Editorial

‘Tech bro’ culture stifling startup sector

You might have heard the term ‘tech bro’ – a shorthand for the hypermasculine culture synonymous with the startup world. But while it’s often associated with Silicon Valley, that same culture is alive and well in New Zealand’s innovation scene too, say researchers Professor Anne de Bruin and Dr Janine Swail. Entrepreneurial ecosystems: the networks, organisations, and funding systems that support startup ventures, might seem open to all. But they’re far from gender neutral, the researchers say. “The strong association of masculine traits with entrepreneurship persists, hindering gender equity,” says de Bruin. In a new paper, de Bruin and Swail examine how gender dynamics shape startup ecosystems, and how feminist theories can be used to make them more inclusive and equitable. “If you think about Auckland’s startup sector, it’s still pretty ‘tech bro’,” says Swail. “We need to rethink what it means to be inclusive in entrepreneurship.” She says this starts with challenging the norms that shape entrepreneurial culture – norms that can make women and non-binary people feel unwelcome. “Imagine you’re a female deep-tech entrepreneur looking for a lab or an accelerator programme,” says Swail. “You walk into a space that feels overwhelmingly masculine; in-jokes, blokey language, a boys club. It can be difficult to feel like you belong, let alone thrive.” One of the biggest barriers? Unacknowledged gender bias baked into the structures and language of entrepreneurship. De Bruin points to New Zealand’s finance ecosystem, where most venture capitalists are men. “The way people communicate and operate in that world is often coded in a very masculine way. Language matters, and when we start to unpack it, we see how women and others are often excluded, even unintentionally.” If New Zealand wants to develop a genuinely diverse startup sector, we need to question who it’s built for, and who’s […]

The Skills Shortage Smokescreen

Stop searching for unicorns. Build a workplace worth joining and staying at. “We just can’t find the right people.” It’s the go-to excuse for operational issues, stalled growth and missed deadlines. But let’s call it what it is: a smokescreen. The so-called “skills shortage” is a convenient distraction from a harder truth. For many businesses, they don’t have a people problem, it’s a management problem. David Altana is head of growth and partnership at Smartspace.ai and co-host and founder of The Better SMB Podcast. When we dig beneath the surface, the reality is clearer than we’d like to admit. If your business can’t attract or retain good people, it’s probably not the labour market letting you down. It’s likely something internal: your culture, your systems, or your leadership. You Get What You Build For According to MBIE[1], 40% of roles in Tamaki Makaurau are classed as low-skilled, so let’s contrast a couple of businesses in the same region, competing to attract the same workers. One constantly complains about a lack of skilled staff. The other quietly gets on with hiring, training and growing its team. The difference isn’t luck. It’s leadership. Rob Bull is Director and principal consultant at Plexus Consultant and co-founder and host of The Better SMB Podcast. The successful business has designed itself to be a place people want to stay. It invests in onboarding, creates meaningful development pathways, and builds an environment where team members feel valued. Managers know their people. They communicate. They coach. They share the “why” behind the work. These companies don’t have a secret recruitment strategy, they simply understand retention starts with trust, which is built through day-to-day leadership, not policies or perks. To get an idea of what this looks like in practice, it’s worth reading the Jones & Sandford Joinery […]

Is New Zealand’s Health and Safety Reform Enough to Prevent Workplace Harm?

By EMA Manager of Employment Relations and Safety, Paul Jarvie Planned amendments to New Zealand’s Health and Safety at Work Act represent a shift towards reducing compliance burdens and offering businesses clearer guidelines. However, while these changes may streamline processes and alleviate some administrative stress, they fall short in addressing the deep-rooted issues that contribute to New Zealand’s unacceptably high rates of workplace harm. On the week of March 31, Minister for Workplace Relations and Safety, Brooke van Velden, announced the following proposed changes: Reducing general H&S requirements on small businesses Small, low-risk businesses will only need to provide basic facilities and manage critical risks in their health and safety practice. Notifiable incident requirements will be restricted to significant workplace events such as serious injury, illness, death and incidents (including those on the Schedule 2 ACC list). Over-zealous and over-compliant health and safety practice can be reported to a hotline. Freeing up landowners from liability in third-party recreational activities Landowners or managers who allow public access to land for recreational activities will not be liable for injuries. Health and safety responsibilities will fall on the organisation running those activities. Directors to focus on governance and oversight, not day-to-day management of health and safety risks A clear distinction will be made between health and safety governance and operational management. There will be a reduction in overcompliance of health and safety policies and duplication of plans. Greater use of Approved Codes of Practice Compliance with an Approved Code of Practice (ACOP) will become the same as compliance with the Health and Safety At Work Act in many cases. The definition of what ‘reasonably practicable’ means in specific industries will become clearer. Industry organisations will be allowed to initiate work on ACOPs, with final approval reserved by the Minister. The EMA has […]

