Nic Wetere
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In this Pinnacle Post interview, Nic Wetere - Commercial Business Manager at MilkTestNZ and an experienced senior executive - shares her leadership journey from early accounting ambitions to impactful roles across major organisations. Nic offers candid insights on navigating change, building culture, resilience, and practical career advice for young professionals in New Zealand’s dynamic industries.
Q: What did you want to be when you were growing up?
A: I always wanted to be an accountant. I was really interested in financial matters and the thought of reconciling and banking motivated me. Beyond that, my biggest dream was to be a sportsperson, but professional opportunities were rare when I was growing up, so it wasn't a viable career path.
Q: After studying accounting at Waikato University, you started your career at Ernst & Young (EY). What was that like?
A: Those were four years of intense work and play at EY. We were in the early days of PCE1 and PCE2, which meant studying on Friday nights and Saturdays, sometimes all weekend – this was on top of our day jobs. Being in a big firm like EY was helpful because we had study groups.
Initially, I was in the corporate service audit division. However, I started to feel a disconnect because my reason for getting into accounting was to help others and understand the mechanics of running a business. In larger companies, things sometimes felt lost or deemed immaterial, which didn't sit right with me. I asked for a transfer to the entrepreneurial division, focusing on audit for smaller companies. This is where I truly learned about client and advisory work and understood how businesses operate, alongside building customer relationships. I also learned about staff supervision and managing projects during this time which is where my curiosity around leadership of people started to grow.
Q: Your career path has been quite dynamic since then. Could you tell me about your experience after EY in London?
A: After EY, I did my Overseas Experience (OE) in London with friends. I ended up working for 1st Contact, a company set up by Antipodeans to help contractors with payroll and taxes. I started in payroll but quickly moved into managing a division that served more of the established and limited companies. I was only 26 and thrown into a chaotic environment. This was my first taste of real leadership where I had to understand the existing chaos, put processes in place and reorganise the entire team and design, focusing on things like email workflows and customer service.
It was an interesting time, managing more experienced accountants who initially questioned my authority. However, I focused on helping them clear the backlog and improve efficiency to gain their respect This experience was crucial for me. I started to understand what truly motivated me and how much I enjoyed the mix of colleague and client interaction, as well as what leadership was all about. 1st contact invested in their people, and training and development was a big part of who they were, which was rare at this time.
My philosophy on leadership and business began to solidify there - I put people before customers. My belief is that if you treat your people well, they will in turn treat your customers well because they feel valued and believe in the company's vision. This principle remains true for me today.
My belief is that if you treat your people well, they will in turn treat your customers well because they feel valued and believe in the company's vision.
Q: After your time overseas, you returned to New Zealand. What were some of the key roles and learning experiences you had, leading up to your current role at MilkTest?
A: Upon returning, I worked for Capital Merchant Finance. I was working there during the global financial crisis (GFC), and this gave me early exposure to HR and IT. I then went back to London on a highly skilled visa and worked as a Finance Director for Bite, a PR company. This role involved IT, HR, and finance responsibilities, and I again found myself in a change management situation, which I enjoy. This was my first experience of business partnering with a Managing Director and being at an executive level. I started to appreciate and value more of a strategic lens alongside the more tactical day to day operations
After again returning to New Zealand, I joined Heathcotes in Hamilton as the Finance Manager which gave me good exposure to being part of the ownership structure of a private company. Then came Canary, where I spent nine incredible years. I started as an accountant and progressed to Commercial Manager, General Manager, and eventually CEO. This was my first deep dive into manufacturing, quality, food safety, exports, sales, and marketing. My passion for export truly ignited here, linking back to my entrepreneurial days at EY. I saw firsthand the dedication of business owners, who often put everything on the line for their ventures. I even became chairperson of Export Waikato during this time.
Nic with Winston Peters - Minister of Foreign Affairs of New Zealand - discussing Canary’s products.
I eventually left Canary seeking new challenges, which led me to BODCO, an infant formula company, as CFO. Within six weeks, the CEO resigned, and I stepped into the CEO role right in the middle of COVID. It was a tough period, requiring a major restructure where we had to let go of 17 people to turn the company around. The company also faced significant investment needs for re-submitting infant formula recipes under complex Chinese regulations.
