Businesses going global

Forming the basis for leadership

Graham and Raewyn met at University and later married when they were both at teacher’s college. Graham spent over two decades as a teacher and school principal before transitioning to professional rugby coaching in the mid-1990s. Raewyn, too, balanced her roles as a teacher, coach, and dedicated mother, eventually becoming a prominent coach in netball both in New Zealand and internationally. Their shared experiences in education laid a solid foundation for their leadership philosophies. At Auckland Grammar School, Graham faced the challenge of managing a hostel with 100 boys, honing his skills in leadership and accountability. When he moved to Kelston Boys’ High School, he cultivated a strong sense of purpose among his students and staff. This approach would later inform his coaching style, where he emphasised collaboration and shared responsibility.

1. Creating a Culture of Ownership

One of the central tenets of Graham and Raewyn’s philosophy is the importance of ownership within a team. Raewyn explains, “When I coached the Welsh national netball team it wasn’t my team; it was our team. This collaborative mindset not only empowers individuals but also fosters a sense of belonging. In her coaching role, Raewyn prioritised personal development alongside athletic training, helping players achieve their goals, whether on the court or in life.

For businesses, this means cultivating an environment where every team member feels valued and has a voice. By encouraging open communication and collaboration, leaders can create a culture where everyone is invested in the company’s success.

2. High Expectations and Accountability

Both Graham and Raewyn believe in setting high expectations while maintaining a humble approach. Graham, during his time with the All Blacks, emphasised the need for simplicity in culture. He stated, “If it gets too complex, it’s not going to happen.” 

Clear goals and accountability measures allow teams to focus on what truly matters. Graham believes leaders should articulate their vision and ensure that all team members understand their roles in achieving it. Encouraging senior members to mentor younger colleagues further strengthens this accountability and fosters growth, something Graham saw as instrumental during his time with the All Blacks. 

Raewyn stresses the value of mentorship, particularly for younger team members. “Looking after the young guys, helping them learn from adversity—this is essential,” A commitment to nurturing talent fosters resilience, ensuring that the team can learn from setbacks rather than be defined by them.

3. Connecting with the Community

Graham and Raewyn understand that success is not just about the game; it’s about connecting with the community. Leading up to the 2011 Rugby World Cup, the All Blacks engaged with small towns across New Zealand, fostering a deep connection with their fans. This outreach was a powerful reminder that teams thrive when they build relationships beyond their immediate circles. Creating a brand that resonates with people fosters loyalty and strengthens team identity.

4. Adapting and Evolving

Both coaches have shown a remarkable ability to adapt their strategies based on their experiences. Graham transitioned from a directive coaching style to one that empowered his players to take ownership of their performance. This shift is crucial for businesses in today’s fast-paced world, where adaptability and innovation are key.

Raewyn’s approach to coaching was similarly transformative, emphasising inclusion and collaboration, particularly in her role with the Welsh netball team. By valuing diverse perspectives and fostering an inclusive environment, she cultivated a team spirit that drove success.

5. The Legacy of Humility and Growth

Graham and Raewyn success stems from their commitment to humility and continuous improvement. They instilled a culture where cleaning up after games was part of their legacy—an enduring reminder of staying grounded and focused. Acknowledging mistakes, valuing team contributions, and maintaining a focus on growth are essential for long-term success.

6. The Importance of Collective Purpose

Graham emphasises the significance of a shared vision among team members. He recalls a pivotal moment: “It wasn’t just me dictating orders; it was about creating an agreement within the whole team.” This collaborative approach ensured that their purpose was more than mere rhetoric—it became a lived reality.

In businesses, leaders can take a page from this playbook. Establishing a clear, collective goal fosters ownership and commitment. It’s crucial for team members to feel included in the decision-making process. When everyone contributes to the vision, they are more likely to invest their efforts wholeheartedly, leading to greater productivity and satisfaction.

7. Continuous Engagement and Vulnerability

A key component of the Henrys’ methodology is continuous engagement. Graham notes the importance of regular communication, especially through leadership meetings that encouraged vulnerability and honesty. “People got very vulnerable in those meetings, they spoke from the heart about what was stopping us from being the best.”

This level of openness not only builds trust but also enables teams to address challenges directly. In a business context, fostering an environment where employees feel safe to express concerns can drive innovation and problem-solving. Leaders should cultivate this culture, as it can transform how teams collaborate and adapt to challenges.

