommended the proposed billiondollar 

Te Awa Lakes integrated mixed-use 

development be processed via a private 

plan change. 

That will delay Perry 

Group’s hopes to deliver 

a residential development 

containing at least 10 

percent affordable housing, 

said chief executive Richard 

Coventry. 

“We started following a private 

plan change with Hamilton 

City Council but were encouraged 

to take part in the Special 

Housing Area process instead, 

so we did. Now we have been 

sent back to the council’s process,” 

he said. 

“At every stage we have had 

great support from HCC and 

also from the public, and by 

the government’s own analysis 

Hamilton city is short 2500 

homes,” said Coventry. 

“Te Awa Lakes can deliver 

1500 new homes to the region 

including integrated mixed-use 

typologies needed for affordable 

homes, at no cost to the 

government or council. This 

decision puts these affordable 

homes at the most risk.” 

Perry Group is now assessing 

its options, which include 

using the existing industrial 

zoning to create an industrial 

park at the northern entrance to 

the city along 1.5 kilometres of 

riverfront property, or continuing 

with a private plan change 

through Hamilton City Council’s 

own process. 

“We see this site as so 

important to not only the residential 

growth of Hamilton, but 

to the creation of an economic 

corridor connecting the north 

of the city with the greater 

Waikato providing significant 

and positive community and 

commercial benefits for the 

region” said Coventry. 

“We want the opportunity 

to help make the Waikato a 

better place to live by creating 

a vibrant, master planned 

community hub which highlights 

the Waikato River and its 

power to positively connect our 

community. It would be a real 

shame to once again turn our 

back on our awa.” 

The issue isn’t one of requiring 

government funds, the 62ha 

site is owned by the Perry 

Group. It is ready to begin 

development immediately having 

earmarked funds for this 

project over the next five years. 

“All we need is approval to 

spend our own money building 

infrastructure and housing that 

this city and region needs,” 

said Perry Group chairman 

Simon Perry. 

“We still hope it will be possible 

to bring the key objectors 

together and to avoid the RMA 

process wasting unnecessary 

time and money which could 

impact our ability to deliver our 

vision for a mixed-use community.” 

and business advisory 

firm is giving back to its 

not-for-profit clients. 

PKF Hamilton managing 

director Bernard Lamusse said 

PKF nationally had worked 

with cloud-based accounting 

software giant Xero to secure 

free six-month Xero subscriptions 

for new not-for-profit 

customers. 

“We are incredibly proud to 

have been able to secure this 

fabulous give away for charities 

and not-for-profit organisations,” 

Bernard said. 

PKF Chartered Accountants 

PKF Hamilton gives back to not-for-profits 

A 

Hamilton accounting 

will provide free six-month 

subscriptions to Xero for new 

charitable/not-for-profit customers 

that sign up through 

any PKF office in New Zealand 

between April 1 and June 

30 this year. 

“Being able to provide this 

is our way of saying a huge 

thank you to our community 

and the charities that our clients 

and staff work with. We 

see the incredible mahi that 

not-for-profits do to make our 

communities stronger, more 

vibrant and resilient and we 

thank you wholeheartedly for 

that.”

Relocating companies find 

solution to woes of old 


51 

When faced with the clearance 

of floors of furniture prior 

to a relocation, one of New 

Zealand’s oldest institutions 

had to make some hard decisions. 

Knowing it was worth little 

on the second-hand market, the 

questions were then, was it a 

cost-effective option to employ 

an already busy staff member 

to clear it? 

How many charities and 

schools would it take to deplete 

the pile? And would the 

stake-holders’ conscience sit 

well should anything be sent to 

landfill? 

Avelle Interiors was an 

existing supplier of new furniture 

to the organisation and had 

a new service, Re:Direct. 

And it’s that service that 

removed an enormous problem 

for the client and turned it into 

opportunities for a multitude of 

others. 

