Keeping Christmas alive

More than a Christmas shop, Angela Thomson’s magical Te Puke store

reflects her lifelong mission to create lasting joy for others.

WORDS Hayley Barnett | PHOTOS Alan Gibson

In the heart of Te Puke sits a little pocket of wonder, a tiny store in which every corner whispers nostalgia. Christmas Magic Makers is one woman’s mission to bring joy and magic back into people’s lives. Angela Thomson, a mother of nine, a grandmother and a woman who has poured every inch of her spirit (and savings) into keeping the magic alive, admits her love affair with Christmas is ingrained.

“My parents split when we were young,” she says. “But Mum always made sure Christmas was magical. We’d wake up to presents and stockings, and then go to be with my grandparents, cousins, aunts and uncles. Everyone was there. We’d pick peas and corn from the garden for Christmas lunch. It was that perfect kind of chaos.”

That sense of magic became something Angela couldn’t let go of, and nor did she want to. With nine children and now five grandchildren of her own, she’s been recreating that spirit every year, passing it on through Christmas rituals.

“Most of the kids say, ‘That’s just Mum’s thing,’” she laughs. “Though one of my daughters has started doing her own version. It’s toned down now, but I can see her growing into it.”

But what many don’t see behind the tinsel is the personal cost. After a failed marriage, and dealing with the challenges of raising a son with severe cerebral palsy, Angela faced depression and health complications. Her rare blood vessel disease, coeliac disease and iron intolerance mean regular infusions that leave her depleted for days.

“Some infusions wipe me out for up to six days,” she says. “I’ll be stuck in bed, aching, puffy-eyed, unable to think straight.”

She opened the shop in 2017 and still runs it alone. “There’s no staff. Just me.”

Despite the physical toll, she presses on. Her second husband, Phil, and one of her older sons, Matthew, who lives on their property in a tiny home, step in to help care for Sam, her son with cerebral palsy.

“Sam can’t walk, talk or eat on his own,” she explains. “Matthew is amazing. He’s said he’ll care for Sam for life. When he walks into the room, Sam just lights up. Their bond is beautiful.”

In many ways, Christmas Magic Makers is Angela’s 10th child, something she nurtures. But times are hard. Last Christmas was her worst sales season yet, and this year she’s using her own retirement savings to keep the lights on. “It panicked me,” she admits. “I’ve got zero in the business account, but I love what I do. If I stopped, what would I be doing?”

She’s not interested in turning the store into a moneymaker. “It was never about money. It’s about making memories.” And she does that, not just through décor and retail, but through unexpected acts of kindness. Like the little boy who walked in last year and fell in love with a toy train. Angela gave it to him. “He was just so happy. It was sitting unused in the back anyway.”

Still, she’s trying to evolve the business to survive. She’s begun stocking general giftware, especially for kids, that can be bought for birthdays, not just Christmas. “I’m making Lucky Dip boxes now,” she says, referring to surprise boxes filled with small treasures. “Kids love them, and it doesn’t take much.”

But the reality of running a seasonal shop in a small town is tough. “Te Puke’s rent is high, and I can’t just move somewhere else. The whole shop is built into this space. If I had to pull it apart, I wouldn’t do it again.

“I know they say not to tell people you’re struggling, but I think people need to know. Once this place is gone, it’s gone. There’s nothing else like it.”

Her store might be filled with toys, but its foundation is built on grit. Angela started her working life in the Air Force, and later found herself raising children with special needs and battling serious health issues. It seems Angela has never chosen the easy path. During this time she even earned a PhD in law, a move she now admits was about trying to please her mother. “But that wasn’t me. I never even practised. I just wanted to make her proud.”

Now, finally, Angela is doing something just for herself. Christmas Magic Makers is her passion project and her gift to the community. Whether it survives past the next lease renewal (in August next year) depends largely on whether the community embraces it.

“People think, ‘Oh, it’s just a Christmas shop,’” she says. “But it’s more than that. It’s a place where kids make memories and where families can come together.”

As we wrap up, Angela’s eyes water. “I’ve spent my life doing what others expected. This shop is for me. I’m not ready to give it up.”

If you’re ever near Te Puke, step inside Christmas Magic Makers. You might walk out with a stocking filler, but more than that, you’ll carry a little piece of the magic Angela’s been creating her whole life.

CHRISTMASMAGICMAKERS.CO.NZ

A legend lives on

Sir Gordon Tietjens is busy creating a new legacy off the field.

WORDS NICKY ADAMS | PHOTOS ALAN GIBSON

“I built my teams based on traditional values, honesty, respect, humility... all the qualities you need in an individual. Then you had to create the culture. You want to pick players that are prepared to roll their sleeves up and work hard. Because that’s the Sevens game.”

While Sir Gordon Tietjens is clearly discussing the attributes needed in an elite sportsperson, there’s a direct alignment with the qualities needed to build a solid business. After an exceptional career spanning 22 years of coaching the All Black Sevens team (while simultaneously working at Bay Engineering Supplies), Sir Gordon left a legacy in this field that most New Zealanders would agree has been unparalleled. He has, however, more recently found his niche in another sports related arena. In 2019 he was approached to become brand ambassador for Legend Sportswear; he jumped at the challenge of this new opportunity but quickly realised that it was something to which he could add not just gravitas, but also his expertise. As with everything he does, rather than being a figure head, this is a ‘boots and all’ role.

Player from Rotorua Primary School wearing Legend Sportswear.

The Legend Sportswear brand had only recently established itself in apparel when Sir Gordon came on board. It had already been successfully operating in garment manufacture since 2004 from its dedicated factory in Shanghai. When Mandy Qi and Looi Tan, the Australian owners, decided to move into sportswear, they first targeted the Pacific market, quickly making firm inroads into the sports circles of Australia and Fiji, securing the apparel supply for the Newcastle Jets in Australia and the Fiji rugby league team to go to the World Cup. Coming on as brand ambassador, Sir Gordon straight away immersed himself in the role — representing, speaking and promoting the brand. However, it wasn’t long before he saw that here was a gap in the New Zealand market, and one that Legend Sportswear could fill.

Australian owners of Legend Sportswear Mandy Qi & Looi Tan.

“I saw a real opportunity to build and grow our brand,” says Sir Gordon. “Two of us started up, my current office manager Amelia Tagica and myself, and straight away we contracted three sports clubs in the Bay of Plenty. It’s just grown from there. We’ve now got an office here, three graphic designers and three administrators.”

Initially concentrating on sportswear, Legend is now the choice for adults and children across multiple sports disciplines, plus school sports and even school uniforms.

For a person with a public persona, becoming the name - and face - of a brand is layered. Of course, the exposure is there from the offset, however, there is a definite responsibility to the public that the product lives up to the endorsement. There is no question in Sir Gordon’s mind that Legend Sportswear is more than worthy of having his name behind it. He knows that Legend’s core values align with his own - trustworthy, affordable, high-quality and exceptional customer service.

“I see more than anything that you need to build relationships, and within that relationship you build trust. That to me is the real key,” he explains. “That’s what it’s all about. If you want to build the brand you build it around being professional and being right up there and competing with the best... Being a new brand we’ve got to prove ourselves. That’s what we’ve been doing, and we’ve seen the growth.”

The quality is, of course, important. Without doubt there are aspects to the construction process that Sir Gordon is very proud - sublimation (a technique where design is transferred onto the fabric) being one. Another is their ability to be flexible and make changes to the stock design, plus a high level of sustainability; something the company stands behind.

Of huge importance too is the process itself. “One of the real benefits is that we provide the opportunity for our customers to come in and sit with our graphics team to do their own designs... You might spend a couple of hours, but your designs are approved and set and away you go.”

Add to this the efficient rollout: “A big positive for us is the delivery. Our times are really good,” he adds. “We’re looking at four weeks, sometimes three, from the confirmation of the artwork being approved and the order being placed.”

