Episode Transcript
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Speaker 1 (00:00):
Welcome to season six of the Black Hills and Tractoriis podcasts,
brought to you by us in Real Women.
Speaker 2 (00:06):
New Zealand.
Speaker 3 (00:07):
This season on the podcast, we are interviewing the ogs,
the badass ladies of the agricultural world, the ones who,
in my case, you might see at a conference get
all nervous and flustered. You might embarrass yourself in front
of them, because that's that amazing.
Speaker 1 (00:26):
The theme of this season is the big stuff, the
juicy topics, like how they got into leadership positions, what
it means to be a CEO, how you add value
around a board table, and has the agricultural industry actually
changed does it even like females? All these things and
more this season, and these ladies do not hold back.
Speaker 3 (00:45):
Look, we would love to hear from you, and even more,
we would love for you to sign up as a
member of Rural Women New Zealand. So check us out
on our socials, give us a Google hit, the join
bud it and help us make more of a difference
for rural women across New Zealand.
Speaker 4 (01:01):
So I guess, I guess.
Speaker 3 (01:02):
Starting off, it's always the best place to start a conversation. Kate,
what do you think people need to know about you
for why you.
Speaker 4 (01:10):
Are who you are?
Speaker 5 (01:11):
That's a toughee. I guess why am I who I am?
Probably because I'm a little bit determined. Sometimes in our
household there's usually an argument as to whether the children
have in here it's a determined this or stubbornness from
either their mother or father. But since I'm on this
podcast today, I'm going to I'm going to take that
they get their determination from their mother and their stubbornness
(01:32):
from their father. I guess the other thing that probably
stands out for me is around that passion. You know,
it's about how do we you know, I'm really passionate
about the primary sector and agriculture, and how do we
you know, and able that to flourish in a way
that provides for everyone. That's you know, some of the
things that really motivate me to get out of bed
(01:55):
in the morning. And I guess I really love solving
a good problem. So if there's a solution or a
practical way that we can go about solving some of
these really big issues, then that's something that you know,
I'm really keen to put my hand up and make
sure that we're all working together to deliver these really
great outcomes.
Speaker 4 (02:14):
Yeah, awesome, I love that.
Speaker 3 (02:16):
And so so just take a step back. So you
originally from Tadanaki yep.
Speaker 5 (02:22):
Grew up on a dairy farm in the Skeet Roads,
so south Taranaki, so that was home for me, and
then rather randomly shifted from Taranaki, where I was not
milking cows, to go milking cows in central Otago. So
that's a little bit of a backwards route to entering
the industry, I guess.
Speaker 4 (02:42):
And so give us the career highlights.
Speaker 3 (02:44):
What do we need to know as a base before
we move into the deep juicy stuff. What are your
career highlights, highs and lows.
Speaker 5 (02:53):
Look, there's a lot of them, I guess. No one
gets to where they've got to on their journey without
experience and seeing a great number of ups and downs.
That kind of seems to be what life's all about.
Probably some of the highs for me have been that
willingness of other people to step in behind you and
help you, and it doesn't matter you know what background
(03:16):
those people come from. You know they've been prepared to
share their time and their expertise. So that's a real
high across all components of my career. But some other
highs that stand out probably are, you know, having the
courage to start Lampro back all the way back in
two thousand and seven. So you know, I was relatively
(03:38):
young at that one thing. I was twenty six, so
that was a pretty big step to do that, and
so that that was a real high, and I guess,
you know, from that point, it's been a series of
highs since then, you know, But a lot of the
pleasure comes from the people that you have helped along
their journey but have also formed part of the Lampro
June as well. And some of those people are still
(03:58):
with us and some of them have gone on few
other things, but it's nice to know that you've helped
to shape a better outcome for them and what they're
trying to achieve as well. Other highs for me in
terms of my career would include things like nine. I
was awarded enough Field Scholarship in twenty eighteen, and so
(04:18):
that was an achievement that I was incredibly proud of,
but it was also one of those things that was
a really challenging personal experience in terms of you know,
when you get out the other end of such an experience,
I often would describe it as being this positively disruptive
experience in your life. But that doesn't mean all day
(04:41):
every day when you're living that and you're you know,
over the other side of the world, trying to learn
new things away from your family, away from your support
networks every day, that didn't have challenges within it either.
