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For more than three decades, Karaka’s Michael Barnett was one of New Zealand’s most
influential business advocates, serving as chief executive of the Auckland Business Chamber.
As a longtime Karaka resident, what positive infrastructure changes have you seen in the Franklin region?
Franklin has undergone a significant transformation. It was once defined by its rural lifestyle, rich agricultural heritage and close-knit communities. Today, it has become one of Auckland’s fastest growing areas, bringing new energy, new families and new opportunities.
The challenge now is ensuring growth enhances, rather than diminishes, what makes Franklin special. Our next chapter should be about investing boldly in transport, green spaces and community infrastructure so we preserve the region’s character while creating an even better place for future generations to live, work and thrive.
After more than 30 years as the voice of Auckland business, what achievement are you most proud of?
Without question, it was helping give business a respected and influential voice. Businesses create jobs, invest in communities and drive opportunity, but they need to be heard when policy decisions are being made.
Building that voice required purpose, persistence and courage. Under the chamber banner we earned a seat at the table and developed trusted relationships with governments.
While there were many policy successes along the way, my greatest achievement wasn’t a single campaign, it was helping create a business community that believed it could influence New Zealand’s future.
You worked alongside numerous politicians. Which leaders most impressed you?
Two leaders stand out. Jim Bolger impressed me through his willingness to listen and work collaboratively with business. He understood that lasting progress comes from bringing people together rather than driving them apart.
Helen Clark also earned my respect. While businesses didn’t always agree with her policy, she possessed an exceptional work ethic and always valued informed discussion before
making decisions.
Strong leadership isn’t about everyone agreeing – it’s about listening and making courageous decisions.
What is the biggest challenge facing our small and medium-sized businesses today?
Challenges are increasingly shaped by global events rather than purely domestic ones. They face rising costs, cashflow pressures and cautious consumer spending influenced by
uncertainty. Yet, NZ businesses have repeatedly shown they can adapt and they will again.
What advice would you give a young entrepreneur starting a business in 2026?
First, be courageous enough to start – there will never be a perfect time, so be clear about your purpose. Second, build relationships before you need them as business is about people, trust and reputation. Finally, never stop learning.
Businesses that succeed will be those whose leaders remain curious, adaptable and committed to continual improvement.
What was the greatest challenge Auckland businesses faced during your time at the chamber?
Covid-19 was unquestionably the greatest challenge. It tested every business owner’s resilience while governments were forced to make decisions in an environment of enormous uncertainty. Many faced the loss of years of hard work and investment.
What inspired me most, however, was the resilience of businesses. They adapted, innovated, supported one another and demonstrated remarkable courage.
How do you think AI will change New Zealand businesses over the next decade?
Artificial intelligence will fundamentally change how businesses operate, not necessarily who operates them. Businesses that embrace technology while continuing to invest in their people will become more productive, more innovative and more competitive.
Success in this respect will belong to organisations that see AI as a tool to unlock human potential rather than replace it.
Which government policy has had the biggest positive impact on business and which has held business back?
New Zealand’s commitment to free trade has been transformational. The China FTA, in particular, opened significant opportunities for exporters and demonstrated the value of thinking globally while building on New Zealand’s strengths.
Conversely, continual changes to employment and investment legislation have undermined confidence. Businesses invest when they have certainty. Stable policy encourages investment, creates jobs and supports stronger economic growth.
How does our country compare to others as a place to do business?
We enjoy an outstanding international reputation. Wherever I’ve travelled, mentioning New Zealand has almost always brought a smile. We are recognised as honest, innovative and easy to do business with.
During my time at the chamber, Auckland received international awards for leadership in employment and workplace wellbeing, proving New Zealand can lead the world in innovation and how we care for people at work.
Are you optimistic Auckland can solve its transport and infrastructure challenges?
I remain optimistic because New Zealand has always found solutions thinking long term. Much of today’s congestion reflects yesterday’s underinvestment.
Franklin is a perfect example where growth has often outpaced infrastructure. The opportunity now is to invest ahead of growth rather than behind it. That will create stronger communities, better productivity and a more connected Auckland for future generations.
What qualities define great leadership?
Great leadership begins with values. Integrity, respect, courage and humility create trust, while listening and communicating inspire others.
One lesson that profoundly shaped my leadership came during my battle with cancer: change the things you can. Too much energy is wasted worrying about circumstances beyond our control.
Among those who have influenced me most are Sir Alan Hellaby and Nelson Mandela, leaders who demonstrated that strength and humility can exist together.
What legacy would you like to leave?
I don’t expect my name to be remembered and that’s perfectly fine. Leadership is never about one individual, it’s about leaving organisations, communities and people stronger than you found them.
If my contribution helped businesses find their voice, encouraged leaders to be courageous and inspired others to stand up for what they believed in, then I will consider that a legacy worth having.
Progress is built by ordinary people prepared to do extraordinary things with integrity, optimism and courage. If I’ve played a small part in that journey, then I have been incredibly fortunate