I wonder how Sir Gordon’s background and expertise plays into the whole process. “I suppose because I’ve been immersed in sport, coaching the All Black Sevens for 22 years, and I’ve been involved in the different apparel companies. I know the expectations of what an athlete wants and what’s good and what’s not. And I’m putting my name next to a product that excites an athlete, that they really want to wear and

that’s good quality.”

As a home-grown Bay of Plenty native, Sir Gordon holds his authenticity and the value of personal service dear, which is why when the product arrives, it’s in a van being delivered by Sir Gordon himself.

LEGENDSPORTSWEAR.CO.NZ

Two paths, one purpose

How one Tauranga school is helping students thrive in their own way.

PHOTO ALAN GIBSON

ACG students Carl Huppmann and Ruby Jones.

There’s a saying that excellence doesn’t come in one shape. At ACG Tauranga, it’s nurtured in many forms. Just ask Ruby Jones and Carl Huppmann. From early mornings in the pool to international academic accolades, the two senior students have carved very different paths, and yet, their journeys are rooted in the same thing: a fiercely supportive school environment.

For Ruby, sport was always in the picture, having been a competitive swimmer since childhood. But it was ACG that introduced her to the team side of things.

“I wasn’t into netball at all before coming here,” she admits. “But we were such a small school back then, they needed more players. I gave it a go and ended up loving it.”

Today, she juggles netball, volleyball and art, along with her school work, and leads by example.

“Leadership for me is about including everyone. Making sure people feel seen, like they belong.”

Whether it’s younger students running up to say hello or teammates bonding during games, her influence is felt widely. But she’s also candid about her journey not always being smooth.

“I’ve never been an overachiever,” she says. “When I started here, I struggled, especially with the academics. I had to learn how to manage my time, ask for help and actually study.”

She speaks openly about the pressure of juggling schoolwork, training and her creative passions. “I put a lot of time into art. It’s something I’m really proud of.”

Carl’s story is slightly different. A self-proclaimed non- athlete when he first moved from Germany, he found his stride at ACG through the freedom to explore.

“I wasn’t into sport until I came here, but we had PE all the time, and I just gave things a try. One day I walked into the sports office and asked if I could join the hockey team and that was how I got started.”

Since then, Carl’s achievements have soared, topping the world in IGCSE PE and mentoring students through coaching and leadership roles. But he’s quick to credit the culture around him.

“Here, every teacher knows your name. They know how to help you grow.”

That close-knit feel is something both students agree on. Teachers are accessible and students are encouraged to take risks, whether in sport, the arts or academics. “It’s a school that doesn’t box you in,” says Ruby. “They support your passions, whatever they are.”

And for students just starting their ACG journey? “Don’t stress the small stuff,” Ruby says with a smile. “You’re here to learn, and everyone’s got your back.” Carl agrees: “Take every opportunity, because in a place like this, they’re everywhere.”

TAURANGA.ACGEDU.COM

Future served

Young Kiwis are flipping expectations while quietly growing into tomorrow’s leaders.

Jaun Odendaal

Walk into any McDonald’s across the country and you’ll find something remarkable happening behind the counter. Teenagers and young adults are managing teams, solving problems on the fly, training others, and picking up life skills they’ll carry long after they leave.

As one of Aotearoa’s largest youth employers, McDonald’s employs more than 10,000 people across the country, with around 70 percent of them being under 25. While it’s often seen as just a stepping stone, what’s becoming increasingly clear is that Macca’s can be the launchpad for something much bigger.

Seventeen-year-old Hamish Lawes, from McDonald’s Fenton Street Rotorua, is proof of just how far a young person can go when given the tools and encouragement to grow. Having joined the crew a year ago, the John Paul College student and avid musical performer, was drawn to the flexibility Macca’s offered.

“I liked the hours and the team,” he explains. “When I started, I thought I’d come and get the job done, but the more I learned, the more I realised how much opportunity there actually is.”

He’s now assistant shift manager, preparing to take on the shift manager role, and will soon be attending McDonald’s Advancing Your Leadership course.

“I love that no two days are the same,” he adds. “Teaching others different stations keeps things fresh, and the problem-solving skills I’ve gained are things I’ll use forever.”

Hamish Lawes.

Down in Taupō, Jaun Odendaal has had a similar experience. At 23, he’s been at McDonald’s for four years.

“I started while I was still in school, just to make some money,” he says. “I enjoyed the job so much I decided to stay and work up the ranks.”

Now a crew trainer with a hand in kitchen operations and maintenance, Jaun is aiming for a management role.

“It’s not just about flipping burgers,” he says. “For me, being a crew trainer is about understanding people. I like figuring out how they learn and adapting the way I train.” Looking ahead, Jaun adds, “I want to be the best manager I can be for my crew.”

There’s still a tendency to underestimate jobs like these. But, in many ways, what young people learn at Macca’s, including valuable skills like communication, time management and teamwork under pressure, are the same skills that carry them forward in life, no matter what they choose to do.

For Hamish, Jaun and many others, it’s not just a job. It’s where they learned to back themselves.

MCDONALDS.CO.NZ/LEARN/CAREERS

Unstoppable Women

The BWN Speaker Series 2025 lit up Tauranga with some big names, bold stories and infectious energy.

WORDS CARRIE BROWN

Robyn Malcolm.

When actor Robyn Malcolm, global thought leader Cassie Roma, broadcaster Toni Street and fashion designer Kiri Nathan are all on one stage you know something special is about to happen.

This year’s Business Women’s Network (BWN) Speaker Series brought together an extraordinary lineup of inspiring women, each sharing stories of resilience, leadership, creativity and confidence. Held at Baycourt Theatre in Tauranga, the 2025 event was the largest and most dynamic BWN event to date, drawing 450 attendees for a day of insight, empowerment and connection.

Toni Street.

Toni Street opened the programme with a raw and heartfelt talk on navigating personal hardship, and how sharing your story can foster deep human connection. Kiri Nathan followed with her journey of cultural identity and purpose, offering a moving reflection on what it means to lead with authenticity.

Then came the laughs. Robyn Malcolm delivered a sharp, witty and candid talk that had the audience in stitches while also reflecting deeply on the power of living truthfully at every stage of life. Rounding out the speaker sessions, Cassie Roma brought electric energy to the stage with her call for women to lead with kindness and back themselves unapologetically.

Kiri Nathan.

The event theme ‘Unstoppable: Owning Your Story’ pulsed through every talk. Throughout the day, MCs Jase Reeves and Sam Wallace from Coast FM’s Morning Show kept the energy high and the atmosphere light, weaving fun and warmth through the entire experience.

Guests were welcomed with drinks and canapés before exploring the upstairs Connect and Nourish Hub, where a fresh, vibrant lunch was served alongside sponsor activations and tastings from local vendors.

Downstairs in the Style and Sip Lounge, the focus was on fashion, flair and indulgence.

Guests browsed Kiri Nathan’s garments and pounamu designs, enjoyed makeup touch-ups, sipped coffee and wine, and soaked up the relaxed, elegant atmosphere.

This year’s Speaker Series was more than just an event - it was a celebration of women showing up, owning their stories and lifting each other up.

Cassie Roma.

Tauranga Business Chamber offers a heartfelt thank you to the sponsors who made it all possible: principal partners Cooney Lees Morgan and Craigs Investment Partners, alongside partners Coast FM, KingSt Design, Hatch Consulting, Kale Print, Port of Tauranga, Rentlink Property Management, Toi Ohomai and Westpac. And to the hundreds of women who attended: thank you for being part of it.

The Business Women’s Network is a part of the Tauranga Business Chamber.

