Businesses going global

Designed by Kiwi Peter Mandeno, who has a PhD in Design for Human Connectivity, and his wife Lizzie, this event was created to help our diverse group of guests get quickly beyond habitual chit-chat (“So what do you do?”) to find authentic connection in their shared stories and experiences.

Maximum Return is all about celebrating the wealth of experience, knowledge and connections globally-minded kiwis and friends have to offer. Guests were encouraged to reflect on how their time abroad influenced who they are today and the role they might play in shaping New Zealand’s future. What stood out was how much common ground people discovered despite their differences. Many spoke of the pride in returning home coupled with a desire to keep their global connections alive and to have a positive impact with the experience gained overseas. Guests unanimously recognised that global perspectives can help shape fresh ideas for New Zealand.

Several themes ran through the night. Guests reflected on the qualities that make New Zealand special, and the responsibility to protect social cohesion at a time when many parts of the world feel divided. There was enthusiasm for exploring how international experience can strengthen our economy and society, and how global connections can help us respond to the challenges ahead.

For Kea, this is what it’s all about: creating spaces where globally minded Kiwis can connect in a genuine way, share experiences, and spark opportunities. It was a reminder that the experiences Kiwis gather offshore are a powerful resource for shaping the conversations we need at home.

1. What motivated you to get involved in the mentoring programme? What were you hoping to get out of it?

I was introduced to the programme directly through ASB and was really appreciative of being included, both myself and Almighty. I was hoping to gain insights from people with great global and New Zealand experience. People make all the difference in creating a successful business, so access to great people was a no-brainer for me.

2. What was it like being paired with Derek? Anything about his approach or perspective that really stuck with you?

I’d identified some areas where I was looking for support. I’m lucky to have great people around me, but there was one particular gap I wanted to fill. Kea came back with a few options and we narrowed it down. Through that process, we landed on Derek and it was clear he was a really good fit.

All the mentors put forward were amazing, but Derek had the specific skillset and experience we needed. Plus, the human chemistry was great. He’s still actively helping out and I’m even about to bring him into a conversation with another team member.

3. His guidance spanned everything from brand and marketing to capital raising. Was there a moment where something really clicked for you?

Straight away, I knew I’d get a lot from the relationship. There was one particular decision I needed to make, and I got Derek’s help with that. He gave me some very specific clarity on the process, which made a real difference.

Most of the people I lean on already know the business inside-out, so it was great having someone more removed. Someone with an outside lens on what we could be doing better.

4. How’s the mentorship shaping your thinking as you head into the next phase with Almighty?

It’s helping us level up. Derek’s a brand guy and from a brand perspective, it’s been invaluable having a seasoned pro on the team to support and guide us as we grow.

5. What does it mean to you, as a Kiwi business founder, to have access to this kind of global knowledge and generosity through Kea?

It’s incredible. It’s hard to place a value on it because it’s so helpful and meaningful. Kiwis are very generous with their time, experience, and skills. Derek is a great example of that. He’s happy to share what he’s learned and pass it on to the next generation. That means a lot to us. It’s a great trait of Kiwis – people who’ve done amazing things here and around the world giving back.

6. For other founders thinking about putting their hand up for something like this, what would you say?

Derek is still helping out and keen to add value where he can. Just make the most of it and try to be as specific as you can about what you’re looking for. There are amazing people out there who can help with really specific things. 

Also, try to look after your mentor. Make it a two-way exchange, if you can. It’s casual and easy, which makes it great. I don’t ask much of him – that’s where the experience comes in. A half-hour call now and then really adds value. There’s not much I can give back… except send him drinks and keep him hydrated.

The group was as diverse as Aotearoa itself: leaders from major enterprises and emerging start-ups, Māori business and cultural leaders, high-performance sport, creative pioneers in film, music and the arts, as well as investors and changemakers advocating for social, environmental and economic outcomes.

The purpose wasn’t just to showcase the best of Aotearoa New Zealand. It was to raise aspirations: building the confidence, insight and courage needed to act boldly on the world stage. Through the connections and ideas forged at Stanford, From The Edge is setting out to create a movement that lifts our people, enterprises and culture in ways that deliver enduring global impact.