After BODCO, I took on a project manager role at Waitomo, managing the integration of the Z mini tanker business. It was refreshing to work on something that wasn't significant routine change but a new and exciting extension to a business that needed managing. I later became CFO at Montana Group, a large catering company with 1,200 staff. It was a pure CFO role and my first role in a large company. During this time I was privileged to gain my IOD Companies director certification, being nominated and successful in Board roles at the Waikato Chamber of Commerce and Cambridge Football Club, both of which hold passion for me in business and play.
I eventually realised I missed the fast-paced influence of smaller companies and the export and dairy sector. This led me to my current role at Milk Test, which truly feels like "back to my roots". We test 25,000 milk samples daily, a critical function for the entire New Zealand dairy industry, operating 365 days a year. We test for quality, component testing for farmer payouts, and animal health. It's a strategic role where I oversee the sales cycle, business development, and the technical team, even though I'm learning a lot about the science behind it. What I love most is the people, the culture, and the value we add to the New Zealand dairy industry.
Q: What advice would you give to young professionals in companies such as big 4 who are unsure about their path and are looking for something different?
A: My main advice is don't be afraid to explore other options. However, I'd suggest sticking to your initial goals and getting that foundational experience. This provides something solid to fall back on. If you're truly miserable in your first year, it might be the specific workplace culture that's not right, so consider switching companies before abandoning your profession entirely. Most people don't stay in practice forever, so once you have that solid credit behind you, the world is your oyster. You'll always have those skills and experiences to rely on.
Most people don't stay in practice forever, so once you have that solid credit behind you, the world is your oyster. You'll always have those skills and experiences to rely on.
Q: What do you credit most for your ability to succeed across such a diverse range of industries?
A: I must credit my upbringing immensely. I had a very solid family support system and a great childhood, but I also developed a strong work ethic very early on, doing a paper round for seven years and various part-time jobs.
I've been incredibly lucky to have excellent support and mentors - both professional and personal friends - who have guided me and weren't afraid to give honest feedback. Being open to that feedback is crucial. These people help shape where you end up.
It’s also important to dig deep to understand what you truly believe in, what makes you happy, and what fuels your passion.
Being open to that feedback is crucial. These people help shape where you end up.
Q: What are your career highlights and lowlights?
A: There are so many highlights as I’ve learned so much and gained great experience from everywhere I worked. Specifically, Canary was a highlight where I evolved with the company. The senior leadership team that I built at BODCO was also very rewarding.
While there have been low points, such as not feeling like I added enough value in the right way, or the association with Capital Merchant Finance, I always try to learn from them. I think I've also been good at not attaching myself to situations for too long if they aren't serving me. I'm always looking ahead, thinking, "What's the path from here? What does the next bit look like?" This prevents me from getting stuck, which is easy to do.
I think I've also been good at not attaching myself to situations for too long if they aren't serving me. I'm always looking ahead, thinking, "What's the path from here? What does the next bit look like?" This prevents me from getting stuck, which is easy to do.
Q: It is common for people to feel stuck in their job. What is your advice for young professionals who find themselves unhappy or disengaged in their current role?
A: Do something about it. If you often find yourself going home feeling discontented, particularly as a young professional, remember that you have the power to make a change. Don't wait; actively put plans in place, whether that's talking to recruitment agents or updating your CV. It's rare that one person can fundamentally change a toxic environment, especially if management is the core issue. Remember, HR isn't there to fix your problems; you need to own your feedback and actions.
If you often find yourself going home feeling discontented, particularly as a young professional, remember that you have the power to make a change.
The longer you stay in a situation that doesn't bring you joy, the more you become part of the problem – it takes two to tango. Every company is entitled to its own culture, as long as it's ethical and legal. Your job is to find a workplace that aligns with your ethos and values. If they can't articulate their purpose, they probably don't know it, and that might not be the right fit for you. Don't try to change the world alone. Accept that some companies won't fit, and that's okay.
The longer you stay in a situation that doesn't bring you joy, the more you become part of the problem – it takes two to tango.
Deep down, you often know what the right thing to do is. If you're torn between choices, use the "flip a coin" analogy: if it lands on one choice and you're gutted, you know the other was your preference. Create an action list, even small steps, to take control of your situation. You'll start feeling happier just by doing something.