TAURANGA.ORG.NZ

A different kind of calling

A teacher, a doctor, a pilot, a movie star... Becoming a funeral director probably isn’t on many childhood wish lists. But for funeral director, Fergus Keith, it’s his most rewarding job yet.

photo MARK FRUISH @ MATCHING BLACK

With a calm presence and a passion for helping others navigate grief, Fergus Keith shares his insights into the surprising realities of his role, what makes the work so meaningful, and why it’s time we all started talking more openly about death – and life while we’re at it.

UNO: What did you want to be when you grew up?

Fergus: Honestly, a funeral director wasn’t on my radar. Like most people, I didn’t leave school thinking, ‘I’m going to work in the death care industry’. It’s a vocation that found me later in life.

Tell us a little about your work history prior to Legacy Funerals?

Before coming to Legacy Funerals, I spent time working as an ambulance officer and a church pastor, and I’m also a volunteer firefighter. Those roles have given me a deep understanding of how to relate to a wide range of people, especially during crisis and grief. My own personal experiences with loss as a teenager also helped me become more comfortable in that space.

What does a typical day look like for you?

We’re not just dealing with the deceased – we’re working closely with the living. There is a lot of variety within the role, from behind-the-scenes work planning funerals, organising logistics and working with celebrants, to supporting grieving families. It's a careful balance between organisation and event planning, and ceremony, ritual and empathy.

What surprises people most about your job?

It’s not all sad and sombre. There are lighter moments and laughter with families as we work alongside them to keep the stories of their loved ones alive. Funerals are about more than saying goodbye, they are a vital part of the healing process – not because someone has died, but because they have lived. And they’re not just for the front row of mourners. Friends, colleagues and community members also need that moment to reflect and grieve.

What do you find most rewarding about your work?

It’s deeply fulfilling to know that by taking the time to craft the funeral experience just right, it helps people grieve well. Helping families feel supported at their darkest moments is a privilege that feels more like a vocation of service rather than a job. Also, Legacy Funerals is owned by a charitable trust, so profits go back into our community.Being part of something bigger adds another layer of meaning to what we do.

Do you have any advice for those considering a career in this field?

In my role I am a guide, a storyteller and above all a listener. There is a certain level of maturity and life experience needed for the job. There is also on-call work – sometimes you're answering the phone at 2am when someone’s world has just fallen apart. But being that trusted person in those moments is incredibly humbling.

Any final thoughts?

As New Zealanders, we often rush grief and avoid talking about the inevitable. I encourage people to talk more openly about death, plan ahead and think about what their family will need when their time comes. At Legacy, we help people pre-plan funerals, not just to make things easier logistically, but to ensure the final farewell is a meaningful experience that enables their loved ones left behind to grieve and heal. After all, funerals aren’t just about death, they’re about taking the time to celebrate and honour life.

LEGACYFUNERALS.CO.NZ

Kind, firm, calm

Could the secret to great parenting be KFC?

Ever find yourself second-guessing the decisions you make as a parent? Wondering if you're being too strict, too soft, too harsh, too lenient?

Good news – there is a simple balance that offers an easy-to-remember parenting posture. It combines warmth and affection, is held in place with gentle leadership, and is delivered calmly knowing that children thrive when the atmosphere is peaceful.

I like to call this KFC – kind, firm, calm. Keeping a balance of these three things is the key to parenting.

Be kind

When we’re communicating with our kids, our tone of voice really matters. We need to stay kind and pleasant. If we are mean, sarcastic or shouty, our children will feel like they need to defend themselves and the issue will get lost in a fight.

Listen to your children and offer them empathy and support. Convey warmth, interest and love so they feel seen and heard by you. A stern look or raised eyebrows can communicate our impatience and irritation. On the other hand, gazing lovingly at your children and showing you are pleased to see them offers a deep feeling of safety and being loved.

Be firm

Children need us to be firm, even though they will do their best to get us to fold. Work out what you’re prepared to stand by and stay the course. Children will be relentless if they find they can sway us, and our job will be much harder. A great motto is, “Say it, mean it, do it.” Remember that children feel safe, loved and protected when the big people set boundaries and stick to them.

Be calm

We need to be a constant source of calm in our families – as if we are set on a thermostat. The weather may change, but we don’t. When storms threaten, instead of losing our cool, yelling and reminding our kids about stuff they already know – we stay calm. Our confidence is conveyed by speaking quietly and bringing our voice down at the end of a sentence. Avoid fighting words that invite a challenge. For example, “There will be no biscuits until you have unpacked your school bag” works better with an invitation to cooperate instead.

“You may have a biscuit as soon as you have unpacked your school bag.” If you find yourself flooded with emotion, find a way to regain your composure. Press pause. Take some deep breaths and a few steps back. Make a cup of tea or go outside and reflect on what just happened.

When you keep your composure, your children look at you and see how it’s done. They see that the big person in their life is not thrown or overwhelmed by their behaviour and it helps them relax and begin their own process of self-regulating.

PARENTINGPLACE.NZ

Extracted from Kind, Firm, Calm – Simple strategies to transform your parenting, by Jenny Hale.

Mishaps and mayhem

Proud farm girl turned radio personality, Hayley Bath’s chaotic life is comedy gold.

Radio host Hayley Bath isn’t just the voice keeping you company from 9 to 3 on The Hits – she’s also the kind of woman who accidentally eats her pet sheep, marries a man after 12 weeks and loses her last baby tooth at 32. (Yes, really.) Here Hayley shares 10 delightfully unfiltered facts about couchsurfing with criminals, misbooking Mandarin bus tours, and raising a son who thinks Santa’s reindeer crashed into their lounge. Warning: you will snort-laugh reading this.

1. I accidentally ate my prize-winning pet sheep.
I’m a country girl who grew up just outside of Pukekohe on a lifestyle block, where we had cows, sheep, chickens, pigs, and even a horse at one point. I earned pocket money by rearing calves and quickly learned that naming a cute piglet ‘Bacon’ helped when the circle of life inevitably came around and it was time to stock the freezer. I always knew that my ribbon-winning sheep, Harry, would eventually be turned into lamb chops but when the time came, I absolutely refused to eat him. Lamb? Fine. Harry? Absolutely not. About a year later, I was reassured over dinner that Harry was long gone from the freezer, so I tucked into a lamb chop without a second thought. Fast forward three years to a heated argument with my sister, when she suddenly screamed: “YOU DID EAT HARRY’S LAST CHOP AND THE WHOLE FAMILY KNEW!”

2. I once had dinner with a drug smuggler and spent the night on the couch of a (ahem, cough) ‘woman of the night’.
My sister and I couchsurfed our way around the world, staying on strangers’ sofas and encountering all sorts of characters, some more colourful than others, as mentioned above. We went to 14 different countries in 90 days, travelling as cheaply as possible, which naturally led us to a few hairy situations. My poor mum was worried sick for us. For that reason we didn’t tell her when we got into a stranger’s van in Cambodia, got driven around the middle of nowhere and then had to give him cash to be let out of the van. Some things are best left unsaid.

3. I accidentally went on a four-daylong, full mandarin-speaking guided bus tour in the US.
In the aforementioned trip, my sister insisted I pull my weight and organise something on the trip for a change. I chose a Grand Canyon bus tour but I left it until the night before to book it. We only found out why it was so cheap the next morning when the bus took off and the tour guide started speaking mandarin – for the entire time – for four long days. By then we were stuck on it. To this day I have no idea of any of the history or even what state we were in.

4. My hubby and I decided to get married just 12 weeks after meeting.
When you know, you know, and I’m still unashamedly smitten with the gorgeous man. It was a whirlwind engagement that left a few people shocked, and more than a few assuming I must be pregnant (I wasn’t). So we decided to lean into the whole “shotgun wedding” narrative. Our ‘save the date’ invites featured me dressed as a pregnant hillbilly, with my wonderfully kooky dad posing behind Chris and me with a shotgun, implying an enforced marriage. We tied the knot just four months later. And now, 10 years on, I can happily say we’re still going strong – and still laughing.

