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Global Kiwi

With your international focus, how early did you appreciate the implications of Covid-19?

Because our largest international team is based in China, we became aware of the implications in late January, and especially once the Chinese Government extended the Chinese New Year holiday by a week.

Our people there were in lockdown from that point, and we needed to deal with the implications of our people working from home at short notice. For example, in China it meant couriering laptops to our people in their homes so they could continue to work remotely.

The situation had implications for the wellbeing of our people, so we introduced mental health support from the very start. At the moment, around half of our 41 overseas offices are open or accessible (for example, some work on split shifts). That means many of our people have been largely confined to their homes or apartments for months.

How did you respond on behalf of export companies?

At the start of February we created a special pandemic page on our website, providing information on what was happening in China – whether the ports were open, how people were sourcing food and so on.

As the pandemic spread we created a whole new website, which now has more than 100 pages and has been visited by more than 100,000 people, providing exporters with insights and practical information from around the world. You can find it here.

As borders started to close, our international people really stepped up, taking on more responsibility for our exporters, helping them maintain relationships with their key connections in-market, and being their eyes and ears on the ground. Our people are still doing that, it’s a core part of how we continue to help.

In New Zealand, we realised that companies needed immediate and practical advice on how to keep operating, so we moved $4 million from our normal operating expenditure to create an Export Business Continuity Service, in partnership with PwC, Deloitte and KPMG. The service provided them with access to one-on-one professional services to help them manage the impacts of Covid-19 on their business.

We began running cashflow clinics, and through the Regional Business Partner network we were able to deploy the Government’s early $15m in support for business advice. This network has just received another $40m, to connect firms with expert advice at no cost to the business. Advice covers topics like business strategy, finance and cash flow, continuity planning, HR and employment relations, digital services, marketing, and health and wellness for owners and staff.

And we also got involved in airfreight – something that NZTE had never looked at before! We heard from our exporters that, with passenger flights stopping – and most fresh produce goes in the hold of passenger flights – they were facing real problems. So we worked with the Ministry of Transport, Air New Zealand and the freight forwarders to stand up a system that kept planes going to our major export cities, even without passengers.

Can you sustain this level of support for exporters?

In fact we can and will do more. In this year’s Budget we received an additional $216 million over the next four years as part of the New Zealand Government’s Plan for Trade Recovery.

We’re deploying that funding in three ways: scale, intensity and reach. I’ll start with reach, which means we can share our great information and tools with all 12,000 Kiwi exporters, thanks to a complete overhaul of our website, and in particular our new myNZTE digital portal.

Intensity means we’re doubling the number of companies, from 700 to 1400, that we work really closely with, to give them the best opportunity to grow internationally.

And scale is my focus, which includes increasing the number of people overseas to provide even more resources and support for exporters.

How many people are you hiring and where will they work?

All up our first stage of recruitment will add 35 people to our international network.

We have provided secondment opportunities for five people from Tourism New Zealand – two in Sao Paolo, two in Los Angeles and one in London. They will be joined by a number of others in Australia, the Middle East, Europe, China and East Asia to drive a lot more content for our exporters – it’s really important, when you can’t fly into market, that you have access to high-quality, real-time information. 

We are also increasing our number of market analysts, again so we can help exporters with specific information that will enable them to activate their export strategies.

And then we are increasing our number of Business Development Managers, the people who deal directly with exporters to help them make the right connections. We are adding five into North America (four in the US and one in Canada), five into Australia, one into the UK, and two more into East Asia (Tokyo and Singapore).

The important thing to remember is we generally hire local people, who have experience and expertise in those countries and in specific sectors. So, for example, the BDMs in the US will be specialists in Food & Beverage, Health & Wellness and Specialised Manufacturing.

I have to say that the quality of people wanting to work for New Zealand is absolutely outstanding. Brand New Zealand is alive and well internationally and great people want to be part of it.

By the end of this financial year we will recruit another tranche, but we will decide the exact number and where they need to be based on demand from the exporters we work with. 

At NZTE, we have always worked on the principle that we go where our customers need us.

Finally, do you have any tips for exporters on how to succeed in a Covid-19 world?

