#252 'Stepping Up To Lead A Large Social Services Charity', Shaun Greaves CEO Presbytarian Support Northern

A warm welcome to Purposely SHORT, short as in not long—a weekly episode featuring one of our past guests and their expertise on a certain topic. The aim is to give you a useful insight that you can action, helping you to deliver on your charitable mission.This week, Shaun Greaves, CEO of Presbyterian Support Northern, shares his refreshingly honest perspective on leadership, self-awareness, and staying future-focused in a changing sector. Shaun talks about rejecting one-size-fits-all ideas of success, instead shaping a rhythm that plays to his strengths. He reflects on the value of coaching, the loneliness of leadership, and why adaptability is key to both personal resilience and organisational relevance. He also shares his drive for social justice and why he believes charities, like PSN, must evolve to meet the needs of tomorrow.

Dean Hegarty became Co-CEO of the Responsible Investment Association Australasia (RIAA) to help grow the role investment plays in tackling social and environmental challenges. As the first New Zealand-based CEO of the organisation, he brings a different viewpoint-shaped by his background outside traditional finance and by a strong belief in collaboration. Alongside Co-CEO Estelle Parker, Hegarty is helping to lead RIAA’s mission across both sides of the Tasman through a model of shared leadership that values trust, transparency, and purpose.RIAA represents a broad membership base of asset owners, fund managers, advisers, and others committed to using capital as a force for positive change. The association sets standards, influences policy, and supports investment practices that account for environmental, social, and governance (ESG) outcomes.For Hegarty, responsible investment is about more than avoiding harm—it’s about enabling capital to contribute to a fairer and more sustainable future. He sees the sector at a pivotal moment, with ESG no longer on the margins but increasingly part of mainstream investment decisions. As renewable energy becomes more affordable and social pressures mount, investors are paying closer attention to long-term value and societal impact.“Responsible investment has shifted from being the right thing to do, to also being the smart thing to do,” Hegarty notes. But he’s quick to point out that momentum alone isn’t enough. “There are still barriers preventing capital from reaching the projects and communities that need it most.”As someone who came into the investment world relatively recently, Hegarty speaks openly about his learning curve—supported by mentors and colleagues willing to share their knowledge. Based in Queenstown, he leads RIAA’s New Zealand efforts and contributes to its trans-Tasman presence. His location has required adaptability and clear communication, particularly when it comes to staying connected with the Melbourne-based team.The decision to adopt a Co-CEO model was a deliberate move by RIAA. Hegarty and Parker bring complementary strengths: Parker with her background in diplomacy and public policy, and Hegarty with a values-led, mission-oriented approach shaped by his experience in New Zealand’s sustainability and business communities. Their partnership is built on mutual respect, open dialogue, and a shared commitment to the organisation’s purpose.While co-leadership can present challenges—especially across time zones and geographies—Hegarty sees its benefits clearly. “Two perspectives allow us to make better decisions. We each bring different questions to the table, which helps test our thinking and improve outcomes.”The arrangement also enables deeper engagement across both Australia and New Zealand, two markets with distinct regulatory settings and investment landscapes. RIAA’s growing influence in both jurisdictions benefits from having visible leadership on the ground in each.Looking ahead, Hegarty wants to see responsible investment become more inclusive. He believes that improving financial literacy and access- especially through mechanisms like KiwiSaver—will help grow the pool of capital directed toward positive outcomes. He describes responsible investment as a spectrum, with approaches ranging from avoiding harm to actively investing in solutions, such as renewable energy, affordable housing, and infrastructure.Ultimately, Hegarty’s focus is on creating the conditions where more capital can flow to where it’s needed most. “If we want investment to serve the future-not just the present- we need to make it easier for good money to find good outcomes.”Through his leadership at RIAA, Dean Hegarty is helping shift how the investment sector sees its role in society—not as separate from social and environmental challenges, but as a vital part of the solution.