5. I lost my last baby tooth at the age of 32.
I know. Odd, right? Turns out there was never an adult tooth underneath it, so it just stayed put. Eventually, it had to be removed by a periodontist. Having waited nearly 32 years for the tooth fairy to show up, I figured this tooth must have gained some interest on the original two-dollar coin I never received. Surely, by now, it was worth at least a five-dollar note. So, with great hope, I placed my final baby tooth on the windowsill. The stingy tooth fairy, however, left me just one miserable chocolate peanut. A far cry from reimbursing me for the rather expensive dental implant that followed.

6. One of my most prized possessions is a taxidermy stag head hunted by my greatgrandfather in the 1940’s.
I’ve named him Lenny, after my great-grandfather Leonard. He hangs on the wall in our lounge. When my son was three years old, he developed a habit of swearing, completely unaware of what “naughty words” actually were. One day, I overheard him in the lounge, delightfully chatting to the stag and calling it a “f**king reindeer”. I think he believed it was one of Santa's reindeer that had accidentally crashed through the wall and become stuck while trying to land on our roof at Christmas. Now, every December, Lenny gets a red nose.

7. I’m a giant.
Okay, technically I’m only 5 foot 10, but I feel like a giant. I shot up before all the boys at school, which is a crushing blow to any 12-year-old’s self-esteem. At my year eight formal, I finally plucked up the courage to dance with my crush, who, unfortunately, was eye level with my chest. In hindsight, he probably wasn’t too bothered, except that my body seemed to use all its energy growing upwards, leaving other, err, developments for much, much later.

8. I am a grateful recipient of the lifesaving service that is Life Flight.
While I wouldn’t necessarily call this a fun fact, I was flown on a Life Flight Air Ambulance while pregnant with my twins. At the time, there were very few NICU beds available across the country, which placed me in a dangerously overdue situation and threatened the life of one twin in the womb. I was transferred on an emergency flight from Wellington Hospital to Palmerston North Hospital – one of the few places with available NICU beds. I’m now fortunate to have two healthy twin boys, along with their older sister. I’m incredibly thankful for the amazing team at Life Flight and the outstanding medical staff here in New Zealand.

9. I spent a whole heap of money on a largely unused degree.
In high school, I wanted to study radio, but decided it might be too risky career-wise. So instead, I opted to study acting at New Zealand’s leading drama school, Toi Whakaari (I’m not quite sure why I thought that was the safer option). Fast forward three years, and I realised that my favourite part of the intense, and very expensive, degree was actually the small bit of radio voicing I did for a handful of radio plays. So, I then went on to study radio after all. An expensive reminder to always trust your gut!

10. I’m secretly an old soul – a 90-year-old trapped in a 34-year-old’s body.
If I weren’t married, my dating profile would probably read: “Loves reading,

gardening and staying in on a Friday night. Always up for discussing self-pollinating

trees.” Thankfully, I’m not single, because, as my husband once put it, “I’m not sure we would have matched if we’d met on Tinder.” Ouch.

Catch Hayley on The Hits 95FM weekdays from 9am to 3pm.

Cracking the first home code

Buying your first home doesn’t have to be confusing. Brooke Reynolds from Rapson Loans and Finance says there are more loan options available than most people realise. With the right advice, you can find a solution that fits your budget, deposit size, and property goals.

If you're a first-home buyer, you might be surprised by how many loan options are actually available to you. It’s not just one-size-fits-all.

Here are three main types of loans to consider, along with how each one works:

1. First Home Loan (via Kāinga Ora)

Some banks offer First Home Loans in partnership with Kāinga Ora. The bank handles the initial assessment using its own lending policies, and then Kāinga Ora gives final approval for both the loan and the property you're looking to buy.

It’s important to note that just because Kāinga Ora gives the green light doesn’t mean the terms, such as how much you can borrow or the interest rate, will be the same across all banks. These can vary depending on the lender.

The minimum deposit is five percent, and the deposit can come from personal savings, a gift, or proceeds from selling an asset. Not that you’ll need to meet Kāinga Ora’s eligibility criteria, which can be found at kaingaora.govt.nz

2. 10% Deposit Home Loans

These are widely available through all major banks. While banks may pause pre-approvals based on application volumes, you can still proceed by making an offer on a property. Once your offer is accepted, the application becomes a live deal and can be assessed. Some lenders still offer pre-approvals for auction purchases. The minimum deposit is 10 percent, and at least five percent must be from genuine savings (e.g. KiwiSaver, cash savings, investment funds, or sale of an asset).

The remaining five percent can come from a gift or a deed of debt from family. Bank rates vary between lenders, however the rate will be higher than a 20 percent deposit loan. Some banks may offer a $5,000 cash-back for first-home buyers.

3. 5% Deposit Loan (Non–Kāinga Ora)

There’s at least one bank offering five percent deposit loans for borrowers who don’t meet Kāinga Ora’s criteria. This loan requires genuine savings for the full five percent deposit. Pre-approvals are not offered, but live deals (including auction purchases) will be assessed. Availability is subject to bank capacity – some may pause new applications from customers not already with the bank.

Important to note for all loan types

A professional property valuation is required for all three loan types. Make sure your offer includes enough time for both the assessment and valuation. These loans are not available on interest-only terms – you’ll need to make principal and interest repayments from the start. Navigating your first home loan can feel overwhelming, but a trusted mortgage adviser can guide you through the process. Ideally, choose one with access to all lenders, as borrowing limits and interest rates vary significantly between banks.

RAPSON.CO.NZ

Progressive positioning

Coombes Johnston welcomes customers into a new era.

words NICKY ADAMS | photos JAHL MARSHALL

As Coombes Johnston marks 30 years representing the BMW brand in Tauranga, the timing feels fitting for a major transformation. The dealership has just completed a major showroom upgrade, designed to modernise not just the look, but the experience of buying a vehicle. The result is a space that feels less like a traditional showroom and more like an extension of the brand’s identity.

The second location in New Zealand to have undergone the international ‘Retail.Next’ initiative, the new showroom is overarchingly aspirational while reflecting the brand’s emphasis on customer centricity. “We have always had outstanding customer service,” says manager Kevin Pead. “We always had the DNA for that. Now we’ve lifted up the environment to match the level of service that we’ve been offering to our customers in the Bay of Plenty for 30 years.”

BMW has an undisputed reputation as a premium European luxury brand. The freshly renovated showroom, with its stylish interior and multi-functional spaces, is testament to this positioning. As I walk through the doors, the receptionist beams a sunny smile, radiating warmth on a wet winter’s day. Leading me to the inviting seated area, fresh coffee on the table, the feeling is less showroom and more lounge area. Glancing around I notice the stunning feature lights. These, Kevin explains, he initially thought may be overkill, but when they were installed, all was revealed. Without doubt purposeful, the pendants glisten over the seated area where they serve to create a cosy, intimate environment; meanwhile my eyes are drawn to the M wall where a feature white and red longline ceiling element is suspended over the latest highperformance luxury M3 model, the light showcasing the sleek contours of this beautiful vehicle.

The seating, while perfect for meetings, faces a screen which boasts the very latest in technology. The EVE – Emotional Virtual Experience – is an immersive experience that allows customers to digitally design and watch as their dream car comes to life. Even the more old-school customers are on board with this technology, as it helps to bring a real sense of confidence to decision making. “There are so many different makes and models we can’t stock all of them, so if someone wants to bespoke a car this allows them to see what the finished product would look like from the comfort of a lounge type environment.”

The brand concept behind the Retail.Next upgrade is, says Kevin, “to create a warm, embracing, relaxed atmosphere.” The days of the hard sell are long gone. Today’s experience of looking for a new car involves a more consultative approach. BMW considers itself a market leader in more than just its innovative car design and production. After all, Kevin points out, “BMW doesn’t follow, it sets the standard”. The ‘shop floor’ is obviously a part of this. From the moment someone arrives, “You want them to feel as though they want to buy a car; and whether it’s the latest and greatest or it’s an older model, the level of service is the same.” The split for new versus used vehicles is roughly fifty-fifty, but rule of thumb is that “used car buyers will one day become new car buyers.” I question why this is, and Kevin looks amused. “It’s a natural progression – it’s a great audition, isn’t it!”

