FEATURING:
Kylie Breeze | Sarah Riegelhuth | Pia Vogel | Renee Welsh | Siobhan
Doran | Katie Paige | Tricia Horgan | Kathryn MacMillan | Andrea
Culligan | Judy Evans | Shirley Harlock | Jacky Magid |
+ WITH THEIR PARTNERS
scuss. Edition 36. 24 April 2013
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CONTENTS
IN THIS PAPER
COPRENEURS ......................................... 1
KYLIE + JAMES BREEZE ........................... 2
SARAH RIEGELHUTH + FINN KELLY ........... 4
PIA + GUY VOGEL .................................... 6
RENEE + ANDY WELSH ............................. 8
SIOBHAN DORAN + DALEY CHASTON ....... 10
KATIE PAIGE + GERRY HARVEY .............. 13
TRICIA + DENIS HORGAN ....................... 16
KATHRYN + ROSS MACMILLAN ............... 19
ANDREA + ROGER CULLIGAN .................. 22
JUDY + MARK EVANS .............................. 25
SHIRLEY + JOHN HARLOCK .................... 27
JACKY + KEN MAGID .............................. 29
Enquiries
Nicole Watson
02 9280 7665
nicole.watson@cba.com.au
Important Information: The information contained in this
publication contains only general information and is not
intended to constitute financial advice. While every effort has
been made to ensure the accuracy of the information, it is not
guaranteed. You should seek independent professional advice
before making any decision based on this information.
© Commonwealth Bank of Australia
ABN 48 123 123 124
Discuss. Edition 36. 24 April 2013
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INTRODUCTION
COPRENEURS
It makes perfect sense to go into
business with someone whose
strengths, skills and experiences are
different yet complementary to
yours, and vice versa. What if this
person is also someone you can
trust with your life, who is moving
in the same general direction, who
has seen you at your worst and who
has your best interest at heart?
Sound too good to be true?
Companies run by couples have always been
part of the business landscape but more recently
the buzz word ‘copreneur’ has emerged to more
narrowly define entrepreneurial couples who cofound or manage a company.
Just like a marriage, sometimes couples in
business can find it for better or for worse. They
have the pros that come with knowing their
business partner as well as the challenges that
come with mixing life and work - bringing a
whole new meaning of the phrase being married
to the job.
If you’ve ever launched a startup, you know too
well the challenges that come with the territory
and these can easily be amplified with business
partners who are also life partners. Copreneurs
can also find raising capital difficult with their
finances blended and assets shared. Hiring good
staff can be another hurdle, as some are wary of
jumping into a family business – who is going to
sack their husband or wife?
respect. They work together efficiently and then
come home and find a lower gear to operate in
for rest and rejuvenation. Many couples have a
strict no shoptalk after a certain hour of the day
or weekends that has been their saving grace.
In an article published in February on
startupsmart.com.au called From the altar to
IPO: Doing business with your partner come the
following top five tips for Copreneurs:
1. Divide and conquer
2. Seek outside counsel
3. Communicate honestly and openly – even
when that might result in hurt feelings
4. Carve out space for yourselves apart
from your business
5. Enjoy the ride
THIS PAPER:
In this paper we share 12 stories of Copreneurs
defying the odds and making their lives work.
From the worlds of recruitment and writing to
the lives of farmers and winemakers, we cover a
variety of couples who generously and openly
share words of wisdom and the secrets of their
success.
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On the flipside, the benefits can far outweigh the
trials, especially when you have the added
dimension of raising children together. Being in
constant contact and syncing schedules works
extremely well. Also choosing to do the things
you both love when the opportunity presents
itself, as it should more often, is a big plus.
Kylie + James Breeze
Sarah Riegelhuth + Finn Kelly
Pia + Guy Vogel
Renee + Andy Welsh
Siobhan Doran + Daley Chaston
Katie Paige + Gerry Harvey
Tricia + Denis Horgan
Kathryn + Ross Macmillan
Andrea + Roger Culligan
Judy + Mark Evans
Shirley + John Harlock
Jacky + Ken Magid
Discuss: Are two minds better than one in
business?
Join the discussion at womeninfocus.com.au
Just like celebrity couples and political
partnerships, we tend to be fascinated by
Copreneurs. The main constant line of
questioning for all the couples we interviewed
was ‘how do you make it all work?’.
The common threads of success we found
running through each couple were diversity and
Discuss. Edition 36. 24 April 2013
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OBJECTIVE DIGITAL
KYLIE + JAMES BREEZE
good match, not only as a couple but also in
business?
James - We just clicked from the get go. We
have very complimentary skills, I am the people
person, the sales guy, and Kylie is all about the
numbers. She revels in the detail and I, the
psychologist, am fascinated by people, what
makes them tick, their expectations and how
they use things in their lives.
Having the right business partner is
imperative to the ultimate success
of your business. It’s often said that
opposites attract, and when it
comes to starting a business as a
partnership, this could be the key
ingredient to creating a thriving
environment.
As cofounders of Objective Digital, a company
guiding businesses through all stages of the
development process, James and Kylie Breeze
are partners in business and in life. Having a
solid understanding and a very healthy dose of
respect for the other person’s strengths has set
them sailing on a course for global success. Here
James and Kylie share with Women in Focus
their secret of making it all work.
How did you create the business idea for
Objective Digital?
James - We combined my enthusiasm for
making technology easy to use with Kylie's
marketing and project management experience and we thought we were onto a winner.
Kylie - We could see that the user experience
industry wasn't making the most of new
technologies such as eye tracking, and we
decided to make that our point of difference.
James, you have a keen interest in helping
people have less stress in their lives, while
Kylie is a more analytic, efficiency-focused
partner. Did you know that you would be a
Discuss. Edition 36. 24 April 2013
Kylie - when we met it didn't immediately dawn
on us that our skills would be complementary in
business. We simply recognised the common
values that we share. Our vision for our lives
(both business and personal) is very similar, it is
just that we execute the vision with very
different styles.
Working together can have its challenges.
How have you both overcome these?
James - I take time to look at things from
another perspective, to take photos of land and
sea. Kylie has her projects, the new house, the
new office or even the new country!
Kylie - We play to our strengths and have
completely separated our roles. This separation
of roles is key. I respect James' ability to open
doors and he respects my ability to make things
happen.
What is the most rewarding part of working
together?
James - Work life balance is a misnomer, we
work and we play, it is all the same. We enjoy
what we do and we do it whenever it suits us.
We work at midnight and we play at 8am.
Whatever suits!
Kylie - We get to lead amazingly fun, challenging
and rewarding lives. And we get to do it
together.
Your business is all about new ideas. Do
you find yourselves at the dinner table
talking over the possibilities? How do you
manage the business with your home lives?
James - As above, 'work' and 'life' is all the
same thing. We talk about work at anytime, it's
fun!
Kylie - Yes, I agree about James' point about
work-life balance. That concept only applies to
people who don't love their jobs. We can easily
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OBJECTIVE DIGITAL
have a dinner conversation that swings from our
child’s schooling, to a new service offering, to
our next family holiday, without barely noticing.
Technology is at the centre of your
business. Who is more the tech-head and
how do you keep up with an ever-changing
market?
James - I have always been the early adopter, I
read and I talk to people about technology they
use to help them at home and at business. I am
always berated at work for coming up with some
new platform that I think we should use. But,
some of them stick and it make us work
smarter. We have a virtual office and almost
everything is in the cloud.
Congratulations on launching Objective
Digital in Asia, what are your plans for the
next few years?
James - To get Objective Asia humming, and at
the same time grow Objective in Sydney. To
leverage technology and people to effectively
manage multiple businesses across multiple
countries.
Kylie - We're going to take the South East Asia
UX industry by storm!
What advice would you give couples
founding a new business?
James - If you know you can work together, just
do it.
Kylie - Play to your strengths, divide your roles
and respect what the other person does.
Objective Digital is a team of passionate User
Experience Consultants who aim to improve
people's experience of websites, intranets, and
business applications by considering the needs
of the user within the web development process.
For more information on Objective Digital visit
info@objectivedigital.com or connect with James
and Kylie on 1300 85 80 15.
You can read more or comment on Kylie’s story at
womeninfocus.com.au
Discuss. Edition 36. 24 April 2013
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WEALTH ENHANCERS
SARAH RIEGELHUTH +
FINN KELLY
hurdle to overcome was Sarah leaving the family
financial planning business, which until that
stage she was going to ultimately take over.
What are your individual strengths and
weaknesses? Do you find that you
complement one another?
Finn's strengths would be his ability to lead and
grow teams (from his military days), he can be a
tough boss sometimes but he gets things done.
Sarah is a bit more of a softie with the staff, but
relates very well with them. We keep each other
in check in these areas and balance each other
out well. In terms of skills and technical ability,
Finn is stronger on the investment side, whilst
Sarah heads up strategic planning.
Falling in love at first sight, Sarah
and Finn knew theirs was a perfect
match, in business and in life.
Swiftly co-founding a business felt
like the most natural thing to do and
meant Sarah and Finn could spend
more time together.
With Finn’s military approach and Sarah’s strong
strategic thinking their business four years down
the track is forging ahead and starting to make
waves in international markets. This highly
motivated and insightful couple have their own
thoughts on why they work so well together and
share these here with Nicole Watson.
How did you meet? Which came first, love
or business?
