Parekawhia Mclean
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In this insightful Pinnacle Post interview, Parekwahia McLean - CEO of Te Kāhui Tātari Ture Criminal Cases Review Commission - shares her experiences as a respected Māori leader and advocate for community development in New Zealand. Parekwahia discusses her journey in governance, her passion for advancing Māori aspirations, and the importance of fostering strong partnerships across sectors. Whether you’re interested in indigenous leadership, social innovation, or strategies for empowering communities, this conversation provides valuable perspectives from one of Aotearoa’s influential changemakers.
Q: What did you want to be when you were growing up?
A: I grew up on a farm in Whatawhata and we didn't have many material things. For my birthday or Christmas, I'd often get nothing, but a present that I clearly remember is when my parents bought me a cutout book where you'd cut out clothes for female figures. I was so intrigued and loved those books. I used to ask for the next series for my birthday or Christmas, and I always had this dream to be a fashion designer, or something much more creative than what I am now. I also considered being an architect, but I felt it might be a bit beyond me.
Q: You studied at the University of Waikato. Tell me about your move to Wellington and into the public sector.
A: I didn't want to leave the Waikato. When I graduated, I applied for a policy job in Wellington, convinced I wouldn't accept it. But my father told me, "You need to go. You need to leave the Waikato". He said that one day I would come back, and what I learned from government or wherever I ended up would be incredibly useful when I returned home. I got the policy job with the Ministry of Women's Affairs, and I accepted it because of his advice to go and see the world. That story is important because that's exactly what happened; I did come back to the Waikato and took on different leadership roles.
Q: You had a range of interesting roles in Wellington. What was your approach and mindset while you were there?
A: After that conversation with my father, I realised I needed to get out of my comfort zone. All my friends and whānau (family) were in the Waikato. In Wellington, I didn't know many people or have any whānau, which really made me grow as a human being and reach out to others. I adopted a mentality of keeping an open mind and finding opportunities. I had some very good role models I learned from, and I focused on learning as much as I could about government and what it meant to be a high-performing policy analyst. But more importantly, I've always had a strong sense of who I am, coming from the Waikato- Iwi, and growing up in a close-knit whānau and small community, I made sure to keep that as it keeps me grounded.
All my friends and whānau (family) were in the Waikato. In Wellington, I didn't know many people or have any whānau, which really made me grow as a human being and reach out to others. I adopted a mentality of keeping an open mind and finding opportunities.
Q: Once you had a taste of policy work, did you know you wanted to continue in that field, or did you consider other industries?
A: I found out I was pretty good at it. I realised I could write well and was good at identifying solutions and options, which I enjoyed. I learned from senior policy people and managers, and I dedicated myself to policy work, but I also knew I had a strong sense about people. So, I decided that becoming skilled at policy analysis would eventually lead me into a management role, which it did. This allowed me to utilise my people skills.
Q: You then went to the United States for further study. How many years into your career were you, and why did you decide to go?
A: I was in my late 20s, still quite early in my career. I had always wanted to study overseas and was attracted to the United States. A friend received a Harkness Fellowship and went to Harvard, which inspired me to do something similar. I applied for other scholarships and chose the University of Wisconsin in Madison. The program was for international students, focused on community economic development and public administration, which was attractive as it connected my policy work to communities. I loved it; it was a very different system from New Zealand, a Socratic way of learning where you really had to find your voice and talk up in class. That experience held me in good stead.
Q: After returning home, you moved into the Prime Minister's department. What was that like?
A: If you're in the policy space, the Policy Advisory Group (PAG) in the Department of Prime Minister and Cabinet (DPMC) is considered the pinnacle; it's what you aspire to. You're giving free and frank advice to the Prime Minister and ministers. I spent a couple of years there and worked with Simon Murdoch, a skilled and astute chief executive who was considered one of the most accomplished public service chief executives at the time. I learned a lot from observing how he advised the Prime Minister. I also learned a valuable lesson from a Prime Minister who said, "if you can't provide your free and frank advice on one page then you're wasting my time". This taught me to be quite economical, cutting to the chase about the issue, solutions, options, and what's in the best interest of the Prime Minister and all New Zealanders.