Car enthusiasts will already be aware that BMW is considered the ultimate driving machine, and Kevin is excited about what’s coming, with product launches for 2025 set to defy expectations further – what’s on the horizon is “younger, fresher, more exciting; and our technology advances with each new model.”

We circle back to the fact that the customer journey is a key focus here at Coombes Johnston. This explains how, for two years running, BMW Tauranga were awarded Excellence in Customer Service nationally from BMW New Zealand. Kevin firmly believes that you have one shot at making a first impression. “The people that come have generally done their homework and are making a comparison. We are here to identify their needs and make sure they find the right vehicle.” Of course, he continues, “people want more from buying a car – they want, and deserve, a premium five-star experience.”

The service is wrapped up in so much more than excellent product knowledge. When dealing with uber high-tech models, to help bring a purchaser up to speed with the technology can often, Kevin says, involve up to five post-sale sessions. His customer handover includes happily giving his mobile number to each client as part of the aftercare. This is indicative of the way these relationships are cultivated and valued. The ability to form firm relationships is something, Kevin says, that is lost when people shop further afield. There is often a belief that if you go to a bigger city, you’ll get a better deal – not the case, Kevin assures me. “As soon as you’re out of the door, you’re just another number – here you will always be a valued customer.” And one which will be looked after as part of the Coombes Johnston family.

The team of 13 share the same passion – Kevin has been with BMW for 10 years, and Simon, the service manager is soon to celebrate 20 years with the company. Longevity relates not just to staff relations but also to customers, with, says Kevin, many of their customers holding longstanding relations. Indeed, when I speak to owner Richard Johnston, he tells me anecdotally that he has been selling to one customer since 1987, starting the relationship when he was a junior salesman. The new look of the premises, he believes, does justice to the BMW brand. “Over the years the showroom has evolved, but this is a massive change – a quantum leap to something truly spectacular for 2025.”

As for being a BMW ambassador, Richard is clearly as passionate as ever about the Group. “They strive for excellence, and they measure us on excellence. There is an understanding at all levels of our team that the execution is at a very high level. The design, innovation, BMW’s ability to pivot quickly – there’s a very strong focus on drivability and the passion and emotional experience that comes with being behind the wheel of one of these cars. That in itself, in my opinion, sets us apart – and as a small family run business it’s a real privilege to represent the brand.”

COOMBESJOHNSTONBMWTAURANGA.CO.NZ

Pacing the planet

The overnight success of fitness app The Conqueror’s Challenge took more than a decade to take off. Co-founder and Bay local Adam El-Agez explains how a treadmill, a paper map and a big idea became an $80 million fitness empire.

words KARL PUSCHMANN

One afternoon, Adam El-Agez’s ex-wife stepped off their treadmill, fetched a paper map of New Zealand, and pinned it to the wall in front of the machine. Then she got back on and kept running. When she finished, she checked her distance and marked it on the map, determined to “run” the length of Aotearoa without ever leaving the house. Intrigued, Adam joined in.

A former PE teacher, he loved the motivation the challenge gave him as he clocked up kilometres and made his way across the motu. But there was one part that constantly bugged him.

“We had a notebook and a calculator, and every time we went for a run on the treadmill, we’d put a line on the map. I found it clunky. I’m not good with pen and paper,” he laughs. “I was like, ‘There must be an app for this.’”

Surprisingly, there wasn’t. Adam searched online forums and discussion groups, but all he found were people like him, using pen and paper to track their running journeys. That’s when the Pāpāmoa entrepreneur realised his running app idea had legs.

“In my early 20’s I left teaching and went down an entrepreneurial pathway,” he says. Over two decades, he reckons he’s started around a dozen different companies, picking up skills in everything from online marketing to coding along the way.

“People call me a generalist. I’ve got no specialist skills, but a lot of knowledge and ability at a low level. I thought the app might be something I could build, so I just went off and built it.”

That app was The Conqueror Challenges, a fitness goal-setting app that’s now one of the world’s most downloaded exercise apps, generating a staggering $80 million per year. At its core, it’s a digital implementation of marking progress on a paper map.

“If I went for a 5km run, on the app I would advance down the length of New Zealand by 5km,” he explains.

While The Conqueror Challenges (TCC) stays true to Adam’s original, lo-fi concept, its popularity is because it makes fitness fun by gamifying exercise with a range of virtual challenges designed to keep you motivated. Sure, you could run the length of Aotearoa, but you could just as easily cycle the Inca Trail, or even follow Frodo’s The Lord of the Rings footsteps and walk from The Shire to Mordor. Along the way, users get virtual postcards packed with trivia, but the real prize is, funnily enough, a real prize. After crossing the finish line, you get sent a desirable physical medal to mark the accomplishment.

“The medals have become a bit collectible,” a chuffed Adam says. The app’s popularity hasn’t gone unnoticed either. In 2025, The Conqueror Challenges won Best Digital Interactive Product at the Licensing International Awards in Las Vegas for its Harry Potter Virtual Challenge series — beating out heavyweight finalists like Minecraft, Lego Duplo, Five Nights at Freddy’s and Roblox. “We’re just a relatively small, scrappy crew — no big machine behind us — yet somehow we’re out here doing global deals, delivering licensed products like clockwork, and getting high-fives for it. Honestly, it still blows my mind,” Adam says.

From the vantage point of 2025, it’s easy to assume TCC was an overnight success. That’s not the case. The journey began way back in 2012.

“It’s been a hell of a slog,” Adam admits. For years, he poured time and money into the app with little to show for it, aside from losses, frustration, and false starts. The traction he was convinced existed never seemed to arrive. But he didn’t quit.

“I was almost too deep in it,” he says. “You can’t sell a failed fitness app. You just turn the servers off and give up.”

A chance meeting online changed everything when Adam connected with a Romanian strategist named Raul Vintila. Raul wasn’t the first marketing expert Adam had brought in, but he was the f irst to truly understand Adam’s vision.

“He smashed it,” Adam smiles. Within a year, the app was out of the starting blocks. Adam was so impressed that he made Raul a co-founder, giving him half the company. Finally, the momentum Adam had believed in for so long had kicked in.

“The success happened super quick after a long, painful, hard, unsuccessful time,” Adam says. Despite the success, “literally the culmination of 20 years of business experience”, it hasn’t stopped him from dreaming up his next move. As an entrepreneur, he can’t help it. His restless drive is part of why he loves the Bay.

“I’m a very active person, and living here allows me to have that amazing quality of life, which helps, when you’re an ‘always-on’ entrepreneur,” he says, listing surfing, fishing, and mountain biking as some of his hobbies. Which lately, he’s had more time to engage with.

“Entrepreneurs don’t belong in mature businesses. I think they’re bad for it unless they bring a strong set of skills to the table. I don’t, so I stepped down as CEO. It’s been great! I’ve been doing heaps of hobbies, travel and spending time with family.”

After years of hardcore hustle, the break has been welcome. “I’ve enjoyed my time, but I know I need to move into something else.” Then, like a true entrepreneur, he grins and says, “I’m just not sure what that is yet.”

THECONQUEROR.EVENTS

Rebranding the Bay

What makes a place truly unforgettable? Is it the golden beaches, the rolling hills, or the vibrant urban buzz? For Our Tauranga Region, the answer is something deeper. It’s in the stories of the people who live and work there. Now, in a bold move to express the essence of Tauranga and the Western Bay, the team is turning to the community to help define the region’s next big identity.

words HAYLEY BARNETT

After years of watching Tauranga and the Western Bay grow in size and diversity, Our Tauranga Region has embarked on a journey to develop a new brand. In fact, it will be the first brand the region has ever adopted, and they want to make sure it’s one that genuinely reflects the spirit of those who call the Bay home.

