March 2024 - Bay of Plenty Business News

MARCH 2024 VOLUME 8: ISSUE 3 

WWW.BOPBUSINESSNEWS.CO.NZ 

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SPACE JUNKY 

David Porter looks to the sky above in this 

month’s Porter Report 

Page 4 

UTF MILESTONE 

What’s the story? 

Page 7 

IP ISSUES 

Regular columnist Ben Cain shares 

a cautionary tale for artists 

Page 13 

BUSINESS 

PROFILE 

Business News speaks to 

Tauranga Business Chamber 

chair Jamie Lunam about his 

new role and how he sees the 

road ahead for the Chamber. 

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“I’ve been wanting to be on 

the board for some time and 

really the timing was quite good,” 

Lunam told Bay of Plenty Business 

News. “I chucked my name 

in the hat to be on the board and 

ended up as chair.” 

Lunam succeeded Leanne 

Elder, who held the role for three 

years, having been a board member 

for three years on becoming 

chair. There is no fixed term for 

the role, but chairs have typically 

served between three and six 

years. 

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March 2024 BAY OF PLENTY BUSINESS NEWS 3 

A FRESH FACE FOR 

> SPECIAL REPORT 

TAURANGA CHAMBER 

> From page 1 

Shaping local business 

Lunam noted the Chamber had 

a drive to be a part of helping 

shape economic, and in turn, 

social outcomes for Tauranga’s 

community. 

He told Bay of Plenty Business 

News that – especially over the 

past four to five years – he had 

seen quite a lot of transformation 

at the back end of the chamber. 

“The new board is tasked with 

taking that drive to a new base, 

which is where it needed to be.” 

Tauranga Business Chamber 

chief executive Matt Cowley said 

the make-up of the board reflected 

the business community, with 

good representation of small, 

medium and large businesses. 

“Despite the pandemic, previous 

boards have overseen 

improvements and investment 

across the organisation, while 

keeping the finances in good 

order,” he told the Bay of Plenty 

Business News. 

“The business landscape is 

fast-changing,” he said. 

“Jamie and the new board are 

focused on helping businesses 

overcome challenges and spotting 

opportunities.” 

Building business 

Tauranga is unusual in New Zealand 

in having two organisations 

that share many of the same 

objectives in supporting the business 

community. The two are generally 

seen as cooperating well. 

There is also a significant crossover 

of people involved in both 

organisations. 

Todd Muller, who recently 

retired as a National Party MP for 

the Bay of Plenty, has assumed the 

role of chair of Priority One. 

He told Bay of Plenty Business 

News: “The Chamber plays a significant 

role in this city and I have 

followed its efforts closely since I 

sat on the board in the late 1990s. 

“As chair of Priority One I 

am impressed with how the two 

organisations can effectively 

advocate and provide services to 

their respective members without 

tripping over each other,” he said. 

“In my view that talks to the maturity 

and real hands-on city-wide 

business experience that exists 

across the two organisations. I 

see the chamber as being great for 

SME networking and core capability 

building of individuals and 

teams within business.” 

Lunam said the Chamber probably 

would not see a lot of fundamental 

change at this stage as a lot 

of the transformation had already 

been done. 

The Chamber had surveyed 

members making sure they knew 

what they wanted, he added. 

“We’re going to build that into 

the strategic plan for the coming 

five years. It’s about knowing 

what you’re good at, and what 

you’re less good at.” 

Muller said that Priority One 

provided leadership on the strategic 

challenges of the Western Bay 

region as a whole. 

“This sees a strong focus on 

infrastructure, innovation, skills 

and global talent,” he said. 

“But of course, as is the nature 

with our connected city, both 

organisations have influence in 

all those areas, it’s not a hard 

delineation of duties and nor 

should it be.” 

Continuing evolution 

Lunam noted that Chamber chief 

executive Cowley had grown 

Jamie Lunam 

in his role. He said that his own 

aspirations included seeing Cowley 

continue to evolve. 

“The members I believe need 

to see more of him, especially in 

that local advocacy space,” said 

Lunam. 

“Now is the time for us to 

really step up that advocacy. One 

of the terms we keep using is ‘not 

just making noise, but making 

change’ – instead of just having 

an option on how can we alter the 

course of this.” 

He noted that his own recent 

career at Freshpac Systems had 

seen him involved in situations 

where the writing had been on 

the wall on some issues and outcomes 

were needed – but there 

was initial uncertainty about 

what the outcomes would be. 

“Now [the Chamber] thinks 

it knows what is happening, it 

needs to be recalibrating. There’s 

a lot of motivation out there and 

confidence is building all the 

time.” 

As to his new role at James and 

Co and chairing the Chamber, 

Lunam said: “Our strategic work 

[at Freshpac] had come to a conclusion, 

we’d gone through a lot 

of change and it was time for me 

to move on and do the things I’m 

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4 BAY OF PLENTY BUSINESS NEWS March 2024 

CONTACT INFORMATION 

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> THE PORTER REPORT 

‘How is the air up there?’ (1) 

> By DAVID PORTER 

Entrepreneurial Texasbased 

space company 

Intuitive Machines is 

basking in the glory of having 

created and managed the first 

American lunar module since 

1972 to land on the moon. 

They acted as a contractor to 

NASA. And IM’s stock price 

has soared. 

The landing represents 

a vivid example of the US 

government’s attempt to privatise 

and reduce some of 

the enormous cost of space 

exploration. 

The module is reportedly 

beginning to send reports 

back to Earth. 

As I have commented 

before in this column, our 

visible space is becoming 

crowded. As a result of the 

perfectly understandable 

desire of many to explore 

and understand the universe, 

the space that immediately 

surrounds us is becoming 

increasingly cluttered. 

Leaving to one side the 

aspirations of various earlier 

exploratory expeditions 

David 

Porter 

to the moon and to deeper 

space, we face a huge longterm 

problem. Our relentless 

increase in the use of GPS, the 

internet and mobile phones 

has resulted in a deluge of 

satellites circling the Earth, as 

well as thousands of orbiting 

fragments. 

Currently there are 

reportedly nearly 7,000 satellites 

within a few hundred 

miles of Earth, a number that 

reportedly could grow to several 

hundred thousand by 

2027. 

As space scientist Chris 

Impey commented in a recent 

online article on Ars Technica, 

“space junk is on the 

rise, and no one is in charge 

A monthly update on the business 

world from leading writer David Porter 

of cleaning it up”. He was 

writing in an article republished 

in The Conversation. 

Recently in August 2023, 

Russia’s Luna-25 probe 

crashed into the Moon’s 

surface, while India’s Chandrayaan-3 

mission successfully 

landed. 

“With more countries 

landing on the Moon, people 

back on Earth will have to 

think about what happens 

to all the landers, waste, and 

miscellaneous debris left 

on the lunar surface and in 

orbit,” wrote Impey. “Like 

many other space experts, 

I’m concerned about the lack 

of governance around space 

debris.” 

The debris includes nearly 

100 bags of human waste. 

Humans have also left a lot 

of other junk on the moon, 

including rocket boosters 

from more than 50 crash 

landings, plus everything 

from feathers to golf balls. 

Meanwhile, Earth’s orbit 

apparently includes broken 

spacecraft and sundry pieces 

of debris dropped by astronauts. 

And the fragments 

are fast-moving, many times 

quicker and more potentially 

lethal than a bullet. 

However, there is one 

potentially brighter thought 

(depending on how you feel 

about the existence or otherwise 

of an afterlife, or cemeteries). 

At least two companies 

are offering “cheap” 

options to blast your loved 

one’s ashes into space and 

secure a repository for them 

on the Moon. Compared to the 

reported cost of some American 

funerals, I suppose they 

could be considered cheap. 

The waiting list is apparently 

now open. 

The cremated remains of 

more than 450 people have 

reportedly been blasted into 

space since Star Trek creator 

Gene Roddenberry paved the 

way in 1992. But apparently, 

almost every tiny cache of 

ashes has come back down to 

Earth or been burned up on 

re-entry, according to news 

reports. Hence, presumably, 

the enthusiasm of private 

companies to offer a promised 

site of eternal rest on the 

Moon. 

1. Songwriters: Steve Duboff, Artie Kornfeld


Showcasing Kiwi 

cleantech innovation 

to Silicon Valley 

Twelve Kiwi ventures are 

a step closer to securing 

partnerships and a slice of 

around NZ$80 billion invested 

every year in cleantech 

startups after returning from 

Cleantech Trek USA. 

The globally ambitious Kiwi cleantech 

ventures connected with corporates 

and investors at networking events 

in Silicon Valley and at the 2024 Cleantech 

Forum North America, in San Diego, as 

part of a New Zealand Cleantech Mission 

led by Callaghan Innovation in January. 

Cleantech Mission Lead Phil Anderson 

says the ventures, at various stages from 

pre-revenue to growth, are developing 

solutions to global challenges in areas like 

renewable energy, clean water, wasteto-value, 

carbon capture, fusion and carbon-free 

concrete. 

“With the next wave of unicorns – 

start-ups valued at $1billion – likely to 

include plenty of companies addressing 

global issues like climate change and environmental 

degradation, there’s a huge 

economic opportunity for our globally 

focused Kiwi cleantech startups. 

“Aotearoa New Zealand has a rich history 

of developing and piloting innovation 

before scaling offshore. 

