Angela March
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Angela, Director of Brainchild, shares how her early passion for storytelling evolved from dance floors to boardrooms, what it really takes to build and sustain a business while raising a young family, and the importance of setting your boundaries. She offers practical advice for young professionals on everything from financial literacy to personal branding and reflects honestly on risk, leadership, and the lessons learned along the way.
Q: What did you want to be when you were growing up?
A: Growing up, I actually wanted to be a dancer or an actor. I think I just wanted to be on stage telling stories and having people listen. I guess that thread has carried through to what I do now – we're still telling stories, just with fewer jazz hands.
Q: Did it change as you grew older?
A: Not really – the dancing theme was my passion through my childhood, and I continued dancing up until I left school. I then got to the point where you go “right, is this what I'm going to pursue or is this a hobby?” which is always a tough decision to make. I think I made the right one.
Q: Tell me about your story from studies all the way to Brainchild. You've done quite a lot in a short space of time!
A: After finishing school, like most people, I had no idea what I wanted to do. I took a gap year, hoping I'd magically figure it out while I was away. Unsurprisingly, it did not. The closest I came was thinking event management was the direction I wanted to take; I had loved that sort of thing. I'm quite an organised person, so it comes naturally. I found the only degree in the country with an event management major, applied, got in, and started there. Then I stumbled upon PR; I had never heard of it and didn't know what it was.
After university, I got a job at an agency. I cringe at this now, but I remember writing a media release about myself instead of a cover letter, clipping it to a clipboard with my CV, and hand-delivering it to a bunch of agencies across Auckland. Which worked! I worked in a few agencies along the way and loved what I did. It was fast-paced, high-pressure, and I was always learning.
Eventually, I had a real urge to go traveling with no ties to anything. My now-husband and I had a similar goal, so we both quit our jobs and went to South America. We backpacked there for six months, initially thinking we might be gone for a year or two. We had no real plans; we just winged it and figured things out as we went.
After six months, we decided to come back. We moved to Hamilton, wanting to buy a house. It was quite a perspective change, going from backpacking with no ties to wanting to buy somewhere permanent. We chose Hamilton, as that's where my family is from. I remember at 18 thinking I would never ever come back to Hamilton, but priorities certainly do change.
I had a couple of jobs in Hamilton, but I really missed the agency life – the fast pace, working with different clients, so I started freelancing, which eventually led to becoming Brainchild. The timing was quite crazy, as I launched Brainchild about four months before my first child was born, and less than two years later I had my second. It was ridiculous, but here we are.
The timing was quite crazy, as I launched Brainchild about four months before my first child was born, and less than two years later I had my second. It was ridiculous, but here we are.
Q: Is it common for freelancers to eventually scale and have a team? Was it natural for you?
A: I don't know if it's common for freelancers to build a team. Having done both, they actually require quite different skill sets. When you have a team, it goes from just having to be really good at what you do to also having to be good at managing and leading people, and the business side of it really steps up.
When you have a team, it goes from just having to be really good at what you do to also having to be good at managing and leading people, and the business side of it really steps up.
Q: Did you always have that urge to be a business owner when you were younger?
A: I never had the urge to be a business owner. In fact, I was adamant growing up that I never would. It's kind of insane that this is where I've ended up. Freelancing kept working and now I own a business…by accident.
Q: How did you balance a young family while building Brainchild?
A: Balancing launching Brainchild four months before having a child worked out thanks to good people and being flexible. I didn't have traditional maternity leave; I was always involved at some level. That has its pros and cons, but I certainly wouldn't change anything. I've had many meetings with my team with a baby on my knee or sitting on the floor with a child. When they're very little, it's actually a little easier than when you have toddlers running around.
Q: How big was your team when Brainchild started? Was it just you for a while or did you start with a couple people around you?
A: When I started Brainchild, it was just me. I was literally operating as Angela March.co.nz. I then had a little extra help come on board – an amazing intern. Eventually, I needed more help, and that's when Brainchild became a thing. It didn't quite feel right to have a team under my personal name; it felt too much like "the Angela March show".
It didn't quite feel right to have a team under my personal name; it felt too much like "the Angela March show".
Q: Is there anything you wish you knew now versus when you when you started running a business?