Digital, digital, digital. This was already a strong theme before the pandemic, but it’s crucial right now. It doesn’t matter whether it’s digital lead generation, digital sales and marketing, digital B2C or B2B, or even digital (virtual) trade shows, you just have to build your capability. It’s why digital skills are a key part of myNZTE.

This has also had an unexpected advantage for New Zealand. One of our problems has been the tyranny of distance, our place at the bottom of the world. In the tech sector, this has meant our great entrepreneurs and innovators have had to travel to America for face-to-face meetings to explain their products.

But with no one travelling at the moment, there is a greater willingness to do business digitally – meet via Zoom, for example – so our technology specialists are able to build business relationships much faster and at less cost. Even the more traditional markets like Japan are embracing this new way of doing business.

Secondly, don’t forget to continue to connect with your partners and distributors in market. We are finding that most distributors are focussed on working with their existing partners – not finding new ones – so keep working that channel.

Exporters should take advantage of the fact they come from New Zealand. Despite the recent outbreak in Auckland, we have drawn global attention for our Covid-19 response, and this means New Zealand has gained a platform that can be leveraged to promote NZ businesses.

CONTRIBUTOR

Clare Wilson

General Manager – International

New Zealand Trade and Enterprise

Kea member

Consumer goods and services

Shift in consumer behaviour 

The borders may be closed, but people’s minds don’t seem to be wandering when it comes to where they are purchasing. This is reflected in the decrease in demand for commercial property. As observed by KPMG the preference to stay home, and the reduced desire to travel to physical retail outlets, means retailers who rely on traditional bricks and mortar have been significantly impacted, with a number likely to close. KPMG also notes that reduced revenue resulting from the pandemic has seen most retailers look at physical store footprint as a lever of cost reduction. Many are looking either to close or right-size underperforming stores. In terms of office space, Rachel Carrell, founder of British childcare service Koru Kids, says she is watching as every start-up founder she knows looks at fractional office space, rather than a permanent presence.

Bayleys National Director of Retail Sales and Leasing, Chris Beasleigh, says two key things they are hearing in the retail sector are authenticity and buy local. As observed by John Alderman of Brand Buddy Ltd, lockdowns around the world have seen an increase in self-reliance, where people have become more locally minded, situated and oriented, supporting local businesses and opting for staycations. Craig Hudson of Xerostressed the importance of buying local for our New Zealand economy, urging those who can to spend with locally-owned small businesses.

In China, Mark Tanner of China Skinny has particularly noticed a marked shift in behaviour with consumers choosing to stay home instead of dining out, learning new recipes and cooking at home, as they see it as a safer alternative to public spaces. This compares to the traditional culture of dining out or food delivery. People have invested in cooking appliances, furniture, and art, indicating this homebody trend is here to stay for some time yet. Bella Katz, an advisor on consumer retail for NZTE expects there will be a further uptake of online shopping, particularly for home and interior related luxuries as people create sanctuaries in their own homes. She also notes that in apparel, there’s a shift to more casual clothing. Since many people are working from home, the need to dress up has diminished. On this shift, NZTE refers to a March 2020 Neilsen study that found 62% of consumers in South Korea, Malaysia and Vietnam intend to continue eating at home more often than before. Shane Grant, CEO of leading US food company Danone has noted what he predicts to be a lasting shift in digital grocery shopping in all forms.

Importance of trust and safety

When making purchasing decisions, the pandemic has increased the level of importance placed by consumers on trust and safety. Sharon Fraser, General Manager at the Intercontinental Hotels Group in China has observed that consumers want to be reassured that steps have been taken to ensure their health and safety, which she believes will last well beyond the pandemic. Adam Wills of Crosstown Doughnuts noted that during times of national stress, consumers seek products that make them happy, and tend to spend their money with brands they trust.

This trend is prevalent across East Asia, says NZTE, as consumers’ emphasis placed on safety has led to retailers investing heavily to ensure they meet government requirements and exceed consumers’ expectations for hygiene and safety. Fresh food and produce are among the categories for which suppliers and retailers may need to invest in packaging to counter food safety concerns.