“With success stories including the 

likes of carbon recycling trailblazer Lanzatech, 

and the Kiwi cleantech founders 

who have attracted investment, including 

from the likes of IKEA and Khosla Ventures, 

we have some tangible momentum 

to lean into. 

“At the New Zealand pitch and networking 

sessions it was clear that the 

corporates and investors gathered were 

impressed with the quality of the Kiwi 

innovators involved, and that this group 

of startups is, like those who have gone 

before, positioned for global acceleration. 

Phil Anderson says while the economic 

opportunity is great there are still challenges 

to overcome before more Kiwi 

> Aotearoa New Zealand has a rich history of developing 

and piloting innovation before scaling offshore. With 

success stories including the likes of carbon recycling 

trailblazer Lanzatech, and the Kiwi cleantech founders who 

have attracted investment, including from the likes of IKEA 

and Khosla Ventures, we have some tangible momentum to 

lean into.” 

– PHIL ANDERSON 

cleantech startups can succeed in global 

markets. 

“We have world-class people and technology 

but in many cases we just don’t 

have the market size or growth capital 

needed for our cleantech startups to reach 

their potential in global markets. That’s 

why it’s vital for founders to seek out 

international connections. 

“For US-based entities it’s much easier 

to partner with or invest in local technologies 

and talent. They need to see something 

very special and believe strongly in 

a founding team before wanting to work 

with a Kiwi cleantech venture. 

Phil Anderson says having a number of 

capable and passionate female founders 

there was a highlight, as was supporting 

ventures from across the motu, including 

those from Auckland, Tauranga, Rotorua, 

Taupo, Wellington, Christchurch and 

Southland. 

“Having representation from our local 

deep tech venture capital funds Outset 

Ventures, Pacific Channel and Quidnet 

Ventures showed offshore investors the 

potential for strong local VC partnerships,” 

he says. 

Nilo CEO Glen Willoughby says there 

was, “huge value for us because we have 

just opened our series A capital raise. We 

met with all the strategic investors we 

wanted to connect with and others we 

weren’t aware of as well. We also had 

some excellent strategic conversations 

at the Stanford Doerr School of Sustainability 

and with US-based Kiwi cleantech 

founders.” 

Bspkl CEO Christina Houlihan says, 

“The journey in the US has been nothing 

short of amazing, providing valuable connections 

with inspiring individuals and 

uncovering insightful stories. The wealth 

of knowledge gained about navigating 

investment pitches in the USA has been 

invaluable. I’m grateful for the opportunities 

and excited about what lies ahead.” 

Cetogenix CEO Trevor Stuthridge says 

the Cleantech Trek was “an incredibly 

valuable enabler for international outreach 

and ecosystem engagement. Cetogenix 

was privileged to participate and 

proud to be in such inspiring company.” 

New Zealand Climate Tech For the 

World, a Cleantech Group report commissioned 

by Callaghan Innovation, found 

that New Zealand cleantech innovators 

raised 95% less investment than those in 

small advanced economies on average 

between 2011 and 2021. 

Recent data showing a big increase 

in New Zealand cleantech investment in 

2023, with venture and growth investment 

worth over $NZ390 million compared to 

around NZ$80 million in 2022, shows the 

sector is heading in the right direction, 

says Phil Anderson. 

New Zealand Climate Tech For the 

World recommended that this country 

take a co-ordinated approach to supporting 

cleantech innovators with global 

ambitions. 

“Cleantech Trek USA is an example of 

efficient and aligned collaboration from 

across Aotearoa New Zealand’s agencies 

to support participating ventures. 

“Building the profile of the New Zealand 

cleantech startup ecosystem is a 

marathon, not a sprint. We look forward 

to working with our cleantech ventures 

and our partners going forward,” says Phil 

Anderson. 

NEW RATE WILL 

OVERTAX 89% 

OF TRUSTS 

New data from Inland Revenue has 

revealed that incoming legislation 

to tax all trusts at the top 39% tax 

rate will result in 89% of all trusts being 

overtaxed. 

Appearing at the Parliamentary 

Finance and Expenditure Committee 

(FEC) this morning, Chartered Accountants 

Australia and New Zealand (CA 

ANZ) Tax Leader John Cuthbertson FCA 

spoke to new information obtained 

through an Official Information Request, 

the disproportionate effect on thousands 

of small trusts, and CA ANZ’s proposed 

solution. 

“The proposed 39% rate is aimed at 

the 11% of trusts that earned 81% of the 

income, and in most cases that’s entirely 

fair. But it’s a sledgehammer that will have 

significant collateral damage. Based on 

Inland Revenue’s numbers, the remaining 

89% of trusts will be overtaxed.” 

“Our proposal for a two-tier tax structure 

with a $100,000 tax cliff is pragmatic, 

and is more likely to be acceptable to 

Government, given a reduced fiscal cost. 

Trusts under that threshold would be 

taxed at 33%. Trusts with taxable income 

over $100,000 would have the whole 

amount taxed at the top 39% rate.” 

“The benefit of this approach is that 

it mitigates taxation overreach for 83% 

of trusts, reduces the need for multiple 

exemptions, provides certainty and simplicity 

and minimises compliance costs 

– all key components of good tax design.” 

Notably, the proposal features a tax 

cliff, where every dollar of income is 

subject to tax at the higher rate if the 

threshold is breached. This differs from 

a marginal rate structure, where only the 

additional income above the threshold is 

taxed at a higher rate. 

Implementing a tax cliff at $100,000 

would help alleviate concerns about 

gamesmanship, such as the potential 

for multiple trusts to be formed to take 

advance of the proposal, as the costs to set 

up and administer multiple trusts would 

outweigh the benefits. 

“It should be understood that trusts are 

formed for a variety of reasons including 

asset protection, business continuity and 

succession, privacy and confidentiality, 

providing for the welfare of beneficiaries, 

charitable giving and intergenerational 

wealth transfer.” 

“The two-tier proposal would still 

enable the top tier of trusts to be taxed 

at 39%, while allowing for targeted 

exclusions to reduce this rate where 

appropriate.”


> BUSINESS PROFILE 

RAPSON LOANS 

AND FINANCE 

Tristan Hewett 

Mortgage, Business & 

Commercial Finance 

Brooke Reynolds 

Mortgage, Business & 

Commercial Finance 

Jacques Pitts 

Financial Adviser – 

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MEET THE TEAM 

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Tristan Hewett 

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Tristan is one of our directors, specialising 

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Tristan has a wealth of experience as 

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Brooke Reynolds 

Director, Financial Adviser – 

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Finance 

Brooke is our other Director, specialising 

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Brooke has over two decades of experience 

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Recently named a finalist in the prestigious 

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Jacques Pitts 


Jacques is an experienced account 

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Jacques is dedicated to helping 

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simple. 

Trudie Rutherford 

Financial Adviser – Risk 

Trudie is a risk specialist, with over 

15 years of experience in the financial 

services industry. She has a passion for 

working with families, understanding 

their specific needs, and formulating a 

tailored plan for them to protect their 

debt and income within their budget. 

Michelle Schwab 


Michelle has an entrepreneurial background 

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industries. Being a business owner 

gives Michelle a unique understanding 

of home loan policies and budgets. She 

offers valuable insights into the local Bay 

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Michelle has gained experience in 

both Australia and New Zealand and has 

worked in finance and lending. 

Andre October 


With a passion for property and 

investments, Andre brings a wealth of 

experience with a diverse work background 

in the mining and construction 

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Now as a financial adviser, his expertise 

is focused on guiding individuals 

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With experience like this on 

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New Zealanders are choosing 

mortgage advisers for their first home 

loans and financial needs. 

Recent statistics released from the 

New Zealand banks have confirmed that 

the number of Kiwis using financial advisors 

and mortgage brokers is increasing 

year on year. The Bank of 

New Zealand confirmed the adviser 

channel accounted for 34.8% of BNZ 

home loans compared to 30.7% of the 

previous financial year. As part of their 

FY23 results, ANZ confirmed the proportion 

of home loans through advisers was 

60%, up from 56% for FY22. 

In the six months to September 30, 

2023, Kiwibank confirmed that the percentage 

of new home loans (by value) 

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For Westpac, adviser-introduced 

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One of the key contributors to this 

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Long-term plan our key focus 

The Tauranga City Council Commission’s focus 

for the first four months of 2024 is very much 

on finalising and adopting the 2024-34 Longterm 

Plan (LTP). 

> So far, Tauranga is the only council in the country which has consulted 

on the road pricing concept, which would likely be very similar to the 

congestion charging proposed by the Government. 

> By ANNE TOLLEY, TAURANGA COMMISSION CHAIR 

As mentioned in previous columns, 

a key feature of the draft 

LTP, from a business perspective, 

is the proposal to introduce a new 

industrial rating category. And, from a 

longer-term perspective, the opportunity 

for the community to express its 

views on the SmartTrip variable road 

pricing concept, as a way of addressing 

traffic congestion and financing future 

road network improvements, will also 

be of significant interest to businesses 

generally. More on that later. 

The industrial rate proposal was 

based on the need to ensure that different 

categories of ratepayers are 

contributing fairly to the cost of running 

the city. 

While industry, which is defined 

by land uses devoted to industrial 

operations and port, transportation 

and utility network activities, contributes 

much to our community, these 

businesses have a disproportionate 

impact on our roading network and 

environment and the LTP consultation 

process sought feedback on whether 

they should be paying more than other 

commercial ratepayers towards the 

council’s funding requirements. 

