Dallas Fisher
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Q: What did you want to be when you were growing up?
A: I was born in Gisborne but raised in a small country town about 20 miles inland, where around 85% of the population was Māori. My father was a builder and my mother an ex-district nurse. For about ten years, our village didn’t have a doctor, so our home became the de facto A&E - Mum would triage patients, call the hospital ahead, and Dad would look after everyone else with cups of tea and conversation. That community spirit shaped me.
My parents encouraged me to try new things, and although we weren’t religious, they sent me to the local Catholic school on the advice of Kevin Lynch, the town accountant. I ended up as head boy there, even though I wasn’t Catholic, which caused a bit of controversy at the time! At school, I fell in love with bookkeeping and accounting. No one in my family had been to university before, but I went to Massey University in Palmerston North. That’s where I met my wife, Helen.
I wasn’t a brilliant student, but I got my degree and joined Barr, Burgess & Stewart (later Coopers & Lybrand and then PwC) in Palmerston North. I loved making things balanced - debits and credits - and while people see me as a big picture thinker now, that attention to detail from accounting has never left me.
Q: You transitioned from what sounds like a stable accounting career into acquiring and running businesses. How did that shift happen?
A: My philosophy was to “take my own advice.” As an accountant, I worked closely with larger clients and got involved in their businesses - especially hospitality - through The Coachman hotel-motel group. That hands-on experience gave me confidence.
When we moved to Hamilton (Helen’s hometown), one of my first roles was as an unpaid independent director at Waikato Rugby Union. That introduced me to running major rugby events and eventually led me to become CEO of the stadium trust who was responsible for building FMG Stadium Waikato.
The council put out a catering tender for the new stadium; despite not being a caterer by trade, I’d always loved cooking and knew stadia from both sides. I called Peter Stark, who was catering at the old stadium. He said he wanted to do it but thought it was "too big" for him. I told him, "Too big for me is not in my vocabulary." So, we got together and formed Montana Catering 2002 Limited and won the contract. We started with seven staff; now we have over a thousand across Hamilton and Auckland.
Q: But Montana wasn’t your first business venture as you were also involved with NDA Group earlier on?
A: Yes. After Coopers & Lybrand, I became financial controller at Natural Gas Corporation (NGC) in Hamilton - my first taste of commercial work beyond accounting. There I learned to “employ giants” - people who could take over from me - and one of those was Mary Rogerson, who still does my private accounts today.
I was then headhunted by NDA Group (owned by dairy companies pre-Fonterra) to float it on the stock exchange - but it needed major restructuring instead. Problems between NDA’s CEO and the broker resulted in the CEO leaving and at the same time, Coopers & Lybrand called me, saying they wanted me back and would guarantee a partnership in six months. For a young accountant, that’s like the holy grail. So, I started with Coopers & Lybrand back in Hamilton with basically two clients, and I had to build a practice from scratch, which was incredibly hard work. It’s not just doing the work, but being out in the market, building relationships with banks and lawyers. I did a good job and NDA became my client.
I helped my old general manager from Natural Gas get the CEO job at NDA. The dairy companies still wanted to exit, but they didn't have a vehicle to do it. I helped orchestrate a management buyout (MBO). It took longer than planned; there were tough times financially for my family during that period. I resigned from Coopers in August 1997, and the deal was supposed to happen by the end of that year. It was a very complicated deal. We had everything in place, ready to settle just before Christmas 1997. But I told the other six senior managers, "Guys, if we settle tomorrow, we'll lose the shirt off our backs in six months. We have to stop." And they listened. We said no, and "s*** hit the fan". I had left Coopers, so I went into Christmas 1997 with no accounting partnership, no job, and a failed deal. It was a very bleak time.
We later got together and decided to restructure the deal and make it happen. A failed MBO means you're on your last chance. It took 12 months to restructure elements of the business, the deal, the price, dealing with all the dairy companies, and putting all the finance together. In the meantime, the Fisher family needed a living, but we had no income. We lived on the smell of half an oily rag, and every supermarket coupon was valuable. Helen got us through it, and I was able to restructure and come up with a way to make it work. We settled the new deal on December 23, 1998, where the seven of us, with a smidgen of equity, bought NDA. It was a creative deal with a mix of equity, sale-and-leasebacks and consignment stock arrangements. Over ten years we doubled its size, and we later brought in Australian private equity investors.