We met in 2009 at a financial advisory
conference, fell in love at first sight and at the
same time created a plan to build a company so
we could spend more time together! We
incorporated Wealth Enhancers six weeks later.
Was it a natural progression to go into
business together? Did you face any initial
issues?
We moved into business together fairly quickly
following our first meeting, but never really had
any major issues. We had clearly defined roles
from day one which helped. The only major
Discuss. Edition 36. 24 April 2013
Wealth Enhancers works with clients on
achieving their goals through creating a
specialist model, instead of just focusing on
numbers. Why is that?
We have found that people are far more likely to
stick to any financial plan if they know what
their goals are and feel strong about achieving
them. We developed a process that takes our
clients on a goal setting journey, it's quite an
incredible experience for people. It also enables
us to get to know our clients really well, and
helping people manage money is probably 80%
behavioural above all else.
What is the best thing about working with
each other and what’s the most
challenging?
Wealth Enhancers has definitely grown quickly
due to the fact that we can make decisions really
quickly as we have a lot more time to talk about
business than a regular partnership would. It's
also great to share so many experiences
together and fully understanding what each
other goes through daily. It can become allconsuming at times, but we set rules if we find
we're going through an overly stressful period.
After four years together, how do you
manage business life and life outside
Wealth Enhancers?
I guess we just see it all as life and a journey
we're on together, not something that needs to
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WEALTH ENHANCERS
be managed really. Honestly we just love every
day.
Do you find that your company's values of
enhancement, quality, integrity and
communication are reflected in your lives?
Definitely, although we developed these values
in conjunction with our team, they were largely
driven by what we hold as being most
important.
What’s the best advice you could give to
couples looking at going into business
together?
Have clearly defined and separate roles from the
very beginning. Talk about the future, business
can be very exciting at idea/startup phase but
it’s crucial to have a clear picture of what you
want your lives to look like in 5/10 years down
the track. Having external mentors and even
establish a Board of Advice can help get you
perspective from time to time. Importantly,
enjoy it and be grateful if what you get to build
and share together.
Where do you see Wealth Enhancers going
in the future? What are your aspirations for
the business?
We'd like to be the first choice for financial
advice for motivated young Professionals, Sports
& Entertainment and Entrepreneurs nationally. A
longer term plan is that we'd like to expand
globally, however those plans are very much in
exploration phase at this stage.
What movie best sums up your life
together?
This is a tough one! It'd be something romantic,
something with a lot of adventure and
something inspirational and motivating.
To find out more about Wealth Enhancers visit
http://www.wealthenhancers.com.au/
You can read more or comment on Sarah’s story at
womeninfocus.com.au
Discuss. Edition 36. 24 April 2013
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HOMESOURCE
PIA VOGEL + GUY
MCGRATH
Pia Vogel co-founded HomeSource,
with her then partner now husband,
Guy McGrath in 2004. With their
first product Home Assist having
been dubbed ‘the home owners’
version of ‘roadside assist’,
HomeSource is now Australia’s
leading provider of home
assistance. 24/7 emergency
assistance, legal and building
advice, and even a home concierge
service are hallmarks of this unique
service.
Owning your own home can be amazing and
stressful. If you’ve ever been locked out, stuck
for a plumber, at the mercy of an unreliable
tradesman or with a sudden leak in your roof,
which mostly happens in the middle of the night,
then you’ve probably wished for a guardian
angel at least once in your life!
It would seem that 24/7 emergency home help
is the stuff dreams are made of, but it gets
better. How would you like your very own home
concierge to help lighten your load, who would,
of course, be equally lovely too!
To answer our calls, and a massive gap in the
market, Pia and Guy launched HomeSource
explaining that it’s, “a service centralising help,
advice, cheap and affordable products to help fix
unexpected emergencies, and lots of other
information for home owners.”
Pia first recognised the need for greater
homeowner resources while in advertising for
one of the big banks’ mortgage divisions. After
people had put in all the effort into buying a
home, she found they were stuck with few
options for help and affordable advice.
HomeSource aims to make owning your own
home a breeze - taking the guess work out of
renovating, the stress out of last minute
emergencies, and even the hassle out of fixing
all those little home gadgets when they break,
including your iPod…(Amazing, we know!)
To finance their business dream, Pia and Guy
sold their home – with all profits going to the
business and no salary drawn for the first four
years. This meant pasta and potatoes for quite
some time but Pia’s quick to admit how it’s all
been worth it. She credits her husband for
helping her juggle it all, and says while there
have been fights along the way; working
together has made them a lot closer.
Support from family and friends she says has
been integral throughout. With the company’s
first member and angel investor being her
mother, from whom Pia admits she must surely
get her entrepreneurial streak.
The biggest challenge now is getting services
like HomeAssist to become the norm for financial
institutions, in the same way roadside assist is
now offered as a value add incentive with car
insurance.
Coming from a communications background, Pia
brought with her an already established
network. This benefited the company in dealing
with marketing, media, pitches and client
presentations, growing staff and shareholders,
especially in its very early years.
With its services divided into five key areas,
including HomeSource HomeAssist;
HomeSource Access, its own unique legal and
building advisory service; Landlord Assist, a
maintenance service and 24/7 emergency cover
combined; PropertyCover, offering a range of
unique insurance products to protect your home;
and mycontractor.com.au, the web-based
solution for companies to stay on top of their
contractors insurance, OH&S, Licence and Public
Liability anytime, anywhere.
Moving from secure employment to becoming
Discuss. Edition 36. 24 April 2013
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HOMESOURCE
her own boss, Pia says, was made easy at first
thanks to lots of enthusiasm. However, reality
soon hit when establishing the brand took longer
than expected. “What we launched was a new
product, in a new category and we’ve had to
educate the market to create the demand,” Pia
explains. “Everyone sees the value of our
service,” she says, “but they are afraid to be the
first ones to jump in.”
When asked how her business model has
evolved over the years, Pia explains, “We have
moved from focussing on individuals and instead
are targeting corporations who already have a
database of clients but who are looking for
retention or acquisition strategies, looking to
differentiate themselves from other businesses
and looking to add value to their services.”
Pia adds, “most companies compete on price, we
can help them compete with relevant value adds
tailored to the needs of their customers.”
With a range of additional products soon to be
launched, Pia is keen to dive into the next stage
of growth in business, announcing, “2013 will be
a big year!” Although she’s quick to add that
important twist, “you have to enjoy the journey
as much as the arrival.”
You can read more or comment on Pia’s
story at
womeninfocus.com.au
You can connect with Pia through the Women in Focus
Community.
Discuss. Edition 36. 24 April 2013
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BOOKING BOSS
RENEE + ANDY WELSH
growth while Andy leads the development
team. How do your diverse skill sets work
together to deliver Booking Boss?
What works for us is that our skill sets are
different, and thankfully, complementary. Andy
is a self-professed geek with a unique ability to
blend commercial and technology requirements.
Coupled with my business growth experience,
we’ve developed a platform that truly answers
the needs and wants of our customers.
What type of businesses do you cater for?
Renee and Andy are husband and
wife co-founders of online travel
booking system, Booking Boss.
Offering comprehensive
management of tours, activities and
more at the click of a button, and all
in one place. As CEO, Renee brings
with her experience in the digital
and travel industries – leading the
business’ growth and direction.
This, combined with Andy’s role as
company IT Director, makes them
an unstoppable team. Nicole Watson
spoke with the couple to find out
where it’s all headed, and just how
they got to their perfect balance.
Congratulations on the success of Booking
Boss, how did you and your husband Andy
come up with the business idea?
We launched our business Codename Tuesday in
2006 and a number of our clients were tour
operators, as we got to know them and their
businesses better we were able to really get
under the hood and understand their business
processes and what systems they were using.
Through this, it became apparent very quickly
that there was a huge gap in the market for a
software platform that allowed them to manage
their entire business end to end and connect
their respective teams. We did some research
and alongside our clients developed Booking
Boss.
Renee, you drive the brand and business
Discuss. Edition 36. 24 April 2013
Booking Boss caters to all types of businesses
from traditional tour operators and activity
providers through to training companies,
courses, day spas, small events & festivals.
Anybody that needs a cost effective software
solution that can instantly plug you into a
broader distribution network would greatly
benefit from Booking Boss.
What are the benefits to clients?
Everything we do is developed and designed to
grow our customers business. Some of the key
benefits include:
1.
Reduce admin costs
2.
Greater control of availability
3.
Instant reporting
4.
Automatic access to distribution channels
5.
Merchandise management
Booking Boss offers a complete end-to-end
software solution to leisure operators, from
customer acquisition to check-in and automated
post event communication.
Working together can have its challenges.
How have you overcome these?
A lot of couples go to great lengths to
compartmentalise their business and personal
lives. However, we’re lucky that we can blend
them quite seamlessly. That said it’s very
important to set boundaries and be aware of the
difference.
In the beginning it was all too easy, when you
work together, to live and breathe your business
to the exclusion of everything else. That is
simply not sustainable. And it is detrimental for
any relationship and your health.
In order to get the most out of our business
partnership we engaged a business coach a
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BOOKING BOSS
while ago and have never looked back since. Our
coach has given us the tools and skills to
communicate more effectively with each other
and our team.
Above all else it is important to respect each
other and make time to enjoy a chat and a glass
of wine without work coming into the discussion.
What is the most rewarding part of working
together?