Just over 65% of some 1200 submissions 

on this subject supported that 

perspective, and the proposal that an 

industrial category should have a rating 

differential of 2.7 (i.e. industrial 

ratepayers should pay 2.7 times the 

residential general rate, calculated on 

property values), to be phased in over 

a three-year period. For other commercial 

ratepayers, that would allow 

the current 2.1 differential to remain 

unchanged. 

The Commission will be considering 

all of the submissions on this subject 

at the LTP deliberations meeting 

in early-March and while no decisions 

will be finalised ahead of the adoption 

of the LTP in late-April, we do have to 

make a balanced decision based on 

fairness and the best interests of the 

city as a whole. 

Feedback on the SmartTrip concept 

was substantially negative, and in any 

event, would require major legislative 

change before the idea could be 

advanced. However, there are some 

complexities that need to be taken into 

account in any future thinking about 

road pricing. These include: 

• If we don’t have a circuit-breaker 

that encourages people to use our 

roading network differently, the 

current congestions problems will 

only get worse. That will likely 

mean more time sitting in traffic 

jams, which would obviously have 

a productivity impact for the commercial 

sector; 

• Road pricing could raise a substantial 

amount of money to improve 

the transport network, paid for by 

all road users (not just Tauranga 

ratepayers) – funding that rates 

could never provide; 

• And, most importantly, the whole 

matter may well be taken out of 

our hands. The National Party’s 

transport policy is to “introduce 

congestion charging as a new tool 

to help reduce travel times in our 

congested cities”. Coalition partner 

New Zealand First also wants 

an inquiry on the use of road user 

charges instead of fuel excise to 

increase the efficiency and productivity 

of the national roading 

network. 

So far, Tauranga is the only council 

in the country which has consulted 

on the road pricing concept, 

which would likely be 

very similar to the congestion 

charging proposed by the Government. 

We therefore have 

some rich feedback to pass-on to 

central Government as it considers 

how best to address traffic congestion, 

the need to reduce carbon 

emissions from transport activities 

and future transport 

funding for Tauranga 

and the country as 

a whole. 

As you can 

see then, we 

have 

much 

to 

deliberate 

on this 

month, and 

to take into 

consideration 

as we 

develop 

our 

final 

plan 

for 

the next 10 

years. 

NEW MILESTONE REACHED FOR 

TAURANGA’S PROPERTY AND 

BUSINESS ORGANISATION UTF 

Tauranga’s Urban Task Force (UTF) 

is celebrating its third anniversary, 

having more than doubled its membership 

during a transformational time for 

the city. 

The organisation represents Tauranga 

property owners, developers and business 

communities and advocates to support the 

city’s growth and encourage collaboration. 

UTF Chair Scott Adams and his fellow 

board members have over 230 years of 

combined property industry knowledge 

and expertise. 

“In late 2020 the idea of a Tauranga-focused 

property industry group was initially 

floated, to unite some of the growing 

factions and work together for a prosperous 

city built on the backbone of a strong 

and successful property and development 

sector,” Adams recalls. 

“At the time, Tauranga was in a state 

of crisis, with non-performing elected 

councillors replaced by commissioners, 

a deserted CBD, record property prices 

despite decades of under investment in 

local assets and civic amenities, and a 

severe shortage of zoned and serviced land 

for new housing.” 

In the past 12 months UTF has weighed 

in on local government planning changes, 

housing development proposals, natural 

hazard mapping, SmartGrowth strategies, 

infrastructure decisions, and Tauranga 

City Council’s Long-term Plan. 

They’ve also held public meetings to 

hear from local political candidates and 

hosted guest speakers such as former Minister 

of Finance Grant Robertson and ASB 

Chief Economist Nick Tuffley. 

“We’ve proven that a collective voice 

and unified action is the most effective 

way to drive change,” Adams says. “Our 

members are passionate about Tauranga 

and seeing the wider region succeed. 

We’ve seen some strong steps in the right 

direction to invest in much-needed infrastructure 

and community amenities. But 

there’s still a lot to do.” 

Tauranga continues to have a chronic 

housing and land shortage. Based on current 

growth projections, the city will be 

short 80,000 houses and 400ha of industrial 

space by 2050. 

“As an organisation, we are looking forward 

to working with the newly elected 

council and mayor later this year to continue 

the progress being made, and to help 

tackle the big issues like transport and 

land supply that continue to hold Tauranga 

back.” 

Adams says access to housing, community 

facilities and infrastructure such as 

roading remain a priority. UTF will continue 

to focus on specific goals of increasing 

land supply, attracting central Government 

funding, investment in transport, 

infrastructure, education and civic amenities 

for the benefit of the whole community. 

“Since our first year, we have more 

than doubled our membership and all our 

members are accountable to their counterparts, 

their colleagues and community. The 

future of Tauranga will be our members’ 

legacy.” 

Proudly providing expert advice and 

adding value to projects across the 

Bay of Plenty since 1940. 

To experience Cheal’s award winning service, 

contact us today. 

+64 7 349 8470 | info@cheal.co.nz |


THE COST OF RECRUITMENT 

Advantages of engaging recruitment specialists to support your hiring strategy 

Recruiting new employees 

can be costly and takes 

both time and energy, so 

it’s understandable if your heart 

sinks a little when the need to hire 

a new employee for your business 

arises yet again. 

Employers are recognising the 

value of top talent, particularly 

those individuals who can drive 

their business forward and boost 

the bottom line. HR teams are facing 

a tricky task when it comes to 

ensuring a flow of continual talent 

into their business, and making 

sure they hire staff who are suited 

to the job and the culture of their 

organisation. 

In a labour market, where 

employers are competing with for 

the most skilled and experienced 

staff, this challenge becomes even 

more difficult. 

In many cases, employers 

seek assistance from recruitment 

companies to support their hiring 

strategies. Using a specialist 

recruitment agent to identify and 

attract talent, and negotiate terms, 

can relieve a huge amount of pressure 

and stress, and most of all, 

this approach is not as expensive 

as you may think. 

What is the price of 

recruitment? 

Every business needs to recruit 

employees at some stage. After 

all, staff are a business’s biggest 

asset. But bringing the best talent 

to your business comes at a price. 

Recruitment costs are the 

fees associated with finding talent, 

hiring, and onboarding new 

employees. This includes the cost 

of advertising the vacant position 

on Seek, Trade Me and LinkedIn 

for example, screening and interviewing 

candidates, conducting 

pre-employment testing, background 

checks and training new 

employees. 

It is also important to consider 

the added expense of salaries 

associated with in-house 

recruitment/HR teams, internal 

commissions, or employee referral 

bonuses if applicable to your 

business, and the investment in 

software and systems that are 

used to hire employees and manage 

the recruitment process from 

end-to-end. 

It is also important to consider 

those non-monetary expenses 

that are hidden as well, such as 

the time invested by hiring managers 

during the recruitment 

process. In business, time is valuable. 

While you may have already 

allocated a certain financial cost 

to recruitment, including the 

expenses noted above, it’s easy to 

underestimate the time it takes to 

hire a new recruit. 

Writing a job description and 

advert and posting it online also 

takes time out of your hiring managers 

busy day. Not to mention filtering 

applicants which may take 

considerable time. Then, when 

you finally reach the decision to 

hire someone, the negotiation 

stage can draw out the process 

further. Although these elements 

of the recruitment process don’t 

come with a defined price tag, 

they still contribute to the cost of 

recruitment. 

Benefits of outsourcing 

The recruitment process can be 

time-consuming and resource 

intensive. Outsourcing recruitment 

allows your internal HR 

team to focus on strategic initiatives 

and other core business 

functions. Specialist recruitment 

companies take care of candidate 

sourcing, screening, and initial 

interviews, saving you time and 

effort. 

Partnering with a recruitment 

agency can help you fill vacant 

positions faster, reducing the timeto-hire 

timeframe and minimise 

any negative impact an unfilled 

position may have on your operation. 

We often don’t consider the 

cost of an ‘empty chair’, whereby 

recruiting managers overlook 

costs that pile up as vacant positions 

remain unfilled. According 

to a recent study by Career 

Builder, employers are losing 

between $14,000 and $30,000 for 

every job that remains unfilled for 

a period of three months or longer 

(role dependant). 

These costs are caused by lost 

productivity, stress and increased 

workloads for team members, a 

decrease in employee morale and 

engagement, poor customer interaction 

from slow response times 

and most of all, managers spending 

time doing tactical work rather 

than focusing on their higher-level 

strategic initiatives. 

Recruitment agencies are dedicated 

to finding and attracting 

talent. They have extensive experience 

and expertise in sourcing, 

screening, and assessing candidates. 

By outsourcing recruitment, 

you can leverage their specialised 

knowledge and experience in the 

talent sourcing field. 

You can also benefit from their 

access to a wider talent pool than 

what might be available to an individual 

organisation. They have 

established networks, connections, 

and a database full of candidates 

to tap into, enabling them 

to reach both passive candidates 

who may not be actively seeking 

new opportunities and those who 

are searching for their next career 

move. This increases your chances 

of finding top talent for your 

organisation more quickly. 

Outsourcing recruitment provides 

flexibility in managing 

fluctuating recruitment needs. 