I also learned a valuable lesson from a Prime Minister who said, "if you can't provide your free and frank advice on one page then you're wasting my time". This taught me to be quite economical, cutting to the chase about the issue, solutions, options, and what's in the best interest of the Prime Minister and all New Zealanders.
Q: What was a day in the life like as a policy advisor in that group?
A: Your days are never ever the same. It really depended on what burning issue was at hand. During Mr. Bolger's time, I recall the Cave Creek tragedy and Treaty Settlements. When Helen Clark became Prime Minister, I was involved in establishing the Māori Television Service. You could be dealing with big policy decisions, providing advice or working with different impacted organisations, which required all your relationship skills. You were expected to build and maintain relationships across the whole public service, not just within DPMC, particularly for the portfolios you were leading.
Q: After such a fulfilling career, what made you come back to the Waikato and move into leadership and governance roles?
A: My brother and father passed away within six months of each other when I was in Wellington. I had already started thinking about moving back after about 18 years, and their passing accelerated that. I wanted to spend time with my mother. I also became quite dissatisfied with the direction of the foreshore and seabed policy and felt my time in the public service was running out as I was feeling exhausted.
I had already shifted out of the public service and was doing consultancy work for a while before moving back to the Waikato. When I was back home, I saw an advert for the Chief Executive role for Waikato-Tainui. I applied, not expecting to get past the first stage, but went through the process and was offered the role. My father's words resonated: "Go away, learn about government, do some other things, and then when you're ready to come home, that will be of use to your people".
Q: Tell me about your consultancy company, Mauriora-ki-te-Ao/Living Universe (MKTA).
A: Mauriora-ki-te-Ao/Living Universe was a company my ex-husband and I created. It was largely a platform for us to support the creative potential of Māoripeople, assets and knowledge. My ex-husband worked in the Mātauranga Māori (indigenous knowledge) space, and we used it as a vehicle for him to do consultancy work across sectors. It gave me an opportunity to think about whether consulting work was something I wanted long-term. I enjoyed it, but I realised I was much more tuned to working in an organisation and around people. In consulting, you produce work and hand it over, often not seeing the outcome, which might differ from your advice. This realisation led me back into an entity, which was Waikato-Tainui.
Q: You served as CEO for Waikato-Tainui before transitioning into the Chairperson role. Can you tell me about that time?
A: I served as CEO for almost seven years. I believe in succession planning and that as a leader, you reach a point where an organisation needs new ideas. We were actively building succession planning within the organisation, and Donna Flavell, one of my managers at the time, is now the CEO. It felt like the right time for me to step out. I then went to Waka Kotahi (New Zealand Transport Agency) as a regional director, which was a huge shift and opened my knowledge to infrastructure. While there, my marae invited me to stand for our tribal parliament, which I did, seeing it as serving my people. I was then nominated and elected as Chair of Te Whakakitenga o Waikato which was a privilege. I served as Chair for almost seven years, including during COVID, which brought challenges with moving from face-to-face meetings to online. I stepped away in 2023, and now serve on Te Arataura, executive committee or board of Te Whakakitenga o Waikato.
I believe in succession planning and that as a leader, you reach a point where an organisation needs new ideas.
Q: Tell me about your journey from Waka Kotahi to your current role at the Te Kāhui Tātari Ture Criminal Cases Review Commission.
A: After working for the transport agency, I was tapped on the shoulder to go into the health system where I was the Director of Strategy and Infrastructure at Counties Manukau District Health Board, running the largest non-clinical team at Middlemore Hospital. During my time in health and the COVID period, I was approached about this role at Te Kāhui Tātari Ture Criminal Cases Review Commission (CCRC). I had never worked in the criminal justice system before, but I told the recruitment person I knew about people and how to lead an organisation. I went through the process with an open mind and was offered the role.