With Re:Direct, the furniture, 

fittings and equipment are 

checked fully in terms of condition 

and quantities, and then 

in conjunction with the client’s 

own relocation time-line, the 

items are removed from site 

and delivered to locally based 

charities, and approved organisations, 

schools and clubs. 

Working with a registered 

New Zealand charity, Re:Direct 

ensures the bare minimum 

of goods get to land-fill. 

“There’s a readily growing 

list of groups that we know are 

waiting for the obvious desks 

and chairs, but also things like 

screens, tops and lockers are 

needed” says Re:Direct project 

manager Wendy Martin. 

“We’ve re-purposed what 

may seem the oddest of items 

and we’ve seen individuals 

given employment opportunities 

they wouldn’t have necessarily 

had otherwise,” she 

says. 

A new project has Re:Direct 

clearing 63 containers for a client, 

each of 20 cubic metres. 

As each container is 

checked by Re:Direct staff, it’s 

then cleared and distributed. 

“To date this project has 

seen over 24 tonnes of items 

removed with absolutely nothing 

going to landfill and as well 

as all the good this client has 

done, they have the added benefit 

of reducing storage costs,” 

Wendy explains 

At the completion of a Re:- 

Direct project a full outline of 

what’s been taken and where is 

given to the client. 

“Love What You Do is a 

report of the people and groups 

that have been on the receiving 

end of what had begun as a 

logistical nightmare. 

“The client then gets to 

share that information with 

staff and stakeholders and 

when everyone can see the 

good that’s resulted it’s an 

enormous boost to all of 

them.” 

While companies contact 

Re:Direct for help, Wendy 

Martin believes the best point 

to begin is with the project 

architects and designers to 

ensure the most efficient workflow 

and least interruption to a 

client’s productivity. 

“If we can be involved in 

the planning stages, it’s the 

ideal point to identify any furniture 

relocation problems and 

our solutions. 

“And if we’re able to let 

charities and groups know 

what’s potentially available, 

then it helps them in forward 

planning. 

“Re:Direct is such a simple, 

transparent way to help 

a huge number of people, 

and help companies and institutions 

reach sustainability 

goals.” 

Contact: Wendy 021777438


Changes at the top 

Region’s population growth challenges high on 

agenda for new hospice chair 

Addressing the challenges – and the 

opportunities – that the region’s burgeoning 

population growth brings is high on Hospice 

Waikato’s new board chair’s agenda. 

Margaret Devlin has 

taken the reins from 

Alastair Calder who 

is stepping down. 

Hospice Waikato chief 

executive Craig Tamblyn said 

the organisation’s success is 

because it is always evolving 

to best meet the ongoing challenges. 

“We’re hugely grateful to 

Alastair for his contribution. 

He’s guided Hospice Waikato 

to where it is today, establishing 

a very solid foundation for 

the future.” 

Calder has been a trustee 

since 2005 and board chair 

since 2010. 

“He’s seen us through substantial 

growth and restructure, 

as Hospice Waikato moved 

from a cottage industry to now 

being the second largest palliative 

care specialist in the 

country.” 

Devlin is now tasked with 

ensuring Hospice Waikato 

continues to meet the region’s 

palliative care needs into the 

future. 

“We have to ensure we 

have an organisation that is 

always fit for purpose and for 

the future, so we’ll be taking 

the opportunity to look at our 

strategy,” Devlin said. 

“We have an opportunity 

to ask how we can best deliver 

our services and to still be 

innovative in how we do that.” 

“It’s not an ageing population 

that we are concerned 

about because people of any 

age come through the service. 

Instead, it’s about understanding 

the marketplace, understanding 

the demographic, in 

a growing region with growing 

population to ensure that the 

service we provide is appropriate 

for the people who need it.” 

About 70 percent of Hospice 

Waikato’s revenue comes 

from the Waikato DHB, with 

the balance stemming from 

its commercial arm – its fundraiser 

events such as the Bucket 

List Banquet, and second-hand 

stores – which accounts for 

around $4.6 million a year. 

