By Ryan MacArthur, Agribusiness & Programmes Manager, Silver Fern Farms and RAP Alumni
The views expressed by Ryan are his own and do not necessarily reflect the opinions or positions of our Leading Partner, Silver Fern Farms, whom Ryan represented.
Being part of the inaugural 2023 Rangatahi Advisory Panel (RAP) was a valuable experience in shaping how I think about the intersection between environment and economy - and how that plays out in the real world.
In my role as On-Farm Sustainability Manager at Silver Fern Farms, I lead a team of advisors and provide on-the-ground nature and climate guidance to farmers, helping turn regulatory pressures into practical market opportunities for New Zealand’s farming sector. The conversations I was part of through the RAP continue to shape and strengthen how I approach this work today.
Bringing rangatahi into the conversation
What stood out most to me about the RAP was twofold. Firstly, the genuine intent from Circle Partners to bring rangatahi into conversations about what really matters to New Zealand’s future - particularly how we balance environmental stewardship with economic prosperity – was really encouraging.
One of the other biggest takeaways for me was further understanding just how dependent the primary sector is on natural capital. In the red meat industry, that connection is tangible for our farmers and their livestock - they rely directly on the health of their land and water ecosystems. At the same time, our global customers increasingly expect clear evidence that we are protecting and enhancing those resources.
My time on the panel reinforced that this isn’t theoretical - it’s real and fundamental to the future of our sector and the country as a whole. Recent extreme weather events have only cemented that for me. It’s a powerful reminder of how important it is to look after the land we live and work on.
Environment and economy
A key learning for me was recognising that environmental and economic outcomes aren’t competing priorities - they’re interdependent. But that focus has to be practical.
In my space, change happens farmer by farmer, farm by farm. It takes time, investment, and trust. Lasting progress comes from bringing people with you, rather than getting too far ahead of them.
That continues to shape how I think about change. If it’s going to be ambitious, it also has to be grounded in the realities of the people you’re working with. Progress only sticks when it’s both environmentally meaningful and economically viable.
Taking the long-term view in a commercial world
My time on the RAP encouraged me to think more long-term, especially within a commercial environment.
There have been situations where I’ve supported initiatives or perspectives that strengthen our long-term credibility and ultimately our long-term commercial viability - even when the immediate commercial return isn’t obvious. Having that broader vision helps you keep pursuing those initiatives, even if the benefits aren’t realised in the short term.
It’s also influenced how I lead. When you’re leading a team working on these initiatives, you need to hold that longer-term, aspirational vision for them. That clarity of purpose really matters.
Balancing ambition with reality
Working closely with farmers means you can naturally become focused on their realities - and that perspective is important. I can see firsthand that New Zealand’s natural advantage is central to our overall value proposition. At the same time, I also see the pressures farmers face - regulation, rising costs, and uncertainty.
The RAP experience reinforced that progress needs to balance environmental ambition with economic reality. When you get that balance right, it benefits both.
Taking an intergenerational view has also been important. Many of our farms are family-owned, and the decisions being made today will affect their land and livelihoods for decades to come. Being part of the RAP expanded my thinking in that respect. Bringing those longer-term and broader perspectives into conversations now has been incredibly valuable.
Connecting nature and commercial outcomes
Being on the RAP strengthened my ability to connect environmental thinking with commercial outcomes - which is critical in the space we operate in.
We talk a lot about valuing nature and understanding impact, but at the end of the day we are still a business. We have to remain commercially viable. The experience helped me think more clearly about how we look after both - and how to articulate that in a way that resonates with different audiences.
Finding your voice
For rangatahi looking to have greater influence within their organisation, my advice is to start by developing a strong understanding of the business you’re part of - how it generates value, what shapes its decisions, and the pressures people across the organisation are working under. With that understanding, you’re in a far stronger position to contribute ideas and influence change in a way that is both credible and effective.
The other piece is around respectful influence. Understanding when it’s the right time to listen versus the right time to speak. You don’t always have to contribute. Often, the most influential people in a business are those who don’t speak often - but when they do, people listen.
The opportunity in front of us
New Zealand has a genuine opportunity in this space. The way we produce food globally is distinctive, and our connection to the land is a real strength.
But maintaining that position isn’t guaranteed. It requires continued focus - the kind of focus that The Circle and the RAP bring - around investment, innovation, and a willingness to evolve.
Finding the balance between protecting our natural resources and delivering value to global customers is both the challenge and the opportunity in front of us.
It’s also important that we continue encouraging younger generations to get involved. That should be reflected in our education system, so people grow up understanding that the income and opportunities they rely on are ultimately connected to how well we care for our natural environment.