Beyond this, consumers are becoming increasingly aware of the supply chain of their purchases, and often moving to subscriptions rather than leaving it to chance. Mark West of the Stanley Gibbons Group believes that the subscription model will continue to grow as consumers look to automate the replenishment of key commodities, and focus on what they need as opposed to what they desire.

Shifting experiences online

With restrictions still being imposed all over the world, industries that typically rely on face-to-face engagement have been hugely impacted by Covid-19.

In a recent interview with Professor Paula Morris, conducted by The University of Auckland, Paula comments that lockdown has made people much more open to having arts experiences online. For the artist however, adapting to this shift has its challenges. Milly Olykan of the Country Music Association based in the US has observed an accelerated willingness for musicians to give away their live music online for free. She notes that the trend became a necessity as musicians looked to reach and remain engaged with their fans, and broaden their fan base. This more intimate and less produced method of engagement has led to increased interactions between artists and their fans, giving them more access to their personal lives. This has been used instead of the typically monetised meet and greets, personal appearances and corporate events, and may have a long term impact on the way artists interact with their fans in a post-Covid environment.

The world of sport is seeing necessary innovation also, with crowded in-person games feeling like a lifetime ago for many. As most events this year have been cancelled, there has been a huge knock on effect to both athletes in training, and the support systems and event industries that are involved. Jon Doig, CEO of Commonwealth Games Scotland, observed that the increasing regulations around mass gatherings has triggered an acceleration in the development and acceptance of online training, events, and e-sports as a legitimate part of the sporting system, both as an alternative and adjunct to traditional sports infrastructure.

Around the world, Covid-19 has amplified innovation across the consumer goods and services sector. This is reflected in the innovation we’ve seen, shifting consumer behaviours, the push to support local, the emphasis placed on safety and trust in the supply chain.

The next installment of this series will be on Tourism. At Kea, we pride ourselves on aggregating the thought leadership of Kiwis making waves around the world. If you would like to hear more from us, please join us as a member here.

Two referendums will be held alongside the election

At this year’s General Election, you can also vote in two referendums on whether the End of Life Choice Act 2019 should come into force, giving people with a terminal illness the option of requesting assisted dying and whether the recreational use of cannabis should become legal.

For more information about what is being proposed for each referendum please visit referendums.govt.nz

Who can vote from overseas?

You are eligible to enrol and vote from overseas if you:

  • are 18 years of age or older,
  • have lived in New Zealand for more than one year continuously at some time in your life, and
  • are one of the following:
    • a New Zealand citizen who has been in New Zealand within the past three years
    • a permanent resident of New Zealand who has been in New Zealand within the past 12 months

You can enrol, check or update your enrolment details online using your New Zealand driver licence, New Zealand passport or RealMe verified identity at vote.nz/enrol

Vote using our download and upload service

This year, the quickest and easiest way to vote from overseas is to download, print and upload your voting papers for the 2020 General Election and referendums.

You can download and print your voting papers at vote.nz/overseas from Wednesday 30 September. 

You must be correctly enrolled before you can download your voting papers.

If you are on the unpublished electoral roll you won’t be able to download your voting papers and will need to use one of the other options.

Upload your voting papers from overseas

You can submit your voting papers online using our upload service. This is the safest, quickest and most reliable way to return your voting papers. We don’t accept voting papers by email — it’s not secure enough.

Completed voting papers can be scanned or photographed and uploaded at vote.nz/overseas before 7pm on Saturday 17 October (NZ time).

Other ways to vote from overseas

You may be able to vote at an overseas voting place or request postal voting papers be sent to you overseas.  These options vary greatly and are highly dependent on the COVID-19 situation in your area.  Visit vote.nz/overseas for the latest updates on services offered by overseas voting places.

Vote before you return to New Zealand

New Zealand’s borders are currently closed to almost all travellers to help stop the spread of COVID-19. Arrivals are required to undergo either managed isolation or quarantine for at least 14 days.  If you will be returning to New Zealand from early October, it may be easier to vote overseas before you return.

People in managed isolation or quarantine

People who will be in managed isolation or quarantine in New Zealand and who won’t be getting out in time to vote in person will be able to vote by telephone in the general election and referendums.  The telephone service will be available to eligible voters from Monday 5 October till the end of voting on election day.

