Pictured: Vicky on site visiting salmon farms in Tasmania with New Zealand King Salmon
Could you give us a bit of a career highlights reel?
I’ve been fortunate to build a career that spans commercial leadership, entrepreneurship, and governance. My first break came from a graduate programme at Lion Nathan—helped, no doubt, by the experience I gained during my student days selling sponsorships and ads for Canta and UCSA sports events. It taught me how to pitch, how to listen, and how to make things happen.
I moved through a variety of sales, marketing, and general management roles in consumer goods—Griffins, Coca-Cola, and later co-founded Smartfoods, which grew from our spare bedroom into one of New Zealand’s most successful breakfast cereal companies. We built something I’m really proud of: a business that created jobs for 50 families and took Vogel’s cereal into global markets. Ultimately, we sold the business to private equity.
Along the way, I also found my way into governance—initially by accident, through an appointment to the board of MOTAT. That experience opened a door I didn’t expect but have come to truly enjoy. Governance has allowed me to contribute to a wide range of organisations, including Crown entities, founder-led companies, and NZX-listed businesses. I’ve often been the only woman in the room in governance settings, and I bring both confidence and a collaborative style to the table. I firmly believe that strong, values-led leadership and constructive challenge are what enable teams to deliver their best results.
I just love the business of business—how we create value for customers and do it with thought, efficiency, and purpose.
Today, I work as a professional director, with a focus on growth, culture, and navigating complexity—and I continue to be energised by the opportunity to learn, lead, and contribute in meaningful ways.
What could a workday in your life look like?
These days, no two weeks look quite the same. I might be in a boardroom one day working through a strategic inflection point, chairing a remuneration committee the next, and then working from home deep in research or professional development.
I’m deliberate about staying fresh and learning—whether that’s tackling digital governance, ESG, or emerging business models.
Having worked with a variety of Kiwi businesses, what do you consider to be the greatest strength, and the biggest challenges they may face?
New Zealand businesses punch well above their weight. Our size, isolation, and resourcefulness force us to be inventive and adaptable. We dream big, and we’re not afraid to roll up our sleeves.
But those same factors can also hold us back. It’s hard to access capital at scale, and we risk losing top talent to larger, more lucrative markets. Our challenge is to stay globally ambitious while building the capability and resilience we need right here at home.
What advice would you give to young alumni looking to carve their path?
Don’t worry about plotting out your entire career—most of us don’t follow a straight line. Say yes to the opportunities that stretch you. Stay curious. Surround yourself with people who lift you up and challenge your thinking.
Be purposeful with your time. The work will always be there, but your values and your community will shape who you become. And don’t forget to back yourself—you belong in the room.
What memories stand out from your time at UC?
One memory that always makes me smile: I lived in a massive seven-bedroom flat on Peverell Street in second year. It was social, chaotic, and no one ever did the dishes. The living room had a roaring wood burner and an open-door policy—literally, we didn’t have a lock.
One night, we came home to a full-blown party already underway. We assumed someone else in the flat had invited everyone. Turns out, they’d all been invited by a former flatmate who didn’t even live there anymore. The fun we experienced there, coupled with learning opportunities was a wonderful combination