Some of the current challenges I think is the challenges
more generally that I think our sector is faced in
terms of Obviously, I work in the regulatory space, so
(05:03):
I'm dealing with the frustration and the challenges every day
that farmers and growers are having to navigate in that space.
And I think that's one of the biggest challenges is
how do you stay positive and try and demonstrate to
people that there is a pathway through all of this
and so that that can be and get you down
(05:24):
from time to time, right, And I'm kind of this
eternal optimist, but how do we how do we keep
people pitching up and seeing that there is a purpose
and there's a great outcome that exists there and connecting
all of those things. So look at everything has its
ups and downs. But you know, I'm incredibly grateful for
the opportunities that I've been given, and I guess you know,
more recently, Emma, I was fortunate enough to be recognized
(05:48):
with the Emerging Leadership Award from Rubbobank. So that was
certainly a really unexpected recognition of the work that I've
been doing in the sector. But you know, at the
same time, nice to be able to step back and
acknowledge that you can't get there on your own. You
need other people with you to get there, and so
it's a little bit like feeling you feel uncomfortable being
(06:11):
singled out as the individual in that scenario because you
know it's not the individual that's got you there.
Speaker 2 (06:17):
One of the.
Speaker 1 (06:17):
Things that I think is really interesting when you're starting
or developing a company particularly, I think I read that
you've got about seventy five involved with land Prone now,
which is a lot of people. What makes a good leader,
what makes someone in that those higher places in the
business help everyone succeed, and sort of what things are
(06:41):
you sort of building into culture and that respect as well,
because I think there's some real differences between you know,
organizations of that size they have great culture, it's much
easier to do that when you've got ten or fifteen employees,
I know myself, and we can kind of really influence
people day to day. So what do you do in
that respect and how do you I suppose deliver as
a leader for your team.
Speaker 5 (07:02):
Yeah, it's a hard thing to unpack in the sense
that I think leadership actually comes in a variety of
different colors and different flavors, and so I think we
never we never master leadership. I think we actually have
to work really hard to get better at being leaders
every day. And so the leader I was when I
(07:24):
started a business as a twenty six year old who
didn't really know what was happening in the world, and
the person that I've learned to become and some of
the skills that I have now are a hugely different.
I think Here at Lambpro, you know, we are really
centered around this family values. You know, we are one
(07:45):
big family, and I think one of the great things
about working at Lambpro and the culture that we try
to foster is, you know, it really is for us
centered around our values. But that's about you know, family centered.
It's about making sure that people feel safe to try
and recognizing that sometimes when we try things will fail
and that's okay, But how do we learn from that
(08:07):
and get back up so that that you know, great
big family that we take everyone kind of you know, Watson,
all we all have great days, where all have not
so great days, but how do we make sure that
we wrap around each other. You know, it's a it's
a really collaborative and fun environment. Look to be honest,
one of the best things about Lampo is everyone loves
a little bit of a competition, whether that's you know,
(08:29):
at the moment with having our sweepstake for the for
the Woman's World Cup and sadly, you know, my team
was France and they got knocked out by the Australian.
So he's hoping the Australians go all the way today
and that. But it's about it's about making sure that
if you're coming to work every day, you know you
actually want to be able to give your best and
have fun doing it right. You don't want to pitch
(08:51):
up and not love being there because you're not going
to deliver your best. So cultures are a really important
part of who we are and that you know, I
guess you know something that we have to work on
every day. As an organization as well. You know, we
don't have that mastered either. We do some great things,
but there's always room for improvement, and that's the way
(09:13):
you deliver that changes as the scale of your organization changes.
And that's been a coming back to your earlier question.
That's been had some massive hives, but it's also had
some real challenges around how do you maintain that connectedness
and that family feel and the knowing everyone when you
get more people on board. And that's something that we're
continuing to grapple with as our organization expands, is keeping
(09:35):
people connected.