I was drawn to this role because as a leader, there aren't many opportunities to start up a new organisation, which this offered. I also deeply understand the kaupapa (platform) of miscarriages of justice on a personal level, thinking about colonisation and the unlawful imprisonment of many iwi rangatira at the time, and high-profile contemporary examples. It's a very worthy cause to be leading and contributing to. I'm coming up to five years in this role now.
I was drawn to this role because as a leader, there aren't many opportunities to start up a new organisation, which this offered. I also deeply understand the kaupapa (platform) of miscarriages of justice on a personal level, thinking about colonisation and the unlawful imprisonment of many iwi rangatira at the time, and high-profile contemporary examples.
Q: You've been heavily involved in governance. Has that been a natural transition, or did you actively seek those opportunities?
A: It's been a privilege to work in different systems such as the public service, iwi, Te Kāhui Tātari Ture Criminal Cases Review Commission, transport and health. This diversity of lived experience and professional experience lends itself well to being a governor. Sometimes I've naturally applied for things and sometimes things just pop up. I'm now on the board of Health NZ, Sport Waikato and serve on Transpower to name a few. I believe that having both executive and lived experience is important on a board, as you often get people with deep subject matter expertise, but you also need different perspectives at the table.
I believe that having both executive and lived experience is important on a board, as you often get people with deep subject matter expertise, but you also need different perspectives at the table.
Q: Have you always been an ambitious person career-wise?
A: Not career-wise, but I've always been ambitious for my people - certainly for my own whānau. I get a great sense of satisfaction when I see my two daughters, and wider whanau doing well, and I want to support them. The roles I’ve held or hold I'm always thinking about the outcomes achieve and how to
Q: Looking back on your career, what would you say are the career-defining moments that have significantly shaped your path to success?
A: I'll talk about it in terms of hearts and minds. For me, it's been the privilege of being around some amazing role models, like Parekura Horomia (who has passed), who was very people focused. I get a lot out of seeing others succeed, particularly those whose careers or development I contributed to. Probably most importantly, it's been fulfilling my parents' and grandparents' dreams. They never had the opportunities, such as education, that I and their children have had; they were very humble people. Seeing their sense of pride has been quite special.
Probably most importantly, it's been fulfilling my parents' and grandparents' dreams. They never had the opportunities, such as education, that I and their children have had; they were very humble people. Seeing their sense of pride has been quite special.
Q: What do you believe is the main thing that has enabled you to succeed across so many industries?
A: It's having a strong work ethic. Some of the areas I've gone into, I knew nothing about, so I've had to really apply myself, get up to speed, and reach out to subject matter experts for support. I've had to push myself for that, even in my current role and with Transpower. Even when I came home to work with the iwi, I'd never worked in that specific context before, so there were times when it was challenging, and I needed to work hard, be disciplined, and lean into others for support particularly kaumātua (elders) and my whānau.
It's having a strong work ethic. Some of the areas I've gone into, I knew nothing about, so I've had to really apply myself, get up to speed, and reach out to subject matter experts for support.
Q: Can you share some career highlights and lowlights?
A: Highlights:
• This current job at CCRC is an absolute highlight for me - I love working here. We do such purposeful mahi (work) and I enjoy playing a part in helping to shape the values and culture here. It's possibly my last executive CEO role.
• Being Chief Executive and in leadership roles for the iwi has also been a highlight which I have never taken for granted. I have been privileged to work alongside inspirational iwi leaders and know that I have contributed to a broader vision to improve the health and wellbeing of our taiao (environment) and iwi (people).
Lowlights:
• Being diagnosed with breast cancer seven years ago was a low point. It was upsetting, but I made a deliberate decision to focus on my wellbeing, my whānau and educate myself on my options. Facing the thought of dying made me really look at my life. I now have mantras like "don't sweat the small stuff, just live your life, life's too short". Going through surgery and treatment made me much more resilient.
• More recently, I lost a very close friend to cancer which has been sad. He lived life to the full including receiving his PhD weeks before passing.
Q: With such significant responsibilities, how do you deal with stress and pressure and manage your life outside of work?
A:
• I'm very good at switching off and have been for a long time.