“From a business perspective 

it makes sense for us to 

look at our commercial arm 

and to see if there are better 

ways to do that, and whether 

we need to further diversify 

our revenue streams to ensure 

our long-term financial sustainability. 

Because what it 

boils down to is that we want 

to ensure this service remains 

completely free to every person 

and their families who 

Craig Tamblyn and Margaret Devlin. 

need it,” Devlin said. 

The region’s population 

surge in the past five years, 

driven primarily by Auckland 

house prices, isn’t likely to 

slow down soon. With new 

transport corridors set to open 

and businesses looking to 

move their operations to the 

regions to tap into affordable 

housing and transport hubs, 

Hospice Waikato is mindful of 

how it can continue to deliver 

services to a growing population. 

Part of that, Devlin said, 

is also about telling Hospice 

Waikato’s story. 

“The services we provide 

isn’t just for people with 

cancer; it’s for people with 

any life limiting illness. And 

it’s certainly not just about 

what we do at [the inpatient 

unit or Rainbow Place] at 

Cobham Drive. 

“We work with families all 

around Waikato and because 

no two people… no two families 

are ever the same, the work 

we do is tailored to what they 

need. And we need to tell people 

that. We need to tell those 

stories about what we do and 

the difference that we make.” 

Devlin is a professional 

company director with extensive 

governance and executive 

experience in the water 

and infrastructure sector both 

in New Zealand and UK. She 

serves on a wide range of 

boards throughout New Zealand 

with a particular focus on 

people and culture. She is an 

active and vocal supporter of 

diversity and inclusion in the 

workplace. 

New chief executive appointed to Ultrafast Fibre 

John Hanna has been 

appointed as the chief 

executive of WEL Group’s 

100 per cent community-owned 

fibre business Ultrafast Fibre 

Limited (UFF), replacing William 

Hamilton who retired in 

September. 

WEL chairman Rob Campbell 

said Hanna will start in 

the role on June 4, and thanked 

Geoff Lawrie for his contribution 

as interim chief executive. 

Lawrie will now step back from 

this executive role and focus on 

his independent non-executive 

directorship of both WEL and 

UFF. 

“We have been able to 

secure John who is a highly 

experienced New Zealand chief 

executive with a strong track 

record in the technology sector,” 

Campbell said. 

“John was the CEO of Network 

for Learning from 2012- 

17, the CEO of Maxnet from 

2009-12 having been the chief 

operating officer of Simpl from 

2006-08. Earlier roles included 

senior executive positions in 

IBM, Computerland and Sol- 

Net Limited in New Zealand 

and Australia.” 

Hanna is a member of the 

New Zealand Institute of Directors, 

a trustee of the Professionelle 

Foundation (a charitable 

trust supporting professional 

women in all stages of their 

career), chair of the Eat Right 

be Right Trust, and a trustee of 

the Bright Future Trust. 

“John joins Ultrafast Fibre 

at a very exciting time with 

continued customer focus on 

the rapid migration from copper 

to fibre, and as we prepare 

to deliver unbundled access to 

the UFB network,” Campbell 

said. 

Meanwhile, as New Zealand 

gears up for its largest ever 

festival of innovation this May, 

Ultrafast Fibre is the platinum 

sponsor of the Te Waka event 

series in Waikato. 

“We are a proud regionally-based 

and community-owned 

business, supporting 

more than 120,000 customer 

connections on our fibre network 

across the central North 

Island,” Lawrie said. 

“Geography should never 

be a barrier to participation in 

our growing tech industry, and 

this is an opportunity for us to 

ensure our local communities 

can access and participate in 

Techweek events.” 

The theme for Techweek19 

is “innovation that's good for 

the world”, with a focus on 

how New Zealanders can find 

and create solutions to some of 

Creative Waikato 

searching for new CEO 

Creative Waikato has started a search 

for a new CEO. 

That follows the resignation of 

inaugural CEO Sarah Nathan, whose last day 

with the organisation will be July 5. 