More information

For more information about voting from overseas:

WeWork Headquarters, Shanghai
WeWork Headquarters, Shanghai

How did Linehouse come about?

I moved from Wellington to Shanghai in 2009 with an opportunity to work for the international Architectural practice, Neri & Hu. I chose China, as I felt it was evolving rapidly. Shanghai had a progressive pace, with less design boundaries and entrepreneurs more willing to take risks. Eventually I felt I needed to pursue my own business to allow my design ethos to evolve and be recognised. So along with my colleague we started Linehouse.

One of those entrepreneurs who were willing to take a chance early on was WeWork. They were just starting out in Asia, loved our design ethic and flew us to NY. We ended up designing their China HQ in Shanghai, located in a historical building; an opium and ammunition factory. We  repurposed the building, revealing the history where appropriate, carefully balancing new and old. The design process and outcome was well received internationally and for a small company starting out the press was great.

This helped build our profile, but like any business there was still a huge amount of hard work ahead.

Why did you choose to focus on the Asian market?

As many Asian cities are modernizing there are a lot of opportunities, clients are willing to take risks, embrace new design and there is a sense of momentum in the design industry. Even amongst all the developing Asian countries, the sense of design, craft and the willingness to involve good design is very real which for the right designers provides opportunity.

In New Zealand there is often a lot of regulation that you have to work with to have your ideas realized, which sometimes makes the design process more challenging.

More recently in Hong Kong I saw a gap in the design industry which I wanted to pursue. Much of the city’s development is dominated by a few main developers and I wanted to offer a fresh young perspective on design. We got our first high profile Hong Kong project; a restaurant called John Anthony, a modern take on dim sum for a well established F&B operator, this project enabled me to make the move to Hong Kong.

The client backed our fresh approach, and saw it as a steer away from old world luxury design you see predominantly in Hong Kong’s hospitality industry. The international recognition in press and awards was again very helpful to have the design be seen and socialized what we as a design studio offer. This allowed us further opportunity to connect with the leading developers with projects that are aligned with our design ethic. With the move to Hong Kong proven successful, we now use Hong Kong and Shanghai as a base for working on projects throughout Asia, Europe and Pacific.

Where do you draw inspiration from?

I always want our work to be contextual and meaningful, we do a lot of research on the project and its context to establish the driving narrative. When starting a project we will investigate the site, location, history, local culture and craft to draw a concept from. In doing so I believe it brings an enriched experience.

There is a huge amount of history in craft in Asia / Pacific to draw from and I am constantly inspired by this. Working with local craftsman and localizing our projects in the sourcing of materials and workmanship.

From a design perspective, the studio operates as a platform to investigate the rituals of inhabitation and how these daily moments can be celebrated through design, transforming the mundane into performative acts.

What has been your greatest challenge throughout your career? What has been your greatest achievement?

It was challenging starting my own company at the age of 30 in a country like China, where nothing is straightforward. The language and the cultural sensitivities were very challenging. The pace of construction and time frames for projects are always demanding in Asia, often we have had to embrace a sense of flexibility in our processes and practice in order to get the best outcome. When I moved to Hong Kong, the challenge was again repeated, with the benefits of what I had learnt perhaps with the added pressure of bigger jobs and soon doubling the studio team and managing those responsibilities.

Perhaps my greatest recognition of achievement to date was being awarded the Dezeen Emerging Interior Design Practice Award at the end of last year (2019) in London. This is one of the top platform’s on an international scale for our practice to be recognized, and provides some satisfaction for the hard work we put in.

How do you stay connected to New Zealand whilst living abroad?

I grew up in a rural community in Gisborne. My background draws me close to the land and from that I am always conscious of introducing these forms into my work. Home remains New Zealand, that is where my heart is and I’m always drawn back there and for longer and longer periods with new family commitments and work opportunities.

What’s next for Linehouse?

I would like to see some of the NZ/Australia projects come live as I spend more time in Australasia so I can bring back my learning’s in Asia to the Pacific. There is a small pool of designers in NZ and I think I can offer a fresh youthful female perspective to the architecture and design space drawing from my experience across Asia and Europe with many top operators.