“We’ve got this beautiful region, but the way we talk about it hasn’t caught up with who we are now,” explains Haydn Marriner, project lead at Our Tauranga Region. “We didn’t want to slap a logo on a postcard and call it a brand. It has to be a reflection of the people – our mana and values.”

Rather than relying solely on marketers or consultants, Our Tauranga Region is crowdsourcing the heart of the brand from its own community. They’re meeting with iwi, local businesses, artists, and residents to uncover what truly defines the region and its people. Nothing has been decided yet; even the term 'Our Tauranga Region' is a temporary white label identity that will be retired once the new place brand has been delivered.

“Branding is no longer a top-down process,” says Marriner. “It’s about co-creation. We’re not just building something for the community. We’re building it with them.”

One of the key principles guiding the project is authenticity. Our Tauranga Region is working closely with tangata whenua to ensure the brand is grounded in te ao Māori and the unique cultural fabric of the region. As Marriner puts it, “You can’t tell the story of this place without starting with the people who have been here the longest.”

While culture and heritage are central, the brand also aims to represent the region’s evolving identity and its entrepreneurial energy, creative spirit, and laid-back lifestyle.

The process has been anything but conventional. From community hui to online submissions, the brand development has become a dialogue, not a monologue. And it’s working.

“What’s been amazing is how much people care,” Marriner says. “There’s a sense of pride and ownership coming through in every conversation. Whether someone’s been here five minutes or five generations, they’ve got something to say about what makes this place special.”

The branding project is set to roll out over the next few months, with a visual identity and messaging platform expected later this year. But for Our Tauranga Region, the journey has already delivered its own reward, which is a stronger connection between the people and the place they call home.

“If we get this right, if we create something true to us, it'll resonate with locals, with visitors, with businesses – with everyone!” Marriner says. “Because it’s real.”

Have your say at: OURTAURANGAREGION.COM

Boosting business

A new company to the Bay is ready to help distressed businesses "turn things around".

photo QUINN O’CONNELL

Martin Macdonald is under no illusions about his methods.

“It's a prick of a process to go through,” he admits. “But then, when we’re done, the business is often saved, the people retain their jobs, and it's all going well. That's a fantastic feeling. There’s nothing better in life than doing this.”

Martin is CEO of Whiterock, a business advisory firm that specialises in helping medium and large-sized companies with annual turnovers in the millions navigate out of any tough financial waters they may have drifted into. In corporate lingo, they’re called a ‘distressed business’.

“But distressed businesses or turnarounds don’t necessarily mean failing or at death’s door,” Martin explains. “You can have a business that’s turning over $5 million a year but it’s not making any profit. That’s partially distressed as opposed to heavily distressed.”

Martin, who has over two decades of expertise in the field, likens it to a business losing steam. His job is to go in, identify the problems and come up with a plan to turn things around. Once called in, he’ll go through the business with a fine-toothed comb, talk to its people and also survey the outside world in which the company operates, all to get a thorough understanding of the bigger picture.

“I get a feel for all the different parts of the business and then I report back,” Martin says, before acknowledging that this initial meeting can sometimes be a little awkward.

“It’s a bit like a doctor telling somebody what they need to hear,” he says. “Often, it’s not what they want to hear. But it is what they need to hear.”

This process of stabilising or recovery and on to growth usually involves tough decisions, which are challenging to confront.

“I'm often dealing with the owners of a business. They’ve built it up from scratch and they're very passionate,” Martin says. “So I don't just go in, give turnaround advice and then leave.”

Instead, his approach is hands-on and sees him overseeing the implementation of the recovery plan over a three-to-six-month period. To do this he calls in a large network of specialist contracts, eg HR, health and safety, marketing, etc.

“It can take time,” he says. “But time is an interesting thing. Sometimes you don't have much time, and sometimes you do."

To that end, the best time for a business to get in touch is as it's approaching the cliff, rather than in the precious few seconds before falling off. For example, Whiterock is currently helping a company with a turnover of $220 million return to profitability.

“New Zealand is a country full of medium and large businesses,” Martin says. “And many need a hand. I'm ready to help.”

WHITEROCK ENTERPRISES LTD

A lasting legacy: 20 YEARS OF UNO

Two decades strong, UNO has been the Bay's voice, shining a light on the best of the region’s creatives, business minds, leaders, philanthropists and influencers. Now, after 20 years, it’s time for UNO to celebrate its own influence. Hayley Barnett sits down with the publication’s owners and two previous publishers to discuss how the magazine came to be, and where it’s headed.

photo ALAN GIBSON

The UNO team from left: Nicky Adams, Michele Griffin, Rebecca Meyer, Hayley Barnett and Stephanie Taylor.

As the media landscape continues to transform both here in Aotearoa and around the world, celebrating 20 years as a regional print publication seems almost unbelievable.

Looking back on two decades of storytelling, art and community, for the team at UNO, with all their years of experience in magazines, newspapers and radio, it’s obvious why this unique publication has gone the distance. Having always focused on positive stories of inspirational locals, there has been and always will be a need for connection.

Part of its success is testament to founder Andy Martin’s vision. Casting his mind back 20 years ago, Andy recalls jumping in head first.

“To be honest, I had no idea what I was doing,” he laughs.

“I was winging it from the get-go.”

More a risk-taking entrepreneur than media mogul, Andy had spent much of his career in sales and marketing, in industries from farming to oil. It was when he started up a business in building project management that he delved into media, launching a magazine called The Homepage.

“I always liked Urbis, a consumer homes magazine, and wanted to do something big scale like that, which drew me to the idea of starting a quality regional magazine,” explains Andy. “I probably wouldn’t have done it unless my father had retired at that stage.”

Charles Martin was a sports broadcaster, and wrote for publications like The Listener, as well as scripts for Close to Home, a TV series in the ’70s and ’80s.

“Dad became the editor and I did the sales, and we cobbled it together from there,” says Andy.

The main idea, he adds, was to celebrate the local people in the region.

“Dad’s big thing was all about not being topical,” he says. “The beauty of it was that you could still pick one up years later and it’s still relevant. That was quite important.”

When Charles sadly passed away 10 years ago, Andy felt his own passion for publishing fading with him. That, he said, and he’d “gone too big too soon”. Around that time he’d started printing a Waikato version and opened an office in Wellington, with the intention to publish a magazine for the city.

“Wellington wasn’t a good move,” he admits. The project collapsed shortly after it started and Andy decided to sell the entire brand instead.

From there, Jenny Rudd and Mat Tomlinson picked up UNO and, in Andy’s words, gave it a good “shake up”.

“It needed some new energy and that’s exactly what Jenny had – good energy.”

Over the next six years, UNO transformed in style and tone, taking on more of a business bent, something Jenny was passionate about.

“We attracted some amazing talent to join us, and added two more titles to our fold,” tells Jenny. “It was a magical six years!”

When the current publishers, Michele Griffin and Rebecca Meyer, came on the scene, they brought with them over 35 years of media sales experience, having been at the Bay of Plenty Times (now under the NZME umbrella) for much of their working lives. For Michele, it was her first job out of high school.

The pair had watched UNO evolve over the years and had a vision to bring it back similar to its original format, with more story telling, while continuing to shine a light on the incredible breadth of creative talent the region has to offer.

For Michele and Rebecca, it was an obvious fit.

“We saw UNO as this sophisticated, beautiful brand,” explains Rebecca. “We always admired it, and because we had clients at NZME who respected the magazine, we had an understanding of how the community viewed it.”

Neither see print disappearing any time soon, and Andy agrees. “People spend so much time on their phones these days,” he says. “To sit down and pick up a hard copy is a luxury. There will definitely always be a place for it.”