Recently NDA faced challenges again - in “the bad bank” as they say - but with support from BNZ (for the third time!) and personal investment from myself and others, we saved it once more. Now my son James is on the board and our family remains committed to keeping NDA strong for future generations.
Q: You’ve also been in significant governance roles with Go Bus and even sports franchises such as the Chiefs and Breakers? Can you talk more about these roles?
A: Governance became another passion - I chaired Go Bus for 13 years under three different ownership groups (including Ngāi Tahu and Tainui). My upbringing in a Māori community gave me comfort working within those protocols and understanding the cadence.
With Go Bus we doubled the business, and it is now NZ’s largest bus company. When Direct Capital offered me shares at the start I declined as independence mattered more than a financial reward.
As for sport: alongside two others from Hamilton, I co-founded the Breakers basketball franchise which included learning plenty about what not to do! On rugby boards with the Waikato Rugby Union and Chiefs, there were huge challenges too.
I was appointed as an independent director for the Chiefs about a month before the game went professional in 1996. It was quite something as Waikato Rugby Union had no player contracts, had never done a budget, had just lost its naming rights sponsor, and had a huge loss of around $250,000 the year before. At the same time, New Zealand Rugby Union (NZRU) tried moving the Chiefs base away from Hamilton. We successfully appealed this as keeping them here was massive for our region.
Once the new Waikato stadium project came up, I retired from the Chiefs board due to a conflict of interest, as I was CEO of the stadium trust. But later, the NZRU and the Chiefs board decided they needed more intensity in the chair position and someone local, so they asked me to come back and chair the Chiefs, which I did.
I was the Chiefs chair during Dave Rennie’s coaching era, and we had little money but lots of heart. This was shown as we even borrowed money against my own guarantee when we needed to upgrade to the Chiefs training ground at Ruakura! Our first championship final sold out instantly and profits paid off debts fast. Eventually we commercialised the franchise, so provincial unions owned half and Helen & I are among investor-owners of the other half.
Q: Looking back across these diverse ventures - from NDA to Montana Catering to professional sport and events - what are your career highlights and lowlights?
A: Saving NDA stands out - it’s 125 years old this year! Seeing it survive tough times thanks to collective effort means everything. But honestly? It’s all about people: employing giants who can take over from you; supporting communities; building teams that last beyond any one person or generation. And seeing my dad visit our workshops before he passed away - he loved that his son worked somewhere that built things. That sense of legacy drives me every day.
Starting Montana and growing it is another highlight. Although I'm a food guy, my role was essentially CEO, handling all the CFO duties and, importantly, marketing big events such as Rhythm and Vines, Rugby Sevens, and large concerts.
A lowlight would be the first time we bought NDA. This was incredibly tough; for 18 months, I had nothing. My partner, Helen, truly got us through that period. Another low point was when Coopers & Lybrand tried to force me into being an auditor, sending me to work in Auckland for six months. I literally lived in a tin shed in Mangere, leaving my son James screaming on Monday mornings and only returning on Friday afternoons. It was a very challenging time, but I persevered.
Q: Looking back on your extensive career, what key decisions or moments do you believe have most significantly shaped your path to success?
A: There are several pivotal moments:
• Finding Barb Burgess and Stewart (later became Coops & Lybrand that then became PwC): This was a stroke of luck. Getting an interview and being offered a job with a salary of $5,000 a year, which was significant for a student back then. I loved every moment from the start.
• Moving to Hamilton: I openly expressed my desire to become a partner, but there were too many people ahead of me. The choice was between Hamilton or Tauranga, and I chose Hamilton because Helen was from there.
• Leaving the Coopers & Lybrand to buy NDA: This was a critical decision where I essentially took my own advice - advice I would have given any client in that situation.
• Forming Montana Catering: A phone call to Peter Stark asking, "Do you want to form a catering company?" led to the creation of what Montana is today.
