2009 Entrepreneur Of The Year finalists - Ernst & Young - New Zealand

Chris Pescott, Perceptive
'The Powers of Perceptive'

The truly perceptive would, having bombed out the final year of high school, call it quits on academia.  Right?  Not as far as Chris Pescott is concerned.

Three degrees later, becoming the ‘poster boy’ of success for Massey University, and having created his own full service market research and brand strategy company at age 23, Perceptive is now a way of life.  Plus it is a business that is kicking the proverbial among a certainly more mature competitor base.

Some might have said it was anything but perceptive to take on seasoned, hardened, and well resourced market research companies, some of which are themselves household names with global connections.

By listening to the market, mentors and his own instincts, Chris decided to change the rules somewhat by being purely innovative and passionately aggressive.

Long considered merely part of the marketing spend, Chris lifted the game by showing how research could be the spawning ground of compelling growth strategies.  The reaction to his REACT (Retention, Expansion, Attraction, Cost Management and Team Work) methodology and brand building ‘tool’ was one way that he changed the dynamic.

Accustomed to getting into the mindset of consumers, Chris made a point of learning from two ‘older/greyer heads’ (both now non-executive directors of his company) how to sell to potential buyers who might be old enough to be his father...perhaps even grandfather.

Again, persistence and perceptiveness have created a portfolio of over 100 clients as well as strong working relationships with over 40 advertising and PR agencies.

Perhaps the most notorious undertaking to date has been the ground-breaking Attitude New Zealand report.  The report provides a snapshot of the opinions and feelings of 1000 New Zealanders aged between 15 and 65 plus with annual incomes ranging from below $20,000 to more than $100,000.  For marketers, this offered a gold mine of wonderful information pertaining to the psyche of New Zealanders.

The report also contained the first ever New Zealand Stress Index showing what factors are causing the nation most anxiety in the current economic climate.

Derek Handley, The Hyperfactory
'Upwardly Mobile'

For the lay person, the mobile telephone is a convenient way to keep in touch with friends, or the world, via voice, text and other offerings. 

In the hands of savvy brand builders, this same device can work wonders for building businesses and brands in terms of getting compelling, cool and convincing information out to target audiences.  This is the territory the aptly named Hyperfactory buzzes in.

Derek Handley’s company—founded with brother Geoffrey—divides the mobile focus into two operating areas. 

One is an agency operation where the mobile is the medium delivering an integrated strategy, creative approach and ‘offer’ or opportunity to create a relationship with a particular brand. 
The other is technology based designed to benefit businesses through planning, integration and deployment of mobile technology—regardless of the platform, protocol and device.

Against some stiff and sizeable competition worldwide, the Hyperfactory has built a client base that includes the likes of Coca-Cola, BlackBerry, L’Oreal, Vodafone, Disney and Kraft.  Employing over 100 people, the company has a network of offices in Auckland, Los Angeles, New York, Chicago, Hong Kong, Sydney and Hyderabad, India.  A recent multi-million dollar stake sold to a major US media conglomerate shows the business has bite.

While this is his present incarnation, and though he is still a youngster in business, Derek Handley already has an impressive track record of entrepreneurial pursuits.  He has, as he says, ‘established, built, failed and tried again’ with a number of other ventures. 

He launched a global software business; he created and publically listed a sizeable child care operation; he took vodka success story 42 Below to Hong Kong and China as sole executive agent; and he wove a luxury boutique cashmere clothing brand into an international fashion business.  Proving that men can multi-task, some of these ventures were developed concurrent to the building up of Hyperfactory.

An Entrepreneur of the Year applicant some years back, Derek Handley’s second coming is, he says, better than the first.

“The Hyperfactory is the business case presented—however as an entrepreneur my experiences and battle-scars throughout my career are far better rounded and deeper.”

Diane Foreman, Emerald Group Limited
'A Non-Vanilla World'

In business terms, Diane Foreman’s world is clearly not vanilla.  Not even hokey-pokey.  In fact, in ice cream terms, it would be near impossible to pick a flavour that captured the diversity of her Emerald Group.