Why banking competition matters for New Zealand manufacturers

-Mark Devlin, Managing Director, Impact PR New Zealand’s manufacturing sector has long faced challenges in securing financial services that are both efficient and cost-effective. The dominance of a few major banks has resulted in high fees, outdated systems and a lack of tailored solutions for businesses looking to scale. However, recent regulatory changes by the Reserve Bank of New Zealand (RBNZ) may mark the beginning of a new era – one where increased banking competition and AI-driven financial services could significantly benefit manufacturers. The RBNZ’s decision to allow greater access to New Zealand’s Exchange Settlement Account System (ESAS) is a critical step forward. ESAS is the backbone of the country’s financial transaction system, enabling real-time settlements between banks. Previously, only major banks had direct access, forcing smaller financial players to go through them as intermediaries. This restriction has stifled competition and innovation in the banking sector for years. Now, with non-bank financial institutions permitted to participate directly, manufacturers may soon see more competitive financing options, faster payment processing, and AI-driven banking solutions tailored to their needs. Fintech innovation: A game changer for manufacturers The impact of these reforms extends beyond just banking competition. Fintech companies like Emerge are poised to introduce AI-driven financial tools that could streamline business operations for manufacturers. Emerge co-founder Jovan Pavlicevic says that traditional banking services have failed to keep pace with the needs of modern businesses. “It’s staggering that in 2025, opening a business bank account in New Zealand can still take months. “Many of our customers report waiting three to four months just to get an account set up. Meanwhile, international fintech solutions are providing instant onboarding, real-time fraud prevention, and AI-driven financial insights,” he says. Emerge is working towards embedding artificial intelligence at the core of its banking platform, offering manufacturers real-time financial […]

Manufacturing fuels the present – SouthMACH 2025 is on soon

From NZ Manufacturer magazine, April 2025 -Doug Green, Publisher Fisher and Paykel Healthcare, Gallagher Industries, Buckley Systems, Rocket Lab, Rakon, Skellerup Holdings, Particle Systems, Scott Technology…are just a few examples of successful companies who have found markets for their ‘home grown’ products and services. And they keep moving ahead in challenging times. www.smartmanufacturingtoday.com They are members of the Creative Class – to which so many of us belong – who help drive the economy. They are the people who role their sleeves up and get stuck in, in their workshops or studios, to make ‘the next best thing’ and find new markets for their unique products. At present, it is not only tariffs we need to keep an eye on, Generative AI (GenAI) is set to reshape manufacturing, driving innovative integration, operational efficiency, and data insights, transforming productivity and revenue. Distribution leaders will need to adopt AI, robotics, and IoT to enhance industry-specific processes, data, and ways of working. Ian Walsh, Partner, Argon and Co is big on Lean. And others don’t just talk Industry 4.0, they also talk Industry 5.0 These are all required for the efficiency of manufacturing. And of course, there is the urgent need to raise the levels of Productivity. This cant just be a never-ending conversation piece – we need to do something about it! Manufacturers will have to be prepared for the continued rise in competition from lower-cost production countries in Asia, including Vietnam, Thailand and China, along with more technologically advanced nations in Europe. The world and its markets are changing and our manufacturers need to adapt and move forward. Research the TIN Network, or the EMA, HERA, the Hutt Valley Chamber of Commerce, the Southland Business Chamber, Make NZ or the Northland Chamber of Commerce. Join, find out what is going on […]

