As leaders, the COVID-19 crisis has presented us all with unexpected challenges. Facing these unprecedented circumstances head-on has led to many stories of great leadership across all industries and sectors in Nelson, Tasman, and Marlborough.
Our 'Leading Through COVID-19' interview series is designed to inspire and support a sense of togetherness as our region moves through and beyond this challenge.
In this interview, we talk to Marina Hirst Tristram, Managing Director of Tasman Bay Food Co. She shares her experience and learnings of leading a food production business through the challenges of Alert Level 4.
We have lost all of our foodservice and a lot of our export business - we expect this to be about 40% of our revenue over the COVID-19 period. However, we are lucky to have a multi-channel distribution so we continue to have revenue streams to support our cashflow.
We quickly developed an 8-week plan that reassured our factory teams about the weeks ahead (as a food business we continued manufacturing but in small ‘bubble’ teams). For our team working or isolating at home, we have continued our daily morning meeting (now using Microsoft Teams). We have also created a group exercise challenge to walk the length of the South Island.
Working in isolation in a very quiet office has been hard. Keeping a trading mindset, actively looking for opportunity and connecting with others has been hugely important to continue to be productive and positive.
People come first and are looking for honesty and clarity through what is a very anxious time for many. Repeating a consistent message is important.
Talk to others and take advice. As business owners, we often feel isolated and simply talking to other professionals outside of the business often presents ideas, opportunity or is purely a chance to share your challenges with others who are facing them too.
Yes, productivity has been tested in our new physical distancing environment. It has forced us to explore different ways of doing things and we have come up with some initiatives to test.
It has been great to test more flexible working arrangements and prove they can work. We want to invest more than ever now in automation to improve our agility in manufacturing. We'll also continue to diversify our sales channels, especially connecting, collaborating and working together with other local food businesses.
Enjoyed this interview? Read more from our Leading Through COVID-19 interview series here.
As leaders, the COVID-19 crisis has presented us all with unexpected challenges. Facing these unprecedented circumstances head-on has led to many stories of great leadership across all industries and sectors in Nelson, Tasman, and Marlborough.
Our 'Leading Through COVID-19' interview series is designed to inspire and support a sense of togetherness as our region moves through and beyond this challenge.
In this interview, we talk to Christine Clark, Director of Transport & Marine Covers. They've been busy operating as an essential business throughout lockdown, producing thousands of their innovative, reuseable PVC Face Shields.
At this point, it has been an opportunity for us to innovate and produce a very different product than we normally would. It has brought the team together (whilst being physically separate) to join forces for the future of our company.
Lots of communication via text and phone calls. I see all of them daily whilst dropping off materials to their homes and picking up completed product. I update them every morning via text with where we are at, how amazing I think they are and also daily instructions for each person so they are clear on what they are doing.
Keep it real. Communicate on a platform that your team can relate to. Email is NOT the answer for younger people. Understand what your team actually wants to know – it is often different than what you think.
This has been a great opportunity for collaboration, too. We've reached out to and worked with two other local companies for help in extra resourcing and expanding our Face Shield production capacity.
Yes – albeit probably a temporary reprieve.
Who knows what is going to happen over the next 18 months. We just have to keep innovating. I have the team now that can do that – what happens in the future is anyone’s guess at this point.
Enjoyed this interview? Read more from our Leading Through COVID-19 interview series here.
As leaders, the COVID-19 crisis has presented us all with unexpected challenges. Facing these unprecedented circumstances head-on has led to many stories of great leadership across all industries and sectors in Nelson, Tasman, and Marlborough.
Our 'Leading Through COVID-19' interview series is designed to inspire and support a sense of togetherness as our region moves through and beyond this challenge.
In this interview, we talk to Andy Leonard, Team Captain at Proper Crisps, about their experience operating safely as an essential business during the lockdown.
Proper Crisps has seen immediate changes in demand. We experienced a sudden drop in tourism and hospitality business, but have seen strong demand through supermarkets where snacking has been an essential lockdown activity.
Aspects of our operation have changed to comply with physical distancing guidelines. For example, we have made adjustments to factory layouts to ensure personnel separation.
Regular communication and remaining available to our team members. It's also important to be positive and action-orientated, despite the challenging circumstances.
Ensuring our production team feel appreciated and respected when other parts of the business are working from home and many of their friends and family aren’t working.
If in doubt, act. Trust your gut instincts. Document your plans, your activity and your progress. Crises are a good measure of your teamwork. Stay connected to your supply chain.
Proper Crisps falls into the 'permissible treat' category which is key comfort in a time of crisis and stress!
Consumer buying patterns will undoubtedly change in the short to medium term - where and how people shop. Trade up or trade down is common during recessions when eating habits alter, and online buying appears to have benefited significantly through COVID-19. I’m hoping Kiwis love of potato crisps doesn’t diminish though!
Enjoyed this interview? Read more from our Leading Through COVID-19 interview series here.
As leaders, the COVID-19 crisis has presented us all with unexpected challenges. Facing these unprecedented circumstances head-on has led to many stories of great leadership across all industries and sectors in Nelson, Tasman, and Marlborough.
We have developed this 'Leading Through COVID-19' interview series to inspire and support a sense of togetherness as our region moves through and beyond this challenge.
In this interview, we talk to Caleb Hill, Manager/Director of Mortimer Upholstery and Nelson Shade Solutions. We have been very impressed with their ability to rapidly innovate, developing and producing PVC safety screens for essential service providers.
Yes. We are a manufacturer and service provider - 99% of our work is non-essential. We currently have nine team members at home unable to produce any income for the business.
Sincere, honest and clear communication. You must be honest and transparent with your team members and let them know why and how you are making particular decisions. If those decisions are going to affect the lives of your team they need to know sooner rather than later.
Your business and energy are needed in the 'now' - but it’s also important you keep playing the long game, working towards long term goals and things that are important to you.
Through my experience adversity has always been a blessing in disguise. It has forced me to make decisions I would have never made in normal circumstances.
Yes. We manufacture products locally using soft textiles and I am sure that the new economy will present us with new opportunities. We have already adapted to develop a new product - manufacturing and supplying PVC safety screens to essential service providers.
I am estimating a 20-40% decline in turnover. We will have to adapt our company structure to suit. This is an opportunity to become a smarter, leaner and meaner business. In this process, I am 100% confident that our level of service and quality of product will not be sacrificed. We will have to improve these things to be more competitive in the marketplace and like many others will also have to adapt our business to meet new COVID-19 safe workplace guidelines.
Enjoyed this interview? Read more from our Leading Through COVID-19 interview series here.