The fact that we are creating something that
changes people’s work lives and industries is
extremely exciting for us and something we are
both passionate about. It’s really rewarding to
sit back at the end of a hard week and know
we’re both working towards achieving our hopes
and dreams together.
What is the craziest leisure activity or tour
you’ve experienced?
Children
You can read more or comment on Renee’s story at
womeninfocus.com.au
You can connect with Renee through the Women in
Focus Community.
What is the secret to your success as a
couple, in business and in life?
WOW what a question! To be completely honest
there is no secret. Everyone strives for balance
and when you work together and have two
children under 5 of course that can be difficult. I
don't think anyone has perfected it yet. We all
just do the best we possibly can. If I was to pick
something though, we are extremely honest
with each other and we talk a lot.
Your vision for Booking Boss is to be the
number 1 booking management system
dedicated to the leisure industry. How will
you achieve this?
We want to be the heart of the leisure industry;
a vital component that changes the way people
in the leisure industry do business and connect
with their customers. We want to be accessible
to all businesses large and small and not only
offer the greatest and most cost effective
software platform available, but also provide the
facilities and knowledge our customers need to
effectively grow their business. And we want to
achieve this on a global scale.
What advice would you give to couples
founding a new business together?
Be prepared for a gigantic rollercoaster ride; but
who best to be sitting next to you than your
partner. Keep talking, don’t panic and have FUN.
Discuss. Edition 36. 24 April 2013
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THE WRITERS’ GROUNG
SIOBHAN DORAN +
DALEY CHASTON
there is so much noise online and offline,
authenticity is everything these days.
Respect your audience, be clear, be honest, and
be a bit creative with it – and you’re more than
halfway there.
We service medium to large companies. We
usually work as an extension of a company’s inhouse communications team - typically within
the corporate sector.
Siobhan, you founded The Writers’ Group
and Daley has joined the company recently
– how do you define your roles?
SIOBHAN: This was a surprisingly easy process
as Daley and I are so different; our skills are in
such clear contrast.
They met at a drama class and
emailed each other each day as
their romance blossomed. Siobhan
Doran and Daley Chaston, now
married with two gorgeous young
boys, still email each other - many
times a day, to manage their
growing business and their family
life.
Daley is very grounded. He wears a sensible hat
and always asks the right questions at the right
time, exactly when they need to be asked.
Whereas I’m the big-picture thinker, the idealist
and dreamer. I love pushing the business
forward, yet I need Daley to anchor this growth.
We joke that we are a bit like ‘backstage’ and
‘front of house’. Given we met a lifetime ago at
drama school, it’s funny that we have ended up
with this analogy.
With Siobhan ‘front of house’ and Daley ‘behind
the scenes’, they not only make ideal
copreneurs, they are working together towards a
life of balance, compromise and discovering
incredible opportunities for their family to thrive.
DALEY: When I joined it was clear that Siobhan
needed to be freed up more, to support the
growth of the business. My previous roles were
in Account Management within the corporate
sector, so there was a logical delineation of roles
that quickly took place.
Here Siobhan and Daley spill the secrets of
harnessing their success as partners in life to
make their business flourish.
We also benefit from the support of Trish, our
Accounts Manager who works with us to oversee
our internal processes.
What does The Writers’ Group provide and
who do you service?
SIOBHAN: The Writers' Group started out as a
straightforward copywriting agency, and quickly
became more than this. Our clients wanted our
written skills, yes, but they also wanted bigpicture advice around how to communicate more
effectively with their audience.
We cut through the jargon and encourage our
clients to communicate in a frank and respectful
way with their target markets. In a world where
Discuss. Edition 36. 24 April 2013
What have you each learned about one
another since working together?
DALEY: I didn’t realise how rewarding it was
going to be. I knew that when Siobhan launched
the business it was going to be incredibly
demanding and I made a commitment to
support her as much as I could.
However, the benefit to all this hard work is that
– on a good day – we have a flexible lifestyle.
This means we can balance our work
commitments with our family commitments.
We’re fortunate to have created this situation,
and we don’t take it for granted.
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THE WRITERS’ GROUNG
SIOBHAN: It’s a good question. I think it's just
reaffirmed that we really are so different. We
laugh about this at least once a day – we keep
saying, "If you paid me a billion dollars to do
your job, I wouldn't do it." We love our
respective roles and there is just no crossover.
This experience has also amplified the qualities I
knew Daley has. He's very supportive, dedicated
and insightful. At a very real level – this is all
about our family, and the future of our two boys.
That’s our day to day focus.
Working together can have its challenges.
How have you both overcome these?
DALEY: It’s funny, as we had an old-fashioned
courtship where we emailed each other daily.
Yet now we are working together, we have an
overly formal approach to emailing each other.
It’s quite funny really, but it’s the best way to
make sure we approach things the correct way.
We have short, direct emails with actions
assigned. It works.
SIOBHAN: We also realised that we had to set
limits on when we ‘talk shop’ and when we
switch off. If it’s after 5pm for example, and one
of us needs to remind the other about a workrelated issue, we’ll send a one-sentence email to
talk about it the next day. Then we pick the
conversation up again in business hours. Also,
when we go out to dinner we also have a bit of a
rule that we don't talk about work at all. It's
important to switch off.
I think the fact we have such clear set – and
contrasting – roles within the business means
that there isn't really any conflict or challenge.
We both respect the other person's skills and we
don't get too involved in areas outside our own
specialisation.
How do your children benefit from you
being copreneurs?
SIOBHAN: They get to see a lot more of us than
if we were working full-time in separate offices.
We can be flexible and make sure we go to the
Easter Hat parade at school, for example, or
finish work early to go to the beach one day.
tempting to protect them from that, it's a reality
of life. Hopefully we're teaching them about the
value of hard work, and that they can create
something out of nothing if they have enough
passion and drive (and a bit of luck, support and
good timing).
Daley also takes on the primary role of doing
school drop-offs and pick-ups, but I'm able to
dedicate time to help out at school in the
canteen, or in my son's class on a regular basis.
We're lucky to have this flexibility – but we work
very hard to earn it!
DALEY: I think there is nothing more inspiring
than hard work. I think a lot of Siobhan's
motivation comes from her father, who was an
incredible man. As a result of watching his
business journey, both Siobhan and her brother
are now business owners. It’s a big step to make
a commitment to start a business, and the
inspiration comes from their dad. This is why I
have no doubt that our two boys will look upon
the commitment we have made to The Writers’
Group and see it as inspiring.
That’s not to say I'd choose for them to go into
the business world themselves, that choice is
very much their own. Secretly I'd much rather
they went on to become football (soccer)
players!
What is the future vision for The Writers’
Group and, now you’re copreneurs, could
you ever go back?
SIOBHAN: No way. The Writers' Group is going
through a very exciting period, where our clients
value quality content more than ever before
(and so do search engines).
That said, we're under no illusions. Daley's role
is to get the business to where it needs to be to the point where he can exit it. Daley studies
sign language in his spare time (!), he’s
mentored school children, and is very much
community-focused. He has aspirations to go
into the community sector to use these skills.
I also have a real passion for giving back, and I
wouldn't be surprised if we found a way to
channel this shared passion through the
business in future. We haven’t got all the
answers yet, but this concept is always in our
minds as the business grows.
However, the flip side to this flexibility is that
they do see that we work hard. While it's
Discuss. Edition 36. 24 April 2013
| 11
THE WRITERS’ GROUNG
DALEY: The best thing about the journey we are
on is that we don’t know what the future holds. I
would say though that The Writers’ Group is
Siobhan's baby and there will come a time when
I no longer feature so strongly in the business. I
think for the long term this will be healthier for
us.
You can connect with Siobhan through the Women in
Focus Community.
But as Siobhan says, I think we'll always have a
crossover, given our shared passion for
community-based projects that help to support
others in some way.
If you were both animals, what animals
would you be?
SIOBHAN: Ha! Our son said Daley reminds him
of a hippo. I’d like to think this is because Daley
is solid and grounded, but I think this undersells
him.
I would say Daley is a gorilla (I’m not sure if this
is any more flattering?!). To dig myself out of
this hole here, it’s because he's a private kind of
guy; a provider and protector and he has an
enormous quiet and caring presence without
needing to prove himself to the world. Daley is
comfortable with who he is, and people warm to
him because of this.
DALEY: I can't help but think that a hippo and
gorilla are a little harsh, but I'd definitely say
Siobhan is a Jack Russell dog. So we’re equal
now in our less-than-flattering animal analogies!
It’s because she has so much energy and
excitement. She is like that for about 16 hours a
day, and then when it’s time to wind down, she’s
out! Two speeds: fast and stop!
Who is really ‘the boss’?
SIOBHAN: Ha! Me! Though without Daley I
couldn't do any of this, so in some ways he
makes everything happen, through the support
and advice he provides everyday.
DALEY: This is very much Siobhan's business
and I'm happy to support it in any way I can.
It’s a great journey for us both. We had no idea
it was going to be so intense, and so rewarding.
But it’s still early days and we’re just grateful to
be on this path together – both in business and
in life.
You can read more or comment on Siobhan’s story at
womeninfocus.com.au
Discuss. Edition 36. 24 April 2013
| 12
HARVEY NORMAN
KATIE PAIGE + GERRY
HARVEY
Katie Page deals in facts – she’s not
a lobbyist, but as CEO of Harvey
Norman, she does have a voice and
when she thinks something’s not
right, she’s not afraid to speak her
mind. It’s a quality she shares with
Gerry Harvey, the retail giant’s
Chairman and public face – and,
Katie’s husband.