Q: Being in roles with significant responsibility, how do you manage stress and life outside of work?
A: I'm very organised and I calendar everything. I'm also fortunate to have an incredibly supportive family, including parents and my husband, which helps with balancing responsibilities for our two children.
My personal strategy revolves around:
• Physical health: I go running most days, which doubles as my thinking time.
• Time management: I'm a morning person, so I'm up by 5 am and am generally finished by 4 pm to do the after-school run. I log back in later if needed.
• Setting boundaries: My phone and watch go on "do not disturb" at 8:45 pm, and I make sure I get eight hours of sleep. This requires personal responsibility, as people can abuse your availability.
• Empowering my team: I believe in delegating and building trust. After the first year or so in CEO roles, I aimed to be able to take holidays without constantly checking emails, trusting my team to handle things.
• Leading by example: I make sure to attend my kids' school events. It’s about priorities and putting things into perspective; as I always said at Canary, "Nobody died, everything can be fixed. We're not here saving lives. We're here making butter".
• Clear communication: I encourage asking questions and being curious about deadlines. It's crucial to communicate if you can't meet a deadline and explain why, rather than stressing out silently. It's also okay to say "I need to sleep on it" for important decisions.
Ultimately, action is key. If you're constantly unhappy, you have to actively put plans in place to change your situation because you are in control of your own destiny.
Q: What are your thoughts on personal brand and your network?
A: I think it’s important. In hindsight, people should be educated on it earlier. When I was younger there was no guidance on personal brand or networking. The networking we had was in study groups and exams. The earlier that you can get out and do it and push yourself into these situations, the easier it’ll get. At the end of the day, it’s on you.
When I was younger there was no guidance on personal brand or networking. The networking we had was in study groups and exams. The earlier that you can get out and do it and push yourself into these situations, the easier it’ll get. At the end of the day, it’s on you.
Q: What advice would you give young professionals thinking about doing an OE?
A: Do it! Life is too short. There really aren’t any negatives and it will only add to your resume. Even if the experience isn’t directly relevant, there will be something there that you take with you – even subconsciously.
Q: Looking ahead, what's next for Nic Wetere?
A: More of what I'm doing now. I want to continue helping and supporting New Zealand businesses. Eventually, advisory or governance roles will be part of my sunset years, but I'm not ready to slow down yet. I'm in a happy space, enjoying my work, adding value, and seeing others grow.
Q: For young professionals aspiring to accelerate their growth or target directorship roles, what practical advice would you offer?
A: For accelerating growth:
• Seek out companies that invest in training and development. If your workplace doesn't, look for free courses (like on LinkedIn).
• Put your hand up for project teams, even if they seem boring or outside your comfort zone. This is how you get noticed and demonstrate your willingness to take on responsibility.
• Communicate your aspirations clearly in performance reviews. A good manager will help connect you with opportunities or mentors.
• Take the lead on smaller projects or client work to showcase your capabilities.
• If you don't ask, someone might not offer. Find a comfortable way to put yourself out there.
For targeting directorship roles:
• It's a hard area to crack, and New Zealand's process is still maturing.
• Look into the Institute of Directors (IOD) for emerging roles and attend their events.
• Ask your managers or partners if you can get exposure to board meetings or observe client boards. They can only say no.
• Start with community involvement: volunteer for not-for-profit boards or local clubs, especially sports clubs, which often need help. This demonstrates your commitment and gives you valuable experience for your CV. Start in community and then the rest will come.
Communicate your aspirations clearly in performance reviews. A good manager will help connect you with opportunities or mentors.
Nic at her IOD (Institute of Directors) course in Queenstown.
Q: For young professionals starting to think about their financial futures, what wisdom or advice can you share?
A: Be balanced. You need to live your life and enjoy being young; don't make yourself miserable by solely focusing on saving. However, keep your financial future in mind with things like KiwiSaver and student loans.
My other advice is:
• Set goals: Find a group of friends with similar goals, like saving for an OE, and support each other. This makes it easier to save that little bit extra.
• Balance: Don't make your goals too big or far away that they feel unattainable.
• Seek professional help: There's nothing wrong with getting a financial advisor – many offer free services. If you're looking to buy a first home, use a mortgage broker.
• Regular health checks: Do a financial health check every year to see where you can save money.