Whether you require assistance 

with a single position or need 

to handle high-volumes of new 

staff, agencies can adjust their 

resources accordingly to ensure 

your variable recruitment needs 

are met. They can quickly ramp 

up or down their efforts based 

on your requirements, ensuring a 

scalable recruitment solution. 

Recruitment agencies are 

well-versed in efficient hiring 

processes. They can quickly identify 

suitable candidates, screen 

them effectively, and move them 

through the selection process 

promptly using modern recruitment 

technology. From applicant 

tracking systems (ATS) to candidate 

sourcing and onboarding 

software, most recruitment companies 

use technology to streamline 

and automate the recruitment 

process. 

Additionally, management of 

the candidate experience is particularly 

important for building 

and maintaining your employer 

brand. A specialist recruitment 

firm will manage each step of the 

candidate experience for you, and 

partner with you to ensure your 

business values, culture and ethos 

are upheld. 

Employment laws and regulations 

change all the time and 

keeping on top of compliance 

requirements can sometimes be 

overwhelming, particularly for 

smaller organisations who do 

not have in-house HR expertise. 

Recruitment agencies ensure your 

hiring process remains compliant, 

fair, consistent and follows best 

practice recruiting methods. 

Finally, another bonus is 

recruitment agencies often have 

a database full of candidates seeking 

employment. Partnering with 

an agency and following a temp 

to hire model allows you to hire 

temporary staff with the goal of 

determining whether they are 

qualified and suited for a permanent 

position with your company. 

This arrangement benefits both 

parties, by giving businesses and 

employees a chance to try things 

out before committing to a fulltime 

position. 

HUMAN RESOURCES 

BY KELLIE HAMLETT 

When to consider 

outsourcing 

By now, you will be realising how 

beneficial a specialist recruitment 

company could be to the 

success of your business. 

If your internal team lacks specialised 

knowledge or experience 

in recruitment, outsourcing can 

be a viable option to bridge that 

gap. 

If you anticipate a surge in 

hiring needs due to expansion, 

seasonal demands, or specific 

projects, outsourcing recruitment 

can help manage the increased 

workload more efficiently. 

If your internal HR team is 

already stretched with multiple 

responsibilities, outsourcing 

recruitment can alleviate the burden 

and allow them to focus on 

other critical tasks. 

If you require recruitment support, 

we challenge you to assess 

and compare the costs of hiring 

in-house versus outsourcing to a 

specialist recruitment agency. 

Once you crunch those numbers, 

you’ll be surprised how outsourcing 

can be such a cost-effective 

option for your recruitment 

strategy. 

Talent ID are Recruitment Specialists 

and can support you through your 

recruitment process. Please feel 

free to talk to us about this by 

calling 07 349 1081 or emailing 

kellie@talentid.co.nz 

Kindness is good business 

People will often remember 

how you do something 

rather than what you do. 

For instance, I just bought a new 

iPhone and after having used 

android for years I felt like a monkey 

trying to open a lock with a 

banana. 

The sales assistant took time to 

teach this old technological troglodyte 

how to use it and showed me 

features that, as an android user, I 

might find different to what I was 

used to. 

He didn’t have to do that – I had 

already purchased the phone and 

there was a line of people waiting 

to buy. But because he took the 

time, I look back on the transaction 

as a demonstration of respect, 

genuine customer care and an 

CREDIT CONTROL 

BY NICK KERR 

altogether pleasant experience. 

As far as the phone goes, as long 

as I can jab at it and make a call, 

I’m pretty happy. If I break it I will 

go back and get a new one from 

the chap who took a bit of extra 

time to ensure a happy customer. 

Products don’t make relationships, 

people do. In my own business, 

IPI Group, and especially in 

our asset recovery division, we 

have made kindness and respect 

our overarching ethos. 

In more than 4000 cases, the 

result of this ethos is an extraordinarily 

high recovery rate (our 

clients’ words), very happy clients 

and surprisingly (for the repossession 

industry), multiple letters of 

thanks from debtors for the way 

they were treated at a difficult 

time. 

In an industry that has a reputation 

for thuggery and forced 

compliance we decided to do it 

differently and it has paid off big 

time. We have a 100% client retention 

rate and a long line of companies 

wanting to work with us. 

Our marketing spend is lower, our 

accounts receivables are current 

and our job satisfaction level is 

higher. When you have a choice to 

harm or help, why not help? 

It costs nothing for us to put the 

debtor in touch with a budgeting 

advisor, explain their rights and 

recourse options, spend some time 

hearing their story, offering advice 

if asked and treating them according 

to who they are, not what they 

have done, or in this case, not done. 

Sometimes in business we 

have to toe a hard line, be it with 

employees, suppliers, clients, debtors 

or other industry participants. 

But there are ways to do things 

that can improve even the toughest 

of situations or conversations. 

No situation has ever been made 

better by omitting respect and 

kindness. 

I don’t care how amazing 

someone is at what they do, if they 

aren’t pleasant to deal with, people 

will not recommend them to 

the people that matter to them. 

This is especially important in a 

slower economy or in a frustrated 

industry as people will go out of 

their way to support people who go 

out of ‘their’ way to support people 

– it’s a cycle of kindness and that 

can only ever be a good thing. 

Just a thought. 

Nick Kerr is the director of IPI Group. 

He can be reached on 021 876 527 and 

nick@nzipi.com

SHOULD YOU SELL YOUR BUSINESS: 

IS THERE A RIGHT TIME? 


There is no set-in-stone right 

or wrong moment to sell 

your business. It’s up to you 

to decide when it’s time. But how 

do you actually make that decision? 

There are several reasons 

why selling your business may be 

the best choice for you. 

1. Long term business goals 

reached 

In additional to achieving strong 

‘financials’, many businesses also 

pursue significant internal goals; 

perhaps process-alignment to 

become more operationally efficient, 

perhaps development of 

new products or securing new 

markets. The achievement of 

such goals is often a good time 

to reflect. When their particular 

business- transformation project 

was successfully completed, one 

of my clients took the opportunity 

to exit their business. 

2. Additional resources needed 

Sometimes good businesses with 

great revenue and profit reach a 

point where fresh perspectives, 

additional resources, or specific 

new skillsets and expertise are 

needed to achieve new heights. 

The influx of capital and talent 

that a new owner can bring might 

just be what the business needs. A 

purchaser that I recently assisted 

has been able to move an acquired 

business forward significantly by 

applying their own specific expertise 

and resources. 

3. Business in good shape/Experienced, 

loyal staff 

The numerous High-Value business 

sales that I brokered recently 

all typically have good ‘staff development’ 

structures/processes in 

place, with senior staff making 

many operational decisions. As a 

result, their businesses continue 

to flourish. Such businesses are 

also attractive to passive investors 

not necessarily wanting a 

hands-on role. 

4. Aligning with Personal Goals 

Selling your business can also be 

the path to achieving your longterm 

personal goals. Your dreams 

and aspirations may include 

retirement, travel, pursuing a 

different career or a change in 

lifestyle. 

The financial gain from selling 

your business can be a catalyst 

for actualising these goals, making 

it a strategic move to align 

your professional and personal 

aspirations. Several of my recent 

clients are now enjoying their 

retirement after selling their high 

value business. 

5. Pursuing New Opportunities 

Entrepreneurs are known for 

their innovative spirits and the 

drive to explore new horizons. 

Perhaps you have a brilliant new 

business idea or wish to change 

industries. Therefore, selling your 

current business can provide the 

capital and freedom needed to 

turn your dream into a reality. 

One of my recent clients sold their 

multimillion-dollar business and 

then moved offshore to start a 

new venture. Selling your current 

venture doesn’t mean abandoning 

entrepreneurship. Instead, it 

could be a transition into a new 

beginning. 

If any of these points resonate 

BUSINESS SALES 

BY STEVE CATLEY 

with you, then it might be time to 

start thinking about selling your 

business. It’s important to remember 

that selling your business is 

not merely an end; it’s the beginning 

of a fresh chapter where you 

can continue to succeed in different 

ways. 

Steve Catley is a Business Broker at 

LINK Business Brokers. He can be 

contacted at 021 341 117 and 

steve.catley@linkbusiness.co.nz 

Franchise business: highly fundable 

Getting started in the SME 

business world is daunting. 

If you are looking at 

purchasing an existing business, 

the banks will look at the historical 

performance of the business, 

who’s involved, the industry sector, 

leases, location and a myriad 

of other factors. If you are looking 

at a start-up, it gets even harder. 

Either way, for savvy investors 

seeking the most fundable ventures, 

the smart money is on a 

franchise business. Here’s why: 

PROVEN BUSINESS MODEL 

At the heart of the franchise business 

model lies a proven and replicable 

business system. Unlike 

independent start-ups that must 

navigate uncharted waters, franchise 

businesses operate within 

well-defined frameworks honed 

through years of trial and refinement. 

The franchisor has already 

laid the groundwork, fine-tuned 

operational processes, marketing 

strategies, and customer service 

standards to perfection. As a 

result, franchise businesses boast 

higher success rates and lower 

failure rates compared to their 

independent counterparts. This 

FRANCHISING 

BY NATHAN BONNEY 

track record of success instils 

confidence in funders, making 

Franchise businesses an attractive 

option for funding. 

HIGHER GROSS PROFIT 

Franchise businesses possess a 

unique advantage when it comes 

to delivering higher gross profits. 