Since November 2010, the dynamic duo have
been delivering the facts about international
online transactions, but those three words have
become a proverbial ‘brick wall’ that they can’t
seem to break through.
“There’s a misperception that we’re against
online shopping and we have copped a lot of
stick about going public on this issue but it was
never about online shopping - it was always
about international online transactions,” she
says, stressing ‘international’.
Personally Katie does shop online, but she only
buys from Australian companies and she makes
sure they truly are operating in Australia and
subject to our laws, taxes and standards.
Professionally, her brilliant brain is akin to a
business crystal ball. ASX-listed Harvey Norman
Holdings has been a major player in the digital
transaction space since 2000 and Katie has
driven the company’s leading role in the digital
Discuss. Edition 36. 24 April 2013
photography revolution, social media marketing
and cloud computing. Katie and Gerry chose to
highlight the issue of international online
transactions because they believe in a ‘fair go’.
“We’re against companies being able to ship into
this country without paying tariffs, company tax,
GST and compliance and employment costs,”
she says. “The flip side, if people don’t think it’s
such a bad deal, is to tell Australian retailers
that they no longer have to collect GST, they no
longer have to worry about compliance, they can
ship in from overseas and not employ anyone –
oh and by the way, you don’t have to pay
company tax and forget the tariffs. So if that’s
what everyone wants, let’s do it, but if we stop
paying all of that, who is going to pay for the
education for our kids and for our hospitals and
our roads? Then there are jobs to consider retail employs 1.3 million people in this country,
it’s the biggest employer in the private sector
and we’re all aware of our responsibilities to the
economy. ”
Their concern is also about safety.
“We’re saying that if electrical products or
pyjamas for kids are being shipped in, those
products should tick our safety standards
boxes,” she says. “We’re trying to highlight this
and say why wait until there is a tragedy. So
why haven’t we had a lot of support from 22
million people asking for the safety standards
and laws that protect consumers? But this is not
about protectionism, it’s about a fair go - if you
want a safe society there are rules and everyone
should be playing by them.”
Most Australians have seen their small local
retailers change the way they do business or
close their doors and one of the reasons Gerry
and Katie went public was to speak on their
behalf. They’ve delivered the facts and now
they’re leaving the lobbying to the various
organisations that represent Australia’s retail
industry and its consumers.
“The community has decided that this whole
international online transactional business is
fantastic because the prices are low, but they’re
low because the costs to the companies shipping
into Australia are low,” she says. “It’s expensive
| 13
HARVEY NORMAN
to do business in Australia and the smaller
retailers are being hit the hardest. They’re the
ones going out of business and they don’t have
a voice like the big brands.”
Harvey Norman deals in ‘big ticket’ items and its
online retail operation accounts for less than 1%
of sales. Katie points out that the 5% figure is
the global average for online retail with the
items generally purchased being clothing and
fashion products or smaller consumer goods.
But, when that percentage grows as expected,
Harvey Norman is ready for the new generation
of customers.
Katie believes an omni-channel strategy is
retail’s future and has positioned Harvey Norman
accordingly - it is an online retailer as well as a
physical retailer with multiple distribution points.
It sells the products that facilitate online
transactions such as smart phones, smart TVs
and computers – and its 13,000 staff members
are all well versed on the technology. It also
has an in-house marketing and media accredited
advertising agency. While websites are
marketing tools for Harvey Norman and its
affiliated brands, Joyce Mayne and Domayne,
they are also ‘shops’ which transact in
information as well as sales. All facets of the
business work together to deliver personal and
informed service through whatever channel
customers choose – and, often they choose a
mix.
Katie and Gerry have worked hard to build a
company that boasts $2.2 billion in net assets it can survive the changing face of retail and
plan for the future, but that doesn’t mean it’s
not hurting.
“We’ve had to close some stores but not many
and we should probably be closing other stores
but we think this will be sorted out – at some
point someone in Canberra will say this is
wrong,” she says. “We just have to keep going,
we have people to look after.”
People are the core of their various business
interests which also include retail operations in
eight countries, thoroughbred racing, tourism
and hospitality. Their companies employ 20,000
people and Katie recruits and manages staff in
Discuss. Edition 36. 24 April 2013
the same way she runs her businesses – with
vision, instinct and an entrepreneurial approach.
“We look for highly intelligent people who are
best in industry, but who are really nice people
as well, people who look after their teams,” she
says. “Everything we take on is for the longterm and we’re not greedy people, we like our
people to be able to make good money. In
every business we have amazing people. It
doesn’t matter what business you have, you can
run it if you have great people and we’re not
micromanagers. We put good teams together
and say here’s the framework, go run the
business – our people know our standards and
they know we’ve got that bigger picture for
them.”
Their thoroughbred racing interests include five
breeding studs, numerous race horses and the
Magic Millions Salescompany and race event.
Each January Magic Millions draws the racing
world to the Gold Coast for its thoroughbred
sale, its race day and a range of social events
which not only attract a global racing crowd but
also thousands of tourists. Katie was raised in
rural Queensland and is passionate about giving
back to her birth state – growing Magic Millions
is one way of helping to grow Gold Coast
tourism. It’s a typical example of the way Katie
does business, always looking for a win-win
scenario.
Her hospitality interests include the successful
Byron at Byron Resort and Spa on the NSW
north coast and a new hotel she is developing on
Queensland’s Gold Coast which features another
of her passions – environmental architecture.
Katie set a goal to retire at 40 and financially
she was in a position to do so. She’s now 55
and it’s hard to imagine her not working. She
holds several board positions and is sought after
for many more – she accepts the roles where
she thinks she can make a meaningful
contribution and those which reflect her personal
passions. While she’s been approached to run
for politics, she says she never will but has
recently become a board member of the NSW
Public Service Commission – it’s her way of
contributing. In 2004 she became the first
woman to sit on a sporting board in Australia
| 14
HARVEY NORMAN
when she joined the NRL Board and launched
the Women In League initiative – she loves
rugby league and one of her missions was to
highlight its positives, including the contribution
the sport makes from its grass roots levels
through to the game’s biggest stars.
Gerry also grew up in rural Australia and both
were raised with an emphasis on ‘community’.
They met through charity work and Gerry asked
Katie to join Harvey Norman soon after the
company was launched in 1982. She grew with
the company and it grew with her business
acumen and vision. Katie and Gerry formed a
formidable business team and their relationship
became personal.
“Gerry and I are passionate about what we do,”
she says. “It was never about accumulated
wealth or anything like that – we actually love
running businesses, we love working with our
teams and we love giving people the autonomy
to run these different businesses and become
superstars - it’s just the greatest satisfaction to
bring people through like that. We’re very
different personalities, but we’ve got principles
that we work by and it doesn’t matter how
different your personalities are, if your principles
are the same then you make a great team.”
Katie also sits on the judging panel for the Pride
of Australia Medal, which recognises and
celebrates the nation’s unsung heroes. It’s
appropriate because she, and her husband,
embody every cliché that makes us proud to be
Australian. They’re ‘dinky di’, hardworking
country people who believe in a ‘fair go’.
You can read more or comment on Katie’s story at
womeninfocus.com.au
Discuss. Edition 36. 24 April 2013
| 15
LEEUWIN ESTATE
TRICIA + DENIS
HORGAN
Her art analogy is apt. From the outset art has
defined the canvas of Leeuwin Estate’s story –
as have a few brushes with good fortune and an
eye for an opportunity, but the seeds for success
were planted back in 1969 when Denis bought a
plumbing business.
Strokes of Luck
Vineyard concerts have become
etched in Australian lifestyle
alongside surf beaches and rugged
ranges. They’re intrinsically linked
to the business of tourism,
entertainment and, of course, wine
– but, three decades ago they were
unheard of. Back then, who would
have thought you could take a trip
to wine country and enjoy a world
famous artist performing among the
vines?
“Denis,” says Tricia Horgan. “He’s the visionary.
In the early 1980s he approached the Western
Australian Symphony Orchestra who politely
replied: ‘Thank you Denis, but you obviously
don’t realise we’re a serious orchestra and we
don’t play in the bush’!”
Denis is Tricia’s husband. Together they are the
founders, owners and innovative force behind
one of Australia’s greatest success stories,
Leeuwin Estate, and it’s impossible to tell the
story of one without including the other. For five
decades they have been a winning team,
complementing each other’s skills and
personalities in life and business.
“Denis is very much the big picture painter,”
Tricia says. “I join the dots and make those
pictures come to reality.”
Discuss. Edition 36. 24 April 2013
“We’re probably the only people who got into
winemaking via plumbing,” Tricia laughs. “Denis
was a chartered accountant who was putting
together lots of small companies under the one
umbrella and when he bought the plumbing
business, a cattle farm in Margaret River was
part of the deal. For the next couple of years we
were ‘phantom farmers’, coming and going on
the weekends, because we both fell in love with
it.”
Wine was a fledgling industry in Margaret River
then and the Horgans were considering joining
its early pioneers when fortune painted its first
stroke on the Leeuwin Estate canvas in the form
of a phone call from their lawyer. He had a
couple of Americans in his office wanting to buy
the land. It wasn’t for sale, but the visitors
sounded interesting so they were invited to
dinner. One of those guests was legendary
Californian winemaker Robert Mondavi. He
believed the Horgans’ land could produce worldclass wine and the Horgans believed in him.