Nathan is moving to London where she 

has accepted a position as global marketing 

and business development manager with 

CharcoalBlue. 

Creative Waikato Board chair Amanda 

Hema said Nathan has played a pivotal 

role in establishing and growing Creative 

Waikato. 

“She has certainly left a positive mark 

that will be felt for many years to come. 

“While our board and staff are sad to see 

Sarah depart, we are focused on the future 

the world’s biggest challenges. 

“Despite Waikato recently 

being named the fastest-growing 

tech region in New Zealand, 

we know there is still work to 

be done around access, and it 

starts in our own backyard,” 

said chief operations officer 

Richard Riley. 

“Ultrafast Fibre has committed 

to an ambitious work 

programme for 2019, which 

includes a suite of innovative 

approaches to support digital 

inclusion across regional New 

Zealand.” 

Visit www.cultivateit.nz/ 

TechWeek for the full programme 

of events and further 

information. 

as we prepare to welcome a new leader at 

the helm who will help us continue our 

important work of building capability within 

Waikato’s creative sector. 

“Creative Waikato recently revised its 

10-year vision. With this new focus in mind, 

we believe this time in Creative Waikato’s 

history is a wonderful opportunity for a new 

CEO to pick up the mantle and bring our new 

vision to life.” 

Headquartered in Hamilton, Creative 

Waikato was established in 2012 and works 

to build capability within the region’s creative 

sector. It provides support to artists, 

connects organisations to encourage collaboration, 

promotes Waikato’s creative sector 

and is an advocate for the arts community.

CHILD FOCUS 


53 

Learning to read is not a natural skill. 

Some children find it easier than others 

Learning to speak is a natural skill, but 

learning to read and write is not. Some 

children certainly find it easier than others. 

What we know for certain is that it is not ok 

for us to leave reading to chance. 

It is not developmental, and 

comments such as “he’s a 

boy, it will come,” are not 

helpful. Are you a parent? Do 

you have that inkling that something 

is not quite right in terms 

of your child’s ability to read and 

write? Your child has strengths 

in some areas but seems to have 

significant challenges in others? 

They have such great ideas and 

vocabulary. Perhaps the story 

below resonates with you? 

Whilst at kindy, a four year 

old drew a freehand diagram of 

how he wished the playground 

be organised. The diagram 

American Jazz, Ballet, 

Hip Hop, Tap, Contemporary, 

Musical Theatre 

- 3 years to adult. 

Term 2 begins on Monday 

29 April. Please enrol early. 

Learn in a caring, positive, 

joyful, inclusive and successful 

studio culture. You are 

welcome to visit our upmarket 

facility. We have highly trained 

was specific. It appeared to the 

naked eye to be drawn to scale 

and also displayed the talent he 

possessed. This little man was 

able to explore his interests, to 

show his ability to learn and to 

interact with the world around 

him. His kindy teachers suitably 

impressed with his ability, were 

very excited for his pending 

entry through the school gate. 

Armed with a giant smile, 

supportive family and a persistent 

speech impediment in 

tow his school days began… 

Year one ended and (not for the 

lack of trying) he hadn’t learnt 

teachers, superb exam results, 

the biggest range of top-quality 

syllabi, and fabulous endof-year 

Shows. Teaching standards 

are extremely high, and 

exams are moderated by external 

experts. It’s a great place 

to be. 

We have the best facilities in 

the region - a new, custom-designed, 

4-studio complex, with 

to read, year two ended and (not 

for the lack of trying) he hadn’t 

learnt to read, year four ended 

and (not for the lack of trying) 

he hadn’t learnt to read, and so it 

goes. At ten years of age he was 

diagnosed as a bright dyslexic. 

Finally, he and his family had 

some insight and understanding 

as to why he had such great 

difficulty learning to read, write 

and spell. But… ten years old 

is too late. Five whole years of 

schooling had conditioned him 

to believe he was dumb, unable 

to learn and that he would never 

learn to read. 