Nevertheless, ice cream is an important part of her empire.  Purchased as a failing business Diane saw its potential. She implemented a new management team and a changed strategy that has seen it become New Zealand’s largest franchise business. Under a number of high profile brands—most notably ‘New Zealand Natural’—a range of tasty treats are shipped from Auckland to almost 700 own franchised stores in 21 countries.  Being part of one of New Zealand’s prime industries, dairying, gives Diane immense satisfaction.

She’s also involved in health care with an aptly named Healthcare Holdings (23% owned by Emerald) providing private hospital and clinic facilities and owning 100% of the MercyAscot Group). Diane’s most proud of ensuring private radiography is now an option for New Zealanders.

Broadening the sweet and surgery base, Emerald Group is involved in hospitality and tourism via the boutique, Auckland-based Emerald Inn; a 50% holding in specialist, high level recruitment and contracting company Emergent Limited provides a good investment as well as a source for key talent to help manage her Group.

As is the case with many entrepreneurs, Diane didn’t have much of a taste for education leaving school at 15 with no tertiary qualification.  She trained as a typist and in her early 20s became a medical secretary.

When former husband Bill Foreman came to the practice one day, a strong business and marriage partnership began.  A major stroke in 1990 prompted Bill to promote Dianne to board status of his Trigon Holdings in order to learn the business as well as manage family interests.

Eventually becoming CEO, she single-handedly negotiated the sale of Trigon to US interests at a purchase price of NZ$130 million.

Post deal, Diane continued to create success on her own terms.  Today her four ‘gems’ of completely different heritage directly, or through shareholding, employs over 4,000 people and has interests in 29 countries.

Dr Catherine Stone, The Faceplace MedSpa^TM
'Beauty and the Botox'

Many doctors find themselves in the position of being the proverbial ambulance at the bottom of the cliff.  In contrast, Catherine Stone has put her medical prowess on higher ground with the creation of a series of clinics committed to the art, and science, of beautiful skin.

This ‘happier’ end of the medical model has led to what Catherine Stone describes as a ‘world class medical spa providing non-surgical cosmetic solutions that are safe, simple and effective.’ 

No surprise that Botox immediately comes to mind—in fact the initial incarnation of the business in 2001 was as New Zealand’s first Specialised Botox Centre. 

Over time a whole repertoire of additional techniques and applications were introduced producing both amazing results and a loyal client base.  New Zealanders, and a select group of overseas clients (some from as far away as Dubai, Guernsey, Los Angeles and New York), flock to the Face Place to awash themselves in this ‘medspa’ concept.

Complementing her medical prowess, she also learned some key business techniques in building a property portfolio of 23 properties in 24 months.  Prior to the launch of the beauty oriented business, her entrepreneurial streak emerged in putting together a business plan and VC proposal for an invisible G-string range called ‘Invisi-G’.

Despite what the cynics might say Catherine Stone’s work is not all about vanity.

“Our focus is on people who are motivated to fulfil their potential in life.  In many cases this might involve alleviating a medical condition or be driven by a desire to improve the way they feel about themselves.  If we can help in the process of people achieving who, and what, they want to be, then that is great.”

While many of the competition that have sprung up as part of the Botox ‘boom’ offer what she sees as a ‘transactional and commoditised ‘cookie cutter’ approach to treatments, the Face Place is looking at building long-term relationships.

Her team of 13—including a full-time ‘wow’ coordinator—treat the brand and business as if it was their own. While her ‘needle work’ continues to make a positive impact on others, the fortunes of the Face Place will continue looking up.

Dr Shaw Mead, ASR Marine Consulting and Research
'Surf's Up, Down (in fact any way you want it)'

Dr Shaw Mead is making waves in the world of maritime consulting through a business that, among other things connected with the marine environment, creates multi-purpose, artificial surfing reefs.