Mondavi became their mentor, guiding the
mother of four and the surfing accountant into
the world of wine.
New Ventures and Blank Canvases
The transformation of the cattle farm
commenced in 1973 with the first vine plantings
and a mission to ‘pursue excellence’. Inspired
by Mondavi, Denis committed 100%, and a bit
more, to creating a state-of-the-art winery.
“That wasn’t the first scary thing he'd done so I
was probably pretty used to it by then,” Tricia
says. “In the early days I sometimes wondered if
we’d end up living in a tent but his ventures
have tended to work out well.”
| 16
LEEUWIN ESTATE
Again, the Horgan teamwork comes into play
because some of his 'big pictures' remain a
blank canvas.
“I call Tricia ‘The Brake’ and I think that’s good,”
Denis says. “Tricia will give me 100 reasons
why something won’t work and that’s
constructive because you need to know what all
the hurdles are before you embark. I like to
think I’m pretty good at knocking them down
but she puts them up and often I see reason in
her argument so we don’t go ahead.”
The French Connection
In the late 1970s, Denis was ‘lucky enough’,
through a mutual friend, to be invited to
Château Mouton Rothschild, the French vineyard
renowned for its wine labels, created by world
famous artists. Denis asked if he could take the
idea back to Margaret River and put Australian
artworks on his own labels. Philippine Rothschild
agreed and Tricia started buying Australian art
with a copyright waiver included in the price.
In 1980 Leeuwin Estate’s first commercial
vintage of Art Series Chardonnay was released.
To support the quality of the product behind the
Australian painting on the label, the Horgans
always intended to target both global and
domestic markets with a 40% export plan.
They never intended to enter wine awards
however, so Tricia was surprised when her
London distributer phoned with news that
Decanter Magazine had given its top award to
the 1980 Art Series Chardonnay in an
international blind tasting.
“The call came on the day we were launching
our second vintage of Art Series Chardonnay so
that was just perfect timing,” she says. “Of
course, we were very excited.”
The Horgans ignited the wine world from their
very first vintage and numerous unsought
accolades and awards followed.
Leeuwin Estate’s Kookaburras Sing For The
World
Discuss. Edition 36. 24 April 2013
In planting the seed to mix entertainment with
wine, a concert came Denis’ way in 1985 when
he was approached to provide financial support
for the London Philharmonic Orchestra's
Australian tour. He agreed – so long as the
orchestra performed at Leeuwin Estate.
“It was fortuitous to start our concert series with
something that big and it certainly got a lot of
publicity around the world,” Tricia says. “Even
the kookaburras sang at all the right times and
made their own headlines!”
The business plan for the concerts was always
about marketing rather than profit and it took
nine years before they became revenue neutral,
but during that time they built a connection in
the global consumer mind between good music,
good wine and Leeuwin Estate.
In the same way Tricia seeks Australian artworks
that capture the essence of the Leeuwin Estate
product, she hunted the world for artists that
reflected the variety and quality of their wines,
luring and funding music’s biggest names, from
classical to rock, to perform in isolated Margaret
River.
Sting delivered Tricia’s ‘proudest’ concert
moment. Through persistence and some
innovative bargaining incentives she lured the
superstar to Leeuwin Estate for the 2005
Concert Series. When the tsunami devastated
Asia she asked him to stage an extra benefit
concert and then approached the Margaret River
community to also donate time, services and
product. All obliged and a staggering $4.8
million dollars was raised, with every cent going
to charities earmarked by Tricia to deliver - and
report - results. That concert not only helped
fund the rebuilding of 84 schools and other
projects in tsunami-stricken communities, it also
bonded the Margaret River community and the
Leeuwin Estate ‘family’ with a new sense of
pride.
Finding Fortune & Blending Wine With
Tourism
Today Leeuwin Estate produces 60,000 cases of
wine each vintage, owns 375 acres of quality
vineyards and exports to more than 30 countries
| 17
LEEUWIN ESTATE
around the world. The key to its success lies not
only in the Horgans’ brilliant team work but also
in the words such as ‘luck’ and ‘fortune’ that
pepper their anecdotes. They have never
sought acclaim, or government funding, but
have positioned themselves to attract fortune
and make their own luck by devising longterm
strategic plans and then seizing the
opportunities that come their way.
You can read more or comment on Tricia’s story at
womeninfocus.com.au
The Horgans not only pioneered the notion of
connecting wine and the arts, but also vineyards
and restaurants. Together they have created a
total experience around wine that not only
reflects their product but also their region. In
painting their own ‘big picture’ they made wine
an integral part of tourism and their contribution
to that industry was honoured on Australia Day
2001 when both were inducted as Members of
the Order of Australia.
Planning for the Next Generation – of Vines
and Horgans
From the outset, the Horgans have considered
themselves ‘guardians’ of the beautiful and
special piece of nature they inherited through
the plumbing deal and their focus on protecting
the environment for future generations is
integral to their vision. Tricia and Denis will
probably never fully retire. They still have
dreams to make a reality and plans to back
them – such as expanding to hospitality, maybe
even a golf course – but they have started
handing the reins to their children, again backed
by a succession plan to ensure the transition
from ‘winery’ to ‘family winery’ runs smoothly.
“I think we’ve been incredibly lucky because our
children are a bit like Denis and I, Ying and
Yang, with each complementing the others’
skills,” Tricia says.
That word is a constant, but perhaps we’re the
‘lucky’ ones, because Tricia and Denis Horgan
embarked on a ‘big picture’ journey and created
a masterpiece that’s added a new dimension to
the Australian lifestyle – some food for thought
next time we venture to wine country to enjoy
world class music and fine cuisine among the
vines.
Discuss. Edition 36. 24 April 2013
| 18
NINE2THREE
KATHRYN + ROSS
MACMILLAN
Ross and Kathryn are husband and
wife co-founders of flexible
recruitment agency, Nine2Three.
Founded after Kathryn herself, had
troubles re-entering the workforce
after having a child – it’s a company
based on personal experience that
offers real results and it’s forging
change within the recruitment
industry.
The company itself is a working model of
success too – with every employee being seen
as a partner in the success of the business and
all working flexible hours. As part of the In Her
Shoes series, Nicole Watson spent a day with
the Nine2Three team to learn more about their
winning ways – and how Kathryn and Ross
struck gold with their work/life balance model.
You’re in the business of connecting people
with a position or career that suits their
unique needs. How does this work?
Nine2Three started out as the conduit that
brings together people looking for some
flexibility in their working life, and businesses
that are happy to offer flexibility in return for the
length of tenure, skills, maturity and life
experience these candidates bring to the
business.
Discuss. Edition 36. 24 April 2013
Connecting people and businesses in this way
gives both parties a unique opportunity to really
forge a strong partnership, that will see the
business grow and the person cultivate work/life
balance. These days you hear a lot about using
the technology of recruitment, online
advertising, software that will do the job for you,
and application forms that cull your candidates
for you; but we have built our business on
having an in-depth understanding of the needs
of people, that is both clients and candidates.
We look at their unique needs; understanding
the psychology of each and matching the skills
of both parties.
You also connect small business with
affordable HR solutions to help manage
risk. How do you do this?
Most small businesses do not have a HR person
or much understanding of HR needs. Our clients
ring us for example, when they want to take a
new person on and need a Contract of
Employment. They may also need to manage a
staff member, need to implement some policies
to protect their business or just some coaching
around how to speak to their team members and
build a better functioning team. We use an
Industrial Relations Law Firm to complete the
legal documents and then work with the
business to customise these documents to their
business and implement them into total HR
systems. We do as little or as much as the
business needs – from one document to
designing whole WHS systems and recruitment
processes. Our documents are Fair Work
Compliant and we become the HR department
for the business and even do a no-cost review
every 12 months!
Nine to Three is a unique business model
approaching recruitment in a different way.
What are the benefits to your clients?
We are like no other recruitment company. We
believe in quality of placement and as such work
exclusively with our clients to place the perfect
candidate into their business. The standard ‘Fee
on success model’ that most recruitment
| 19
NINE2THREE
companies employ does not really work for
either the company or the client. From the
clients perspective, the recruitment company is
so intent on getting a candidate into the role as
quick as possible, (because if another company
beats them to the placement, they will not be
paid for their work), so quality is reduced and
speed is increased.
The fees you pay need to be substantially higher
to offset the risk that the recruitment companies
run working for nothing if they miss the
placement. From the recruitment companies’
point of view, they bear all the risk with this
model. So you have to question the depth of
work that may be completed on your behalf
when there is no guarantee of payment for
them.
All our clients work exclusively with us on a
staged payments system. This means that our
percentage rates for permanent placement are
lower and we work with the client to achieve the
desired result; being paid as we reach certain
milestones. All our clients are happy to work this
way, and our reputation is so strong that very
few new clients have any issues working this
way as they can see the benefits for themselves.
Additionally, clients love Nine2Three as we have
an Executive Division for management and
senior staff and our own employees stay with us
long term. This means if you call us today and
then call us for another role in a years’ time, you
will speak to the same consultants; meaning we
develop a really solid understanding of your
business needs. Customers love this!
From humble beginnings in a home office,
you’re now in a great office space with a
buzzing team. Can you share your start up
journey?
The concept for Nine2Three was developed with
my husband, after my own experiences trying to
return to the workforce and having a young
child. I still remember us discussing the name in
the kitchen one night. We were a home based
business for 12 months and it was basically me
and one employee to help me out a day or two a
week.