Over the week participants immersed themselves in the vibrant energy of Silicon Valley, drawing on world-leading faculty and creative provocateurs including IDEO’s Tim Brown, Stanford Professors Baba Shiv, Sarah Soule and Huggy Rao, Allbirds co-founder Tim Brown, and global voices from luxury, tech and investment.

The programme explored key threads central to New Zealand’s future:

• How we show up as the pinnacle expression of Aotearoa New Zealand –  authentically, boldly and globally
  
• The power of story to transform our nation’s identity and impact
  
• Creative Exports as Strategy – positioning music, arts and culture as economic and diplomatic levers
  
• Unlocking abundant renewable energy as a catalyst for regeneration
  
• The Power of Small Groups – activating ripple effects and collaborative advantage beyond the moment

A sense of shared responsibility – to our whenua, our children, our culture and our future – ran through every encounter. So too did a call to “design for serendipity”: to let trust, openness and bold imagination shape what comes next.

Through deep dives into AI, behavioural science, premiumisation, futures thinking and high-performance sport, participants wrestled with a shared challenge: how New Zealand can lead with authenticity and humanism in a world hungry for connection and hope.

As one participant said, “We have the ability to be what the world so desperately needs right now.” Another reflected, “We can’t use the old map to navigate the new future.”

Built on the shoulders of Te Hono, this was the second successful prototype of this kind of initiative, one that combines design thinking, diverse global perspectives and collective purpose to shape a movement beyond the moment. Off the back of this programme, plans are already in motion for a New Zealand-based gathering in November and a global presence at Milan Design Week 2026.

From The Edge is about more than a week at Stanford, it’s about weaving together the ingenuity, creativity and leadership of New Zealanders everywhere to create lasting prosperity for our people and our planet. 

To learn more and explore ways to connect, please reach out to John Brakenridge [email protected] 

When Max Wheeler-Bowden of Grounded Packaging sat down for coffee with his new mentor, Emma Loisel, in London, he didn’t expect to rethink how his entire team was structured. He wasn’t looking for anything groundbreaking, just someone who could see the business from the outside and ask the right questions. What he got was clarity. The kind that comes from someone who’s been there before.

Across New Zealand and beyond, other Kiwi founders were having similar conversations. Some were navigating capital raises. Others were fine-tuning export plans or scaling up production lines. All of them were part of a mentoring pilot delivered by Kea through ASB ACCESS, an initiative launched last year to bolster the bright future of Aotearoa’s food and fibre sector.

The programme was designed to solve a problem – one faced by many early-stage Kiwi businesses ready to scale. They’ve built momentum and proven demand. But getting export-ready requires more than vision. It takes funding, insight, and a fair bit of confidence.

ASB ACCESS is ASB’s way of backing the next generation of food and fibre businesses. Yes, with capital, but also with connection. That’s where Kea stepped in. 

“We knew these businesses had the vision and potential. What they needed was someone in their corner,” says Paul Gestro, Director of ASB ACCESS at ASB Bank and one of the programme’s key architects. “It wasn’t just about finance. It was about giving them the tools, encouragement, and key discussions to take that next big step. And keep going.”

To bring that support to life, ASB partnered with Kea, a global community built on the belief that New Zealand’s greatest asset is its people. Kea led the mentoring pilot, tapping into its trusted global network to carefully pair nine founders with experienced mentors. 

“Kea is all about connecting Kiwis around the world with opportunities to give back to New Zealand’s success,” says Tina Dustdar, Chief Executive of Kea. “Whether it’s through mentorship, sharing expertise, or opening doors to new markets, our global community plays a vital role in helping New Zealand businesses thrive, no matter where we call home.”

Some were based offshore, others closer to home. But all of them shared one thing in common: a genuine desire to help. There was no playbook. No fixed format. Just honest conversations focused on what each founder needed most.

Through its international network and Kea Connect platform, Kea links Kiwi businesses with offshore experts, mentors, and industry leaders. Sometimes those connections lead to new markets or partnerships. Other times, they simply offer a shift in perspective. A chance to learn from a voice of experience – and a reminder that you’re not in it alone. 

