by Tom Hyland, RAP Alumni, Fonterra
When I joined The Aotearoa Circle’s inaugural Rangatahi Advisory Panel in 2023 while working at Fonterra, I was still sharpening how to use my voice in professional spaces. Nearly three years on from joining, I’m part of ANZ’s investment team, helping steward more than $35 billion of New Zealanders’ KiwiSaver and investment funds. My time on the RAP has been a key part of shaping how I think, how I show up, and the confidence I bring to my work.
Learning to challenge
The biggest lesson I took from the RAP was learning to challenge confidently, while remaining respectful, thoughtful and constructive. It was a space which reinforced presenting my viewpoint with diplomacy and purpose. Understanding how to offer constructive disagreement has been invaluable. It taught me that your voice isn’t an interruption, it’s an asset for your organisation.
That mindset continues to guide my work, particularly in a role where investment decisions affect the retirement outcomes of over 600,000 New Zealanders.
Building confidence
One standout moment came during the Leading Partner sessions, where we met directly with senior leaders from The Aotearoa Circle’s Leading Partner organisations with the opportunity to advise or challenge strategic thinking. I remember in one session being struck by the depth of attendance and their genuine interest in what we had to say. It was encouraging to see such engagement and gave confidence to the validity of our perspectives.
Being selected felt like a real vote of confidence from Fonterra - an opportunity to contribute my perspective on topics I might not otherwise have been exposed to. Representing Fonterra on the RAP also helped signal trust to future employers, but more importantly, it taught me to articulate a clear, concise viewpoints under pressure - a skill that comes in handy in any professional setting.
The power of intergenerational thinking
At the RAP meetings I attended, discussions often centred on climate change, biodiversity, and the structural shifts that will shape Aotearoa for decades. We were encouraged to think long-term and intergenerationally, which reinforced for me the importance of looking beyond the quarterly and yearly horizon that most businesses default to - a perspective that has stayed with me.
Now, in ANZ’s investment management team - where environmental and climate considerations are embedded in our investment beliefs, I continue to apply that long-view lens.
Seeing leaders as human
Being on the RAP meant engaging more regularly with senior decision makers which helped demystify leadership. What initially felt intimidating became familiar and human, reinforcing that even experienced decision makers do not always have complete information or the right answer. That realisation underscored the value of connection and thoughtful challenge, and the importance your voice can play in genuinely shaping their thinking.
Advice for other young professionals
When thinking about what I would say to other Rangatahi looking to have influence in their organisations:
- Preparation and conviction are key: by preparing well, bringing evidence, and speaking with clarity, you’re not a disruption, you’re strengthening decision making.
- Do not underestimate the in-between moments: conversations after meetings and connecting with colleagues and external partners of all levels compound over time. In a country as small as Aotearoa, those relationships inevitably come back around, professionally and personally, and they make the work more effective and rewarding.