Speaker 3 (09:36):
Yeah, I can imagine that's a really big challenge, particularly
when you're getting up into the numbers that you've just mentioned. Okay,
so I want to go back to one of your
comments that you made around the challenges and the know
field piece, because I remember stalking you hard when you
got your nuugh field because and the reason why was
(09:57):
because you were the one of the only female I
had read about who was doing this with I think
a three year old at the time, two year old,
one year old.
Speaker 5 (10:07):
Two year old, two year old. Yeah, so yep, so Henry,
he's my youngest son. So when I was you know,
I left on my enough Field a few weeks before
he turned two, and I also at the time had
a nearly four year old and a coming eight year old,
seven year old, ten eight year old, so my kids
(10:27):
were really young when I did that. And I guess look,
as we all know as woman that you know, the
juggle was real, right, But where I had landed. I'd
thought about applying for enough Field for a number of years,
and I'm really fortunate that my uncle was also enough
Field scholar, so had some awareness of when I was
(10:49):
a child growing up of what that meant to him
and his family, and had seen that firsthand, so it
wasn't completely foreign to me. But I guess from my perspective,
landed at the point that there was no right time
to do this, And I guess Lampro had got to
a size where it was kind of a good time
from an organizational point of view, where actually having confidence
(11:14):
to step back and recognize that your business can succeed
without you when you've been the one person and you
believe that you're the most pivotal thing to it, well,
that the irony is. I think at the end of
that year, when I did my enough Lampro at that
point had its most successful year financially even so I'm
kind of not sure what I was doing to kill
that prior to that. But I think it's not going
(11:37):
to be right for everyone, and I think I would
be remiss to suggest that anyone. You know, you've got
to if you want to pursue something like that, you've
got to choose the time that's right for you and
your family. But what I would say is the only
barriers that you really put in your way are the
ones that you create for yourself. And I was hugely
fortunate to have the most amazingly supportive that were comfortable
(12:02):
to wrap around me to do that. So you know,
my husband, he was happy to make sure that he
was around to deliver that, my parents, my sister. I
also was really lucky that my two business partners they
were kind of like, you know, you've got to take
this opportunity by the horns and just go and do it.
And it comes back to that being supported by others
(12:25):
to do it, but it was you know, it's kind
of this. Sometimes we look at professional development and we're
not sure where it's going to take us, and I
think sometimes we've got to think that the professional development
is and then enw fields are no different. You get
to the end of that and you write a report,
but that's actually the start of the journey. It's not
the end of the journey. And I think we've got
to kind of view it from that kind of a
(12:46):
lens to get the most out of it, irrespective of
what we're trying to do to upscale ourselves.
Speaker 2 (12:50):
Yeah.
Speaker 1 (12:50):
Absolutely, And I think when you're someone who's you know,
a high achiever and you're looking to learn and grow, you're.
Speaker 2 (12:57):
Always going to have that perspective as well.
Speaker 1 (12:59):
So I love that, And I just wanted to pivot
just a little bit because part of this podcast series
is talking about women and agriculture and how we can
grow and particularly confidence and also skill and knowledge in
order to support women into more leadership positions or essentially
(13:20):
support them into what they want to achieve with their lives.
So I'm interested in a little bit into delving into
your journey in the sector because obviously you've founded an
incredible business, you've got a team, but also external to that,
I know that you've had a couple of other roles,
So I'm interested into your journey in terms of what
(13:42):
that's looked like for you jumping into those roles and
being in an industry that is still probably considered relatively
male dominated.
Speaker 5 (13:50):
Yeah, so look I've been in terms of some of
my other leadership roles, I guess some of them probably
started to stem from my time at LAMB Pro. I
guess you know, you learn and you have to learn
governance as you go, but then you know, opportunities to
support a lot of not for profits like I don't
do any I don't do any paid governance roles actually,
(14:12):
but that's a really great place to start in terms
of if you know, any of your listeners are wanting
to understand, is you know, just volunteer. I mean, women
are such amazing humans around you know, our ability to
coordinate and juggle and you know, do so many things.