When asked about where they see UNO headed in the future, there’s no talk of moving fully online or cutting back on print quality.

“We’re lucky this region is growing,” says Michele. “One piece of advice that has always stuck with me was, ‘Stick to your knitting’. Don’t try to reinvent the wheel. We’re always listening to what the market wants, evolving where it matters – like maintaining a strong online and social media presence – but at our core, the magazine remains the heart of what we do.”

Adds Rebecca: “Ultimately, people will read it if it looks good and delivers quality content that is relevant to them.

Get that right, and everything else will follow.”

Local roots to global rise

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

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

Lara Henderson from Pure Mama.

Great expectations

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

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

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

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

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

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

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

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

Lara Henderson from Pure Mama.

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

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

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

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

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

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

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

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

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

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

Sam Kidd from LawVu.

Wonder Kidd

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

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

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

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

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

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

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

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

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

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

Lisa Ebbing from HotMilk.

Hot stuff

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

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

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

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

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

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

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

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

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

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

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

A course for change

Tauranga Living Without Violence is working to end domestic violence from within.

words Hayley Barnett  |  photos Alex Cairns

CEO of TLWV Dr Moana Tane.

Forty years ago, five men in Tauranga got together to fight domestic violence. They formed a group called Tauranga Living Without Violence (TLWV). If you haven’t heard of them, you’re not alone − and you’re lucky. 

It’s a not-for-profit organisation that works alongside other NGOs and government agencies to support perpetrators and victims of violence. Yes, you read that right – support perpetrators to get the help they need, and often want.

“The group who set this up agreed to a pay deduction to do work in this space,” says Dr Moana Tane, the new CEO of TLWV, who had been in the job for eight months when she sat down with UNO. “They really believed strongly that violence by men towards women was something they didn't want happening on their watch. They wanted to do something about it.” 

With the emphasis on men, Moana understands how that might come across to some, but the numbers don’t lie. Approximately 83 percent of violent crime offenders in New Zealand are male.

“There is a small percentage of women who use violence, but what we see is that they use violence very differently from men. And often it's a form of resistance to violence that has been perpetrated against them. For men, a lot of the time they exert coercive control over their partner.”

While the numbers do lean toward one gender, Moana says that’s where the stereotypes end. “When it comes to tackling this problem it's not about education, it's not about socio-economic status, it's not about ethnicity,” says Moana. “This is a problem for the whole of society.”

Unfortunately, domestic violence in New Zealand has only been getting worse over time. In the year to 2023, NZ Police recorded 177,452 family harm investigations − a 49 percent increase from 2017. And they estimate that roughly 80 percent of incidents go unreported, so in reality this number is much higher.

Part of the reason it’s been getting worse, says Moana, is that it’s becoming increasingly easier to exert control over others thanks to technology.

“What’s alarming is that many men are monitoring their wives with trackers on their cars and tracking apps on their phones. They’ve got access to emails, and even monitor them with cameras. This all sounds crazy but it’s happening in Tauranga. I’ve met women who’ve experienced it themselves and I don’t think a lot is happening about that.”

Sexual violence is also on the rise, something Moana believes has a strong correlation to violent online porn. 

“It’s so readily available,” she says. “We have these men who are consuming large amounts of this rubbish, and then they’re bringing that into their relationships.”

The solution, she says, isn’t to lay blame, but to go to the core of these problems and find out why these situations are happening, then help the perpetrators to recognise what is driving their own behaviour.

“Going into a perpetrator’s background, often there is trauma, there is PTSD, there are a whole range of things that have happened to men that have perhaps influenced their behaviour today in their relationship. And often it’s because of a completely dysfunctional childhood. Whatever harm they’ve experienced is being worked out now in the context of their marriage.”

From left: Chairman of the TLWV Board Nigel Waters, Dr Moana Tane and
resident psychologist Wol Hansen.

Though she hasn’t been in the job long, Moana is acutely aware of how these patterns play out. For 12 years she worked in Australia’s primary healthcare services while studying for her PhD on the denormalisation of smoking, and lived within very remote Aboriginal communities.

“Violence was all around me. There were no social services − we just patched them up as best we could and offered help. The scenario back then was, if a woman had married, often she'd married into the community, so the bloodlines were his. If he perpetrated violence, she really had nowhere to go. If things became bad, she could go into a refuge and stay there to recover and get treatment, but then she’d have to go home with the kids, he'd come back from jail, and the whole cycle would repeat itself.”

Really, says Moana, it was the husband who needed the help in the first place.

After years of feeling helpless, Moana decided she needed to get out. “I got to the point where I was starting to get a bit lala, living and working in very trying circumstances. It just wasn’t sustainable for me.”

After a few years of moving between jobs, from social work to positions in public health, she was eventually offered the job with TLWV here in the Bay. She says while the problems themselves aren’t getting any better, the way the community here works together is inspiring and offers hope in an otherwise bleak statistical nightmare.

TLWV works closely with the Family Court and Corrections, as well as Tautoko Mai Sexual Harm Support and Women’s Refuge to provide victim support. Their own programmes are designed for perpetrators of violence. Usually the people they help come directly from the court to undertake a mandated course in order to reunite with their family. But there are men who voluntarily take the courses too.

“There are many men who actually want help and want to be good men,” says Moana. “They want to be safe men for their families and often they don't even know what that looks like until they come here.”

TLWV has 17 staff, made up of counsellors and case workers with backgrounds in psychology, social work and education. Their Men’s Non-Violence Programme provides group facilitation and runs for 20 weeks, and their Safety Programme offers support for victims, or survivors. They also have individual programmes for those who feel they need extra help.

“Our Men’s Non-Violence Programme teaches people what a safe relationship looks like, what a safe man looks like, what are the green flags, as well as the red flags, in terms of having a safe relationship or moving into a new one. In society we see perceptions about violence and victim blaming occurs. People say they can’t understand why a woman would stay in a violent relationship. We understand that there may be love within the relationship, and women want the violence to stop, not that they want to leave their partner or the family. What we know is that for some men who may use violence or control in relationships, they are practised at wooing a woman, putting up a false front, pretending to be the man she admires. But over time, as control, demands and violence increase, the façade slips and women begin to realise they have been fooled. Our victim-survivors are all intelligent, and often educated women who have not gone out seeking violent men. For some men, having no awareness of how to regulate their own emotions or communicate (even from a place of hurt and pain), or who are adhering to masculinity that denies feeling, or self-awareness, violence can be the ‘go-to’ behaviour in conflict.”

With a wait list for their Men’s Non-Violence Programme, TLWV has their work cut out for them. But they’re also in the process of designing a maintenance programme, which will give perpetrators a social link with people who may have experienced similar challenges but have come out the other side. “It’s a proactive way to maintain resistance to the violence they've used in the past,” says Moana.

While the stats and figures aren’t showing a lot of hope in this space, Moana and the team remain positive. “We love men and we believe in them,” she smiles. “We all have brothers, fathers, and some of us have sons. There are lovely men out there, who are safe and who are kind to their families. And they have learned to be that way through experience and support from others. In our service, we seek to break down perceptions and barriers that contribute to the use of violence. In our teams, we encourage male counsellors to work with our female groups and we always have female facilitators in our male programmes, because we want those men to see what a safe, strong woman looks like. It’s about challenging misconceptions and trying to help people to understand some of the driving root causes of why men might use this violence while offering alternatives to them. And group work is so very important, because it helps men to be accountable to one another for their behaviour.”

Drawing on her background with tobacco control, Moana says the two issues − smoking and domestic violence − can be dealt with in similar ways.

“We were very successful in denormalising smoking over the years but we did that because we threw light on the harms of tobacco and the fact that everybody thought it was normal, but actually it was the most abnormal thing you could do. Some of that same thinking applies to violence. We need to show people not just how harmful it is but what some of the outcomes are going to be over time. With control and violence you’re chasing away this woman you love. But it’s not about blaming. It’s about shifting the focus to the perpetrator and saying, ‘Look
bro, we’re not going to judge you. You need help.” 