Discuss. Edition 36. 24 April 2013
We were lucky enough to be approached by the
Sutherland Shire Hub for Economic Development
(SSHED) which is a business accelerator. We
then moved to a little office in the SSHED where
we stayed for four years; being the grateful
recipients of fantastic mentoring and business
assistance. When the staff started comparing
our office to being in an elevator, I knew we
needed a bigger place.
We moved to our current location in Sutherland
about 5 years ago and use this as our head
office with a serviced office in Australia Square
for our CBD clients. It has been a fantastic
journey and I love the business and my team. I
am prodigiously proud of them all and what we
continue to achieve!
What was it like having to start your career
all over again?
My confidence totally disappeared! I knew inside
that I was a capable person with much to offer
any business, but I had a few issues. Like no
higher education, no tertiary education, no
references, no work experience other than
entrepreneurial and a child that had to be
dropped off and picked up from school.
I mean – why wouldn’t you employ me!
It was totally debilitating to realise that others
could not see my potential. If only I was given a
chance, they would see what I could offer them
– but no chances came. I started to retrain
myself at the local TAFE and eventually found
work through my personal network. If only I had
a spokesperson to help me – and now this is
what Nine2Three is for hundreds of women.
You co-founded the company with your
husband. How do you both make a personal
and professional partnership work?
Ross and I both have very different
personalities, work styles and talents. It is our
immense differences that actually make us such
an amazing team. In a professional partnership,
understanding the other person really well and
acknowledging their strengths and weaknesses
means that you can work together by working
on different aspects of the business where your
| 20
NINE2THREE
talents lie. In a personal relationship, time apart
is really healthy (especially if you are working
closely together). Having common goals that
you aspire to, gives focus to what you are doing
and places it all into perspective. My favourite
saying is, “life is for living.” So we are always
focused on creating the best life for ourselves,
and our family, and enjoying every minute of it!
Working together can have its challenges.
How have you both overcome these?
We have overcome the challenges of working
together by realising very early in the business
that it is best not to work together!
By that I mean not working on exactly the same
aspect of the same project; as this can lead to
challenges because we both have very different
working styles. What we do best is recognise
each other’s talents and leave the other person
alone to complete their project; and then work
together on the big picture items.
What is the most rewarding part of working
together?
Having that other person to share your dreams,
disappointments and wins! Having someone to
run things by and get another perspective on
issues and of course drinking the occasional
bottle of bubbly when things are good!
What is your vision for your business over
the next five years?
Nine2Three will continue to grow and expand
across all four of our divisions. That is, SME
Recruitment Solutions – the essence of
Nine2three really, with flexible staffing options
for small businesses; MacMillan Corporate
Recruitment Solutions – our executive division,
working with more large firms, expanding our
government contracts and being a preferred
supplier to the banks; HR Management Solutions
– continuing to work with small businesses and
assist them to become Fair Work compliant and
build better functioning teams; and last but not
least - Candidate Solutions – with a consultant
entirely focused on this growing division we run
workshops for women returning to the
workforce, assist candidates with resume re-
Discuss. Edition 36. 24 April 2013
writes, and conduct interview skills sessions to
help people with their personal manner and
career coaching.
Do your staff at Nine 2 Three also work
flexible hours?
YES! However our office is open from 9.00am –
5.00pm Monday to Friday. I realised at the
beginning, if I was going to tell our clients, that I
could find them a better quality candidate, who
would stay with their business longer, be more
connected to the business and bring not only
work skills and experience, but life skills, to the
business, if only they would offer a little
flexibility - then I would have to prove the model
worked too. So for the past ten years, no person
at Nine2Three has had set work hours. We
choose the employees we want, and then create
the roles around them. Some people start early,
some late, some leave to do school pick up,
some work later.
I know I will always put my family above my
business, so if I recognise that fact in my
employees also, I can facilitate a work/life
balance for them too, so they can be there for
the East Bonnet Parade, or drop their partner to
a meeting, or take time to care for an elderly
parent. What I get in return is huge connectivity
to the business, staff that regularly go above
and beyond, and people with amazing skills who
know they are valued and have a career path.
And, almost unheard of in recruitment, a team
who stays with me long term. In an industry
where attrition rates run at 30%, ours remained
at 0% for over 5 years. When many in our
industry were casualties of the GFC, we came
through without losing one staff member, and
developed even greater relationships with our
existing customers and many new clients. This is
the power of a team that has the ultimate
work/life balance.
You can read more or comment on Kathyrn’s story at
womeninfocus.com.au
You can connect with Kathyrn through the Women in
Focus Community.
| 21
UNIMAIL
ANDREA + ROGER
CULLIGAN
Andrea Culligan is no stranger to
business expansion. As the owner of
communications consultancy The
Unimail Group, she’s spent 13 years
growing her business from a twoperson dot-com to a global business
with offices in Australia and Canada.
But the road to success hasn’t
always been smooth – here Andrea
shares some insights on her path to
growth.
Was the decision to purchase Unimail a
difficult one or were you completely
confident it was the right move?
I have been an owner now for 13 years. I
bought out a business partner 2 years ago, that
decision was made due to misaligned vision. We
were both looking for different things – I was
and am completely confident it was the best
decision for me to make – albeit never easy.
We know you had some challenges with
company culture in the early days that you
worked hard to overcome. Can you tell us a
little about that experience?
Discuss. Edition 36. 24 April 2013
We are still rebuilding our bridges. With a
partner buy-out, a challenging economic climate
and our clients not able to support us the way
they had financially, it was incredibly difficult to
run the business in 2 different time-zones,
manage the culture, be the primary revenue
driver and endeavour to change strategy. I was
a poor communicator during a time when my
team needed it most. Most of us have parted
ways and I’ve learnt many lessons. One of
which was being clear about what my vision is.
Simplifying the cause and the process was a
second and the third was ensuring I have the
right people around me to get there. We are
now beginning to recruit again and our process
is much more rigid. Our measurement systems
are much more rigorous and our values have
become much more prominent both visually and
in how we work.
What was the biggest challenge you faced
when opening your Unimail office in
Canada? Any advice for business owners
looking to grow overseas?
The number one biggest challenge was the
underestimation of how much of my personal
time it would take. I spent 5 days every 5
weeks in Canada for over 2 years. That meant a
lot of time away from my family, friends and my
business here. We were growing in Australia
and trying to start up in Canada – we should
have focused on one or the other. It has worked
out for the better, but it’s not been easy. The
second challenge is finding people to be the face
of the business for you in other regions. Getting
people to be as passionate, tenacious and
resilient as you are has been an incredibly
difficult task. We will do most of the business
development ourselves and use our Canadian
team to execute on our projects.
Our next approach is having people trained here
in Australia for a period of time so they know
our culture, our way of working, our values and
our vision well before they work on their own or
with a small team that may not have the visual
and energetic presence of a larger team.
| 22
UNIMAIL
Seasonal businesses seem to be an
important part of your growth model. Can
you tell us more about that?
We have 3 businesses. One is a jobs directory
for university students – this is a very cyclical
business, as is our 2nd business a distribution
business that distributes, assembles and stores
events material for career events on campus.
Therefore a similar market and timeframe. It
works well for understanding resources,
providing a niche and allows simple forecasting.
Our 3rd business – an employer branding
agency – works across everything relating to
creating and developing brands that people want
to work for. That may encompass building a
diversity strategy or an attraction campaign to
have high quality talent apply for roles or
developing an employer value proposition. This
business isn't necessarily cyclical except for
when we are building graduate attraction
strategies. All of the data from all businesses
however ties into the other and gives us expert
knowledge across the board.
How have you worked with your banker to
grow your business?
We have worked off and on throughout the
years for a diverse range of things. Questions
about process, options or different solutions for
e-commerce. More recently we’ve looked to
engage with them to understand a better
process for when we sell a business and how
best to position that with the bank as well as
leverage some of their contacts as potential
buyers.
Your husband recently joined Unimail. How
have you found working together?
We’ve been working together, even sharing the
same desk for the past 14 months now and it’s
been brilliant. We’re very lucky in the fact that
we have an incredible partnership. Roger is a
brilliant operations focused businessman and I’m
definitely better positioned with strategy, vision
and client engagement. Neither of us have any
interest in doing each other’s roles and I’m
inspired every day by his ability to keep cool,
collected and focused when the environment is
Discuss. Edition 36. 24 April 2013
hectic. We leverage off each other’s strengths
and use each other for guidance, honest
feedback and support. It’s been an invaluable
change to my business having my husband in
the company. My team thank me for it as well.
How have communities like Women in
Focus and the Entrepreneurs Organisation
helped you as a business woman?
It’s hard finding like-minded people, let alone
women who “get” you. I come from a hick town
in northern Canada, where I don’t think I ever fit
into any particular mold. That was always the
difficulty. When I came to Australia I moved
around a lot, joined sporting clubs and
communities to become part of something.
However, I’ll never forget the first event I went
to for EO (Entrepreneurs Organisation), it was
like where I had meant to be my whole life;
passionate, excited can-do people who engage
with risk, innovation and curiosity. I walked out
panting with energy. I’m so grateful for the
organisation as it has provided me with a
friendship group and constant set of learning
that I wouldn’t have otherwise come across and
a support system unlike no other.