Growing up in the northern backwaters of the Auckland Harbour, Shaw spent the great majority of his childhood swimming, fishing, boating and exploring the waters, rocky reefs, mud-flats and adjacent bush, which accompanied with his love of Jacques Cousteau episodes on TV, he attributes to the beginnings of his on-going love of the ocean environment.  But rather than just concentrating on developing his surfing skills as a youngster, Shaw also put his talents to science and research winning a number of coveted prizes for technical drawing, zoology and related sciences.  His PhD thesis, however, is what led to his present enterprise.  In the words of examiner Professor Andy Short:  “this is the most significant contribution to surfing, and wave breaking literature to date.”

Combining surfing and marine habitat with coastal protection structures has certainly enhanced Shaw’s standing among the coastal science and engineering fraternity, but it has been his ability to parlay research into practical solutions that has generated both international interest and income.

Incorporated in 1997 while he was still in the middle of his doctorate studies, ASR’s mandate is to understand natural systems, innovate in science and sustain a quality of life for present and future generations.

The company’s ‘pool’ of capabilities covers:

-Multi-purpose reefs
-Numerical computer modelling of the marine environment
-Ecology and environmental research and assessments
-Ports, harbours, oil industry
-Development and environmental solutions for industry, regulators and all stakeholders

Over 70% of projects are international with ASR maintaining a presence in India, Australia and the United States, applying science and technology to save beaches and help people.  The business has grown from a company of 3 directors and 2 employees in 2005 to a present staff of 18 employees and 8 subcontractors.

ASR has also developed a construction element to the operation to further buoy up capabilities and as well as quality control in taking designs from the drawing board to the sea bed.

Graeme Clegg, New Image Group
'The Road to Healthy Returns'

This truism strikes a chord with New Image Group creator Graeme Clegg.

“No health, no future.  The healthy have many wishes; the sick only have one.”

Having seen 3 close family die of cancer, Graeme could well have been staring down the barrel of his own demise.  Be it a strong survival instinct, or having seen the benefits of nutritional supplements in animals when he worked as a professional shearer and stud sheep farmer, he set out to find an elixir for good health.

He did, in the form of a nutritional supplement known as Colostrum, which he sees as the answer to concerns about the weakening of the body’s immune system.  Subsequently, other nutriceuticals have been added to the New Image offering.

Instead of keeping the secret for a longer life to himself Graeme did just the opposite.  He created what has become one of the more vital players in a highly competitive health supplement direct sales market.

This year is Graeme’s ‘second coming’ to the Entrepreneur of the Year Awards.  A 2003 category winner, he has made the return foray for the simple reason his list of achievements is even more impressive.  A NZX listing; a tenfold increase in turnover; a successful launch into three more countries; the development of retail brands and FMCG as well as the direct sales lines; and the creation of a scientific division for product development and support; and the building of two manufacturing plants to keep up with demand.  

Wherever his Colostrum goes, consumers seem to follow.  New Image Malaysia, for example, is recognised as the fastest growing direct sales company in the country and is in the Top 10 of over 700 competitors.  The Taiwan venture is in the Top 10 category performers.  Currently the Group has a team of 137 and operations in 10 countries. 

The Group he created keeps Graeme vibrant.  “Since I started New Image, 25 years ago, I have never had a day sick. Many people have observed my exuberant energy, my zest for life, my positive outlook and healthy wellbeing.”

Hamish Coney, Art + Object Limited
'The Art of Business'

Those searching for the auction house of the 21st Century may well find their needs met at an Auckland-based establishment aptly named Art + Object Limited.  Managing director Hamish Coney, and three partners, have created a seemingly ‘one stop’ specialist auction facility for fine art, photography, decorative arts, single vendor collections and valuation services.

What defines a ‘21st Century’ facility versus those from a more bygone era?  Categorically it is the elimination of ‘ego’, says Hamish Coney, whereby the artist, or collector, is the focal point of the process versus the particular owner of a particular gallery.

“If you think of the more historic tradition, the name up in lights tended to be a gallery proprietor.  Christie’s, Sotheby’s and even Webb’s in this country are prime examples.  Our aim is to provide a more neutral brand whereby everything we do has a single goal—to delight our customers and make them the star of the show.”The clear market differentiation has led Art + Object to achieve a number of first which those of another century have, in turn, replicated.  Landmarks have included the first dedicated contemporary fine art auction in Australasia; the first auction house to offer a video preview of an upcoming event; and the first New Zealand auction house to hold Wellington and Auckland pre-auction viewings.