As a business we are fortunate to have navigated our way through different disruptions in the region especially in the last 12 months and are currently loaded with good projects. We have benefited in having diversification across the regions in terms of project locations especially more recently as the regions are impacted at different times.

So we need to continue to focus on keeping the right opportunities coming our way and this is especially important now when economic environment is challenging. At the same time always ensuring our design is relevant and fresh.

As a taste of our bigger projects that we are currently working on:

  • An architecture and Interior design of a 10,000m2 modern office building in Macau;
  • A large residential project with amazing views of Hong Kong south coast;
  • The design of the food market for the new Booking.com campus in central Amsterdam;
  • A restaurant in Osaka for W Hotel opening this year;
  • An upscale Foodhall in an iconic building in central Hong Kong just opened;
  • Two multi level commercial retail projects (45,000m2) in Bangkok.

CONTRIBUTOR

Clare Wilson

General Manager – International

New Zealand Trade and Enterprise

Kea member

WHAT PROMPTED YOU TO START THE ASIA HUSTLE PODCAST?

Whilst in lockdown I was thinking of ways to assist New Zealand’s response to the COIVD-19 crisis. Having lost my first business during the 2003 SARS epidemic whilst living in Beijing, I knew first hand the challenges an epidemic can present to a business owner. During that time I also kicked off my second business which is still thriving 17 years later, so that gave me insight into the opportunities that can subsequently arise from such events. The biggest lesson I took away from that time is that during a crisis, one needs to make critical decisions based on imperfect information.

I figured that given Asia accounts for 58% of our exports and that trade to China largely pulled NZ’s economy through the 2008 GFC relatively unscathed, Asia will once again play a key role in any COVID economic recovery. By providing up to the minute insights from those in the midst of the action of those fast changing markets I figured Kiwi exporters will be better informed when it comes to making the tough decisions that COVID-19 will present.

WHAT UNIQUE OPPORTUNITIES DOES THE ASIAN MARKET PRESENT TO NZ COMPANIES?

The most unique opportunity that Asia provides compared to other markets is the rapid rise of their middle-class. This is a market opportunity unmatched by anything we have seen in our lifetimes, and will be one of the key forces to shape the 21st century at every level of global society, from global warming to economic prosperity. Due to the UK’s accession into the EC/EU, NZ was forced to greater understand this complex market place earlier than most, and now almost 50 years later we have gained a solid understanding and are better prepared than most of our competitors to deliver solutions to satisfy this enormous middle-class consumer demand.

WHAT DO YOU SEE AS THE NEXT STEPS TOWARDS AN ECONOMIC RECOVERY IN A POST-COVID WORLD?

Clearly there can be no meaningful economic recovery without a meaningful health recovery, so developing and deploying a vaccination will be the key factor in that. Until then we can make significant progress through adapting as quickly as possible to our “new normal” whatever that looks like. Restructuring government bodies, companies, organisations, education institutions and the like to be far more agile and able to adapt to any future changes will be critical for the resilience and prosperity of New Zealand going forwards.

We also have a unique opportunity as a nation to reflect on how we want to position ourselves moving forwards in the global market, being honest around where our inherent sustainable advantage lies and how best to embody that into the key decisions and actions that we are currently making.

DO YOU THINK CONSUMER BEHAVIOUR WILL CHANGE AS A RESULT OF COVID?

There will be change for sure. As to how much and how significant is too early to say. An obvious change will be the increasing uptake by consumers of digital technology. In comparison to Asian consumers, New Zealand consumers have been relatively slow in adopting online channels such as e-commerce, social commerce, new retail, etc. I feel the COVID lockdown has given Kiwis the impetus to greater explore these alternative commerce channels and will catalyse an increased uptake that will continue to build for years to come.

DO YOU BELIEVE NEW ZEALAND’S SWIFT REACTION TO THE PANDEMIC, AND OUR IMAGE AS “100% PURE” WILL HELP OUR RECOVERY IN THE ASIAN MARKET?

