NZ Manufacturer, November issue

Bob and Michael Sievwright.

 Founded in 1981 in Tauranga, Trimax Mowing Systems has grown from a small New Zealand manufacturer into a globally recognised provider of commercial mowing solutions.

Known for its focus on innovation, quality and export success, Trimax has become a case study in how a family-owned business can scale internationally while maintaining a strong customer-first culture.

The EMA’s Nicholas Russell spoke with CEO Michael Sievwright about Trimax’s journey, its approach to growth and innovation, and how it is inspiring the next generation of Kiwi manufacturers.

How has Trimax developed from a small Tauranga operation to a global exporter?

Michael Sievwright: The journey really has a few phases. In the early years, our focus was on building a strong foundation: producing great products, establishing a solid brand, and laying down our footprint in international markets.

My father, Bob Sievwright, emphasised customer-led innovation from day one, making sure our equipment was reliable, easy to maintain, and genuinely useful to those who used it.

Then came what I’d call the ‘scale phase’. It wasn’t about constantly inventing new products; it was about asking: How do we sell what we already have? How do we leverage our existing footprint, build strong service and support, and make sure every customer receives the full value of a Trimax mower?

That focus on sales, support and customer relationships has been as crucial as product innovation.

How did Trimax build its footprint in offshore markets?

Michael Sievwright: When entering a new market, our first step is to learn, not to sell. We observe how people buy, who they trust, and what their challenges are.
We also maximise the domestic market in New Zealand. which  is perfect for testing: grass grows year-round, machinery is put through rigorous use, and we can refine durability and maintenance before taking the product abroad.

From there, we decide whether to use distributors, dealers, or direct operations. We now have a presence in six countries, combining our own staff with local partners.

Regardless of the structure, we always get boots on the ground, showing the machines and  interacting with customers, because a brochure alone will never sell a product.

We started in New Zealand focusing on quality, then established manufacturing and assembly facilities in Australia, the UK, and the US.

This allows us to be responsive, reduce logistics complexity, and provide local support. Investment in robotics and automation improves efficiency, reduces costs, and ensures machines reach customers faster and in excellent condition.

What advice would you give other manufacturers in New Zealand aiming for export growth?

Michael Sievwright: Many young companies chase the ‘next new product’ at the expense of execution. For us, the question was: How do we get better at selling, servicing, and supporting the machines we already make? Our innovations often focused on process and customer experience rather than entirely new machines.

Examples include dealer tools, customer apps, and improvements in manufacturing efficiency through robotics and automation. The principle is simple: make what you have truly outstanding in the market, then expand from there.

There are five key takeaways from my experience:

1. Don’t try to be everything to everyone. Trimax doesn’t make trailers or general-purpose equipment; we specialise in commercial mowing systems. Specialisation builds credibility.Understand your customers’ real pain points. One example: a prospective client spent 45 minutes greasing their machine every morning.
2. Rather than focusing solely on improving cutting efficiency, we developed features that reduced maintenance time, giving them back valuable hours for more productive work.
3. Market research is essential, but you must also execute and adapt quickly.
4. New Zealand is small, but it’s a fantastic testbed. Scale locally first to establish credibility before exporting.
5. Export success is driven by people. Strong teams, the right culture, and continuous improvement are vital to sustaining growth.

How does Trimax differentiate itself from competitors overseas?

Michael Sievwright: Differentiation comes from deep customer understanding. We build long-term relationships, focusing on trust and value rather than transactions. We also focus on being the best in a focused niche, designing durable, low-maintenance products and having dealers, parts, and service centres in market.

Many competitors have great machines, but without support and service, the customer experience suffers. That’s where we excel.

You’ve been involved with EMA and ExportNZ for some time. How does that partnership benefit Trimax?

Michael Sievwright: Trimax has been an EMA Member since 1992. I’m also a member and former chair of ExportNZ Bay of Plenty Committee, which meets regularly to share knowledge, trends and challenges, and build connections with others in the export community.

We engage with the EMA through a range of events and workshops, including Member briefings for legislative and legal updates, HR-focused sessions on the likes of recruitment and onboarding, health and safety updates, and export-focused events such as ‘Doing Business in the USA’.

More recently, we partnered with the EMA to bring Members through our Tauranga facility for a behind‑the‑scenes look at how we design, manufacture and assemble our commercial mowing equipment.

Trimax’s engagement with the EMA has strengthened in recent years, providing critical insights, networking opportunities, and guidance that support Trimax’s continued growth both in New Zealand and overseas.

Manufacturing sometimes struggles to attract young talent. Why do you think that is?

Michael Sievwright: Perception is a huge challenge. Many think manufacturing is dirty, repetitive, or low-tech.

At Trimax, we arrange factory tours for local school students to show them that manufacturing is diverse and involves everything from robotics, engineering and IT to design, social media, procurement and data analytics.

We’ve had around 150 students through the factory in the past six months. We also engage career advisors and parents, because perceptions at home often influence career choices.

We create entry-level opportunities, summer jobs, and mentorships to give young people their first step in the industry. Retention is about growth and opportunity.

Talented people leave stagnant roles, so we keep innovating to attract and keep the best.