8. Building a Brand

Both Graham and Raewyn have witnessed the evolution of rugby brands in New Zealand and abroad. Graham reflects on the All Blacks’ legacy, which boasts a remarkable success rate and a rich history. “The players know the legacy, and they want to add to it,” he shares.

This idea of brand identity is equally crucial in the business realm. A strong brand tells a story, one that resonates with both employees and customers. Businesses should focus on their unique values and heritage, leveraging these elements to create a brand that employees are proud to represent. This pride can lead to greater loyalty and better performance.

9. Adapting to Change

The landscape of sports—and by extension, business—is constantly evolving. Graham believes it’s always important to be adaptable. “We need to adapt to keep the game relevant,” Plan for the unexpected. This adaptability is critical in any organisation. Leaders must be proactive in recognizing shifts in their industry and adjusting strategies accordingly, whether it’s through embracing new technologies or evolving workplace cultures.

The lessons gleaned from Graham and Raewyn Henry’s experiences in rugby offer valuable insights for business leaders aiming to build strong, effective teams. By fostering a shared purpose, maintaining continuous engagement, prioritising mentorship, and cultivating a strong brand, organisations can create an environment where both teams and individuals thrive.

Looking to move to New Zealand and have some questions? Let Kea help you out with our latest returner webinar. 

Our speakers will cover a range of topics including;

• Tips on finding a home to rent or buy – what the current market is like, should you rent before you buy or make a purchase from overseas? 
• How to navigate the world of shipping – what should you bring home, and how should you get it here, plus what are the benefits of packing your own stuff vs asking the experts?
• Hear personal experiences from a recent Kiwi returner who will talk about settling in, the importance of community, and the advice they wish someone had given them.

Listen here.

Meet our panellists:

• Brendan Goodwin – Goodwins Real Estate
  Goodwins is a full-service real-estate agency across both property management and sales. Brendan has experience in commercial property law in New Zealand, Australia and the UK. Goodwins specialises in helping offshore Kiwi return home. 

• Kerry James – Crown Relocations
  Kerry works closely with clients to ensure they receive the best possible advice and guidelines around their international and domestic relocations and maintains a global network of service partners from accommodation providers to immigration specialists.
  
• Sam Dixon – Returned Kiwi
  Leaving New Zealand for a ‘short OE’ aged 26, Sam ended up spending 26 years offshore, with roles in London, Europe and Hong Kong and can speak to the challenges and rewards of returning to New Zealand after an extended period abroad.

Kea also has some handy resources available online. You can take a look at our full coming home resource list here, but a few key ones to highlight are below: 

• Kea welcome home resources
• Kea talent platform
• Kea community events
• Read more about Sam’s story of returning home and his thoughts on bringing a global perspective home to Aotearoa.

Kea can also continue to support you once you have returned to New Zealand. Please register to join Kea to be kept up to date with latest news and events for the Kea community.

If you are living overseas and have a home in New Zealand, what are the different ways you can engage the rental market?

There are various ways to utilise your rental when living overseas, here are some key options and considerations:

Engage a property management company: Engaging a property management company like Goodwins will take care of everything from finding and screening potential tenants, collecting rent, property maintenance and dealing with any tenant issues. 

Long-term leasing: Renting your property on a long-term lease (typically 12 months or more) provides stable income and reduces the frequency of tenant turnover.

Short-term leasing: There is the option to use services like Airbnb or Booking.com to rent out your property for short stays which can offer higher rental income potential, flexibility to use the property yourself, and have professional property management options available. However, be mindful of potential increased wear and tear, frequent tenant turnover and the need for local management support.

Relocation specialists: You can use relocation services to deliver tenants, catering to expats and professionals relocating to New Zealand. This tends to attract reliable tenants who may require long-term leases and are often backed by corporate guarantees. Relocation services may charge a fee, but it can result in high-quality tenants. However, you will still need to engage a company to manage the tenancy.

What are the pros and cons of renting and selling your home in New Zealand when you live overseas?

It’s important to consider your long-term plans, financial goals, and ability to manage property-related responsibilities when making your decision. Consulting with a real estate professional can also provide valuable insights tailored to your specific situation. Here’s are some key factors to help you make an informed decision:

Pros of renting: Renting your home provides a steady stream of rental income, which can help to cover mortgage payments, maintenance cost and can potentially generate profit. It also allows you to benefit from potential increases in property over time. Renting your property offers flexibility in that you can retain ownership of your home, giving you the option to return to it later in the future, or sell it if market conditions improve.