• Commitment to save NDA last year: This is truly what I'm most proud of at the new NDA. We formed a new board of directors that is totally in sync with senior management, providing governance while working as a cohesive unit. We saved everyone's jobs, and now NDA is going like a rocket with huge export work in America, including spiral-welded tanks worth $11-12 million each. My father, a builder, visited NDA in the early 90s, and I remember wheeling him around the workshop in his wheelchair. He was so proud that I was working somewhere that made things, and that experience helped drive "the Dallas plan" to save the company.
Q: You’ve achieved so much at a relatively young age for some of these ventures. Do you ever wish you had started earlier in your entrepreneurial journey?
A: No, I actually think I got that about right, starting around 34. You need to have the technical experience, a strong network in the market you're entering, which takes time to build and a deep understanding of the industry you want to break into.
By your mid-30s, you possess that energy, combined with these three crucial elements, making it the ideal time to have a go. I wouldn't have wanted to leave it much later either.
Q: What has enabled you to succeed across such a diverse range of industries?
A: It's what I call "the Dallas model":
• Get your strategy right.
• Understand the industry or market.
• Employ giants (highly capable people).
• Get on with it.
• Provide resources.
It's a simple model, but it's proven effective in numerous ventures.
Q: Given the significant responsibility and pressure you've managed, how do you handle stress?
A: Early in my accounting career, I did a lot of insolvency work, which is incredibly high-pressure. I used to dream that numbers were sticking to my legs, scratching myself until I bled. That experience taught me how to compartmentalise, a skill doctors are taught, but accountants usually aren't. I've carried that through, along with sharing the load, employing those giants, and always having a clear plan.
Q: You've even personally guaranteed some ventures, which many would consider a crazy risk. Did you feel that pressure, or did you have a plan that ensured you'd be okay?
A: I don't feel the pressure of personal guarantees because we always have a solid plan. It's a good plan, we have dedicated people working on it, and I receive regular updates, so it's not "pie in the sky" - it's real.
Q: Many high achievers struggle with work-life balance. What are your thoughts on it, especially now that you're retired?
A: I've certainly worked a lot. I'm probably more of a believer in work-life balance now than I used to be. I have a strong personal work ethic, and my biggest challenge now is that when I'm ready to move quickly on something, everyone else is enjoying their work-life balance. It's something I need to come to grips with and respect.
Q: Before your retirement, could you describe a typical day in your life?
A: I would usually start my day with breakfast and coffee at a cafe. Then, I'd crack on and work until I completed the tasks I needed to achieve. During highly operational periods, such as the Rhythm and Vines days, we'd sometimes work 24-hour shifts. After those intense periods, I'd go to my mother's place in Gisborne and literally crash for 5 days to recover.
Q: What’s next for Dallas Fisher?
A: I’m working on reintroducing men’s and women’s basketball teams in the Waikato that would compete in the New Zealand National Basketball League. I had the basketball experience with the Breakers, so I truly love the game. But beyond that, Hamilton needs this level of basketball. The Waikato region is a hotbed for producing young basketball players, and I want to tap into that talent. We also have some great coaches around here whose skills I want to utilise. I believe it's very doable.
Q: You mentioned that you haven't explicitly tried to build a "personal brand." What are your thoughts on that concept, and how do you see it relating to your success?
A: I've never actively tried to build a personal brand. In a place like Hamilton, the Waikato, or even New Zealand as a whole, it's a small community. If you're unethical or have a reputation for sharp practice, you're finished. So, if I've aimed to build anything, it's a reputation that people know "Dallas is going, but you can trust him". My personal accountant even says, "Dallas' deals are often complicated, but they usually work". I believe I have a reputation for getting things done, and fundamentally, your reputation is all you have. I actually trade under "Ika Consulting," which is Māori for "fish" - a nod to my father, who was a potter and signed his work "Ika," and also to the land.
Q: For young people in their early 20s, what advice would you offer regarding the "Overseas Experience" (OE)?
A: My advice is to crack into it. If that means an OE, fantastic. If not, you must do something within New Zealand or Australia that provides similar enriching experiences that you will utilise for the rest of your life. My wife and I travelled extensively later in life, which served as a late OE for us. One of my daughters is doing a short, six-week OE to Europe next month, which her travel-loving grandmother would have hugely supported.