The business’s upcoming auction of feted New Zealand painter Ralph Hotere’s 1960s collection is yet another indicator of the pulling power Art + Object enjoys.

Hamish is a degree qualified art historian who has worked in recent years as a private client consultant.  He also puts pen to paper (or, apropos his ‘new age’ standing, fingers to keyboard) as a writer on art and architecture for a variety of publications.

Hamish Whyte, Furnware
'Seat of Learning'

It may sound a folly to some, but Hamish Whyte is passionate in his goal to vastly improve the quality of the 15,000 to 19,000 hours on average we attend school in a lifetime.

It is called the ‘wriggle factor’, the sometime involuntary, but nevertheless disrupting, repositioning a student attempts in the vain hope that comfort will ensue.  Get a whole classroom of ‘wriggler’s moving, and say goodbye to concentration and a cohesive learning environment. 

Not just another furniture supplier, Furnware (like software) is all about helping to improve learning outcomes.  Instead of creating solutions in isolation from the end user, Hamish does his homework in the actual environment where the furniture will be used.  That is; classrooms.

The creation of his ergonomic Bodyfurn® range of school furniture came about this way.

Says Hamish:  “I have witnessed the power of using schools as a knowledge base for our learning, our testing, and questioning.  Particularly through student feedback we find out what we need to deliver to improve their comfort and ability to achieve. Our team’s greatest strength is our ability to listen.”

He maintains that understanding research is where great design comes from. In particular, getting educators to regard furniture as not just a physical requirement, but, that it has significant impact on one’s ability to learn.

To ‘beef up’ the credibility of his assumptions, Furnware and Waikato University measured the improvement in learning behaviour, and reduction in ‘off task distractions’ Bodyfurn was able to create. 

“It is so rewarding when all teachers involved communicated how we have changed their classrooms for the better.”

From a manufacturing base in Hastings with 55 staff, and 9 sales people operating in New Zealand and Australia, Furnware is delivering Bodyfurn to schools in Hong Kong, Australia, throughout the Middle East and to the United Kingdom.

Hamish awaits the day when the ‘wriggle factor’ is no more and children are as comfortable in school as we are in our offices.

Hans R Schuitman, The Schuitman Group
'School of Life Graduate'

Hans Schuitman arrived in New Zealand with his family at the age of 13, speaking no English. Almost two years later, he ditched secondary school to join another institution – the ‘School of Life.’ He credits the latter with giving him the best education he could possibly have.

Hans always had the ambition to do his own thing.  Clearly there was something ticking away in his brain that put him on the path to create a major technology and IT based manufacturing group.

Life experience inspired him back to night school, more motivated than ever, where he trained to be an engineer. At age 24, he had achieved the position of chief design engineer at one of New Zealand’s iconic companies, electricity solutions manufacturer PDL.

In 1971 he left the corporate world to return to his own home workshop and set about creating some 13 successful business concepts and companies.  Initially, there were some setbacks.

Though a whiz in the technology world, Hans Schuitman maintains he had no commercial acumen then to back up his powers of invention.

“In 1975, I found myself in a serious financial hole with no equity to support it.  The easy solution was to bail out—instead I traded out of the red into the black and never looked back. 
“This experience was a great lesson for two reasons.  First it taught me the importance of planning, budgeting, monitoring, measuring and also adjusting to changing trends.  It also made me determined to always pay my debts and to provide security for others.”

As the financials started pointing north, Shape Technology became one of the flagship brands under the broader Schuitman Group umbrella.

The breadth and diversity of Shape’s offering, says its founder, combined with its adaptability and agility, set it apart from the competition.  Shape designs and manufactures technology components and products for the electronic industry.  The company has a hand in making human interactive, multi-purpose touch screen technology products as well as security systems and prison-cell doors.  Robotic systems and solutions are also part of the repertoire along with vehicle parking control systems including multi-bay parking meters.