This story is not unique 

by any means. This little man 

didn’t ‘not learn’ for lack of trying 

nor commitment on behalf 

of his teachers, parents and others. 

It was certainly not a case 

of…. “he wasn’t ready”. To 

this day he would be illiterate 

if they had taken the ‘wait to 

sprung floors, commercial air 

conditioning, a separate ventilation 

system, wall-length 

safety mirrors, double ballet 

barres, with the latest health 

and safety features, viewing 

areas, and free parking. We’ve 

been in Hamilton for 30 years. 

Weekend classes are available. 

Class sizes are limited. Fees 

are paid by the term. 

fail’ approach any longer. There 

were an increasing number of 

chinks in his education chain. 

So many so that it he may never 

catch his peers. 

As a parent of a dyslexic 

teenager and leader in education 

I find myself investigating; 

why haven’t we learnt from 

these endless experiences and 

stories? What haven’t we taken 

notice of from the mountain of 

international research and evidence? 

How might we go about 

improving our system for these 

children who were in fact born 

dyslexic, (identifiable on school 

entry if not before)? Why in 

New Zealand do we continue to 

ignore what the science of learning 

to read tells us? Why do we 

hold so dearly and continue to 

fund reading recovery when 

the research this was founded 

on has been superseded with 

many findings indicating the 

Jazz Unlimited Dance Studio 

programmes inappropriateness 

for dyslexic students. 

New Zealand teachers are 

committed to say the least. Our 

students and teachers require 

more though. The following 

would be a fine start or progression 

for those on this journey: 

• Early identification philosophy 

in place - not waiting 

until 7 for an official diagnosis 

• School Entry assessments 

which inform teaching and 

learning steps and relate to 

early signs of dyslexia 

• Professional Learning - 

Structured Multisensory Literacy 

• Implementation of funded 

evidence based teaching 

approaches 

• Elimination of funding 

for non evidence based 

approaches / programmes 

• Training for school sencos 

• Training for teacher assistants 

A connected and collaborative 

approach towards the extra 

(external) support between 

teachers (gps) and specialists in 

this area 

Compulsory quality pre and 

in service courses in the area of 

learning differences 

As a nation of incredible 

people, parents, teachers and 

school leaders it is time for us to 

be (more) receptive to the fact 

that our beliefs, perspectives 

and knowledge around Dyslexia 

must be expanded. Our literacy, 

social justice and mental health 

rates rely on this. 

During my time as a classroom 

teacher, advisor, school 

leader and now a consultant in 

the area of learning differences 

I have long held the belief that 

we are one (very important 

and influential) link of many 

in a students education chain. 

It is up to us to ensure our link 

is strong but not rigid, upright 

but not arrogant, standing at the 

ready to connect with not only 

the easiest to reach or expected 

link but those which may take 

the student on a turn or link for 

the best. Their world depends 

on our ability as educators to be 

vulnerable, to learn and to realise 

we may have got it wrong in 

the past. 

Now is the time because 

learning differences exist. 

Always have, always will. 

Carla McNeil, Founder, Learning 

Matters Ltd #becauselearningdifferencesexist 

More 

Education 

= More 

Opportunity 

Enrol now for Term 2, 2019. 

Spaces may be limited. 

Please pre-register by email. 

Term 2 begins on 29th April. 

Jazz Unlimited Dance Studio: 

Email: jazzunlimited@xtra.co.nz 

Phone: 838 0096. 

The timetable is on www.jazzunlimited.co.nz. 

We are at 188 Kent Street, Frankton (Norton Road end). 

Visitors are welcome. 

Planet Dance: Ballroom, Latin, Salsa, Argentine 

Tango, Modern Jive. 12 years to adult. We are also 

wedding dance specialists. 

Email: planetdance@xtra.co.nz 

Phone: 838-0096. 

BOOK YOUR SPOT IN 

OUR MAY ISSUE 

For more information contact the team today 

at info@wbn.co.nz or 07 838 1333


CHILD FOCUS 

Looking for the best 

studio for your child 

to start dance? 

