STEPPING OFF THE WAKA
JUNE 12TH 2024
Each stage of a journey requires different skills and revitalised energy to continue the momentum towards the future.
In some cases, for the journey to be smoother or faster we must create space for others to take over the Hoe ākau - steering paddle and leaders must shift to play a different role within the ecosystem.
After nearly five years as Head of Māori Advisory and seven years with Kiwibank, the time has come to step aside and make space for new leadership.
Having started in risk insurance in 2010 and banking in 2012 it has been an absolute privilege to be of service. Having direct impact on the needs of customers and communities to make their lives and wellbeing better off has always been my ‘Pae Mahutonga’ navigational star. As my career developed and opportunities were made available to move from customer portfolio management and team leadership to enterprise leadership. The opportunity for scalable impact through influence of policy, process, strategy and risk appetite became clear.
2024 is the final year of the Kiwibank Rautaki Hoake Ki Uta. I sometimes joke that, if anyone had told me what we were going to achieve in such a short amount of time, I would have never taken the job as the mountain would have seemed far too lofty.
Fortunately, through the mentorship of Shelley Robertson and Steve Jurkovich coupled with the belief and backing of Te Uepū Māori o Kiwibank a momentum was created and with many hands, Hōake Ki Uta the Kiwibank Rautaki was carved.
Taking an inside out approach to building a relationship with Māori by recognising the unique relationship that both Kiwibank and Māori have with the crown. Who better to integrate Te Ao Māori into all levels of its business and brand in a truly authentic way. Kiwibank is the bank that should represent Māori, our Māori workforce, the growing Māori economy and a Māori customer base, better than any other bank.
My humble (yet biased opinion) is that this approach has not only changed Kiwibank for the better, it has rippled across our industry with many financial institutions recognising the door to Te Ao Māori is through te reo Māori me ōna Tikanga.
Increasing cultural intelligence supports kaimahi at all levels to understand the differing needs of diverse cultures and understand how decisions made impact different demographics.
Since making the decision to make available the Head of Māori Advisory tūranga – position, I have had the capacity to reflect on what we have achieved. With too many kaupapa to list here are some of the many highlights;
Corrected our Purpose of Kiwi making Kiwi better off by removing the letter S from a kupu Māori and normalising the use of te reo Māori with inclusive learning opportunities
Developed Kiwibank specific cultural intelligence programmes that provided a safe environment for both Māori and non Māori to be curious and informed by specialists with correct information
Incorporated the Māori communal concept of Te Pā Harakeke, tukutuku weaving, bilingual signage and job titles into our refreshed brand
Te Ao Māori being the core and activation of Ngā Kauwaka, the vessels that carry knowledge and mindsets that prepare, enable and inspire us all. Our organisational culture.
Informed people policy of cultural implication on leave types including bereavement, elevated the importance of internal migration to shift Māori into senior leadership positions, enterprise leadership programmes, DE&I strategy and recruitment guidelines to mention a few things
Established the Māori and Pasifika representation targets of 19% and 15% respectively by 2030
Represented the needs and perspectives of Māori across product development, brand and marketing, data and technology, and risk
Increased Māori access to business lending by undertaking a full review and developing an internal report that informed our position on the problems that are within the banks control and taking action to reduce barriers in policy, lending tools and process whilst not increasing risk (This was a huge body of work with the lessons continuing to have positive ripple effects)
Kāinga Whenua, shifted market and organisational perception towards this scheme and increased it success through approvals and settlements. Shifting the delivery model to a team of specialist champions led by Clint Wharfe and karl trafford.
In partnership with Kāinga Ora - Homes and Communities, Te Tūāpapa Kura Kāinga - Ministry of Housing and Urban Development NZ , Te Puni Kōkiri and Te Matapihi - National Māori Housing Advocate and others completed two reviews of the Kāinga Whenua scheme with the first of three policy improvements implemented recently on the 31st of May with the $500K loan cap removed and the deposit requirement dropping from 15% to 5% for any lending over $200K, Zero deposit requirement for loans under $200K still remains. Further policy and process improvements to come before the end of the year that will provide customers with flexibility and options
Supported the growth Kiwibanks commitment to our purpose of Kiwi Making Kiwi Better Off and sustainability including sustainable finance
Listened to the stories of heart ake, grinding and success from our kaimahi and customers following policy changes that have improved access to banking facilities and learning opportunities that have enabled them to connect with their Māoritanga or engage meaningfully with Māori customers and community
The Reserve Bank of New Zealand reducing Risk Weightings for the Kāinga Whenua and First home loan scheme to 20%
Calling the first hui of senior Māori bankers from across the industry during covid to elevate the Māori voice within the industries pandemic response. Leading to the formal establishment of Tāwhia Māori Bankers group in partnership with ASB Bank, ANZ Aotearoa, Westpac New Zealand, Bank of New Zealand, Kiwibank, Heartland Bank LTD, New Zealand Banking association and RBNZ focusing on increasing access to capital, Māori representation and financial literacy
Developing lifelong friendships across Kiwibank, the finance industry and our partners
Finally, I'm proud to have witnessed the growth of a strong and confident Māori leader in Keiha Te Ngoungou. Operating more as a whānau it has been an absolute privilege to stand beside you, bounce ideas around, hear different perspectives and talk strategy. This is just the beginning for you, and I look forward to seeing you and your whānau continue to grow.
Of the many lessons I am going to take away, the most important is to prioritise my wife Awhina Rangitutia-Pihama, our three tamaiti and our wider whānau. Being of service has meant that I haven't been as present at home as I would have liked to be. I will never regret the mahi and impact that has been achieved. But I have a lot of school trips and holidays to make up for.
To my whānau of Tāwhia, the strength of collaboration is evident. Look to the past to inform our future and continue the momentum towards the distant horizon. As an industry body and as individuals you are all making up for over a hundred years of under investment, racism and systematic reductions in Māori access to services. The Wero - challenge to the industry is to make up for the past and invest to create a sustainable future.
To the whānau at Kiwibank, being purpose led sets you apart from all other players, it will deliver long term sustainability for both customers and the organisation. This is Kiwi making Kiwi better off. Hōake Ki Uta as a rautaki belongs to you all and each staff member on the waka has a responsibility to paddle our rautaki forward.
For those that know me, there is a plan. Firstly, a restful holiday with the whānau with a couple of chilly winter motorbike rides. Then, you are going to have to wait for further announcements in July.
Ngā manaakitanga. Nāku noa, nā Teahooterangi Pihama.
P.S I am hugely humbled by the multiple leaving functions, 12 kaikōrero in Pōneke, executive and chief executive kōrero in Tāmaki, acknowledgements from Tāwhia and 13 page digital farewell card. Ka nui te aroha ki a koutou katoa.