TLWV rely on government funding and donations in order to offer their services. To donate, visit their website. They also welcome self-referrals for victims and perpetrators via their website. There are options for hiding your visit and a large ‘quick exit’ button to exit the site immediately.

“These problems are happening all around us, more than we realise,” says Moana. “It’s important for everyone to speak up whether you’re involved or not. If you see something, say something. It will change people’s lives for the better.” 

tlwv.org.nz

Out on top

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

words HAYLEY BARNETT | photos ALEX CAIRNS

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

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

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

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

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

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

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

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

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

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

Spencer and mum, Debra.

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

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

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

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

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

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

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

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

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

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

DINGLEFOUNDATION.ORG.NZ

Lighten up

Reduce holiday waste this summer with these six simple tips.

words KATE FENWICK

Reducing waste this summer doesn’t have to be a chore; it can be an enjoyable and fulfilling part of your routine, or could be the start of a New Year resolution.

By incorporating any of these six tips into your lifestyle, you’ll not only lighten your environmental footprint but also enhance your summer experience.

Let’s embrace sustainability together and make this summer a season of positive change.

1. Try solid soap bars In a world dominated by plastic bottles, solid soap bars are a refreshing alternative. They come with minimal packaging and often last longer than liquid soaps. Opt for natural and organic options, and you’ll not only cut down on plastic waste but also enjoy a more eco-friendly bathing experience. Plus, they’re great for travel – no spills or leaks!

2. BYO vessel/containers Say goodbye to single-use containers and embrace the BYO (Bring Your Own) movement. Whether you’re heading to the beach, a picnic, or a barbecue, bring your own reusable containers, cups and cutlery. This simple switch will significantly reduce the amount of single-use plastic waste generated from takeout and disposable items. Get creative and make it a stylish way to show off your personality.

3. Love your leftovers Leftovers often get a bad rap, but they are a fantastic way to reduce waste and save money. Instead of letting that extra food go to waste especially at Christmas, get creative. Transform last night’s dinner into a scrumptious lunch or a new dish. You can even challenge yourself to a post Christmas ‘leftover week,’ where you only cook from what’s in your fridge. It’s a fun way to experiment and minimise food waste. One of my favourites is leftover pizza. Freeze all the small bits of food that you often put in the fridge (where they usually get lost) and turn them into a pizza – Chicken, Brie and Cranberry pizza anyone?

4. Pack a picnic Summer is the perfect time for picnics, and what better way to reduce waste than by preparing your own meals? Ditch the pre-packaged snacks and opt for homemade goodies or leftovers in a sandwich. Use reusable containers, cloth napkins, and real utensils to make your picnic zero-waste. Not only will you enjoy delicious food, but you'll also create lovely memories with friends and family.

5. Grow some greens If you have even a tiny space, consider starting a small garden, plant directly into a seedling mix bag or even use a few pots on your balcony. Growing your own lettuce/greens is incredibly rewarding and reduces the need for store-bought produce, which often comes wrapped in single-use plastic. Plus, fresh home-grown veggies taste unbeatable. It’s a fun summer project that brings you closer to nature and encourages healthy eating.

6. Buy what you need and eat what you buy Impulse buying can lead to unnecessary waste, especially when it comes to Christmas time. We often buy like the shops are closed for a week when in reality it is just for a day. This summer, make a conscious effort to buy only what you need. Create a shopping list, stick to it, and focus on fresh, seasonal produce. Don’t forget, when you bring food home, make sure to eat it all and plan meals around what you’ve purchased to ensure nothing goes to waste.

WASTEDKATE.CO.NZ

Spreading success

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

words KIRSTEN MATTHEW

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

HERBIVOREBUTTER.COM

Working in the magic

Balancing career
and family shouldn’t be a quest for perfection – it’s about crafting intentional connections.

words Ellie Gwilliam from Parenting Place

Adisclaimer right up front – all parents work. Paid or otherwise, parents work 24/7. This article is written with the parents in mind who have kids home from school and employment commitments to juggle at the same time. Annual leave only stretches so far and it can feel like the end of school term comes around with alarming frequency. The kids are on holiday, but you're very much not.

School holidays are great, don’t get us wrong. Less rush, more PJs, no school lunchboxes. School holidays can mean a chance for a getaway, an adventure, a road trip or simply checking out local attractions. But, in families where parents have to work right through the break, school holidays can feel a bit tense. Parents may feel thinly spread across work and home, kids may feel bored and disconnected.

There’s no magic pill for this. The work/life balance is a complex thing for families to navigate and some days it all works better than others. Encouragingly, there are huge benefits in making the most of even small moments of connection. Kids love quality time with their parents and yes, spending entire days together would be wonderful, but the good news is that shorter periods of a parent’s focused attention still do a child a world of good.

If you’re trying to meet the demands of both your boss and your kids and feeling pulled in all directions these holidays, here are five simple ideas for fitting in whānau connection:

1. Make the most of mealtimes

If you’re working from home, schedule long lunch breaks with your kids and take some time-out together. If you’ve got older kids with some kitchen skills, maybe they could even be in charge of preparing your lunch, setting the table and waiting on you (it’s worth a shot anyway). If you’re out at the office all day, aim to make dinner a bit more special than usual. Maybe the kids could plan some menus for the week and decorate the table. You could even have a themed dinner or two, complete with costumes and ‘international’ cuisine (sushi totally counts, as does pizza).

2. Something special in the evenings

Lots of after-school activities are on pause for the holidays, which hopefully means less parental taxi driving and more whānau time in the evenings. Book in some special activities that give everyone something to look forward to at the end of the day.
Here are a few ideas to get you started:

Board game night

Movie night

Bowling night

A post-dinner dessert mission for ice cream sundaes

Toasting marshmallows under the stars

Family slumber party in the lounge

Talent show

Kahoot quiz night with another family

Lego Masters challenge

Paper bag challenge (put a set of craft supplies in a paper bag for each kid and issue them a challenge, e.g. longest paper chain, fastest cardboard car, scrap paper collage self-portrait).

Reading aloud a chapter book.

3. Go big in the weekends

If at all possible, plan some adventures for the weekends (or your rostered days off) for something fresh to look forward to. And adventures don’t have to be elaborate or expensive – local and simple can be just as memorable. 

4. Puzzles and projects

Spread a 5000 piece jigsaw puzzle out on the dining table and chip away at it together over the holidays. Puzzles are a great point for connection, and something you can come and go to as time allows. Likewise, maybe there’s a craft project or kitset model lurking at the back of the cupboard that no one’s had time to get started – something that you can work on together in the evenings without pressure. Creativity is such a great outlet for work stress too, so long as we dial up the fun and dial down the expectations. (Trying to follow pages of tiny instructions and find the corresponding pieces from 1A to 5000B may not be your family’s idea of fun – it’s okay to face facts here!) Outdoor projects can work wonders for connection too. Maybe there’s some gardening or landscaping you could tackle with your kids after work each evening, or some fence painting to tick off together in the weekend. 

5. Start a new tradition

Traditions and rituals offer so much in terms of family connection and speak volumes of our kids’ sense of identity and belonging. You may already have some traditions in place, like visiting out-of-town cousins at certain times of the year or a dinner party with friends to celebrate the end of term. Whatever matters to your family, make a tradition of it and you’ll be surprised the value your kids will place on the fact that “In our family, every holidays we... go to the zoo/buy a new board game/help Grandad tidy his shed/sort our wardrobes and have a fashion parade/take a load of things we no longer need to the op shop/bake cookies for the neighbours/do a massive jigsaw/plan our summer camping trip/help at the marae working bee/read a new book together/watch Star Wars/have a themed dinner party/make a stop-motion video/climb our local mountain/eat ice cream at the beach...“ 

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