• Exercise is important to me; I go to the gym or walk every day.
• I try to eat well; I became a vegetarian after my breast cancer diagnosis and strive for a healthy lifestyle.
• I make sure to take holidays and encourage people I work with to also take time off. It’s important to lead by example.
• Spending quality time with my whānau is crucial.
• I have a house right next to the awa (river), so I go there most days and have karakia; it's my spiritual practice - Te Whare Tapa Whā which means looking after my whānau (family), tinana (physical), hinengaro (mental) and wairua (spiritual) health. I know when I'm out of balance and stressed, and then I pull back, particularly with work.
It’s my spiritual practice - Te Whare Tapa Whā which means looking after my whānau (family), tinana (physical), hinengaro (mental) and wairua (spiritual) health.
Q: How important are personal brand and network to you?
A: It's pretty important to me. Your reputation and credibility are all about your brand. For me, it's about if you say you're going to do something, you must do it and commit to it. Because I hold leadership roles, it's really important that I step up and fulfill my obligations, whether as CEO, in my iwi leadership roles, or on boards such as Transpower, Health NZ or Sport Waikato. I always want to add value.
Q: Did you do an Overseas Experience (OE) when you were younger? What advice would you give young professionals thinking about it?
A: Yes, I did. At the end of university, I went to the United States and then to London for a couple of months traveling. My advice: Go! Get away. I love travel because it opens your mind to different worlds. I loved the history and different languages in Europe. It makes you realise how much New Zealanders punch above their weight. My advice is to go away, learn what you can, experience it, then come back. Come back to have your children here. You realise how amazing Aotearoa (New Zealand) is once you see the rest of the world.
You realise how amazing Aotearoa (New Zealand) is once you see the rest of the world.
Q: What's next for you?
A: My tenure here at the CCRC comes to an end in October/November, but I'm in negotiations with my board to extend that. In the next couple of years, I'll probably do a bit more governance work, but likely less of it long-term. I'm going to spend more time with my whānau and do a bit more travel. I'm also passionate about helping others, particularly emerging leaders coming from the iwi and supporting them in their careers.
Q: What advice would you give to someone looking to advance their career and climb the ladder?
A:
• Always keep an open mind to opportunities.
• Surround yourself with mentors you've identified; don't be shy about reaching out to people who can support you.
• Have a strong work ethic and show commitment, because you won't get anywhere without it.
• Learning is a lifetime endeavour; you're never too old to learn. I went to Harvard in June for a leadership program, highlighting that continuous learning is crucial.
Q: What advice would you give to someone who is keen to enter into governance?
A: Start small in your communities. For example, look at marae, hapu, iwi school trusts or sports clubs. Don't necessarily expect to immediately get into a public or private sector governance role. There are lots of opportunities for younger people to do that, and the local Institute of Directors (IOD) offers programs and courses that I recommend.
Don't necessarily expect to immediately get into a public or private sector governance role.
Q: What advice would you give to someone aspiring to be in a position to make positive change?
A: It is important to be really clear about what the strategy is going forward. Here at the CCRC, our focus is very clear: we investigate and review miscarriages of justice. With the iwi, we have a tribal blueprint, Whakatupuranga 2050, with ambitious goals for education, health, wellbeing, housing, and more. If you aspire to work in that space, understand the bigger strategic outcome that is being pursued and drive yourself to contribute to it. As CEO, it is about mobilising resources and people towards the priorities. In a governance role, it's about influencing through relationships and supporting the CEO and leadership team to be their best and deliver. You need to distinguish between your executive and governance roles.
Q: Many of our readers are young professionals starting their careers and thinking about their financial futures. Do you have any advice or wisdom that you could offer?
A: I've been fortunate to have people, like my sister, act as financial advisors over the years. About 10 years ago, a very influential coach forced me to create a seven-year plan that included a financial plan. I encourage people to be clear about their financial goals such as where they see themselves even at retirement, because that should be what you're working towards. Things like KiwiSaver can help. I'm financially stable now because I've always had a plan. I'm also a good saver; that started when I was at school, putting 50 cents into my bank book every week. That instilled a habit of needing to save money.
