In ten years, under the barren leadership of Mark Solomon , Ngai Tahu has had seven Ngai Tahu Holding Corp chairs. Te Runanga O Ngai Tahu has had 3 CEO's and Ngai Tahu Holding Corporation has had three CEO's.
Other iwi are laughing fit to kill as Ngai Tahu picks good people but they dont last the distance so they are quickly picked up by other tribes.
And we have also heard that there is considerable concern among some key iwi about the lack of relationship skills withing the top ranks of Ngai Tahu. There are heaps of opportunities out there for iwi but it requires them to work with other iwi to get the economies of scale needed to capitalise on the deals on offer. One described Ngai Tahu's attidude as " bare faced arrogance."
Another suggested to Roarprawn that the tribe was fast losing mana due to their lack of willingness to forge business relationships.
For Ngai Tahu to succeed it needs to ensure that people who are good at building relationships and have sound financial acumen are sitting around the top table and commanding the boardroom. Never before have the tribal elections been so important to our people. They need to reflect on the fragmented leadership of the past, look to new blood and put aside the deep rooted inter family differences.
Our future depends on it.
Kia ora anō tātou
It is with regret that I announce that Richard Coleman has resigned from his position as Chief Executive Ngāi Tahu Seafood (Acting).
Richard has a long history working for Ngāi Tahu. In January 1995 he was appointed as Accountant / Operations Manager for the joint venture, Ngāi Tahu Pacific Fisheries. When the JV was wound up in 1997, Richard joined Ngāi Tahu Seafood and in September 2005, he moved to Ngāi Tahu Holdings as Investment Manager.
Since June 2008, Richard has been Acting Chief Executive of Ngāi Tahu Seafood and brought his usual exceptional passion and commitment to that role. He has led a range of diverse and challenging initiatives with very pleasing outcomes for the business including a revised strategic direction; a new wetfish business model; a supply chain review resulting in recognition as a premium lobster supplier to the export markets; acceptance into the New Zealand Trade and Enterprise Beachheads programme; comprehensive systems to manage compliance and H&S risks; and a succession plan in the Bluff lobster fishery allowing young Ngāi Tahu fishers the opportunity to build successful businesses and become the next generation of experienced lobster fishers.
In addition to these achievements and of particular note is that NTS (in tough economic times) recorded its highest trading EBIT, since its inception, in the 2008-09 financial year under Richard's leadership.
Richard's strong leadership and hard work over the past 15 months sees us very well positioned for financial success, wealth creation and growth as we embark on the next exciting stage in the development of the Ngāi Tahu Seafood business.
I'd like to acknowledge Richard's significant contribution to Ngāi Tahu over the last 15 years and wish him, his wife Kate and his three children, all the very best in their next adventure. Richard has always been held in high respect by anyone who has worked with him and he will be hugely missed by all. His last day of work will be 31 January 2010 and closer to that date we will announce details of his poroporoaki.
Ngai Tahu Holdings Corporation