Focus on having those goals and find a balanced approach to achieve them.
Q: What advice would you give your younger self?
A: Enjoy the journey and don’t be so hard on yourself!
Q: If neither time nor resources were a constraint, what ultimate goal or dream would you pursue?
A: I love what I do so there isn’t anything obvious but if I had no constraints, I would probably just cut down to part-time to spend more time with my kids, as they'll only be home for a few more years.
About MilkTestNZ
MilkTestNZ is a Hamilton-based, world-class milk testing laboratory serving the entire New Zealand dairy sector. Using highly automated, advanced systems, MilkTestNZ analyses supplier samples nationwide across cow, goat, sheep, buffalo, and deer to deliver precise composition and quality results. Its comprehensive services span microbiology, analytical and specialty testing, with rapid residue and contaminant screening to uphold the safety, quality, and reputation of New Zealand’s dairy industry.
Visit the website here: https://milktest.co.nz/
About Montana Group
Montana Group is one of New Zealand’s leading catering and event hospitality companies, delivering large-scale and bespoke experiences across the upper North Island. With multiple brands, 1,000+ staff and 30 kitchens, Montana partners with major venues such as FMG Stadium Waikato, Claudelands Events Centre, and Seddon Park, and serves everything from public events and school lunches to gala dinners. The group pairs culinary craft with innovative operations and a strong partnership ethos, underscored by its Qualmark Gold certification for quality and sustainability.
Visit the website here: https://www.montanagroup.co.nz/
About Waikato Chamber of Commerce
The Waikato Chamber of Commerce is the region’s independent business network, founded in 1906, connecting and advocating for businesses across the Waikato. Through events, advocacy, and capability-building, the Chamber helps members connect, grow, and succeed by leveraging its links into the New Zealand and International Chambers of Commerce networks to amplify the region’s voice.
Visit the website here: https://www.waikatochamber.co.nz/
About Cambridge Football Club
Founded in 1948, Cambridge Football Club is one of Waikato’s largest football clubs, based at John Kerkhof Park and offering a full pathway from juniors to seniors. Renowned for its strong community spirit and inclusive programmes, the club pairs quality facilities with a proud record of success - developing top talent including New Zealand internationals Chris Wood and Katie Duncan.
Visit the website here: https://www.cambridgefootball.co.nz/
About Waitomo Group
Founded in 1947 in Te Kuiti and still 100% Kiwi-owned, Waitomo Group is one of New Zealand’s largest independent fuel suppliers. Now in its third generation of Ormsby family leadership and based in Hamilton, Waitomo delivers low-cost, reliable fuel solutions nationwide through driving competition and fairer prices while prioritising safety, sustainability, and local impact.
Visit the website here: https://www.waitomogroup.co.nz/
About BODCO
Founded in 2014 and based in Hamilton, BODCO Dairy is a New Zealand‑operated company specialising in high‑quality milk powder products for families worldwide. Using guaranteed New Zealand milk and a state‑of‑the‑art facility, BODCO is committed to integrity, safety, and family wellbeing.
Visit the website here: https://bodco.co.nz/
About Canary Enterprises
Founded in Hamilton in 2001, Canary Enterprises pioneered premium, perfectly portioned butter using grass‑fed New Zealand cream. Today, Canary supplies airlines, hotels, caterers and export markets worldwide, with a growing range spanning flavoured butters, cheeses and culinary solutions - from medallions to spreadables - delivered with a customer‑led, innovative approach.
Visit the website here: https://canaryfoods.co.nz/
About Heathcotes
A family-owned business since 1946, Heathcotes has grown to become a leading appliance and electronics retailer in the Waikato region. With stores in Hamilton, Morrinsville, and Tokoroa, Heathcotes offers everything from kitchen and laundry appliances to TVs and tech, backed by friendly advice, competitive pricing, and genuine local service.
Visit the website here: https://www.heathcotes.co.nz/
About Ernst & Young
EY is a global professional services firm helping organisations in New Zealand and worldwide navigate complexity and achieve outcomes across assurance, consulting, strategy and transactions, and tax. Combining sector expertise with technology‑enabled approaches, EY supports clients with audit and financial reporting, transformation, risk and cybersecurity, sustainability, and deal advisory.
Visit the website here: https://www.ey.com/