A: So many things! It's certainly a learning curve.
Q: Do you wish you started Brainchild earlier or was it the right timing with your experience and skillset?
A: I think the timing was right to start the business. I sometimes think, “gosh, wouldn't it have been great if I'd launched without two young children at home”, but everything kind of worked out.
Q: For people reading this who are mostly young professionals, what's it like founding a business and running a business? What are some things that people may not think about when they're starting a business?
A: It's a level of responsibility and anxiety that you will never know until you do it. Suddenly, you're responsible for paying people, not just yourself. I take that seriously; it's in the back of your mind with every business decision and risk you take, trying to balance that. You have to "choose your hard". If it's not hard, you don't get the rewards or benefits. There's a reason kids grow out of doing easy puzzles - they aren't challenging, they're boring.
You have to "choose your hard". If it's not hard, you don't get the rewards or benefits. There's a reason kids grow out of doing easy puzzles - they aren't challenging, they're boring.
Q: Do you think it takes a certain type of person with a certain type of risk appetite to start a business?
A: Probably. But I wouldn't necessarily describe myself as a big risk-taker. Generally, I take a pretty conservative approach, particularly from a business and financial sense, not in creativity.
Q: What is the main thing that has enabled Brainchild to succeed?
A: The main thing that enabled Brainchild to succeed is hard work, focusing on doing things properly, and the quality of our work. We take huge pride in making sure what we do is really good. We keep thinking, refining, writing, and polishing until things are sharp - no shortcuts.
Q: Does Brainchild get a lot of work from people reaching out? Or are you reaching out to people and businesses to get work?
A: We get a lot of people coming to us. I think that comes from the quality of our work, leading to referrals. We also keep our clients; many have been with us for a long time. Client retention is a big part of our success, again because we focus on doing things well and properly. It's not glamorous or exciting, and it's not a fun hack, but it's just what works.
Client retention is a big part of our success, again because we focus on doing things well and properly.
Q: This focus on simply adding value doesn't get enough recognition. They pay for a service to add value, and if you're not adding good value, why should they invest? It's simple, though hard, right?
A: Exactly. And we are equally as aware of where we can’t add value. We will turn down work if we don't think we can deliver it well. What's the point? It's not good for our reputation, and I can't in good conscience bill people for work that doesn’t meet my unrelenting standards. We've even resigned clients just because it felt like it wasn’t a good fit. It can take guts to turn down a paycheck, but you have to think long term. Our reputation is on the line in every piece of work we do.
We've even resigned clients just because it felt like it wasn’t a good fit. It can take guts to turn down a paycheck, but you have to think long term. Our reputation is on the line in every piece of work we do.
Q: What's your most successful and worst time in business?
A: I don't know if there's one best or worst time in business; it's a cycle. Economically, things are tough for many right now, and we feel that too. It's always just different kinds of hard. Sometimes it's capacity, sometimes decision-making or stress levels. It's never easy; it's just different pressures, different juggles.
Q: With your significant responsibility and role, how do you deal with stress and pressure?
A: I rely on perspective and trying to zoom out. Sometimes we take ourselves too seriously as humans. If you zoom out, what feels super dramatic often isn't. I don't always get it right, and things can be overwhelming, but you let the water roll off a duck's back and keep going. Breathe, move through to the next thing. Things are rarely the end of the world, even if it feels like it in the moment.
Q: How do you manage life outside of work? I see you work a four-day week and I imagine that helps you manage?
A: It’s not easy - work is always on my mind and I feel the weight of the responsibility. But home life is also hectic with two small people so even my so-called ‘day off’ isn’t particularly restful (although I am grateful to be in the position to work four days). Boundaries really help manage this. The days I keep checking emails when I'm meant to be with the kids means I'm not fully in anything, and then I feel like I’m failing as a parent and as a business owner. I’m addicted to my phone, so sometimes I have to put it physically out of reach. Sometimes I also have to trust that if something is truly urgent, someone will call me - I don't need to check my inbox every five minutes.
The days I keep checking emails when I'm meant to be with the kids means I'm not fully in anything, and then I feel like I’m failing as a parent and as a business owner.
Q: That's a common challenge that people face when it comes to trusting others especially when it’s your business. Is that something you're always working on?