Cons of renting: Managing a rental property from overseas can be challenging and time-consuming. It often requires hiring a property management company which incurs additional costs. It can also mean you are dealing with potential tenant issues, vacancies and property maintenance which can be tricky to manage from afar and costly.

Pros of selling your property: Selling your home provides a lump sum of cash that you can use for other investments, paying off debt, or funding other expenses. Once the property is sold you no longer have to worry about property management, tenant issues, or maintenance costs. If you sell in a strong property market, selling your home can yield a significant profit. 

Cons of selling your property: Selling a home you have an emotional connection to can be difficult, especially if you plan to return to New Zealand in the future. It also involves costs as real estate agent commissions, legal fees, and potential capital gains tax which can reduce your net profit. If the property market is in a downward cycle, you may not receive the desired price for your property.

What are your top tips for managing a rental from afar when living overseas?

Here are top five tips that for managing a rental property while living overseas:

Hire a reliable property management company: Choose a company that offers comprehensive services like tenant screening, rent collection, maintenance, and legal compliance. Ensure they have good local knowledge of the area you are in, a solid reputation and reliable communication.

Utilise technology: Use online platforms to track rent payments, maintenance requests, and tenant communication. You can also conduct property inspections through video calls and virtual tours. It’s wise to install smart locks, security cameras, and other devices to monitor the property remotely.

Set clear expectations with tenants: Ensure your lease agreements are comprehensive, outlining all terms, responsibilities and expectations, and establish clear lines of communication for tenants to reach you or your property manager.

Build a reliable local network: Have a list of trusted contractors and service providers for maintenance and emergency repairs, and maintain relationships with local real estate lawyers and accountants to ensure compliance with laws and regulations.

5. Stay informed on rental laws and market conditions: Keep updated on rental laws, tenant rights, and any changes in regulations. It’s also best practice to monitor the local real estate market to make informed decisions about rent pricing and property improvements.

What additional support do you offer for Kiwi owners living abroad?

At Goodwins, we have landlord clients living all over the globe and have helped them to sell their investment properties. Goodwins provide comprehensive property management services tailored to meet the unique needs of overseas homeowners through full-service management including tenant screening, rent collection, maintenance, and legal compliance, ensuring your property is in expert hands. 

For more information and advice on how to handle your NZ property, contact Goodwins.

What is your role in the Paralympics?

I am the Chef De Mission for the Paralympics Team to Paris this year, which is a very special opportunity. This is my fifth Paralympics but the first time as the Chef De Mission – all the other times I’ve been the team leader with the athletics team. It’s a very special moment and I feel privileged and honoured to be undertaking this role.

How many teams and athletes are competing ?

We anticipate we will have a team of around 30 athletes over around ten sports. Already from those who have been named, there is a diverse amount of sports that we haven’t had for quite some time.

What are your main goals and priorities for the team?

I’m totally and utterly performance and athlete focused. So, as far as I am concerned it’s about providing a safe environment where the athletes can just get on and do what they need to do to perform their best. I also want to ensure a good culture around the team that allows them to blossom and focus on the task at hand.

How do you feel the Paralympics connects Kiwis all around the globe?

The New Zealand Paralympic Team strives to challenge the perceptions around disability through showcasing high performance Para athletes and basically proving that anything is possible. Para sport has come a long way in the last 20 years. It is truly high performance now through the investment of the government and corporate, and through integration and high performance coaching. The standard has increased so much, to the extent that we actually do have some Paralympians who are competing as well as able bodied athletes now.

It’s an avenue of bringing people together, our slogan of the Paralympic Team is ‘one team, one spirit’ and has been created to remind New Zealanders of our pride and desire to succeed on the world stage. And as one spirit, we’re taking on the world. We’ve proven to do that in the past and we certainly hope to do that again in Paris.

What do you believe sets Kiwi Para athletes apart on the international stage?

I think being from the bottom of the world and having the number eight wire approach and a ‘can do’ attitude is what makes us significant in New Zealand across every environment. We’re used to training in the rain and cold weather, we’re used to training by ourselves, competing by ourselves, and just making do, I think when these athletes then get onto the world stage there’s an attitude that they can do anything, because they are used to doing this on a daily basis. They are very innovative and resilient – they just get on with it. 

Looking beyond Paris, what legacy do you hope the New Zealand Paralympic Team will leave, both in terms of Para athletic achievement and broader societal impact?