Through the implementation of 

standardised systems, collective 

purchasing power, and the sharing 

of collective knowledge within 

the franchise network, franchisees 

can achieve economies of 

scale that are simply unattainable 

for independent businesses. By 

leveraging these resources, franchisees 

can optimise operational 

efficiency, minimise costs, and 

maximise profitability. 

Whether it’s negotiating favorable 

terms with suppliers or implementing 

best practices in marketing 

and sales, franchise businesses 

are well-positioned to deliver 

impressive gross profit margins. 

The banks know this, and the better 

the system performance, the 

better the individuals’ chances of 

being able to be funded. 

SECRET WEAPONS 

The above points make the 

assumption that banks and other 

funders have knowledge and 

understanding of a particular 

franchise system or perhaps a 

particular sector. In many cases 

they do, they have these insights 

through what are perhaps franchising’s 

twin secret weapons 

when it comes to fundability: 

benchmarking and franchise relationships 

with banks. 

Benchmarking allows franchisees 

to analyze and adopt best 

practices within their industry. It’s 

a powerful tool used to measure 

performance and identify areas 

for improvement. By comparing 

performance metrics across the 

franchise system and individual 

businesses, franchisees gain valuable 

insights into their strengths 

and weaknesses. 

Quality benchmarking also 

fosters a culture of continuous 

improvement within the franchise 

network, ensuring that franchise 

businesses remain competitive 

and resilient. 

When it comes to a start-up, 

banks will rely heavily on the systems 

benchmarking information 

to make a funding decision. In 

many cases, for the independent 

business, this type of detailed 

information is just not available. 

The second secret weapon is 

franchises often enjoy longstanding 

relationships with banks and 

financial institutions that specialise 

in lending to the franchising 

sector. These institutions have a 

deep understanding of the franchise 

business model and its 

inherent strengths. 

As a result, franchisees enjoy 

easier access to funding and financial 

support, whether it’s in the 

form of loans, lines of credit, or 

other financing options. This support 

from banks further enhances 

the fundability of franchise businesses, 

making them an attractive 

investment opportunity for savvy 

investors. Moreover, the proven 

track record of success and lower 

rates of failure associated with 

franchised businesses further 

mitigate the perceived risks for 

lenders, making them more willing 

to offer favourable terms and 

conditions. 

The fundability of franchise 

businesses stems from their 

proven business model, higher 

success rates, and ability to deliver 

higher gross profits through standardised 

systems, purchasing 

power, and collective knowledge. 

Additionally, franchise businesses 

leverage secret weapons 

like benchmarking and strong 

relationships with banks to maintain 

their competitive edge and 

attract funding. For investors 

seeking stable returns and lowrisk 

investment opportunities, 

franchise businesses emerge as 

the gold standard in the world of 

entrepreneurship. 

Nathan Bonney is a director of Iridium 

Partners. He can be reached at 

nathan@iridium.net.nz or 0275 393 022 

Jarden’s local wealth management experts Sarah and Simon, will 

work with you to guide you toward your long term financial goals. 

Contact us 

Sarah Ashby: +64 27 211 0760 

Simon Bradley: +64 27 427 3899 

www.jarden.co.nz/wealth-management 

Jarden Securities Limited is an NZX Firm. Jarden Financial Advice 

Provider Disclosure statement is publicly available at 

www.Jarden.co.nz.Jarden is not a registeredbank in New Zealand.


Tips for ending the tax year 

As another tax year draws 

to a close (for those with 

a standard 31 March balance 

date) there are some key 

things to keep in mind. 

BAD DEBTS 

If you have debtors that are 

unlikely to pay you, these can 

only be treated as deductible bad 

debts if they have been fully written 

off in your accounts before 

year end. 

IMPUTATION CREDIT 

ACCOUNT 

For companies, your imputation 

credit account should have a nil 

or credit balance at 31 March, 

regardless of balance date, as a 

debit balance at 31 March will 

result in penalties. This should be 

carefully monitored, especially if: 

• you have paid out imputed 

dividends 

• you have received tax refunds 

• there has been a loss of shareholder 

continuity 

DEPRECIATION 

Check your fixed asset register 

to ensure the correct Inland Revenue 

tax depreciation rates are 

being used. 

New assets should be depreciated 

from the beginning of the 

month of acquisition, rather than 

from the date of purchase. Pooled 

assets can be depreciated from 

the start of the year of acquisition. 

If you are writing off assets, 

make sure they are disposed of by 

year-end. 

The ability to claim tax depreciation 

on commercial and industrial 

buildings is expected to be 

removed effective 1 April 2024 for 

March balance date taxpayers. 

Check your fixed asset register 

and consider whether you need 

to update the depreciation rates 

of any relevant building assets. 

Businesses with significant 

building assets may need to 

consider the effect of increased 

taxable income on forecast tax 

payments. 

LOW VALUE ASSETS 

Assets that cost less than $1,000 

are considered “low value assets” 

and can be immediately deducted, 

rather than depreciated. If multiple 

low value assets are purchased 

at the same time from the 

same supplier, the combined cost 

must be less than $1,000 for the 

immediate deduction to apply. 

TRADING STOCK 

Obsolete trading stock can be valued 

at market selling value where 

this is lower than cost and you 

can substantiate the valuation. 

TAX LOSSES 

Be aware of the rules regarding 

shareholder continuity and business 

continuity if you have losses 

to carry forward. Breaching both 

during the year can result in your 

tax losses being forfeited. 

FOURTH QUARTER FBT 

RETURNS 

31 March is also the end of the 

FBT year, regardless of your 

financial balance date. Annual 

FBT returns and returns for the 

March quarter are due to be filed 

by 31 May 2024. 

If you have not done so in the 

past, you should consider using 

the various alternate rate options 

available to reduce FBT payable 

from the standard 63.93% rate. 

GST MIXED USE TAXABLE 

AND NON-TAXABLE 

SUPPLIES 

If you are GST registered and 

have assets that are used to make 

both GST taxable and GST exempt 

or non-taxable supplies, you may 

need to make an annual change 

of use adjustment in the GST 

return period that includes your 

balance date. 

TAX POOLING 

With the Inland Revenue use of 

money interest rate currently at 

10.91% on outstanding tax payments, 

it may be prudent to consider 

using tax pooling to reduce 

the effective rate of interest. Tax 

pooling can also provide the flexibility 

to make your tax payments 

at times that suit your own cashflow 

patterns. 

TAX ON KIWISAVER 

CONTRIBUTIONS 

If you have employees, you need 

TAXATION 

BY ANDREA SCATCHARD 

to review the ESCT rates that 

apply to your employer KiwiSaver 

contributions as these may 

change on 1 April based on earnings 

levels over the last 2 years. 

Year-end is a busy time, so if 

you have any questions or would 

like help with any year-end tax 

issues, take out the stress by 

talking to a tax professional. 

Andrea Scatchard is a Tax Partner 

at Deloitte, based in the Bay of 

Plenty. She can be contacted on 

ascatchard@deloitte.co.nz 

BREAKING WOMEN-IN-TECH STEREOTYPES 

TECH TALK 

BY KATE MURDOCH 

As we approach International 

Women’s Day I have 

been thinking about my 

role as a Chief Operating Officer 

(COO) in an IT company and 

reflecting on my career. If I had 

asked the child version of myself 

whether I thought I would be here, 

I honestly would have said no. 

Thankfully along the way I 

have met some inspirational people 

who have changed my life. 

There were those who pushed me 

to be the best version of myself, 

even when I couldn’t see it, and 

then there were those who told 

me I would fail and never amount 

to anything. Both have driven me 

equally for different reasons. 

I was having a conversation 

recently and was asked where I 

learned to be such an empathetic, 

forward-thinking, strong leader? 

It was an interesting question. 

For me, as much as I learned lessons 

from leaders that I admired, 

I also learned from those with less 

desirable traits - those who were 

bullies, unjust, unreasonable and 

incapable of seeing beyond themselves. 

They taught me to recognise 

what I didn’t want to be and 

reinforced my determination to 

lead through compassion, support 

and trust. 

During this same conversation 

I was asked about the best piece 

of advice I have ever received. 

Funnily enough this was from a 

male speaker, whose name I sadly 

don’t remember. During his presentation 

he bluntly stated that 

women have a harder time being 

seen as credible leaders and 

speakers. His reasoning? When a 

professional man gets up to speak 

people listen to what he has to 

say taking little notice of what 

he looks like. However, when a 

professional woman addresses 

an audience, she is often first 

assessed on her ‘looks’ and only if 

they like what they see will they 

listen. Sadly, I have experienced 

this firsthand, but being armed 

with this advice has helped me 

understand the way a lot of people 

think and navigate what is 

still a very male dominated industry. 

You may laugh, but I have personally 

been in situations where 

I have had three meetings on a 

particular day, and I have had to 

change my appearance for each 

of them. 

Please don’t misunderstand 

me, I haven’t allowed this to perpetuate 

and as a female leader in 

the industry I have made it my 

responsibility to address these 

stereotypes and narrow-minded 

views. I have never been afraid to 

challenge male colleagues ‘head 

on’ and educate with some considerable 

success. There is still 

plenty of work to do, but fortunately 

I’m now in a company that 

understands what I bring to the 

organisation and they embrace it. 