Jenny Horst, Chief Executive at Upside Mentoring Aotearoa, joined Purposely Podcast to talk about the pressures facing young people in Aotearoa—and how mentoring can help build stability and confidence in uncertain times.She spoke about the challenges of leading a charity as economic uncertainty puts more pressure on funding and growth plans. Despite this, the focus remains clear: supporting consistent, safe mentoring relationships that help young people build emotional strength and a sense of belonging.Jenny emphasised that youth mentoring—when done well—is a practical, cost-effective approach that leads to better outcomes in education, mental and physical health, and resilience.The statistics she shared paint a stark picture. New Zealand has the highest youth suicide rate in the OECD. One in five young people are experiencing serious mental health challenges. Fewer than half are regularly attending school. Meanwhile, Upside Mentoring’s work is showing meaningful results. Independent analysis suggests that every dollar invested delivers $4.70 in social value.Jenny also spoke about the influence of online content on young people—especially boys aged 9 to 13—who are increasingly exposed to harmful messages online. Upside’s mentoring programme supports young people to think critically about the messages they see and helps them develop their own values and sense of identity.Looking ahead, Upside is continuing to extend the reach of its mentoring programme—including through partnerships with organisations embedding Upside’s mentoring model into their own mahi. Building long-term partnerships—with funders and community groups alike—will be essential to this next stage.A key thread in Jenny’s message is the power of connection: strong, trusting relationships between mentors and young people can shift lives in lasting ways. Supporting youth isn’t the job of one person or organisation—it requires shared commitment. Whether through funding, volunteering, or partnership, we all have a role to play in helping the next generation grow, thrive, and feel they belong.

A warm welcome to Purposely SHORT, short as in not long—a weekly episode featuring one of our past guests and their expertise on a certain topic. The aim is to give you a useful insight that you can action, helping you to deliver on your charitable mission.This week, Gwen Green, General Manager – Engagement & Fundraising at Blind Low Vision New Zealand, shares her perspective on dismantling silos and embracing a whole-of-organisation approach to delivering impact. She reflects on the importance of every team—whether fundraising, finance, or HR—seeing themselves as equal contributors to the mission. Gwen also talks candidly about her leadership journey, from early missteps to a more intentional and people-centred style that values communication, collaboration, and playing to your team’s strengths.

We’re joined on Purposely Podcast by Gwen Green, General Manager of Engagement and Marketing at Blind Low Vision New Zealand. Gwen talks openly about her leadership approach, her career shift from the UK to New Zealand, and the ongoing work to strengthen the organisation’s connection with the people it serves.Gwen first joined Blind Low Vision NZ on a short-term contract to lead fundraising during a period of transition. What began as a temporary role quickly turned into a long-term commitment. Seeing the potential to create more impact, Gwen took on the role permanently and brought together fundraising, communications, and marketing into a single engagement function. The goal: better alignment, shared direction, and a stronger team culture.A big part of that change involved supporting Blind Low Vision NZ’s recent rebrand. Gwen talks about the internal and external challenges that came with the shift—especially helping staff and supporters adjust to a broader focus on people with different levels of sight loss. For Gwen, the rebrand wasn’t just about updating logos and language; it was about making sure the organisation reflects the communities it works with and speaks to people in an honest, inclusive way.Originally from the UK, Gwen reflects on how working in Aotearoa is different—especially when it comes to work-life balance and the scale of the charity sector. She sees value in adapting international experience to suit local contexts, and credits her team’s openness and collaboration for making that transition work.Digital fundraising, understanding donor behaviour, and managing change are all part of Gwen’s day-to-day focus. But just as important is building a workplace culture where people feel supported, clear on their roles, and part of something meaningful.Looking ahead, Gwen is focused on strengthening services, pushing for better accessibility legislation, and making sure the organisation continues to meet the needs of the community. That means listening carefully, staying flexible, and working across teams to get things done.