With such a pot-pourri of offerings, and with a growing export base, it is small wonder that Shape alone enjoys annual growth of between 35-50%.  Passionate about productivity as the salvation for this country, Hans Shuitman has always enjoyed doing things somewhat differently.  With a grin, he quotes the old saying:  “only dead fish swim with the tide.”

Jack Henderson, Commtest
'Picking Up Good Vibrations'

Jack Henderson’s father told him he was lucky...for two reasons.  First, that he was born a New Zealand.  Second, and more importantly, that he was blessed to be a West Coaster.

Throughout an eclectic business career culminating in the formation of Commtest, this pride has paramount.  “In tough negotiation situations, or business challenges, I believe that I am at least equal to anyone...and often better.”

Selected as a New Zealand Rugby League school boy rep at age 14, he kicked off his working career at 15.  At age 17 he became an assistant to the owner of a Morris car franchise which began a 50 year association with the motor trade.

Involved in a number of franchises—mainly Mitsubishi—Jack became the principle for the country’s largest dealership.  In the late 1980s he changed gear to establish Dynamic Controls Limited—and guided this electric wheel chair directional supply company to be the pre-eminent world brand.

His next venture was Commtest—a technology foray based on vibration analysis and monitoring instruments.

The market for this service (designed to detect potential, and costly, machine failure thus allowing early repair or replacement) tended to be the territory for expensive and sophisticated products. 

True to his ‘No 8 wire’ roots, Jack felt convinced a cheaper, and simpler, diagnostic tool was possible.  He just had to find it and convince the market that ‘price and ease’ would still mean a viable solution. 

He persevered to the point that the company now offers what Jack believes to be the market’s best vibration analysis product range at the lowest total ownership cost.  The world clearly agrees for over 98% of turnover is exported.  With offices in New Zealand, the United States, China and Dubai, Commtest employs over 50 people.

Mark Thomas, Right Hemisphere
'Right Solutions from the Southern Hemisphere'

Brain wise, the right hemisphere is where the right sequence of synapses creates holistic, simultaneous, imagistic and intuitive happenings.  

Software creator Right Hemisphere delivers a very similar outcome.  The brain child of Mark Thomas, launched in 1997, it is considered by those in the know as the standard for Visual Enterprise solutions.

Meaning that its software is able to help Global 1000 manufacturers to optimise their ‘business critical’ processes—such as engineering, manufacturing, service and support, training, sales and marketing—into one visual feast.

Right Hemisphere’s software does this by unifying visual product information with relevant business data readily available in a range of formats.  With a mere click of the mouse, it then automatically delivers this revitalised and revamped product information into commonly used business applications and documents for use anytime, anywhere.

The benefits of this approach are multi-fold.  One clear ‘tick’ of approval is in product or service differentiation.

Says Mark Thomas:  “Rich 2D and 3D product graphics can make a product or service come alive. When choosing between similar products, high impact marketing materials and the breadth of service offerings influence the ultimate purchase decision. In addition, enhanced content for sales training, marketing collateral and accessory catalogues can shorten selling cycles and increase sales.”

With a Mechanical Engineering Degree and Masters paper in Computer Graphics (he is also a graduate of the Auckland University School of Business), bringing one dimensional concepts to three dimensional life has been one of Mark Thomas’s fortes.  As the founder of CADS, he was involved in the implementation behind bringing New Zealand’s winning America’s Cup challenge off the drawing board. 

Right Hemisphere which has evolved to become a privately held, venture-funded corporation based in Silicon Valley and Auckland.  With the injection of extra funding, and a base in the heartland of IT, Silicon Valley, the company now targets opportunities in Aerospace & Defence, Automotive & Transportation, Construction & Agricultural Machinery, Industrial Equipment, and Medical Devices.

Receiving the 2008 Supplier of the Year award from Gulfstream Aerospace — a wholly owned subsidiary of NYSE-listed General Dynamics—with a 100% rating shows major entities are liking the picture Right Hemisphere can create.