From a societal point of view, it’s that exposure that you can do anything if you put your mind to it. Showcasing that nothing comes easy, it’s a lot of hard work, but if you put your mind to it, you can achieve your goals and dreams.

I also think it’s about making Kiwis feel proud. We’re extremely honoured to wear the silver fern. So through our performance, making those Kiwis sitting at home watching and supporting feel proud and having a tear in their eye when things go well, and almost feeling like they are the ones running the race or swimming in the pool with these athletes.

The legacy is also about continuing to grow these role models, so they become household names like the Richie McCaws and Lisa Carringtons – that these Para athletes are just as much household names and they’re recognised and supported as much as their able-bodied counterparts.

How can our Kiwi community get involved?

Through watching the broadcast on TVNZ, social media and sending good luck messages, and supporting our partners that actually help us to get here. I think the biggest thing is at Games time and receiving those messages of ‘best of luck’ or ‘well done’. You don’t know how much that means to athletes when they are on the other side of the world and they’re missing their home and loved ones. They are trying to do their best and knowing that the country is backing them means a heck of a lot. So, I challenge everyone out there to send a message via social media or through our website and voice how proud they are of our Para athletes. 
Learn more about the 2024 New Zealand Paralympic Team and how you can support them here: https://paralympics.org.nz/.

When Sam Dixon left New Zealand for London, he initially intended to be away for no more than two years, but ended up staying and working in the British financial capital for more than 15. Armed with a BComm, Sam initially worked as an investment banker at  JPMorgan in London where he realised his Kiwi roots and work ethos were highly valued. 

“Both JPMorgan and subsequently HSBC really liked hiring New Zealanders because they valued our ability to just roll our sleeves up and get stuff done. I was promoted to run large teams at both firms as they were filled with people from all over Europe and Asia with various  opinions on religion and politics. As a Kiwi all I cared about was getting business done and planning my next long weekend away to support the All Blacks.”

In 2003 Sam married Jo-Anne, a fellow Kiwi he met in an Irish bar in Leicester Square and the couple went on to have two sons, both born in London. Their international journey continued when Sam joined HSBC and was asked to move to Hong Kong to lead their Hedge Fund team across Asia. 

“When I was first offered the role I promised Jo-Anne we would spend two years in Hong Kong, but we ended up staying for eleven. HSBC, at that time, was the largest bank in Hong Kong and it was exciting visiting all the major cities in Asia to assist foreign firms go into and out of China. Jo-Anne gave up her career as a brand consultant when we left London and went on to launch what became Asia’s best-selling Panama hat brand. Hong Kong is a wonderful place to have young children and there’s a great expat community, so we really enjoyed our time there.”

The family always planned to return to New Zealand, and when it came time for their eldest son to start secondary school, they decided to enrol him as a boarder at Sam’s alma mater in Auckland.  

By the time their second son, Charlie, was ready to start High school the pandemic had hit and Jo-Anne moved back to Auckland to be with the boys, leaving Sam in Hong Kong and then Sydney to finish up his role with HSBC. 

“I did nine weeks of quarantine in 2022 as I went back and forth between Auckland, Sydney and Hong Kong. The Hong Kong government stipulated  three weeks’ quarantine in the tiny Hong Kong hotel rooms. A friend tried to drop me off a spin cycle and rowing machine so I could stay active but neither would fit in the tiny Hong Kong hotel room.”

Finally, in early 2023, Sam concluded his tenure with HSBC and returned to New Zealand to reunite permanently with his family.

“I was super excited coming back to New Zealand after more than 20 years offshore, but integrating into professional life after such a long absence was challenging. I was naturally not an easy fit for large Kiwi financial institutions as they found it difficult to offer senior roles to someone of my age with no direct New Zealand deal experience, I don’t hold any grudges however, and it is understandable that local institutions preferred younger candidates who were more attuned to the domestic landscape.”

On a personal level, Sam’s reintegration into Kiwi society was a lot more satisfying. He cherishes regular fishing/skiing trips with old school friends as well as weekend walks around Auckland with his labrador. He has also landed a great role, one which allows him to bring all his global know-how to the table. 

“I have set up a fund distribution business, connecting Kiwi and offshore investors to asset managers and investment opportunities in New Zealand. I am really enjoying the challenge of applying international investment discipline and introducing fantastic Kiwi fund managers to those offshore investors. Translating my international experience into local success has required a strategic approach. Everyone has been keen to talk over a flat white but you need to be prepared to offer differentiated solutions and to ask for what you want and not just rely on the wonderful friendly Kiwi ethos.”