A warm welcome to Purposely SHORT, short as in not long—a weekly episode featuring one of our past guests and their expertise on a certain topic. The aim is to give you a useful insight that you can action, helping you to deliver on your charitable mission.This week, James McCulloch, CEO of Manaaki Tāngata | Victim Support, shares the importance of owning your story in order to live and lead with greater intention and purpose. He reflects on his own journey, including the powerful moment he realised that imperfection doesn’t diminish value—a lesson that shaped both his leadership and his personal life.

Shaun Greaves, CEO of Presbyterian Support Northern (PSN),spoke on the Purposely Podcast about the challenges of leading a large charity, his leadership style, and how ambition drives the future of social services in New Zealand.Shaun shared reflections on his career path and therealities of balancing leadership with well-being. While he once considered a career in politics, it was the advice of a close MP friend that redirected his focus. Rather than working within the political system, Shaun saw greaterpotential for impact by leading from the community sector—advocating for human rights and social justice through service delivery and organisational change.At PSN, Shaun leads an organisation facing the everydaypressures of the social services sector: ensuring staff well-being, responding to community needs, and meeting board and stakeholder expectations. He spoke openly about the emotional weight of leadership, and the importance of staying grounded and adaptable. His workday starts later than most CEOs but extends into the evening—a schedule that aligns with his natural energy and allows himto stay focused over the long term.Well-being is a personal priority. Shaun works outregularly, not just for fitness but also to maintain routine and connection. He and his partner enjoy live comedy, often attending Friday night improv shows.In the professional space, Shaun is most energised bystrategic planning. He spoke about PSN’s recent strategy work, where the team asked bold questions like, “What would it look like if we didn’t need to exist?” For Shaun, imagining a future without the need for social services canbe a productive way to challenge assumptions, reset goals, and drive innovation.He also highlighted the role charities play in New Zealand’seconomy—contributing £27 billion annually and accounting for 2.4% of GDP. Yet, he believes the sector’s value is often under-recognised. Shaun called for more public and political awareness of the impact community organisations have,particularly during crises such as the ongoing cost-of-living pressures affecting families across the country.Shaun’s own career trajectory is one of focused ambition.Early on, he set a goal to become a CEO by age 40—a milestone he achieved through deliberate planning, visual goal-setting, and persistent action. His approach shows that clear intentions, combined with purpose, can lead totangible results.Shaun shared his vision for Presbyterian Support Northern—afuture defined by meaningful impact, fairness, and sustainable growth. He underscored the importance of addressing community challenges with thoughtfulplanning and a commitment to social equity.Under Shaun's leadership, Presbyterian Support Northernprioritises long-term solutions that strengthen communities and improve lives.His approach reflects a dedication not only to responding to immediate needs but also to driving significant change within New Zealand's social services landscape. 

In this episode, Will shares the work of WALSH Trust—an organisation that has been providing mental health, wellbeing, and residential support services to communities in West Auckland, New Zealand, for more than 30 years. Deeply embedded in the local area, WALSH Trust is known for its consistency and commitment—supporting people through complex challenges, no matter what’s happening in the wider system.Originally from Ireland, Will is a proud Irishman who now calls Aotearoa home. His journey has been shaped by a broad mix of experiences—spanning frontline services, leadership roles, governance, and coaching. In addition to his role at WALSH Trust, Will is a leadership coach with a genuine passion for helping others become the best version of themselves. He’s particularly focused on helping people recognise and move beyond self-limiting beliefs—those quiet, often unnoticed narratives that can hold us back.Will brings this perspective to his work every day. While open about the challenges facing the mental health and community sector—such as policy shifts, funding limitations, and workforce pressures—he remains clear that the focus must always stay on people. “The people we support need us to show up with them every day,” he says. It’s a principle that drives both the organisation and his approach to leadership.Sport has also played a role in shaping Will’s thinking. Growing up in Ireland, football was a big part of life. After moving to New Zealand, rugby league took that place. He appreciates the structure and clarity sport can bring—lessons that carry through to how he leads teams: understand your role, stay grounded, and keep moving forward together.Will also brings strong governance experience to the conversation, with a background in both charity and community boards. He understands the importance of good decision-making, especially when resources are tight and expectations are high. That strategic view, combined with practical leadership and coaching, gives him a well-rounded perspective on how to steer an organisation through change while staying true to its mission.A core part of his philosophy is the idea that we are shaped by the people around us. Will encourages reflection on whether our networks are helping us grow—or simply keeping us comfortable. “Are the people around you helping you move forward—or just maintaining the status quo?” It’s a question that applies both personally and within teams, and one that has helped shape the culture at WALSH Trust.With a strong local focus, WALSH Trust works closely with the communities of West Auckland. It’s not about chasing scale—it’s about being useful, adaptable, and responsive to real needs. Will is clear-eyed about the limitations but remains confident in the Trust’s future. “We’ve been around for nearly 40 years, and we’ll be around for a lot longer,” he says—more as a commitment than a prediction.It is evident that Will's combination of frontline experience, governance insight, and coaching perspective brings clarity to the complex world of community service. No jargon, no ego—just a strong belief in people, purpose, and showing up when it counts.