Peter Marshall, Tallon Systems
'Making Waves in the Marine Accessory Market'

In his business life, not every venture Peter Marshall put his talents to was smooth sailing.

Whatever the case, he discovered his entrepreneurial skills at a VERY young age.  As a student at Wellington College, he tinkered with a number of businesses, including designing and selling jewellery at age 12 and apparel at age 14.  Eventually, the world of commerce took centre stage in Peter Marshall’s life when the headmaster of the College called him in to say: “One of us is leaving and I’m the one with the job.”

Peter worked in a variety of situations and incarnations in the pre-1987crash ‘cowboy days’ when the saying went that ‘you could throw a cork down the river and someone would invest in it.’

After being burnt by a couple of unsuccessful retail ventures, he found his niche in the technology sector. With business partner Mark Thomson he founded one of the country’s flagship technological financial products, Eftpos New Zealand. Building the business and eventually selling it to the ANZ Banking Group for a tidy sum, Peter Marshall decided to head for the quiet hills of Wanaka to escape the rat race.

Despite intentions of retiring and going fishing, it didn’t take long for Tallon to be launched.

Having no marine industry expertise, he nevertheless had a life-long passion for boating.  With the resources to build the boat of his dreams, he thought he could source the boating accessories of his dreams. When he found they didn’t exist, he filled the gap in the market with the launch of Tallon Systems.

The mission was to provide superior choice, quality and value to boat owners and manufacturers by delivering an integrated system of accessories that is innovative, flexible and easy to use - ¬ as a result enhancing boaties  enjoyment.

After a year of research and development plus industry consultation, Tallon was launched to the world in March 2007.  That same year, it scooped the prestigious 2007 Innovation Award at the International Boat Builder’s Exhibition in Miami, USA.

With distributors in the United States, Australia, Canada, the United Kingdom, and Europe, and with diversification into other leisure markets, Peter Marshall’s newest creation is full steam ahead.

Ross Hyland, Seales Limited
'Cordon Bleu for Cows'

In the bovine, as in the human world, there are ‘mass’ market food options as well as more ‘boutique’ offerings that cater to both the discerning and demanding buyers.

Seales would appear to fit into the second category.  By ‘custom blending’ quality stock feed, the company is able to directly target dietary requirements that are specific, or unique, to a particular herd or farm.

Ross Hyland explains: “On-farm conditions can change quite rapidly and dramatically which will affect a herds needs.  Our feeding approach means we can cater for any situation and thereby can facilitate significant improvements in cow health, condition, production, conception rates, reduced animal health costs and, most importantly of all, an increase in our customer’s on-farm profitability.”

Given the importance, and size, of the dairying industry to the New Zealand economy, there is stiff competition in the provision of feed.  Seales has 30% market share in the national compound feed market, but an impressive 50% stake in its home region, the Waikato.  Again, this ‘custom blending’ approach with commensurate benefits has put Seales as the Number 1 feed choice for the discerning Waikato dairying market.

Ross Hyland maintains that the company’s ability to satisfy the demands of this prime farming region means that other dairying regions, once they get a taste for Seales, will gladly opt for his product.

“Our focus ultimately is the overall New Zealand dairy farmer market, but right now our focus is on spreading across Northland, the Bay of Plenty, Waikato and Taranaki.  We do, however, have a strategy in place to become the Number 1 provider of nutritional products to every farmer in New Zealand.”

With this aim in mind, Seales has embarked on a number of ambitious growth projects.  The company is currently investing $1.6 million in expanding its main manufacturing plant capacity—based in Morrinsville—by 30%. 

In addition, Seales has recently purchased land in Tokoroa to build an inland road/rail container terminal and new feedmill.  A NZX listing is on the horizon as are export ambitions.  The company has also diversified into feeding other four legged farm inhabitants including calves, goats, pigs and deer, as well as speciality feeds for pigs and organic feed for poultry.