Notwithstanding the challenges, 

working in the IT industry 

has been a hugely rewarding 

part of my life. The pace is fast, 

the work is energising and exciting, 

and everything I do is to help 

people do what they do better so 

they can go on and achieve great 

things. This gives me a huge sense 

of satisfaction and drive. 

So what advice do I want to 

impart to other women trying to 

make it as an executive in a male 

dominated environment? Be 

that women that helps others to 

rise and seek out others like you 

for support when you need to – 

you’re not alone. If you find that 

ladder that lets you climb, then 

leave a map for others to find. Be 

that sister building up others, be 

that trailblazer who cuts a path 

for others to follow and most 

importantly be the role model the 

younger you would have wanted 

to look up to. 

Kate Murdoch is Chief Operating 

Officer at Stratus Blue. She can be 

contacted at kate@stratusblue.co.nz 

IP protection, simplified. 

We’ve been championing innovation since 1979. 

A safe pair of hands delivering outstanding results. 

jamesandwells.com


The workplace is full of apps, schemes, and coaches 

designed to optimise your wellness. But could the quest 

to turn yourself into a perfectly balanced professional 

eventually turn your life upside down? 

OPTIMAL DISRUPTION: 

Why the quest 

for healthy 

living could be 

career suicide 

If your New Year’s resolutions 

to be fitter, leaner, greener 

and kinder have been thrown 

into the trash can labelled “Try 

again in 2025”, then you’ll want to 

cut out this article and stick it on 

your wine fridge. 

When it comes to healthy living 

and workplace wellness, what 

if you were doing it all wrong? 

What if investing the entire 

company Christmas party budget 

on yet another ‘wellness app’ 

with a funny name consisting 

entirely of consonants (VTLTY or 

HLTHY spring to mind) was actually 

the worst thing you could do 

for employee performance? 

Or perhaps the secret to business 

success wasn’t having a 

healthy, well-rounded workforce, 

but actually the opposite? 

You might think I’ve overindulged 

in kale smoothies at the 

chillout bar, but there’s a growing 

argument that shows a ‘wellness 

workplace’ is actually the last 

thing Kiwi businesses need in 

2024. 

Harsh truths 

Through my career, I’ve been at 

both ends of the workplace wellbeing 

spectrum. 

I’ve arrived at work on Monday 

morning after getting 10 hours of 

sleep and running a half-marathon 

before breakfast. 

I’ve also rocked up at the office 

with precisely zero hours sleep, 

smelling like I’d been snogged by 

Jack Daniels himself, after sprinkling 

a cocktail of substances on 

my cornflakes. 

And I can say with some 

authority that the former inflicted 

equally – if not more – damage on 

my career than the latter. 

My career rollercoaster highlighted 

a harsh truth that most 

businesses ignore: 

The existence of workplace 

wellbeing apps, lunchtime yoga, 

morning tea mindfulness, and a 

delightful selection of herbal teas 

where the espresso machine used 

to be didn’t make a damn bit of 

difference to my performance. 

What these things did achieve, 

however, was for the leaders of 

our business to virtue-signal while 

totally ignoring the issues that 

were causing me – and so many 

others – to self-manage our stress 

in the worst way possible. Plus, 

they were able to waste a hell of a 

lot of money in the process. 

But too many people are afraid 

of asking an important question 

because they know they won’t like 

the answer: What if workplace 

wellbeing isn’t working? 

Well-rounded dangers 

Yes, wellness is important. But 

too much emphasis on wellness 

– especially at the expense of 

performance, creativity and resilience 

– can throw team performance 

into a death spiral. 

This flies in the face of everything 

we’ve been taught. But seriously, 

how many more articles on 

‘wellness hacking’ do you need to 

read? 

How many times must you 

drag a self-styled ‘mindset coach’ 

into the office to deliver the 

earth-shattering news that switching 

from a pizza and vodka-based 

diet might be a good idea? How 

often have you nodded and muttered 

something along the lines of, 

“I should get more sleep / exercise 

/ time away from the phone”.... 

and then made absolutely no 

changes whatsoever. 

So why do you believe you 

HIGH PERFORMANCE 

WITH FREDDIE BENNETT 

> We are creating 

a generation of 

employees who drop 

deadlines for deep 

breathwork classes, 

dodge conflict in 

favour of candle 

meditations, and 

can’t set boundaries 

because they’re 

too busy barefoot 

walking. 

need more of the same? 

We are creating a generation 

of employees who drop deadlines 

for deep breathwork classes, 

dodge conflict in favour of candle 

meditations, and can’t set boundaries 

because they’re too busy 

barefoot walking. 

We’ve become so desperate to 

make everyone ‘well-rounded’, 

that we have removed their edge. 

What happens when you remove 

someone’s edge: They become 

dull. 

So, you’re left with a workforce 

that is dull, lifeless and possessing 

the backbone of a jellyfish washed 

up on Omanu Beach. 

But hey, at least they got seven 

hours of REM sleep last night. Pity 

you can’t pay overdue invoices 

with optimised sleeping patterns. 

A history of antioptimisation 

An optimised, healthy, wellrounded 

team is what every 

business says they WANT, but if 

you dare to look into the history 

books, you will discover this is 

the last thing an industrious, 

powerful, fast moving enterprise 

NEEDS. 

Caesar, Joan of Arc, Shakespear, 

Lincoln, Edison, Churchill, 

Roosevelt, Mandela, Martin 

Luther King Jr… do you think they 

were all getting a solid eight hours 

on the pillow, tracking their macronutrients 

and ensuring they hit 

10,000 daily steps? No. 

You tell the world you want to 

create a team of leaders, yet you 

encourage your people to adopt 

precisely the opposite behaviours 

demonstrated by the greatest 

leaders in history. 

Better yet, you say you want 

to create teams of high-performing 

people doing important work 

… but consider the teams doing 

TRULY important work in the 

world right now: Saving lives in 

the battlefield operating theatres 

of Ukraine; In the Amazonian 

jungles searching for a cure for 

cancer; Developing technology to 

take humanity to Mars in the tech 

labs of California. 

I guarantee those teams are 

fuelled by sleep deprivation, 

sugar, caffeine, nicotine and 

energy drinks. 

But you allow Karen and Kevin 

from the project management 

team to tell you they can’t submit 

their status report on time 

because they mistakenly added 

milk to their soy latte. 

The secret potion 

So, if workplace wellness isn’t the 

answer, then what is? 

I’m not saying your office has 

to become the set of The Wolf of 

Wall Street. 

But stop relying on the latest 

mindfulness tool as an excuse to 

dodge what really matters. Give 

your people the resources they 

need to fix your customers’ most 

pressing problems. 

When a team member’s life 

has taken a disastrous turn, give 

them your time, focus and attention, 

not the login details for a 

Chat-GPT powered AI counsellor. 

And most of all, give them 

challenges and the space and support 

to screw up and fail. 

A resilient, ambitious, workforce 

is not created in a cotton-wool-padded 

therapy room. 

It is forged in the fire of change 

and failure. 

When did you learn to not 

touch a hot stove: When an adult 

tried to ‘protect’ you? Or when 

you touched a hot stove? 

So, if you want the best for 

your team, colleagues, and leaders, 

stop wasting time, energy 

and money on being the comfort 

blanket. 

Be the hot stove. 

Freddie Bennett is a Guinness World 

Record holder, bestselling author 

and leads New Zealand’s most secret 

mastermind group, Titan Sky. He gets 

businesses unstuck, unshackled and 

unleashed. Freddie can be contacted 

at hello@freddiembennett.com


ANXIOUS? YES. 

WHEN? ALWAYS. 

As a young person I was 

sometimes anxious: before 

an exam, leading up to a 

job interview’ or prior to a big 

game. 

My expectations were simple: 

pass the exam, get the job, and 

maybe win the game. 

Any anxiety was unpleasant, 

but manageable: a sleepless night 

or two, butterflies in the stomach 

and perhaps a short-lived loss of 

appetite. 

The recommended treatments 

were rudimental: take a few deep 

breaths, get out of bed, and adopt 

a ‘just do it’ mindset. 

From a young age, like most of 

my friends, I was left pretty much 

to my own devices when it came 

to dealing with the anxieties that 

confronted me. 

Consequently, the enormity of 

the anxiety-inducing challenges 

wasn’t overblown in my mind: 

my parents hadn’t paid for extra 

tuition, and my guidance councillor 

didn’t focus on the imperative 

of achieving minimum grades 

(because we didn’t have guidance 

councillors). My social influencer 

role models – Mum and Dad and 

Uncle Kevin – at no time suggested 

to me that if I was going 

to feel okay about my life, then 

I needed to drive a new Lamborghini 

and fly my own private jet 

by the age of 21. Their advice was 

much simpler: just do your best. 

In hindsight, such an uncomplicated 

approach to life challenges 

was refreshingly manageable. 

Don’t change channel …this is 

not another boomer tirade suggesting 

kids nowadays need to 

harden up … if only it were that 

simple. Life for young people now 

is so much more complicated. 

I mean, don’t get me wrong, I 

wanted the Lambo’ and the private 

jet – I still do – but I wasn’t 

constantly confronted with reels 

of real “successful” people making 

my modest accomplishments 

feel like pathetic failures. I wasn’t 

bombarded with friends’ new 

Insta profiles showing them 

looking like celebrity models 

(yet them swearing they hadn’t 

used a filter), while I looked in 

the mirror and saw just acne and 

geekiness. 