For other Kiwis contemplating a return home, both Jo-Anne and Sam say their advice is to start preparing for the reintegration sooner rather than later. 

“Reach out while you’re still overseas, use networks like LinkedIn and Kea effectively, and don’t be afraid to cold call or email friends of friends.”

Sam’s experience underscores a broader narrative about the challenges and rewards of returning home after an extended period abroad. However, despite the hurdles, he remains optimistic about his return and values the chance to contribute to New Zealand’s growth and development.

“My experiences offshore have enriched my perspective, and that of my family. I’m very positive about New Zealand’s future and am keen to give back and support.  I think we are  in relatively good shape compared to other parts of the world.  My friends say I am naïve – but I’ve experienced countries with much worse social, environmental and political standards. Mind you, that doesn’t stop me complaining to Wayne Brown about road cones and yelling at the TV when I disagree about petty micro political issues!. But, overall I think people should realise how lucky we are to live here and I’m bloody excited about showcasing the local talent and introducing more investors and funds in to this great country.”

From the moment Shelley’s Texan husband Rod first took her to Mexico’s Yucatán Peninsula she felt a connection with the town of Tulum. 

“Rod had spent a lot of time in Mexico growing up, and when our son was almost two, we travelled as a family to the Yucatán Peninsula. It was during this visit that I fell in love with the town of Tulum. The mix of the Mayan ruins, jungle, and sandy beaches deeply resonated with me, and I was struck by the similarities between the Mayan and Māori cultures.”

Little did Shelley realise, this trip would be the beginning of her entrepreneurial journey which would lead to her launching her brand Tulum 2U, a sustainable boho chic brand which offers a range of high-end eco-friendly beach bags, totes, and clutches, unique handmade coverups, exotic body/room/linen sprays, and luxury throws/towels all of which capture the essence of Tulum. 

“Creating these designs was a journey filled with inspiration. Much like writing a song, I was inspired by musicians which helped me craft my songwriting and Tulum 2U was no different in that I was inspired and influenced and my designs were about channelling the essence of the Māori and Mayan cultures in a way that was genuine, respectful, and beautiful. It’s cool to see how the two cultures, despite being so far apart, share common threads in their stories and connection to the land. It showed me how diverse and yet similar human societies can be.”

Not only beautiful, the bags and totes which form the base of Shelley’s brand are also all made from 100% recycled material, giving new life to materials which would otherwise end up in landfills or oceans.

“Right from the word go, the quality of the recycled plastic and the weaving of each product has been extremely important to me. All our plastic is sourced from hospitals and local businesses in Mexico that would otherwise end up in landfills or the ocean. The process commences with the sourcing of medical-grade plastic, which is then skillfully woven by artisans using traditional techniques cultivated and refined over generations.”

“I have experienced first-hand the impact plastic has after it winds up in the ocean. Every May the turtles migrate to Akumal on the peninsula to lay their eggs. I have witnessed the beautiful moment when the eggs hatch and the baby turtles struggle to find their way to the water’s edge. It’s heartbreaking that some of these turtles won’t make it simply because they will become entangled with plastic in the ocean. I feel very blessed to be in a position with my business to make a difference to our planet, even if it is just one stylish bag at a time!”

Building a business hasn’t always been easy and Shelley says one of the biggest challenges has been ensuring she has a healthy work life balance. 

“I was a woman heading into her fifth decade starting a business from scratch with zero experience in the manufacturing or retail worlds. I was completely out of my depth, and on top of that I had an eight year old son. It’s easy for the business to take precedence if you’re not careful. What has truly been a godsend is building a network of mentors and tapping into the minds of fellow entrepreneurs. Women especially have been incredibly generous with their time and expertise, which has been crucial to the continued growth of my business.”

Despite the challenges Shelley says she’s proud of her journey especially when she reflects on how far the business has come. Having established a foothold in the US market, she’s now looking to introduce Tulum 2U’s bags into stores in NZ and Australia and wants to continue to unite people through sustainable fashion. 

“My intention when I launched the brand was to honour where I came from and where I had landed. Surprisingly I have been approached by strangers from places like Africa, India, and Asia, admiring the designs and likening them to something they used to make when they were younger.  I always feel humbled by their enthusiasm and how they love to share their story with me.”

You can check out Tulum 2U’s full range here For a limited time Kea members can receive free shipping by using the code KEA at checkout.