For Ben Lenart, founder of Almighty Drinks, the most valuable part of building a business has always been the people. So when ASB offered the chance to join the Kea mentoring pilot, he jumped at it. He was matched with brand strategist Derek Lockwood, who quickly provided fresh thinking on a key decision. “The chemistry was great,” says Ben. “Derek wasn’t in the day-to-day, so he could cut through things I’d been overthinking.”

Together, they tackled brand positioning and capital raising. “It’s been invaluable having a seasoned pro help us level up,” says Ben. “Every call adds value. That kind of support? You can’t really put a price on it.”

For Angus Brown, founder of brain drink brand Ārepa, a few sessions with Chicago-based Kiwi mentor Elizabeth Barnett sparked a blackcurrant tech breakthrough, and a new path toward US expansion. “She’s just a good human,” says Angus. “Without access to Liz and Kea’s network, we’d be a year behind. It’s accelerated our progress on all fronts.”

From her side of the partnership, Elizabeth saw value just as clearly. “Ārepa already had a great product and a great team so they didn’t need a ‘mentor’ to help them figure that stuff out,” says Elizabeth, an advisor and former head of the Beverage Division at Kerry Group. “What they needed was access.” 

“People often think the US is this huge market, but like anywhere, it’s a small, interconnected ecosystem. Sometimes it’s just about knowing who to talk to. That’s where I could lend a hand by helping them plug into relationships, technology, and opportunities they might not otherwise reach from New Zealand.”

More than 200 businesses applied to be part of the ASB ACCESS pilot – a clear signal that Kiwi exporters aren’t short on ambition. What many need is support. A sounding board. Someone who’s already done the hard yards and has the wisdom to show for it. 

That support came in many forms, including from experienced leaders like Leon Fung, CEO of NIG Nutritionals and a long-time dairy industry executive. “I came to New Zealand 30 years ago, built my career here, and now I’m in a position to give back,” says Leon. “Helping a small Kiwi business grow is rewarding. It makes me feel good.”

Every pairing was different. But the thread running through them all was generosity. A sense of paying it forward. Of showing up at the right time. That’s the heart of ASB and Kea’s shared mission – to keep New Zealanders connected, and to make those connections count.

“We really had no clue what to expect,” Stephen recalls. “Prices had gone up dramatically, and there were so many new suburbs. We didn’t know where to start.”

Stephen joined an online seminar hosted by Kea, where he connected with Brendan Goodwin. Goodwins is Kea’s real estate partner, supporting returning Kiwis as they navigate Auckland’s property market.

What followed was a trusting partnership: Brendan acted as the family’s buyer’s agent, helping them explore dozens of homes, understand market trends, and ultimately secure the perfect apartment, just before it hit the market. With a background as a solicitor and property law specialist in Auckland, Melbourne, and London, Brendan brought a unique perspective that proved invaluable.

“Without Brendan, I doubt we would’ve come across that unit. We were overseas, but he knew exactly what we needed. His experience, insight, and patience made all the difference,” says Stephen.

Brendan believes this is a particularly good time for returning buyers. “While headlines focus on uncertainty, we’re seeing smart opportunities, especially for those with long‑term plans to return home or invest. The key is local insight and early access to listings.” He also recognises that many in the Kea network are time‑poor and juggling the logistics of moving jobs, families, and possessions. “That’s why we not only offer advice on buying property but can also help with rental options to make the transition back to Auckland life smoother.”

And yes, if you’re the kind of person who secretly scrolls real estate sites at midnight while dreaming of pohutukawa and Vogel’s toast, Brendan’s current listings might just fast‑track those daydreams into plans. As a buyer’s agent, he’s often scouting homes that don’t make it to the public listings, which means sometimes, like Stephen’s family, you get to see opportunities before everyone else does.

Brendan even mentioned a certain clifftop home in St Heliers that sounds more like a film set than a house, complete with views for days, a cinema, and (believe it or not) its own putting green. We can’t promise it comes with Vogel’s toast, but if you’re curious, it might be worth a peek.

🔗 Take a look at what Brendan’s bringing to market shortly
🔗 Get in touch with Brendan and the Goodwins team 

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.