‘Tech bro’ culture stifling startup sector

Dr Janine Swail. You might have heard the term ‘tech bro’ – a shorthand for the hypermasculine culture synonymous with the startup world. But while it’s often associated with Silicon Valley, that same culture is alive and well in New Zealand’s innovation scene too, say researchers Professor Anne de Bruin and Dr Janine Swail. Entrepreneurial ecosystems: the networks, organisations, and funding systems that support startup ventures, might seem open to all. But they’re far from gender neutral, the researchers say. “The strong association of masculine traits with entrepreneurship persists, hindering gender equity,” says de Bruin. In a new paper, de Bruin and Swail examine how gender dynamics shape startup ecosystems, and how feminist theories can be used to make them more inclusive and equitable. “If you think about Auckland’s startup sector, it’s still pretty ‘tech bro’,” says Swail. “We need to rethink what it means to be inclusive in entrepreneurship.” She says this starts with challenging the norms that shape entrepreneurial culture – norms that can make women and non-binary people feel unwelcome. “Imagine you’re a female deep-tech entrepreneur looking for a lab or an accelerator programme,” says Swail. “You walk into a space that feels overwhelmingly masculine; in-jokes, blokey language, a boys club. It can be difficult to feel like you belong, let alone thrive.” One of the biggest barriers? Unacknowledged gender bias baked into the structures and language of entrepreneurship. De Bruin points to New Zealand’s finance ecosystem, where most venture capitalists are men. “The way people communicate and operate in that world is often coded in a very masculine way. Language matters, and when we start to unpack it, we see how women and others are often excluded, even unintentionally.” If New Zealand wants to develop a genuinely diverse startup sector, we need to question […]

Inaugural Minister for Manufacturing Awards 2025 – enter now!

From March issue NZ Manufacturer magazine www.nzmanufacturer.co.nz NZ Manufacturer March 25 by Media Hawkes Bay Limited – Issuu The inaugural Minister for Manufacturing Awards 2025 have been launched to celebrate outstanding individuals and businesses driving productivity, workforce prosperity, and global competitiveness across New Zealand’s manufacturing sector. The launch marks a significant milestone in the growth of New Zealand’s manufacturing industry, highlighting its potential in an increasingly competitive global marketplace. However, many people are unaware of the immense potential and success within New Zealand’s manufacturing sector. It’s time to showcase the brilliance of New Zealand manufacturing. Let’s stand proud and be recognised for the incredible work we do. It’s time to make some noise! “The manufacturing sector is vital to New Zealand’s economic success. It drives productivity, supports technological progress, generates high-quality employment opportunities and underpins 60% of NZ’s exports,” said Catherine Lye, CEO of Advancing Manufacturing Aotearoa. “The Minister for Manufacturing Awards 2025 will inspire the next generation of talent and help boost the sector’s global competitiveness through investment in advanced technologies.” The awards will feature four key categories: Excellence in Process Innovation: Recognising innovative manufacturing processes that improve efficiency, sustainability, and product quality. Manufacturing Apprentice of the Year: Honouring an outstanding apprentice who shows exceptional promise and skill in the manufacturing industry Manufacturer of the Year: Awarded to a business demonstrating excellence in production, innovation, and overall contribution to the industry. Excellence in Manufacturing Leadership: Recognising leaders who have made a significant impact on their business and the industry through visionary leadership and strategic growth. <click here for Nomination Information Pack> and email Catherine – info@amanz.nz for the nomination form. Hon Chris Penk – Minister for Manufacturing will officiate the awards ceremony on 28th May 2025 at SouthMach Christchurch, the South […]