And I think the hardest thing to actually bring to
the table is confidence in ourselves and our capability. Like
(14:35):
you know, we always resolve, will you know, shift back
to self doubt and so you know the only way
that I think we can overcome that is to connect
with heaps of other like minded people. So you know,
the sorts of things that you know come to me
is actually go out and seek people that are willing
to share some of their time with you. So many
people are prepared to do that. You've just got to
(14:56):
be brave enough just to ask that one person, and
you only have to ask one person. And what I
love about the primary sect there, whether you're a farmer
or whether you're in agri business or you're connected in governance,
is that everyone's really passionate about what they're doing and
why they're there. And so, you know, I've certainly have
been very fortunate to never been exposed to any real
(15:19):
challenges around working in the truly male dominated, you know space.
I've always found that some of the biggest champions that
we can have are the men that wrap around that
you know once, once you're there, they have and you
can you know you're there because you're competent and capable
and bring something to the table. You couldn't find a
better bunch of cheerleaders. And so I think it's the
how do we, you know, how do we make sure
(15:41):
I think the biggest thing is find a way to
enable women in particular to believe in themselves that they
have something to offer and support that and that will
come in so many different shapes you know, whether you know,
whether you're going through you know, I was talking with
some woman recently and they're a bunch of farmers, but
they've got their own Women's Business Discussion Group, which I
(16:02):
was like, that is awesome, man, because they are all
coming together and they're connected through farming, but they're actually
talking about the things that are important to them and
their farming businesses, not talking about cows and grass because
that's kind of not as much of interest to them.
They're more interested in the how do we look after
our staff and how do we grow ourselves And so
that's a really cool example of a group of women
(16:22):
that have come together with a common purpose and they're
building each other up, and so I think that's I
think that's an amazing step to do that. There's also know,
there's so many opportunities out there for training and leadership development.
And you know, you've got a w DT, You've got
obviously Calogs Rural leaders which I will give a special
plug tours the chair of New Zealand Oral Leadership Trust.
(16:46):
But then you've also got you know, lots of other
organizations you know, rural women, You've got you know, so
you know, feed farmers. Lots of them are out there
doing things and to actually grow others, and I think
it's just a matter of sometimes you've just got to
take that first step to get there.
Speaker 3 (17:03):
Is there a gap in the marketplace for training and
leadership development for I guess those starting out or those
wanting to grow an experience, or do you think there
might be a fragmentation of all the industries trying to
do their own thing.
Speaker 4 (17:22):
And the reason I'm.
Speaker 3 (17:23):
Asking is because for a lot of people out there,
there's a lot of opportunity, and we've just talked about
all the various ways that you can find help and
seek help if you're looking for it in terms of
professional development or other supportive avenues. But it still seems
to me like we've got a talent problem in some way,
shape or form, because we're still talking about labor issues
(17:47):
at a grassroots level, and we're still talking about needing
skill at the very top level as well. So is
there a gap out there, or is there a fragmentation,
or is it something else entirely that we're missing.
Speaker 5 (18:01):
It's an interesting question, Emma, in it links to again,
if I actually just delve into some of the work
that rural leaders are doing is we've not me personally,
but our team, our amazing team of people have been
leading some work with the Food and Fiber Cove around leadership.