Sarah Hannah, Miyo Baby Hammocks
'Rock a Buy Baby'

They say fairy tales and nursery rhymes don’t come true, but someone forgot to tell Sarah Hannah.  Replicating the conditions for creating a perfect sleeping situation for a baby (albeit one not in breach of the Health & Safety Act with ‘boughs breaking’), the Miyo Baby hammock is clearly a rocking good invention.

Trained as a nanny and with experience in pre-school education, her child affinity pedigree is well established.  Rather than someone else’s offspring, Sarah’s homemade sleeping hammock was ‘test driven’ on her own three children.  The research was then extended to incorporate nieces, nephews, God children and friends’ new arrivals.

Seeing the consistently positive results achieved in establishing good sleep patterns (and the by-product, happy babies), her natural entrepreneurial drive kicked in and Miyo was born.

Her quest to create a new way to ‘sleep’ a baby was, however, not without some labour pains.  Sarah spent over two years researching, testing and working on designs as well as assembling a team that would help support her vision.

Two solo—and somewhat harrowing—trips to China ended up with an ideal manufacturing partner.  Nevertheless, Sarah still travels to China for each and every order that leaves the factory to ensure the ‘custom made/high quality’ promise to consumers is not breached.

Realising the limitations of focussing solely on the New Zealand market, Miyo has been a regular exhibitor at a variety of international baby shows with telling results.  The hammock is marketed in Australia, the United Kingdom, the United States, Scandinavia and Europe with Japan, the Middle East and Canada the next areas of focus. 

Two years after the company’s launch in 2005, sales growth was in excess of 254% and the company won the 2007 NZCTA Exporter/Importer of the Year award.

To date, thousands of children have started their sleeping lives swinging in a Miyo.  Only four years old, the company still has a great deal of growing to enjoy.

Warwick Taylor, Waste Works
'Northland Boy Cleans Up'

Warwick Taylor ex army boy from 161 Battery turned his grit and determination into an innovative waste and recycling business.

Beginning with a small bottle recycling operation he grew this and diversified it, working 7 days a week to do so, fitting in  building the family home, with his father at his side, after dinner every night.  In order to capture the growth and direction of the operation, Waste Works Limited was formed in 2004 and operated under the directorship of Warwick and his ex wife Helga, as it still is today.

Based in Kaikohe and Whangarei ,Waste Works delivers a professional and comprehensive recycling and refuse service but does not limit itself to Northland.  Waste Works were the subcontractors for the 2007 and 2008 V8s and were invited to the 2009 Hamilton 400 International V8’s to take sole charge of the waste services for entire 3 day event.   The promoters were keen to recreate the “Disney Effect” which Warwick and his dedicated team produced.  Once again Warwick and his team delivered an immaculate venue.  The promoters said it was the stand out success story of the whole event and instantly invited Warwick back for 2010.

Waste Works is a company that has shaped Northlands recycling and waste methodologies.  With the closure of all major Northland landfills Warwick designed and sought financing from an investor for a state of the art Resource Recovery and Recycling Facility, which is based in the mid north.  This was opened in 2006 and has proven to be an integral part of waste services in Northland.

Waste Works most recently won waste contract was achieved due to the initiatives of Warwick in creating  new time-saving  methodology never seen before in Northland.  This will save the Whangarei District Council half a million dollars of ratepayers funds.  “Time is money” every minute of the day must be accountable and this time must be invested wisely.

Warwick strongly believes that having a balance in business is the key to success.  Whilst operating a successful revenue earning business is paramount, a lot is contributed back to the community in the form of providing people with the tools to keep the region beautiful and also supporting local initiatives by way of sponsorship or mentoring.  This comes back in strengthening the positivety of the Waste Works brand.

The most current example of this is the inaugural Waste Works Run.Walk Marathon and Half Marathon event to be hosted with Sport Northland on 20 September 2009 in Whangarei.  Warwicks vision is that this will be a fun day for all Northlanders and visitors,  and with a live band playing and local stalls creating a market day effect on the edges of the Whangarei Town Basin, with an enthusiastic crowd gathered to cheer home the participants.

Warwick is a hands on operator who thrives on scoring over moving goal posts.