Why the Right to Repair will benefit New Zealand manufacturers

From NZ Manufacturer magazine March 2025 www.nzmanufacturer.co.nz NZ Manufacturer March 25 by Media Hawkes Bay Limited – Issuu *Jim Goddin, Head of Circular Economy at thinkstep-anz. The recent first reading of the Consumer Guarantees (Right to Repair) Amendment Bill in New Zealand’s Parliament marks a pivotal moment for businesses, consumers, and the environment. If enacted, this legislation will require manufacturers to provide spare parts, repair manuals, and software access to consumers and independent repairers. While some manufacturers may be concerned about potential costs or intellectual property risks, the right to repair presents significant benefits for New Zealand’s manufacturing sector. It can drive business innovation, reduce waste, enhance customer loyalty, and build a more resilient, circular economy. Understanding the Right to Repair The right to repair ensures that consumers and independent repairers have access to the tools, parts, and information necessary to maintain and fix products. It challenges restrictive policies that limit repairs to authorised service providers, often increasing costs and contributing to e-waste. Key elements of the Right to Repair include: Access to spare parts and manuals – Manufacturers should provide genuine replacement parts and repair guides. Repair-friendly design – Products should be designed to allow easy repairs without specialised or proprietary tools. Protection against restrictive policies – Consumers should not be locked out of repairs due to software restrictions or warranty clauses. The legislation is particularly relevant to industries such as electronics, appliances, vehicles, and agricultural machinery, where manufacturers traditionally limit repair options, increasing costs for businesses and consumers alike. The Right to Repair and its Impact on manufacturers Some manufacturers may worry that making spare parts and repair information available will reduce profits from new product sales or increase compliance costs. However, international experience […]

Smart Industry Readiness Index: Key Themes and Findings

From March issue NZ Manufacturer magazine. www.nzmanufacturer.co.nz NZ Manufacturer March 25 by Media Hawkes Bay Limited – Issuu Adam Sharman, CEO LMAC Group APAC The Smart Industry Readiness Index (SIRI) has emerged as a critical tool for manufacturing organisations seeking to navigate their digital transformation journeys. At LMAC Group we have supported over 200 business across New Zealand and the UK to define, start and optimise their Industry 4.0 journeys through our digital transformation approach using the Smart Industry Readiness Index. Reflecting on this experience, in this article we will discuss the key themes and insights into the current state of Industry 4.0 adoption and their implications for manufacturing business across the industry As New Zealand manufacturers seek to optimise and accelerate their productivity through Industry 4.0, they face several distinctive challenges: Scale and Investment Capacity: With most New Zealand manufacturers being SMEs, many face challenges in securing sufficient capital for comprehensive digital transformation initiatives. Talent Acquisition: The limited local talent pool for specialised digital skills creates a significant barrier, with many organisations struggling to attract and retain experts in areas like industrial IoT, data science, and automation engineering. Connectivity Infrastructure: Regional manufacturers sometimes contend with limited high-speed internet access, constraining their ability to implement cloud-based solutions or real-time monitoring systems. Integration with Legacy Systems: Many established New Zealand manufacturers operate with older equipment and systems that present integration challenges for newer digital technologies. New Zealand manufacturers exhibit a characteristically pragmatic approach to technology implementation. Rather than pursuing cutting-edge technologies for their own sake, Kiwi businesses tend to prioritise practical solutions with clear returns on investment. This approach serves many companies well but can sometimes limit exploration of more transformative technologies that might deliver longer-term competitive advantages. Most Commonly Identified Priority Dimensions for New Zealand Manufacturers SIRI assessments […]

A tale of two sectors

From March issue NZ Manufacturer magazine www.nzmanufacturer.co.nz NZ Manufacturer March 25 by Media Hawkes Bay Limited – Issuu Ian Walsh, Partner, Argon & Co NZ I was reminded last week of the level of complexity and difficulty to solve our productivity crisis. It’s clear to me that we have a multi-speed economy, with certain sectors having made great progress over the last 10 years with others still on the starting blocks. The dairy sector has been developing and implementing best practices, training leaders, building capability and employing appropriate technology for over 25 years. Fonterra has lead the charge and most other dairy companies have followed this lead, by developing and employing solutions to improve productivity, reduce waste, improve yield and reduce costs. It has led to fantastic outcomes, with the most recent payout reflecting both the great work on the farm and the much improved off-the-farm processing capability. It would be untenable to consider competing globally with the capability the sector had in 1999. The payout would have been significantly lower and dare I say many processors would have been seriously impacted. This is, of course, not to say the job is finished, because it isn’t, but the direction of travel for the sector looks good. In contrast, the global construction sector has seen little-to-no productivity growth over the last 50 years, and in New Zealand it’s no different. There is a unified view that productivity needs to improve, however little or no concerted action has been taken to adopt best practices. The tales of late delivery, cost overruns and underperformance on completion are now so common that these outcomes are expected. Indeed 94% of construction projects don’t achieve cost, time or quality objectives. When a job is costed at $2 billion, it’s no […]

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