So understanding what are the leadership development opportunities out there,
(18:21):
so kind of scoping the ecosystem if you want, for
want of a better term, around what's already out there
being provided. But there are lots of great providers out
there providing things. But what we've found is that there's
no network or pathway for career progression through that. And
so that first report has been has been created and
(18:42):
then the second part of what we're delivering conjunction with
a Food Fiber Cove around this is okay, if there's
not a pathway or a framework for leadership, how do
we actually develop the leadership framework for the primary sector
in New Zealand so that there are pathways for career
progression whether you are starting out on the orchard as
an orchard hand working all the way up to someone
(19:03):
who might be working or sitting at a governance level
at a primary sector body in New Zealand. So we're
just working through, you know, what does the leadership handbook
look like? And that's going to be the next deliverable
from that project. But it's not about saying, you know,
who should do the delivery of these programs. It's about
how do we make sure that whoever's delivering is delivering
(19:25):
to an agreed framework so that there are pathways for
progression and you can actually start to when you enter
the sector see that there are opportunities in the future
horizon for you and you're not just stymied whichever level
you enter INET. And so the next twelve months, when
we work on the last part of that project, I
think we'll be really exciting because then it's the opportunity
(19:46):
of how do we bring them all together so that
as a whole of sector we're committed to delivering to
the same framework. And so I guess an answer to
your question, I think it's almost like I probably think
about it, we've got a bit of an infrastructure problem
and that we haven't actually, you know, got the clear
pathway for what we're going to deliver yet, but hopefully
we will in the not too distant future, and from there,
(20:09):
those people that are wanting to provide training and other
avenues for upskilling can all be connected to the same
way that we might do it in the rural landscape.
Speaker 2 (20:20):
I guess that's some pretty big work being done. I
love that.
Speaker 5 (20:24):
It's amazing. Look, if anyone wants to look at it,
go on to the Rural Leader's website or the Food
and Fiber Cove website and you'll find the first two
parts of the work that have just recently been released.
It's awesome reading.
Speaker 2 (20:37):
Actually fantastic.
Speaker 1 (20:39):
Something stuck with me just from the start of this
when you're introducing yourself around highs and lows, and one
of the things I'm always really interested in is kind
of what techniques people use to get through challenge. You know,
if you're just landed with this, you know, you're smashed
one morning or something just really difficult.
Speaker 2 (20:59):
That's quite big. His big implications for your business? What
do you do? How do you deal with that?
Speaker 1 (21:05):
What are some of the practical tips that maybe you
could share with us or with our listeners.
Speaker 5 (21:10):
Oh, some of them might be not not that appropriate
in terms of you. I might be known to have
the old and appropriate words or two, so might mumble
a few explicitives under my breath to start with, and
then probably take a big breath and just kind of
you I'm a bit of a visual person, so I
find drawing myself a picture of trying to visualize, like
(21:31):
I'd like to visualize things, you know, the where am
I and where do I need to get to and
kind of what are all the steps that I need
to do is one. I'm kind of taking that overarching
and then I'm like, well, if I know where what
I need to do, how do I then eat the elephant?
Just one bite at a time. So that's kind of
how I tend to do that. I've got to be
(21:52):
careful that I don't, you know, reverse to being just blunt,
because that sometimes if I'm under pressure, I might be
a little bit direct. And so that's a work on
from time to time is how do you make sure
that if you're experiencing that challenge or that pressure that's
come on, that you can say, look, you know someone
(22:13):
wants to come and see you. You don't want to say sorry,
I'm busy, go away. It's more about, hey, really want
to engage with you on this. I've just got an
urgent deadline that I need to make. Can we schedule
a time? And just so so just checking in with
yourself that kind of you know, we're not all perfect,
so you know, that's the how do we check in
with ourself? And that self awareness piece is a really
(22:35):
big part of that. But I'm a fairly reflective thinker,
so tend to take the time to just pause and
then push forward if I can.
Speaker 4 (22:45):
I like the term reflective thinker.
Speaker 3 (22:48):
I've started doing some really early morning walks because that's
the only time I have available at five thirty in
the morning, and I am loving that reflective time. I've
solved all the world's problems. I come back, and you know,
it's a.
Speaker 4 (23:02):
Great way to start the day, so I enjoy that.
Speaker 5 (23:05):
How do you find the time to actually, you know what?
I've struggled and I've got all these great solutions for
the world's problems turn and then I'm like, how do
I find other people that want to work with me
to solve them? And I'm like, where do I go
to to share it? Right?
Speaker 3 (23:16):
I know, okay, we start something here, because I come
home and I start telling my husband I've got this
great idea, this is what we're going to do about X, Y,
and Z, and Who's like, okay, not another one of
their friend's schemes.