Absolutely. Asian markets have always seen New Zealand as one of their most trusted trading partners. This reputation has been built over decades of exemplary commitment by both our public and private sectors to remain transparent and forthcoming in our actions and communications. This was never more illustrated than the handling of the 2008 melamine baby formula crisis in China. With Asian consumers now more cautious than ever and New Zealand’s COVID response being one of those most heralded around the world, I can only see this playing well for our international image and subsequently our export offering so long as it is nurtured effectively.

ARE THERE ANY OPPORTUNITIES YOU CAN IDENTIFY THAT HAVE ARISEN OUT OF THE PANDEMIC?

I see the opportunity for New Zealand to position itself as the “Well-tech capital of the world” as the most exciting. We are already seeing a huge shift in global consumer spending towards wellness in all shapes and forms. There are the obvious categories such as healthy food and beverage and nutraceuticals that have seen an immediate boost, but as middle class consumers continue to re-evaluate their priorities in light of the pandemic we can expect to see this wellness trend significantly influence other key sectors.

In the future Asian parents will be looking to send their children to safer cities abroad, tourists will be looking for international destinations with proven health systems and governments will be looking to learn about advanced food traceability solutions. This all plays to New Zealand’s inherent strengths and is a once in a generation opportunity to build on our tremendously successful “100% Pure NZ” campaign of years gone by. Imperative to this will be our ability to integrate digital technology into these wellness solutions that will determine the level of value it creates and our capacity to defend it.

IF YOU COULD GIVE A PIECE OF ADVICE TO SME’S LOOKING TO EXPAND INTO ASIA, WHAT WOULD IT BE?

Enjoy the ride. Asia is a vast region with countless cultures and sub-cultures. Whilst I encourage SME’s to research and learn about these fast growing markets, one should not rush into committing significant resources before gaining a solid understanding and some trusted partners. Dip your toe in the water in one or two niche markets and increase your engagement as you slowly build confidence. Take a long term view and enjoy the fascinating journey that comes with discovering Asia and the countless opportunities it offers Aotearoa.

CONTRIBUTOR

Jade Gray

Co-Founder & CEO

Gung Ho! Pizza

World Class New Zealander

A couple of weeks ago, President Trump issued a proclamation banning certain types of visas from being issued, including mine. This means that I can’t enter the US until 2021. Today I’m going to tell you how I’ve been feeling about that. I’m going to reflect on everything that’s happened these past few months, from the first whisperings of coronavirus in NYC. I’m doing this because I want to live in a society where it’s okay to be open about how you feel, even if that isn’t always pleasant. There have been some days where I’ve been able to stay positive and look on the bright side. But there have also been days where I’ve felt too depressed to do anything. If anyone else out there is riding that rollercoaster, I want you to know that you’re not alone. This post is for you.

What it’s like being in the heart of a global pandemic

In the beginning, everything happened slowly. It wasn’t like in the movies where impending disaster is obvious. The general feeling in New York during March was that coronavirus was overblown and everything would calm down in a week or two. My best friends were due to visit me from Down Under in April. One evening, we called each other to discuss the trip. I was walking through the Upper East Side in Manhattan and the luxury stores had been boarded up. It was eerily quiet, but it didn’t feel overly unusual. We discussed whether Qantas would cancel their flights and quickly wrote that off. The possibility seemed remote.

Mayor de Blasio announced a one-week lockdown of the city in mid-March. In my mind, this solidified the belief that coronavirus was only going to be a short-term problem. My colleagues and I decided to take the opportunity to head upstate for a few days to do some strategic planning we’d been meaning to get around to. We thought that maybe we could even make bit of a holiday of it.

Once you start driving north of NYC, the landscape becomes extraordinarily beautiful. The skyscrapers give way to rolling green hills and it’s easy to pretend that everything is fine. I woke up each morning surrounded by tranquillity and felt peacefully removed from the growing tensions in the city. There was never really a moment when the pandemic started to feel ‘real.’ I watched the COVID-19 case numbers in NYC increase from 300 the day we left to over 10,000 by the end of the week. I saw Central Park and the Javits Centre – places I visited often – turn into temporary hospitals. A doctor shared a video of body bags piling up in a basement.