BALLET - JAZZ - TAP - HIP HOP 

MUSICAL THEATRE - CONTEMPORARY 

07 855 1524 - lissettevalerie@gmail.com 

www.valerielissettedance.co.nz 

Rotokauri Early 

Education Centre 

top quality spot for 

your children 

Children are loving the new Rotokauri Early 

Education Centre, in Arthur Porter Drive, 

which opened in January to extend Early 

Education Waikato’s top-quality childcare 

options for families living and working in 

Hamilton’s northwestern suburbs. 

With plenty of offstreet 

parking, and 

recent roadworks on 

Arthur Porter Drive now completed, 

drop-offs and pick-ups 

are a breeze for busy parents. 

Like all Early Education 

Waikato centres, the outdoor 

areas have been carefully 

planned and professionally 

landscaped to provide a variety 

of fun learning activities with 

plenty of space. Water play, a 

large sandpit, and undulating 

bike track frame an area with 

plenty of grass areas and room 

to explore. 

Inside the centre, individualised 

areas for babies, toddlers 

and pre-schoolers have 

age-appropriate resources and 

activities available to provide 

a real home-away-from-home 

feel, along with meals prepared 

to NZ Healthy Heart standards. 

We’re very proud of the latest 

addition to the Early Education 

Waikato family of centres 

and are taking enrolments now. 

You can view a video walkthrough 

of the new centre – 

search Rotokauri Early Education 

Centre on YouTube — or 

drop in, look around and meet 

the team. 

Rotokauri joins the other 

popular Early Education 

Waikato childcare centres – 

Claudelands, Cumberland, 

Fairfield on Bankwood, Rototuna, 

Te Rapa and The Park – 

to give parents more options 

for top quality childcare, wherever 

in the city you may live. 

While each centre is unique, 

they all share characteristics 

like the Healthy Heart Award 

meals, Enviroschools, Under5 

Energize, and the popular Cool 

4 School transition programme 

which prepares four-year-olds 

for the next stage of their journey 

to school. 

For enrolment details contact 

Early Education Waikato 

for more information on 0800 

CHILDREN (244 537) or rotokauri@kindergarten.org.nz. 

For more information on Rotokauri 

Early Education Centre 

and the other Early Education 

Waikato centres in Hamilton 

please visit www.kindergarten. 

org.nz.


55 

1 The Boulevard, Te Rapa, Hamilton 

WWW.WINGER.CO.NZ

“They’re a good bunch of people who understood our needs well.” 

CAL Isuzu Managing Director - Ashok Parbhu. 

Office renovations at CAL Isuzu in Te Rapa, 

project managed by refurbishment specialists 

Foster Maintain, has enabled the extensive 

truck dealer network to establish a new Head 

Office in Hamilton. 

The move, driven by senior executives in the 

business, was critical to the future of CAL 

Isuzu says Managing Director Ashok Parbhu. 

“The objective of this project was to bring 

our ‘nerve centre’ together in Hamilton, 

breaking down the walls to create a modern 

and cohesive work space with good natural 

lighting and an easy flow. 

“We chose Foster’s because they completed 

a project for us in 2014. That experience was 

our key driver in getting them back.” 

The first floor of the building was made up of 

a series of small glass walled offices. 

These offices were all demolished and 

refitted to create an open plan middle space 

with two smaller offices, a small meeting 

room (‘The Gear Box’) and a larger videolinked 

boardroom (‘The Engine Room’). 

Foster Maintain worked around CAL 

staff to complete the project in 10 weeks. 

Complications arose when Council plans 

were different to the architectural drawings 

and they encountered some fire damage. 

Still, the project was completed on time. 

“We are very happy with the end result” says 

Ashok. “It looks fantastic and the open plan 

space works well for everyone. 

“We enjoyed a seamless journey with Foster 

Maintain to get here. They are a good bunch 

of people who understood our needs well.” 

FOSTERS.CO.NZ . 07 849 3849

Waikato Business News April/May 2019

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