A: Having a great team helps with trust, along with good processes and a good, shared understanding. A lot of it is just letting go of the idea that things have to be done in the same way. I've always been a big believer that I don't have all the answers; I'm not the oracle of all knowledge at Brainchild. We're set up that way - great ideas come from all places. I ask my team for feedback, so we have that culture. It's not top-down. My team can comfortably call me out on an insane idea or disagree, and we have those robust discussions.
Q: The hierarchical structure seems to be going out of fashion which enables more junior and less experienced people to feel empowered to voice their opinion which is exciting, right?
A: The world is changing so much, especially in communications, so you can't ever think you know all there is to know. You have to keep learning, or you do a disservice to your clients, and yourself.
Q: Are you trying to make use of AI?
A: Yes we are - there are a few custom things we use and some others in the works. You either jump in and leverage it, or you're going to be left behind. It's opening up a lot of opportunities. AI helps us navigate tasks like complex reporting or data analysis - tasks that might’ve once required specialised training or external support.
Q: You did a gap year in between high school and your further studies and another period of travel around South America. What advice would you give people who are thinking about an OE (Overseas Experience)?
A: I love travel, so I say absolutely go for it. You get a different perspective of the world, meet people, and find that there are other ways of living. I also spent six months on a university exchange in the States, which was a pretty cool experience too. It's about broadening your mind. As Kiwis, most of us have a drive to get it out of our system and see the world. And you realise that New Zealand is a special place once you go.
As Kiwis, most of us have a drive to get it out of our system and see the world. And you realise that New Zealand is a special place once you go.
Q: How important is your personal brand and network?
A: Really important. Even if you aren't actively building a personal brand, you still have one. Be intentional about how you want to show up in the world. Your network really does pay off, whether that’s by bringing in new work or getting your next job.
Even if you aren't actively building a personal brand, you still have one.
Q: Do you set goals personally and professionally?
A: We have an internal vision and goals for Brainchild for the next 3 to 5 years. I have personal goals too but they are quite integrated with the business. Outside of that, I keep it simple - move my body a few times a week, and occasionally remember to meditate before my brain runs off without me.
Q: Where do you see Brainchild in the future?
A: We're focused on always delivering quality. We just want to do really great work with really great humans and great clients. If we keep doing that, the growth comes as a byproduct, rather than focusing on putting more "bums on seats," which doesn't fit our ethos. I do think the work we do, building trust and reputation, will only become more crucial for brands in this deepfake, AI, what-even-is-true world we’re living in.
Q: Some of our audience are a few years into their careers, and many are probably starting to think about their financial futures. Do you have any advice you could offer them?
A: My advice is to learn all you can about business. Understand how a business works, how it makes money, where the money goes, what things cost. This will make you a better employee and more valuable. It's not about becoming an accountant but being curious and trying to understand things like balance sheets and insurance.
Understand how a business works, how it makes money, where the money goes, what things cost. This will make you a better employee and more valuable.
Q: What advice would you give to your younger self?
A: As a creative person in creative roles, I tuned out anything that seemed ‘boring’ such as policy, finance, tax. In hindsight, that was short-sighted. You don't have to love every topic, but don't switch off. Stay curious. The things that seem ‘not you’ can actually make you sharper, more rounded and they’ll get you ahead faster.
The things that seem ‘not you’ can actually make you sharper, more rounded and they’ll get you ahead faster.
Q: If neither time nor resources were a constraint, what ultimate goal or dream would you pursue or would you have pursued?
A: I genuinely love what I do, so I’d still be doing this but with more freedom, I’d push the boundaries further. We already experiment, but we’re still operating within the realities of what clients need and what they’ll invest in as this is a business, after all. That said, the communications industry is constantly evolving, and there’s huge potential to do bold, exciting work if you’ve got the room to play.
About Brainchild
Brainchild is a New Zealand-based communications agency that specialises in creative strategy, PR, and brand storytelling. Brainchild partners with clients to deliver sharp, effective communications that make an impact. With a focus on quality, integrity, and meaningful relationships, the team helps brands stand out in today’s fast-changing world.
Read more here: https://www.brainchild.co.nz/
Angela’s LinkedIn: https://www.linkedin.com/in/angelamarch/