No wonder so many of our 

kids are regularly hamstrung by 

anxiety nowadays. For years kids 

have been encouraged to be their 

‘best selves’, work harder, look 

better, be healthier, get better 

jobs, better grades, be richer … 

few have been encouraged to just 

be happy. 

Not by coincidence, anxiety 

among young people has 

become increasingly prevalent. 

Young people face immense 

pressure to excel academically, 

socially, and professionally. The 

weight of expectations from parents, 

teachers, and society can 

lead to heightened anxiety. 

Perhaps in our roles as parents, 

teachers and employers we 

should focus less on endlessly 

encouraging young people to 

excel and be exceptional, and 

instead encourage them to simply 

always do their best without constant 

reference to a league table 

of achievement. 

I was pleasantly surprised to 

hear two high school teachers last 

week applauding positive impacts 

they’d unexpectedly noticed from 

the ban on cell phones at their 

high schools – less disruption in 

class, and kids actually speaking 

to each other and playing in 

lunchbreaks. The teachers were 

both genuinely surprised at the 

positive change which they had 

envisaged would be far more 

problematic. Actual human interaction 

requires active participation 

in ways that ‘passive’ TikToks 

don’t. When you are learning to 

‘come out of your shell’ at the age 

of 13, some active participation is 

usually a good thing. 

I hope the cell phone change 

will have a positive long-term 

impact on reducing anxiety in 

students. If we want to feel okay 

about ourselves, let’s talk face-toface 

and support each other, not 

rely solely on social media feeds 

to serve us a never-ending stream 

HAVE YOU EVER 

NOTICED? 

BY ALAN NEBEN 

of unrealistic mirages. 

At the one time in life when 

you are finding out who you are – 

your teenage years – how demoralising 

to be constantly smacked 

in the face by images of the you 

you can never hope to be. 

While there are countless 

more factors than just social 

media contributing to the mental 

health challenges afflicting 

so many young people in New 

Zealand today, I believe one condition, 

social media disease, can 

be treated. But a warning: rehab 

could be a very, very long process. 

Alan Neben is a Mount Maunganui 

local and experienced New Zealand 

publisher. His columns provide a 

light-hearted perspective on social 

changes effecting New Zealanders. 

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though, valued at $50,000, Digital Accelerator is being awarded to just two successful applicants. 

Andrew Fairgray, 

Chief Business Officer, 

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Chief Business Officer Andrew 

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“We are always 

looking for inspiration 

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Fairgray says the 2degrees Shaping 

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2degrees website) has consistently 

shown that technology holds enormous 

promise for productivity – but 

adds that too many businesses just 

don’t have the time, knowledge, or 

resources to make it a reality. 

A key finding of the most recent 

study shows that effective use of 

technology aligns directly with business 

performance, with 76% of thriving 

businesses saying digital technology 

improves productivity; 64% 

of reviving businesses noting digital 

technology improves productivity; 

and 50% of surviving businesses 

say digital technology improves their 

productivity. 

“There are multiple technological 

and connectivity aspects underpinning 

productivity that all organisations 

should focus on,” says Fairgray. 

“And sometimes, better productivity 

isn’t just about ‘doing more in 

one day’, it is about doing the same 

amount more conveniently or in 

reduced time, so we can focus on 

more important things.” 

However, the Study also confirms 

his assertion that some businesses 

aren’t taking advantage of 

those benefits owing to a shortage of 

the right capabilities: 19% of business 

leaders said they don’t possess the 

digital skills to help their business 

get ahead. 

“Harnessing technology is invaluable. 

But it has a catch – technology, 

for technology’s sake, is a recognised 

dead end that can complicate things 

or confound people. A strategic 

approach that starts by identifying 

problems and opportunities is key 

to a successful digital transformation, 

accelerating your business and 

making those productivity promises 

a reality.” 

Fairgray notes that one of the 

most powerful forces associated with 

connectivity is the increased capability 

for collaboration. This started 

with the humble telephone, but today 

extends to video calling, remote 

working, information accessibility, 

cloud applications, and more. The 

enabling infrastructure is mind-boggling; 

2degrees, for example, operates 

4,600km of its fibre and 2,110 mobile 

cell sites, looking after more than 1,5 

million mobile, 390,000 broadband, 

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Fairgray says 2degrees is a proud 

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For more information, visit 

2degrees.nz and www.somo.co.nz


WHEN IP 

NZ artists beware 

MEETS RP... 

Copyright rights are “relationship 

property” (RP) for 

the purposes of the Property 

Relationship Act 1976 (PRA) (NZ). 

So the Court of Appeal found 

in its now world-famous-in-New 

Zealand judgment of Alalääkkölä 

v Palmer [2024] NZCA 24, 

issued on 21 February 2024. 

Why ‘world-famous-in-New Zealand’? 

Because – legally, anyway 

– the judgment has potentially 

far-reaching consequences for 

artists and their ‘better halves’. 

For readers not familiar with 

the background to the dispute 

between Ms Alalääkkölä and her 

former husband, Mr Palmer, the 

following is the brief summation 

provided by the Court. 1 

“The appellant, Sirpa Alalääkkölä, 

is an artist who has created 

many original artworks (the Artworks) 

during her 20-year marriage 

to Paul Palmer. Many of the 

Artworks were sold during the 

relationship, providing the main 

source of income for the family. 

Others were retained by the 

parties and are currently in the 

possession of the Family Court, 

pending final division of the relationship 

property. The present 

dispute, however, does not relate 

to the ownership or division of 

the Artworks. Rather, the key 

issue is whether the copyrights 

INTELLECTUAL 

PROPERTY ISSUES 

BY BEN CAIN 

in the Artworks (the Copyrights) 

are relationship property or Ms 

Alalääkkölä’s separate property.” 

As noted, the Court found 

the ‘Copyrights’ are relationship 

property. Having done so, the 

Court had to consider how to 

divide the relationship property 

– a task not quite as easy as dividing 

books or coffee tables. At this 

juncture I am reminded (I hope 

not inappropriately) of that wonderful 

scene in When Harry Met 

Sally (1989), written by the late 

Nora Ephron, when Harry, embittered 

by his own personal experience, 

imparts his wisdom onto his 

friends Jess and Marie: 

Harry (standing in Jess’s apartment): 

Right now everything is 

great, everyone is happy, everyone 

is in love and that is wonderful. 

But you gotta know that sooner or 

later you’re gonna be screaming 

at each other about who’s gonna 

get this dish. This eight dollar dish 

will cost you a thousand dollars 

in phone calls to the legal firm of 

That’s Mine, This Is Yours. 

Sally: Harry. 

Harry: Please, Jess, Marie. Do 

me a favor, for your own good, 

put your name in your books right 

now before they get mixed up and 

you won’t know whose is whose. 

’Cause someday, believe it or not, 

you’ll go 15 rounds over who’s 

gonna get this coffee table. This 

stupid wagon wheel ROY ROGERS 

GARAGE SALE COFFEE TABLE! 

Having considered the benefits 

and purpose of the Copyright Act 

1994, the Court of Appeal held: 

“[77] In our view this broader 

context strongly supports the 

view that, where possible, the 

division of relationship property 

under the PRA should reflect the 

unique and personal nature of 

copyright, particularly where (as 

here) the original works that have 

given rise to the Copyrights are 

artistic works that are personal 

in nature. The situation may be 

different if the dispute were, for 

example, over copyright in engineering 

drawings. But that is not 

the case. 

[78] Here, it is our view that it 

is consistent with the overall policy 

objectives of the Copyright Act 

that Ms Alalääkkölä, as the author 

and creative force behind the Artworks, 

be able to continue to control 

the commercialisation of the 

Copyrights. It would be inappropriate 

and unfair to require her 

to transfer ownership of some of 

the Copyrights to Mr Palmer for a 

range of reasons,… 

[79] Although the Copyrights 

are relationship property, and 

therefore subject to the equal 

sharing regime in the PRA, that 

regime does not require that 

each specific item of property 

be divided equally. Rather, the 

overall pool of relationship must 

be divided equally. Here, transferring 

some of the Copyrights to 

Mr Palmer would be inconsistent 

with, and would undermine, the 

“clean break” philosophy of the 

PRA. In contrast, allowing Ms 

Alalääkkölä to retain ownership 

of the Copyrights would enhance 

the prospects of the parties being 

able to move on with their lives 

(including their financial lives) 

independently and with a minimum 

of ongoing conflict. The 

appropriate course, therefore, is 

for the ownership of the Copyrights 

to remain with Ms Alalääkkölä, 

and for Mr Palmer to receive 

a compensatory adjustment from 

other relationship property to 

ensure an equal division of relationship 

property. 

The outcome in Alalääkkölä v 

Palmer will not necessarily be the 

same in every future case where 

IP meets RP; the outcome of each 

case will inevitably depend on the 

circumstances of each case. 

Such circumstances might well 

include – and here’s the important 

point for all artists – the existence 

of a ‘contracting out’ agreement 

between the disputing parties. 2 

Under a contracting-out agreement, 

an artist and their partner 

could, in theory at least, agree 

that the partner will not receive 

any compensatory adjustment 

from other relationship property. 

As to whether, in reality, such an 

agreement could be struck, I venture 

no view except to say that 

the discussion might test even the 

strongest of relationships. 