People I knew got sick, but it didn’t fully connect. I understood that terrible things were happening and yet at the same time I didn’t know how to process it. There was no playbook for how to react. It was all totally unprecedented and dissociation became necessary to stay sane. As the number of infections continued to grow, the truth became harder to avoid. The restrictions on public life meant that I couldn’t do many of the things I enjoyed and I worried about the future of the live events industry that I was working in. Gradually, my sense of stability disappeared.

I think I was subconsciously waiting for someone to tell me what to do. Jacinda Ardern announced a total lockdown of New Zealand and I assumed decisive leadership would be coming in the US too. Surely Congress would figure out how to manage the situation effectively when so many people were dying. But that did not happen. Instead, the President told people to drink bleach and the federal government delegated responsibility to individual states. This led to a fragmented approach where stringent lockdown laws were offset by half-assed recommendations. While responsible leaders like Governor Cuomo shut down New York, states like Florida reopened their golf courses.

The consequence was that some people didn’t take the pandemic seriously. For every person who diligently followed the rules, another flouted them. Wearing a mask became a contentious political issue rather than straightforward medical advice. It wasn’t long before the US became, and still is, the world’s leader in COVID-19. For a long time, it felt like I was in limbo. I wanted to believe that everything was going to be okay, even though reality suggested otherwise. I spent weeks grappling with how bad things would have to get for it to hypothetically be the right time to go home.

As the weeks wore on, I realised that there was never going to be a ‘right’ time. There is no justice in a pandemic. I had to make the best decision I could in the circumstances, even if that meant choosing between multiple undesirable options. That was the only way I could face it.

Why I decided to leave New York

New York was my dream. After setting a goal of moving there, I spent two years pouring everything I had into making it happen. I’ve chronicled the highs and lows I encountered on my blog. There were plenty of times I wanted to give up. But I didn’t, and by February 2020, I was finally starting to find my feet. It felt like a world of opportunity was opening up in front of me.

When I contemplated going home, I felt a great sense of loss. I didn’t want to leave behind everything I had worked for. Even though I knew the pandemic was outside my control, it still felt like I would be failing. I was adamant that I did not want to make a crisis decision I’d later regret because I wasn’t tough enough to wait it out. At the same time, I longed for New Zealand. There was fantastic leadership and I would have access to healthcare as well as strong support systems. I felt ashamed for craving security when I knew I was in a fortunate position compared to other people. But that seems silly now. I think almost everyone is drawn to the familiar in times of uncertainty.

There were ultimately three main reasons that I decided to come home. I’ve thought carefully about whether to make these public. There is a lot of debate in New Zealand questioning the validity of people’s reasons and I don’t want to be attacked. But I’m going to put mine out there because I think it’s important to challenge the narrative that repatriates are selfish traitors who should’ve come home earlier. I believe Kiwis should be supporting one another (here’s a Stuff article I wrote touching on that).

My first reason was plain and simple. My visa was due to expire. I was already going to have to exit the US in June. While I was planning on applying for a new visa, I would still have to be in New Zealand to get the final paperwork signed off and go to a Consulate interview. To this extent leaving was unavoidable. I thought it made sense to bring the date forward in the interests of my safety. While I was lucky to be in a safe place at my friends’ house upstate, I knew that I couldn’t stay there forever. I would eventually have to go back to the city and was concerned about catching COVID-19 there.

Masks were practically impossible to come by. Even a simple trip to the grocery store would be risky because NYC is too densely populated for proper social distancing. I lived in a small apartment with four roommates, who were often coming and going. My travel insurance (which I was forced to buy as part of my visa) did not cover pandemics and I was scared of not being able to access the notoriously expensive healthcare if I got sick. My mental health was also a factor. As someone who has previously struggled with this, I worried how I would cope with being confined to my closet-sized bedroom. Working would also be difficult without the space to fit a desk in there. I was well aware of my own limits and did not want to put myself in a position where I would feel at risk.

The final reason was financial. Without wanting to go into too much detail on this, I didn’t think I could sustain the cost of living. I was burning through cash upstate while still paying rent on my apartment in NYC. I had been through that kind of stress before and did not want to do it again. If coming home was the only way I could live a dignified existence, then I was prepared to do it.