I encourage people to be clear about their financial goals such as where they see themselves even at retirement, because that should be what you're working towards.
Q: What advice would you give your younger self?
A: I think when I was starting out in my professional career, I could have enjoyed it more. I took my father's advice about going away and learning very literally, and I probably needed to be a lot more balanced and less driven when I was younger. Also, always be mindful of your health. I was shocked by my breast cancer diagnosis because I never smoked, wasn't a heavy drinker, and always exercised. You just don't know with cancer, but you can do things to improve your odds.
Q: Finally, if neither time nor resources were a constraint, what ultimate goal or dream would you pursue?
A: It would be greater fluency in Te Reo Māori. That question you asked about what's next for me, it will be something in that space too. It's important for everyone in Aotearoa to embrace Te Reo Māori – its core to our nation’s identity. I look at my daughters and grandchildren who speak Te Reo Māori, and I need to step up too. It's never too late, which reinforces my belief about learning; I'm excited by the uptake in Te Reo Māori courses across the motu (country).
It's important for everyone in Aotearoa to embrace Te Reo Māori – its core to our nation’s identity.
About Te Kāhui Tātari Ture Criminal Cases Review Commission
Te Kāhui Tātari Ture Criminal Cases Review Commission is an independent Crown entity established in 2020 to investigate and review suspected miscarriages of justice in criminal cases. It examines convictions and sentences, and if it believes a miscarriage of justice has occurred, it can refer the case to the Court of Appeal.
Visit the website here: https://www.ccrc.nz/
About Waikato-Tainui
Waikato-Tainui is the Māori tribe representing the people of the Waikato region in New Zealand's North Island, descended from the Tainui voyaging canoe. It is a tribal organisation focused on the social, cultural, environmental, and economic well-being of its more than 80,000 members. The iwi is a key guardian of Kiingitanga (the Māori King Movement), which began in 1858 to unite Aotearoa tribes.
Visit the website here: https://waikatotainui.com/
About Waka Kotahi (New Zealand Transport Agency)
Waka Kotahi NZ Transport Agency is the government organisation at the heart of Aotearoa’s transport network, responsible for planning, funding, and delivering safe and sustainable journeys across the country. From major infrastructure projects to innovative road safety initiatives, Waka Kotahi plays a pivotal role in connecting communities and supporting economic growth.
Visit the website here: https://nzta.govt.nz/
About Counties Manukau District Health Board
Counties Manukau District Health Board (CMDHB) is dedicated to delivering high-quality, accessible healthcare services to the diverse communities of South Auckland. With a focus on equity, innovation, and patient-centred care, CMDHB supports wellbeing through hospital services, community programmes, and public health initiatives.
Visit the website here: https://info.health.nz/locations/auckland/auckland-east-south-counties-manukau
About Health NZ
Health NZ (Te Whatu Ora) is the national organisation leading the delivery of public health services throughout New Zealand. Focused on improving equity, accessibility, and quality of care, Health NZ coordinates hospitals, community health programmes, and innovative initiatives to support the wellbeing of all New Zealanders.
Visit the website here: https://www.tewhatuora.govt.nz/
About Transpower
Transpower is the backbone of New Zealand’s electricity system, responsible for transmitting high-voltage power from generators to homes and businesses nationwide. As the country’s national grid operator, Transpower plays a critical role in ensuring reliable, secure, and sustainable energy supply. Through innovation and strategic investment in infrastructure, Transpower is enabling a resilient grid and supporting New Zealand’s transition to a low-carbon future.
Visit the website here: https://www.transpower.co.nz/
About Sport Waikato
Sport Waikato is a regional organisation dedicated to inspiring and supporting active lifestyles across the Waikato region. Through innovative programmes, community partnerships, and advocacy, Sport Waikato empowers people of all ages to participate in sport and physical activity, fostering healthier, more connected communities.
Visit the website here: https://www.sportwaikato.org.nz/