Q: Many aspire to directorships or chair roles. What advice do you have for those aiming for governance positions?
A: To succeed in governance, I believe you need:
• Deep Industry and Company Understanding: Spend time visiting, reading, and engaging directly with senior management to truly grasp the business.
• Open Communication as Chair: As a chair, you must be comfortable with, and even encourage, directors speaking directly with senior management rather than solely through you. This is a hallmark of a healthy business.
• Strong CEO-Chair Relationship: The chair needs an amazing relationship with the CEO. While they don't need to be best friends, there must be friendship, accountability, and a professional bond. I recommend the chair meet the CEO weekly, even if just for coffee, to foster this vital relationship.
• Board and Management Sync: The relationship between senior management and the board must be one of respect, understanding, and collaboration, not antagonism or complacency. It's about working together positively which is essentially the golden rule applied to governance.
Q: For young professionals looking to climb the corporate ladder and accelerate their growth, what are your core pieces of advice?
A: My advice boils down to three consistent themes:
• Commit.
• Treat people well.
• Take measured risks.
These principles repeatedly appear in all my advice, acting as a reliable guide.
Q: Many young people are now starting to think about their financial futures. What wisdom can you offer them?
A: My key pieces of advice are:
• Cultivate an excellent relationship with your bank: Always be absolutely upfront and honest with your bankers, whether the news is good or bad. Never withhold the truth.
• Adopt a partnership approach: Extend this to both your bankers and the people you work and contract with.
• Tell the truth and be honest: This will help you build a reputation for getting things done, which contributes to your personal brand.
• Choose organisations that are progressive: Work for or contract with entities that are moving forward. Sometimes you might need to fix things, but ensure the organisation has the potential to progress once issues are resolved.
Q: If you could offer one piece of advice to your younger self, what would it be?
A: I'd probably advise my younger self to get a CEO at Montana earlier. That would have allowed me to throttle back sooner. I don't mean this in a boastful way, but I don't need to accumulate more wealth, having built significant wealth multiple times. Now, I prefer to be an under-the-radar benefactor for causes I care about and people I respect, such as helping the national women's sprint cycling team obtain racing shoes for the Olympics when they lacked funding.
Q: Finally, if neither time nor resources were a constraint, what ultimate goal or dream would you have pursued?
A: My ultimate dream would be to own a Michelin-starred restaurant. I even had the ideal location in Hamilton, where the regional theatre now stands, leading down to the river. It would feature an amazing chef and incredible front-of-house service. While Montana Catering already strives to create "restaurant food in large format" for hundreds of people, a Michelin-starred restaurant is a different league. For instance, a 50-seat Michelin restaurant we visited in France had 50 staff - a 1:1 ratio, compared to our 1:30 for large functions. The precision in every detail, from microgreens on a plate to building sauces, is meticulous. Michelin stars are a blend of three perfect elements: the food, the front-of-house service, and the ambiance/location. When all three peak, you achieve three stars. My friend and I even went on a "self-indulgent tour" to understand the subtle differences between these elite establishments. It's a true art form.
About Montana Catering
Sentinel Homes Waikato is a trusted leader in residential construction, renowned for delivering custom-designed homes that blend style, functionality, and affordability. With a commitment to quality craftsmanship and client-focused service, the team at Sentinel Homes Waikato guides homeowners through every step of the building process. Their award-winning designs and dedication to sustainable building practices are helping shape vibrant communities throughout the region.
Visit the website here: https://www.sentinelhomes.co.nz/locations/waikato
About Tira Group
The Waste Project NZ is at the forefront of environmental innovation, dedicated to reducing waste and promoting circular economy practices across New Zealand. Through creative community initiatives, education programmes, and practical recycling solutions, The Waste Project NZ empowers individuals and businesses to minimise their environmental impact. Discover how this passionate team is inspiring positive change and shaping a cleaner, more sustainable Aotearoa.
Visit the website here: https://www.thewasteproject.co.nz/
Nate’s LinkedIn: https://www.linkedin.com/in/nate-alley-b758615b/