My first few weeks in NZ

Arriving in New Zealand was a relief. I had a good experience with managed isolation and couldn’t believe how much calmer I felt in the Grand Mercure than I did in New York. I knew moving home was going to present some challenges, but those paled in comparison to the stresses of being in the epicentre of a global pandemic. My overwhelming feeling was of gratitude to be welcomed back to a country where the government cared about me.

I was super excited to be released at the end of my 14-day stay. After a year abroad, I couldn’t wait to catch up with my friends and family. It was a bit surreal at first to actually be home but I soon slipped into a routine. I worked remotely during the week and spent the weekends hanging out with my mates. When the lockdown rules were lifted, it was a novelty to be able to resume some semblance of a normal life. But I was secretly worried. I followed the American news closely and the coronavirus situation did not seem to be improving. COVID-19 numbers were at an all-time high and people were rightfully taking to the streets in protest of a system founded on oppression.

I observed the Black Lives Matter protests erupt all over the nation. I believed in the cause and felt inspired by the mass participation. But the lack of change also made me feel powerless. I read Anne Frank’s Diary of a Young Girl and the impunity she described in Nazi times didn’t sound very different from America today. I felt torn between missing New York and trying to accept that the city I love no longer existed as I knew it.

In mid-June, I started seeing rumours that President Trump was going to ban immigration. I tried not to panic. Similar rumours had circulated in April and the final proclamation was watered down from what was initially reported. I had to hope for the best.

A change of plans…

Trump issued Proclamation 10014 on 22 June. It was technically an extension of his announcement in April, suspending various kinds of visas from being issued until January 2021. The proclamation also contained a power to be extended further. Not only did this affect the J1 visa application I had submitted, it also covered every other type of visa that I could feasibly apply for. Going back to the US was no longer an option.

I didn’t really grasp the proclamation’s full weight at first. After so many life changes, I didn’t have the energy to confront another one. I went an entire week without thinking about it. I worked extra hours and spent a busy weekend with friends. It was only when I sat down at my desk the following Monday with this vast expanse of time in front of me that it sunk in.

I was devastated. I had no motivation to do any work and the worst part was that I felt guilty for even being upset. I kept telling myself that I had a lot to be thankful for, especially when people were ill with COVID-19. Six months in New Zealand wasn’t even that long! But deep down I knew that extension was likely. The proclamation meant the end of my dreams as I knew them, at least for the foreseeable future.

Making the best of things

Once I had digested everything, I called my team at work. The boys did the best thing they could have possibly done and told me that everything was going to be alright. They even cracked a few jokes, suggesting that maybe I should start the company in New Zealand. I left the call feeling a lot better. I felt glad to have their support. Later that day, I reflected on what they had said. Launching the business in New Zealand was a crazy idea, but the more I thought about it, the more it actually started to make sense.

New Zealand is often used as a test market for American technology companies. Historically, it was the first country to get Eftpos and it was also an early training ground for Uber. I think this is because it’s culturally similar enough to the US to gain valuable insights while also being small and isolated enough that the cost of mistakes isn’t sky high. There is comparatively far less red tape.

Plus, there is the added bonus that New Zealand is in a pretty unique position with zero community transmission of COVID-19. It’s one of the only places in the world where companies can operate with fairly few restrictions right now. Kiwis are open to innovation since coronavirus has disrupted our usual ways of doing things. This makes it an exciting time for anyone in business. So I’m now undertaking some market research. I’ve just signed up as a member of a co-working space and it feels really good to have a fresh sense of purpose. I can’t even begin to explain how revitalising it is to be in an office again. I miss my team in New York, but I’m excited to see what I can achieve here.

I think the next few months of my life are going to be interesting. There will probably be some days that will still be hard; where I grieve for the life I had in NYC. But I think there are also going to be good days. Those will be the ones where I feel driven about my work and grateful for the chance to reconnect with my country.

The one thing that’s struck me since I’ve been back in Auckland is how much it’s moving forward. With the opening of Commercial Bay and the entry of major companies like Google, AWS and Disney, it’s becoming a more global city. It feels like a good time to be here. Although I don’t know if or when I will be able to return to America, I’m happier in New Zealand than I thought I could be. I think that counts for something.

CONTRIBUTOR

Victoria Brownlee

Ambassador, North America

Kea New Zealand

Kea member

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