Ben Cain is a Senior Associate at 

James & Wells. He can be contacted 

at 07 928 4470 (Tauranga), 

07 957 5660 (Hamilton), and 

ben.cain@jamesandwells.com 

1. At [2] of the judgment. 

2. Which are allowed under the PRA, as the Court of 

Appeal recognised at [51] of the judgment. 

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 

A business partner that understands your views and goals 

Contact the Bayleys Tauranga Commercial Property Management team today. 

Bayleys Tauranga 

Commercial Property Management 

07 579 0609 

jan.cooney@bayleystauranga.co.nz 

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

Residential / Commercial / Rural / Property Services


PEOPLE 

> FIRST ON THE SCENE 

Rotorua Business Chamber Business After 5 with The National Kiwi Hatchery, 

35 Dansey Rd, Ngongotaha Valley, 13 February, 2024 

What a night to remember! Members were treated to an exclusive mini-tour of the nocturnal kiwi room and the heart-melting sight of a two-dayold 

kiwi. It was an experience that will be cherished. But the experience didn’t stop there! One lucky winner of the Business Card Draw scored a truly 

remarkable prize – the opportunity to name a baby kiwi! 

Photography: Hine-Te-Rangi Elliot 

ONE 

TWO THREE FOUR 

FIVE 

SIX 

SEVEN 

EIGHT 

ONE Rexina Hulton (Dawson Insurance), Natasha Hislop & Shelley Burnett (Agrodome). TWO Jeff Ferguson,Ed Young (NZME). THREE Joel Dunn & Rhiannon Mitchell (Proactive Pest Solutions). FOUR Katie 

Black & Tracey Van Der Merwe (Agrodome). FIVE Mary Jimenez & Camille Sanson (Pullman Hotel Rotorua). SIX Kharl Wirepa & Nataria Heptek (Miss Rotorua Foundation). SEVEN Sharon Fleet & Adelei 

Skelton (Spectrum Business Management). EIGHT Willie Ripia (Visions Of A Helping Hand), Jane Jennings (Rotorua Business Chamber), Alby Tipiwai (Visions Of A Helping Hand). 

> NEW APPOINTMENTS 

CHAD WALLACE 

There will be a new Partner at Cooney 

Lees Morgan from 1 April this year – 

meet Chad Wallace. Chad began working 

with the Private Client & Trust team 

in 2015 before subsequently moving 

into the Property & Development team 

in April 2021. He leads a team that 

looks after one of New Zealand’s leading 

nationwide residential construction 

companies. As a Tauranga Business 

Chamber board member, Chad 

supports local authorities, developers, 

orchardists, farmers, trusts, and retirement 

villages. Acknowledged as a NZ 

Lawyer ‘Rising Star’, his rapid career 

ascent from law graduate to partner 

in just over a decade is a compelling 

journey. 

JAMIE LUNAM 

After handing over the reins at a local 

manufacturing company in October 

last year, Jamie has started the new 

business consulting firm James & Co. 

Bringing 15 years of senior executive 

experience and several years as a business 

awards judge with him, James & 

Co focus on rapid business reviews, 

strategy activation, general consulting 

and coaching and training future leaders. 

“It’s an exciting time when I get to 

1. Chad Wallace. 2. Jamie Lunam. 3. Joshua Gear. 4. Nicky Wise. 5. Wayne McEntee. 

focus on the areas of business development 

that really light my fire,” says 

Jamie. “With several exciting projects 

online already, 2024 looks very exciting”. 

Jamie is also the Chair of Tauranga 

Business Chamber. 

JOSHUA GEAR 

Joshua Gear has returned to Sharp 

Tudhope as Special Counsel. Gear 

has extensive experience in Environmental 

and Māori legal issues and 

has spent the past decade working as 

in house and independent counsel. 

During this time, he engaged with the 

Crown and provided advice to iwi 

on pre and post-settlement issues. 

He also regularly advises Māori entities 

and individuals on general trust, 

land, environmental and commercial 

matters. “The relationships I made at 

Sharp Tudhope have stayed with me 

throughout my career. They are great 

people and astute lawyers. I’m excited 

to rejoin the firm,” said Joshua. 

NICKY WISE 

Holland Beckett is pleased to 

announce the appointment of Nicky 

Wise as Special Counsel in the family 

law team, based in Rotorua and Taupō. 

Nicky has more than 25 years’ experience 

in dispute resolution, advising 

in a broad range of areas, before 

specialising in relationship property 

law. Nicky assists clients entering a 

new relationship with advice and 

agreements and is experienced in complex 

estate planning. She also assists 

with property disputes following a separation. 

“I am excited to join the Holland 

Beckett family law team and look 

forward to re-establishing and making 

new connections with the wider Bay of 

Plenty community,” she says. 

WAYNE McENTEE 

Having spent 15 years in the finance 

industry, Wayne McEntee was recently 

appointed Regional Manager Business 

Banking, Kiwibank – Bay of Plenty, 

Waikato and Northland. Prior to that 

he played rugby for Counties Manukau, 

Waikato and the Chiefs. He also spent a 

few years in UK and Japan before calling 

time in 2006. Wayne’s first leadership 

role in finance was 2011. He has 

had various management roles in both 

agribusiness and business lending 

since then. “I am now enjoying helping 

the commercial banking teams across 

Bay of Plenty, Waikato and Northland 

as Regional Manager with Kiwibank.”

CULTURE 

> FESTIVAL 

Once-a-year tasty 

opportunity to 

connect and strengthen ties 

Networking, business lunches, and 

work drinks. They’re all essential 

but can occasionally feel more like 

a task than a perk. 

Adding some fun and ingenuity never 

hurts, which is why this year’s Flavours 

of Plenty Festival, featuring nearly 50 

enticing events, should be top of mind for 

anyone who’s ready to explore some fresh 

networking or team building options. 

Tourism Bay of Plenty general manager 

Oscar Nathan says the third iteration 

of the award-winning festival, happening 

4-14 April, will produce an array of interesting 

culinary collisions as it showcases 

the region’s creative flair. 

The 11-day festival is known for its 

unique social vibe, which gets local bars, 

cafés, and restaurants humming. 

“What we’ve seen is that many of 

these events provide an innovative and 

Trinity Wharf Tauranga will host Bubbles & 

Canapés – a seafood soirée over the ocean. 

> Many of these events 

provide an innovative 

and memorable way for 

businesspeople and colleagues 

to connect or strengthen the 

professional relationships 

that are so vital in our 

everyday roles.” 

memorable way for businesspeople and 

colleagues to connect or strengthen the 

professional relationships that are so vital 

in our everyday roles,” Oscar says. 

The range of classy dining and beverage 

options in this year’s festival programme 

is quite staggering. 

“Events like Asian Fusion Cocktail 

Collision, the Bubbles & Canapés seafood 

soirée, or Solera After Dark Presents: Japan 

will certainly suit any corporate-level 

networking needs. These events are a 

great way to mix business and pleasure 

because the venues will be full of locals 

and visitors who know how to appreciate 

the finer things in life.” 

For anyone who’d prefer a more casual 

setting to bring their teams or stakeholders 

together, Oscar reckons the Cadera 

BBQ, Alma’s Pasta Masterclass, Food for 

Thought, or Cocktail Gastronomy should 

all be at the top of the consideration list. 

“Food for Thought will be hosted by 

our entertaining Flavours of Plenty Chair, 

Stacey Jones, so attendees will hear some 

great stories and foodie discussions, while 

in Ōmokoroa, participants will make 

their own pasta masterclass lunch at the 

award-winning Alma Eatery,” he says. 

As expected, tickets started flying out 

the door when the Flavours of Plenty 

Festival programme was released in 

Fife Lane Kitchen & Bar is offering a collaborative three-course luncheon during the festival. 

mid-February. Festival director Rae Baker 

says more than 10% of all tickets were 

sold within the first two days. That number 

had doubled by the end of the first 

week, with two events quickly selling out. 

“It’s such a privilege to work for an 

amazing festival which is not only raising 

our region’s profile to new heights but is 

also inspiring and financially supporting 

our local foodie and hospitality sectors,” 

says Rae. 

“We all win if we work together, and 

I appreciate the people and businesses 

who are putting their heart and soul into 

making sure that everyone will have a 

fantastic experience during this year’s 

festival. 

“Our funders are also vital. We 

couldn’t do this without them. So, I’d like 

to give a shout-out to TECT, Western Bay 

of Plenty District Council, Whakatāne District 

Council, Tauranga City Council, and 

BayTrust. We also really value the support 

we get from Craigs Investment Partners 

and Southern Hospitality,” she says. 

The festival was initially proposed by 

the region’s Flavours of Plenty collective, 

which is a platform that has enabled Tourism 

Bay of Plenty to uncover, connect, 

and celebrate the unique ecosystem of 

growers and suppliers within the Coastal 

Bay of Plenty’s food and hospitality scene. 

“The festival is a great way for residents, 

visitors, and businesses to experience 

the best of this each year,” Oscar 

says. 

The Flavours of Plenty Festival recently 

earned two New Zealand Events Association 

awards, for Best Local Government 

Event and Best Lifestyle Event. 

For more information, be sure to visit 

flavoursofplentyfestival.com. 

4-14 APRIL 2024 

TICKETS 

ONSALE 

NOW! 

Join us for the best culinary 

collisions in the Coastal Bay of Plenty! 

flavoursofplentyfestival.com

March 2024 - Bay of Plenty Business News

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