Women in Focus has very similar traits, with a
group of ambitious women ready to take on the
world. They collaborate to create something
very special for women who are looking to leap,
jump or even just dip the toe in the water. It’s a
support network that creates opportunity and
provides lessons from those who have gone
before. You can’t buy that kind of network!
You’re right on the pulse when it comes to
new technology and have embraced web
advertising, sms, email, and social. Can you
tell us about how you have used technology
to grow your business?
Technology is both my friend and foe. Being one
of our businesses is in the youth market (our
jobs directory is supported by a graduate jobs
board) technology is moving so incredibly
quickly. I’d like to think I’m rather adept at
utilising all forms of social media and
technology, but I become overwhelmed with
how fast it changes. I’m dependent on my team
| 23
UNIMAIL
to help us all keep up to date with it all.
However, technology has also allowed us to
connect with clients throughout the world, work
faster, streamline our systems and production,
outsource menial tasks and overall work to
become a much more efficient business. I still
yearn for a day where I can understand all the
apps that will work for our business and they all
connect so the user experience is simplified.
Until then, I’m still drawn to pen and paper for
my daily task list and use a variety of tools to
supplement other areas.
Unimail was number 68 on the BRW Fast
100 listing in 2010. Has your fast growth
been difficult to manage or has it been
smooth sailing?
I could write a book on what not to do when
growing a business. I’ve learnt a multitude of
lessons. For us, growth was wonderful for a few
years, however, our foundations were not strong
enough to contend with long term fast growth.
We didn’t engage our clients as well as we
should have, we forgot to communicate (simply)
with our clients and staff and we focused on just
“getting the job done” instead of ensuring the
system that got the job done, was the right one.
We’ve spent the last 18 months amalgamating
our systems, financial processes, structure and
business strategy to go out into 2013 with a new
focus and company vision. We plan to grow
again, but slow at first this time with strong
foundations before we move at pace.
Conduct a realistic revenue forecast and have it
challenged by others – supporting partners such
as accountants, bankers or the like so that your
ambition and optimism doesn't cloud your
reality.
Last but not least, stay confident and true to
yourself. Sometimes those closest to you will
question your judgement, your approach or the
way you work. Take feedback on board and
analyse it, but don’t let it overcome your vision.
Connect with Andrea on the Women in Focus
community.
You can read more or comment on Andrea’s story at
womeninfocus.com.au
You can connect with Andrea through the Women in
Focus Community.
What one piece of advice would you give to
an aspiring business owner?
I’ve actually got 3…
Do it, go for it, head first. However, understand
the risks you are undertaking and be prepared
for them. It can be a risky exercise no matter
the idea. The unrealised threats can be
daunting when they occur if unprepared. Write
a list, have someone else challenge you on all of
these areas and then check it again. Do this
twice a year (or as often as you review
strategy).
Discuss. Edition 36. 24 April 2013
| 24
PARONELLA PARK
JUDY + MARK EVANS
An award-winning tourism
experience began as a love story a
century ago.
The leading man was a Spaniard,
Jose Paronella, a dashing young
farm worker who dreamed not just
of a better life, but one with all the
trappings including a castle for his
queen. It was a pipedream in Spain,
but a possibility if he ventured to
the other side of the world.
Jose arrived in Australia in 1913 and began
working in the cane fields of tropical North
Queensland. Soon he was buying them,
improving them and reselling them. His
entrepreneurial spirit flourished and 11 years
later he was ready to return home, marry his
Spanish sweetheart and bring her to this
faraway land of opportunity. One problem –
she’d married another. Jose solved it by
marrying her sister and the dream continued
with Margarita. Together they pioneered
Paronella Park – and built its castle.
Two decades ago another couple, Judy and Mark
Evans, also had a dream to build a new life.
After six years in Singapore the Australian IT
executives decided to leave the corporate world
and a privileged ex-pat lifestyle to embark on a
journey guided by fate.
Discuss. Edition 36. 24 April 2013
“We weren’t really sure what we wanted to do –
we just wanted it to be interesting,” Judy says.
Their only real plan was to show their young
children Australia so they bought a caravan and
started traveling. As they explored the wide
open spaces of Australia, they also discovered a
hankering for tourism. The Northern Territory
appealed, but land was beyond their budget.
Tasmania was another option, but discounted
due to climate. After 18 months travelling and a
process of elimination, the tropics of North
Queensland became their land of opportunity
and they asked a Cairns real estate agent to
look out for something suitable – and interesting
– while they continued their family adventure.
“We’d find a payphone and ring him each
Saturday morning,” Judy recalls. “One day he
said: ‘Well, there’s a castle for sale!”
Their journey ended 2 hours south of Cairns at
Paronella Park.
“I’d never seen anything like it before,” Judy
recalls. “I’d travelled the world and here was a
little bit of Europe in Australia. I couldn’t believe
I’d never heard of this extraordinary place and
remember wandering around thinking: Is this a
dream?”
Back then, Judy was unaware it was in fact
Jose’s dream.
Judy and Mark purchased Paronella Park in 1993
and with no tourism experience have turned it
into an award-winning attraction. Its most
recent accolades are two category wins at the
recent Queensland Telstra Australian Business
Awards – the Commonwealth Bank Medium
Business Award and the QLD Government
Regional Award.
“The main reason we enter awards is discipline,”
Judy says. “The awards entry process makes us
look at what worked and what didn’t work during
the past year and plan for the future – we didn’t
do it one year and we felt like we were
floundering. But the Telstra awards are
definitely a highlight because of their high profile
and integrity.”
| 25
PARONELLA PARK
Like Jose, the Evans trusted their dream, their
instinct and their own entrepreneurial flair.
“We believe anything is achievable if you put
your mind to it,” Judy says. “In that way we’re
a bit like Jose – people used to call him the
‘Spanish idiot’ and we’ve often been told we’re
mad with some of the things we’ve done, but
our philosophy is ‘go for broke’ if it feels right.”
Judy has never forgotten that first feeling she
experienced at Paronella Park and that is the
essence of the experience.
“We have thousands of testimonials from
customers who talk about an emotional
connection they have to this place, it gets under
your skin,” Judy says.
Customers return for the same reason Judy and
Mark stayed – the intangible magic of a special
place created with love. The Paronella Park
experience is simple – wandering about the
castle Jose created and wondering at the
innovation of a man who also built his own hydro
electric plant. Then there’s exploring the native
flora and fauna – by day or by night – with the
option of bunking down in the heritage-listed
site’s camping ground or caravan park. Judy
and Mark worked to enhance the experience by
making Jose’s castle feel like their home. Mostly
they’ve stayed true to its history and Jose’s
dream.
built, but also his hydro electric plant which
generates all the power for Paronella Park. The
Evans support the local community, which in
turn supports them and their marketing always
has been, and probably always will be, ‘word of
mouth’.
“We believe in growing organically and we don’t
want it to get too big because it detracts from
the experience,” she says. “We’re not looking to
anyone other than our customers to promote
Paronella Park.”
Still, the business is more than viable and the
Evans expansions include the recent purchase of
a local hotel, which gives them another
accommodation option – and, a venue for
wedding receptions following ceremonies in the
castle or surrounding rainforest.
And so, ‘the dream continues’ with the Evans –
and a little help from Jose.
“We say Jose’s spirit is still here – certainly he’s
our inspiration,” Judy says. “Before we do
anything we ask what would Jose do, what
would he think of this.”
To date, he’s been spot on!
You can read more or comment on Judy’s story at
womeninfocus.com.au
Paronella Park has also had its share of
nightmares including fire, floods and cyclones
but they just add to its rich history. Judy’s own
dream is to make it a ‘must do’ Australian
tourism attraction. To her, Paronella Park is the
quintessential Australian-European story,
celebrating those adventurers who came here
with little money but a big dream.
Customer service is key to the success of their
business and it comes not just with personal
attention, but also a money-back guarantee if
the experience is not enjoyable.
Sustainability and respecting the natural
environment are also important and the Evans
have not only refurbished the buildings Jose
Discuss. Edition 36. 24 April 2013
| 26
WOLLASTON FARMS
SHIRLEY + JOHN
HARLOCK
Shirley Harlock and her husband
John are co-partners of Wollaston
Farms, which produce around 6
million litres of milk annually from
two 400 cow dairy farms at
Warrnambool, Victoria.
A true self-starter, Shirley is proactive and
passionate in equal measures. She is the Chair
of Dairy Australia’s ‘FutureDairy’ research
project, developing automated milking
technology and advanced feedbase
management. She is Chairman of Dairyfood
Safety Victoria, the Government statutory
authority responsible for food safety in the dairy
industry. She is also a non-executive director of
the Sustainable Agricultural Fund, a corporate
investor in Australian agriculture. She was
previously a Director of Australian Dairy Farmers
Ltd., and a former Councillor and Executive
member for United Dairy Farmers of Victoria
(UDV).
Shirley stops for a moment to share her vast
experiences with us - both on and off the land...
Originally a town girl, I didn’t know which end of
a cow milk came from - until I married a dairy
farmer. My husband’s family however, are fourth
generation dairy farmers. Our eldest son Scott
now manages the two dairies, and he also
married a town girl– a nurse. All farmers marry
Discuss. Edition 36. 24 April 2013
a nurse or a teacher, that’s their financial risk
strategy!