Speaker 4 (23:29):
It's just too much.
Speaker 5 (23:30):
Maybe we need a help group for the husbands and
the partners they can deal with the offload from it
from the big thinkers.
Speaker 4 (23:39):
I love that.
Speaker 3 (23:41):
Yeah, I think the world could probably do with some
more good ideas anyway. So yeah, we should definitely invent
something around that. But I guess, I guess if we
just thought about our former selves for a second and
thinking about a lot of our listeners out there, what
advice would you give to young Kate, so you started
lamper at twenty six, what advice would you give to
(24:04):
I guess Kate at twenty two, twenty three.
Speaker 5 (24:08):
Yeah, that's something I have thought about more than one time,
as if I had to do it again, what might
I do better? Look, I think one of the things
that I've actually learned is the importance of probably being
a little bit more vulnerable and a little bit more open,
And sometimes I think you can only learn that the
hard way, And there's a balance, right, I'm certainly no
(24:30):
an overshare, but being prepared to connect with others on
a you know, in a deeper than just a professional level,
so that that share piece. So I think that's something
that I would probably, you know, whereas I probably a
younger person thought that you could only ever have, you know,
clear distinct professional relationships in a work environment, and then
you have home relationships with other people, so that that's
(24:51):
probably something that comes to mind, and you know, it's
it's just I guess, breaking down those barriers you put
around yourself on those things as much as anything.
Speaker 4 (25:02):
One hundred percent. I remember one of my past.
Speaker 3 (25:07):
Workplaces, we used to fondly refer to a really close
work friends as frolics, and if you made it into
the frolic category, you were like super special because they're
you know, that clear distinction between you know, work emma
and fun emma or exactly.
Speaker 5 (25:24):
And so that's you know that just not take yourself
quite so serious all the time. That it's okay to
have a laugh and a drink and a you know,
a good time and that doesn't have to mean you're
not professional and you're not good at what you do.
Speaker 3 (25:37):
Yeah, And another thing that I found by it was
actually through joining rural women, was embracing my feminine sight.
And maybe it's because in my day job I spent
a lot of time with men, but I remember distinctly
having to introduce myself when I you know, it was
elected onto the board, and I stuck to my very
(25:58):
brief you know, imagans, rubber bank, blah blah blah. And
then all these beautiful women we're talking about their families
and you know, all this other kind of more personal
stuff and their introduction. I was like, Wow, there's another
way to do this.
Speaker 5 (26:13):
Yeah, it's enlightening, right, Yeah it is yeah.
Speaker 3 (26:17):
Yeah, yeah. So I guess going forward, what is one
thing that you would like to see more of and
agriculture more broadly, Look, I.
Speaker 5 (26:27):
Would love to see Look. The way I'll frame this
is everyone talks about collaboration, but very few people are
doing it. And I would love to see us break
down our silos because we're actually all trying to achieve
a great outcome at the end. We want to be
you know, producing the best food and the best fiber
and you know, the best products, and we want to
do the best by the environment and animals and all
(26:49):
those things. And I guess what I'm seeing is that
our desire to achieve that we often end up not
arguing but rubbing against each other, Whereas if we could
break that down and actually see that we're all trying
to row the ship in the same direction, we might
actually get a little bit further, a little bit faster.
(27:10):
You know. For me, I think, hey, coming back to
our conversation before in solutions, have I got a solution
to that? But I think that's the I think that's
the sort of thing that we need to you know,
we need to be working together with a perspective of
you know, we are we are one primary sect there,
and we are wanting to actually deliver the best out there.
(27:30):
And I guess that leads on my perspective on that
comes from a working in the space for a long time,
but also when I look at some of the things
I look at from my new field, you know, it's
connected to some of those things, and that was looking
at how do we enable better environmental outcomes and agriculture.
But it's bigger than just environmental. It's you know, it's
the social components within agriculture. It's the it's it's the animals,
(27:54):
it's the greenhouse, it's all of those things rapped together,
and we've got to take a really holistic and integrated approach.