A warm welcome to Purposely SHORT—short as in not long—a weekly episode featuring one of our past guests and their take on a specific topic. The goal is to give you a practical insight you can use to support your mission.This week’s episode features Haehaetu Barrett, a nonprofit leader with deep experience in frontline and community-focused mahi. She talks honestly about the pressures that come with running a mission-driven organisation—where the work often feels nonstop, and the weight of responsibility is always there.Haehaetu shares how burnout can build slowly and how, for many in the sector, proper rest only happens when it’s forced—when your body says “enough.” Over time, she’s learned the importance of making space for herself: spending time with whānau, visiting her mokopuna in Melbourne, and reconnecting with the places and people that keep her grounded.Her key point: looking after others starts with looking after yourself. And in this kind of work, that’s not a luxury—it’s a necessity.

Welcoming James McCulloch, CEO of Victim Support / Manaaki Tāngata, to PurposelyIn this episode, James shares the work of Victim Support /Manaaki Tāngata—a national organisation dedicated to ensuring no one in Aotearoa must face the impact of crime or traumatic events alone. The organisation provides practical help, information, emotional support, funding,and referrals to other services, helping people during some of the most difficult moments in their lives.James took on the role of CEO during a turbulent period. Theorganisation was under public scrutiny, including negative media coverage highlighting internal challenges such as staff dissatisfaction and strained relationships with key stakeholders. Since then, he has worked to rebuildtrust—both inside and outside the organisation—by improving working conditions, addressing long-standing issues, strengthening frontline services and growingfunding.  A focus on listening to staff and restoring confidence has helped Victim Support become more stable and effective.Born in Melbourne Australia but raised in North Wales, UK,James began his career in horticulture and landscape architecture. He later held senior management roles in local government, including with the City of London Corporation, where he was responsible for managing major public spacesand historic assets. This experience helped develop his skills in operational leadership, community engagement, and public service delivery.After moving to New Zealand with his family, James worked in the non-profit and education sectors, including with English Language Partners and Inspire Group. He joined Victim Support with a clear focus: prioritise theneeds of victims and build an organisation where staff are supported and equipped to deliver.He has introduced changes to reduce caseloads, improve staff wellbeing, and to begin building stronger connections with Māori, rainbow communities, and other under-served groups. He’s also focused on using technology to improve services and growing partnerships to extend VictimSupport’s reach.Looking ahead, Victim Support / Manaaki Tāngata aims toensure that every victim of crime in Aotearoa receives an offer of support.Scaling operations sustainably—while keeping staff wellbeing at the forefront—is a key challenge, alongside reducing reliance on government fundingto strengthen long-term resilience.James’s approach to leadership is shaped by a career spentin growth-focused leadership roles across New Zealand, Australia, and Asia. From managing parks and heritage sites in central London to leading a frontline support service, he brings a steady, pragmatic focus to helping communities through complex and often difficult circumstances.