I live by the philosophy that, ‘if you’re not
involved, you’re part of the problem’. I get very
disappointed when people sit back and complain
without taking the time to understand the issue
or be involved in creating a solution. You can’t
improve a situation by just sitting on the fence
and criticising.
We’ve got to offer more exciting agricultural
career pathways for school-leavers. I remember
talking to a very astute industry leader who
asked me, ‘why would anybody want to go into
agriculture? You pick up any rural paper and all
you read is gloom and doom, drought and poor
seasons, floods, fires, volatile commodity prices,
high input costs, long hours and labour
difficulties By comparison you pick up the
Financial Review and you see all these exciting
careers in technology, investment and
commerce, and you’re sitting there at 18,
finished school and contemplating your career,
what are you going to take on?’
The previous pathway was often share farming*
or leasing but it’s much more difficult now. With
volatile commodity prices and the high capital
cost of land and stock that is invested, the
return can be abysmal. My generation is going
to have to be more creative in how they offer
that pathway. We will need to leave capital in
the farm at a reasonable interest rate or offer
more creative leasing structures to give them
something to aspire to.
*Share dairy farming involves two parties - the
farmer supplies the land and the share-farmer
the cows. Returns are split 50 / 50.
An issue of concern to me at the moment is the
price of land, the price of cattle and the price we
are paid for our product - the correlation is too
far apart. It’s making it very hard for a young
person to say, ‘when I finish my education I’m
going to be a dairy farmer’. Unless they can
inherit the land - or in some way be able to
purchase or lease land it will be nigh on
impossible to achieve farm ownership now,
compared to a generation ago - or even 15
years ago.
We have supported future generations of family
farmers through our current share farm couple
who have been with us for 17 years are a
husband, wife and son team and they have
| 27
WOLLASTON FARMS
acquired an equity interest in the stock and farm
plant. They will soon buy their own farm,
without a major outlay other than the purchase
of the land. This is the second occasion we have
used this model to achieve mutual goals.
Whenever we employ people, we always
endeavour to ask: where do you want to go,
what do you want to do, and how can we all get
there? We explain our philosophy,, and where
we are wanting to head with our own business
growth. It’s important to understand what they
want, and they understand what you want. Then
together you strive to achieve each other’s
goals. But if you just employ people on a
workforce basis of wages, ‘day in day out’
drudgery, long hours and no goals in sight, then
your business is on the slide, it’s just not
sustainable in today’s current employment
environment.
Currently it is very difficult to encourage
institutional investors to invest into agriculture. .
They ask, ‘why would we put money into
agriculture? It’s too big a risk. Labour is an
issue, weather is an issue, prices are an issue…’
and at times it is hard to explain why they
should.
many of them are not adequately recognised for
such commitment.
I would say that I’ve never experienced any
gender bias; nor any glass ceiling. Dairy is well
renowned for the training opportunities it
promotes to its people. The industry is fortunate
to have a philanthropic trust which helps fund
and encourage anybody wanting to do anything
in the dairy industry – whether it be research
and development, leadership, or just coming up
with good ideas - there is a really supportive
team through the via Dairy Australia, ready to
support them. Good ideas and enthusiasm to
participate is what counts in dairy – not your
gender.
You can read more or comment on Shirley’s story at
womeninfocus.com.au
You can connect with Shirley through the Women in
Focus Community.
On one hand we need the corporate investment,
but on the other hand it can be viewed as a
threat. It’s a threat in that it can short circuit the
traditional way farms were passed down, from
one generation to another. Previously the farm
was passed through generations, but now the
situation is so hard that it’s a challenge to do
this – and so we need the corporate investment.
We have many friends whose family say,
‘corporate investment is not for us. Sell the farm
and retire when you’re ready.’ But when you’ve
got nobody to take it on and you don’t want to
manage labour, what’s your next best option?
My vision is to see financially sound and
sustainable family entities retained in
agriculture, but I ,may be a little too idealistic. I
certainly would like to see the Australian
agricultural industry produce all the feed food we
need after all, we have the resources and the
climate to do so. To enable this to be a reality it
requires supportive government policy and the
support of every consumer is needed.
I’m always delighted to see other women enter
into leadership roles in the industry. Dairy
consists of many husband and wife combinations
with women shouldering an equal workload, and
Discuss. Edition 36. 24 April 2013
| 28
JACKY + KEN MAGID
Cookie industry innovator Jacky
Magid operates in a market where
she knows the only barrier to
entry is an oven! Yet she tells us
how under her and her husband’s
leadership they’ve managed to
secure deals with Qantas,
Woolworths and Virgin Australia.
charliescookies.com.au
My husband Ken bought Charlie’s Cookies as
an insolvent business in 2004 after looking for
a business to buy and repair! At the time he
was working in his family property
development company and I was working as
a commercial lawyer, on Melbourne’s Collins
Street, having just returned from maternity
leave.
In the early years following the purchase, Ken
was really focused on keeping the business
alive. After immersing himself in the business
and the industry, he realised that Charlie’s (at
that time Uncle Charlie’s) needed someone
who could reinvigorate the sales and
marketing of the products and the brand. I
was looking for something other than law,
and Ken needed help, so that meant ME!
When I joined Charlie’s in 2007 sales and
marketing and reinvigorating the brand were
essentially my key focus.
We imposed our own condition of hiring a
business coach to coach and mediate us for
Discuss. Edition 36. 24 April 2013
the first 12 months because of course
working with your husband/wife can be trying
at times...! Our business coach George said
to me, “well Jacky, I guess we should look at
all possibilities, what if this doesn’t work?”. I
looked at him quite shocked really, and I
said: “That’s not an option George, failure is
not an option.” I can’t enter something and
think it might fail. I have to give it everything
I have.
We rebranded because the company had to
represent something that I was happy to sell
and market. The first thing we did was
change the name, from Uncle Charlie’s to
Charlie’s Cookies. We kept the Charlie’s for
continuity, however I felt that it would be
difficult to innovate and transform the
company into something cool, funky and
colourful under a banner like ‘Uncle Charlie’s’.
The word Uncle had connotations of old
fashioned and old worldly that didn’t suit the
rebrand and the ideas we had for Charlie’s
future.
I’ve approached innovation with a customer
focus – when our customers say they need a
product, we look at developing it if it isn’t
something we already do. It’s been really
important for us to stay flexible and nimble so
we can address our customer’s needs and our
growth has essentially come from listening to
our customers.
Second to the rebrand and the customer led
product development has been building a
wonderful team. Without key people that you
trust and who care for the business like you
do, you cannot grow and flourish. Ken and I
are incredibly proud of the team of people we
have managed to put together. It wasn’t easy
and has probably taken the full seven or eight
years to get it right!
While our famous bite size cookies are still
hand ‘dropped’ (Women roll them and ‘drop’
them in bite size portions on trays) we have
grown to be able to produce a wide variety of
products some machine made and many of
them still hand made with care and passion.
On busy days we can produce over a tonne of
cookies in a day.
Making cookies is not rocket science – it’s
butter, flour, sugar and an oven, so pretty
| 29
much anyone can do it! The competition is
intense and there are a lot of biscuit
companies in the market so you need to stay
fresh, innovative, relevant and true to who
you are, never taking your eye off the ball.
We make some great products. Our new
Muesli Slice with Middle Eastern Fruits just
won a Silver Medal at the 2012 Sydney Royal
Fine Food Awards. It’s my recipe and it’s my
favourite, so I’m pretty proud! We also won a
medal for our Mini Lemon Melting Moments.
Recognition for the products is really
important, we have won some awards for our
company, but it’s also important for us to be
recognised as a food producer.
We were in a rented factory when we took the
business over. It took us three or four years
before we had enough business and volume
and capital to support a move. We bought our
own factory two years ago and built a food
factory within the shell. The new factory was
custom built to meet our needs and increase
our food safety standards to the highest in
Australia.
Notwithstanding the excitement surrounding
winning some of the bigger contacts like
Woolworths and Qantas, Charlie’s has always
been and will continue to be a food service
company first. It’s a very different business
model. Charlie’s food service customers are
not interested in brand as much as quality
and consistency of product and excellence in
customer service. Charlie’s prides itself on the
support it’s able to offer cafes, executive
chefs of 4 and 5 star hotels and conference
venues as well as catering managers in the
top professional services firms.
Seven or eight years on, Charlie’s has a very
bright future and Ken and I plan to keep on
working hard to ensure the business is able to
realise its potential, keep up the rapid growth
we have experienced in the last 2 or so years
and continue to provide consumers of
Charlie’s cookies a wonderful food experience.
You can read more or comment on Jacky’s story at
womeninfocus.com.au
You can connect with Jacky through the Women in
Focus Community.
A big part of being about to justify a move,
was winning some bigger contracts. I took a
very systematic selling approach to getting
distribution agreements with Woolworths,
Thomas Dux, Qantas and Virgin – maybe it’s
my legal background! But I felt if a small
company like Charlies was ever going to be
able to talk to bigger companies we had to
have good systems and processes to support
our product offering.
I approached Qantas in my first three months
with the company, I figured there was no
point waiting around.. the worst they could
say was no and hopefully I’d learn something
about what they were looking for along the
way. They did say no for three years in fact,
but I am tenacious so I kept trying, each time
refining and improving my submissions until
in February 2011, we were given a slot on
one of the menus. The business has
continued and I love working with customers
like Qantas to develop new and innovative
products that make airline travel tasty and
interesting!
Discuss. Edition 36. 24 April 2013
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