And then the other thing that I would love to
see more of is how do we start to think
outside the box, like we can't just we can't just
do a revision all the time. I actually think we
need to think about how do we make some really
bold changes to the way in which we do what
(28:14):
we're doing, because we have to innovate if we want
to have better outcomes, and you know, there's lots of
barriers to innovation. So how do we start to break
down the barriers so that you know, our farmers, who
in my view are some of the most innovative people.
I know, how do we give them the courage and
the space to innovate more quickly because if that change
(28:34):
is being lead from the ground up, it's going to
be enduring and it's going to deliver the best outcomes.
Speaker 1 (28:40):
Yeah, you're right, just thinking about how that fits in
with some of the work that we're doing and just
trying to bring I think some more people along on
the right. And sometimes the context can be different, but yeah,
it's really important I think for people to pull together,
especially in the face of a bunch of challenges at
the moment, both in that environmental and financial space.
Speaker 5 (29:02):
I suppose exactly, and I.
Speaker 1 (29:03):
Suppose what we're talking about too, it was sustainability across
you know, whole businesses and whole sectors. And it's not
something we can solve overnight. With all of the things
that you have done and achieved with multiple awards and
you know, business entrepreneurialism essentially and research, et cetera, what
(29:25):
might be next for you? We're interested to hear what
that might look like and yeah, what that journey might be.
Speaker 5 (29:33):
And yeah, I've been trying to I've been trying to
unpack that one for myself to be fair. Look, I
you know, I want to make sure that whatever I'm doing,
I'm adding value to it, to whatever you know, place
or space I might be might be working in. You know,
Lampro is going through a bit of an evolution of itself,
and so, you know, I've been thinking a lot lately
(29:54):
around what what does next look like? For me? And
I guess pretty open minded. I want to continue to
be involved with the primary sector and shaping you know,
amazing outcomes for our sector, but really just looking to understand,
you know, what I might be able to do to add
value to deliver some of these better outcomes. And I
(30:16):
think you've got to do that as a team. I
don't think you can do that as an individual. And
so I guess for me, whatever I'm doing, it's about
doing it with a team of people and making sure
that there's that connection. So do you know, if anyone
has any great ideas, let me know, because it's I've
been struggling with the itchy feet that comes from when
you've felt like you've achieved some things and you need
(30:38):
to focus on the next thing. So I've customent your
feed at the moment.
Speaker 3 (30:43):
Yeah, said, it's like a high achiever problem, isn't it.
Speaker 5 (30:46):
Definitely?
Speaker 4 (30:47):
It is when you nail something that you're like, cool, cool,
So where's the next goalpost?
Speaker 2 (30:52):
What's happening?
Speaker 5 (30:53):
I think it's actually as much they think it's about
challenging yourself, and I'm kind of you know, certainly I
haven't mustered lampo either from a work point of view
or any of the other things that I'm involved in,
But it's where does the next challenge come from? Because
it keeps you motivated, it keeps you interested in learning,
it keeps you connecting with others, and so it's the challenge.
Speaker 4 (31:13):
It's exciting.
Speaker 5 (31:14):
Yeah, it's exciting. My immediate challenge is working at how
I'm going to fund the education of my children. But
that's okay, So I'm not retiring anytime soon.
Speaker 4 (31:25):
Yeah, with three lads, I can imagine. Yeah, that's a
serious consideration.
Speaker 5 (31:30):
That is it is.
Speaker 4 (31:33):
Oh well, thank you so much for your time, Kate.
Speaker 3 (31:35):
We are just thrilled to have you on this podcast
to hear your insights, your learning, your wisdom that you've
learned along your journey with Lambpro and every other hat
that you wear in our industry. So thank you for
sharing your nuggets and your pearls of wisdom with us.
Speaker 5 (31:51):
Oh, thank you so much for having me along. It's
been a real pleasure.
Speaker 4 (31:54):
Well that was it. That's the podcast. That's us for today.
Speaker 1 (31:59):
We hope you to the yarns and please don't let
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Speaker 4 (32:05):
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