Safari Group

A Legacy of Family, Community, and Growth

Leading the Hospitality Sector by Building a Great Future

From a modest beginning as a young builder in South Auckland to leading one of New Zealand’s most distinctive integrated development companies, Robert Neil’s journey is a testament to resilience, vision, and staying true to core values. As the co-founder of Safari Group, Neil has steered the company’s evolution from a small building contractor into a full-fledged developer, builder, owner, and operator of hotels and residential properties.

What makes Safari Group stand out in New Zealand’s property and hospitality landscape is its unique model: combining development, construction, and hotel operations under one roof. This integrated approach allows the company to streamline project management, control costs, and deliver enduring value to both investors and the communities it serves.

Humble Beginnings in South Auckland

Neil’s personal story is deeply tied to his upbringing in South Auckland, a lower socio-economic area where opportunities often felt out of reach. He began his career through an apprenticeship in building, working hard to hone his trade. Soon after, he found himself working for his best friend, Stephen Taylor, who would later become his business partner.

In those early days, Neil quickly discovered the challenges of entrepreneurship. Neil and Taylor’s business, Avoca, suffered financial difficulties in 2005 that ultimately forced it into voluntary receivership and liquidation. It was a painful experience, but also a defining one. Out of that setback came a critical decision: they would never again rely solely on external clients. From that point forward, they would build only for themselves.

The strategy paid off. Their first self-directed projects, beginning with a development in Parnell and followed by a 34-unit project in Ponsonby, laid the foundation for a new era. By focusing on projects they could fully control, Neil and his team were able to chart their own path and safeguard their long-term stability.

The Birth of Safari Group

Emerging from the challenges of receivership, Neil officially formed Safari Group, with Taylor joining a couple of years later. The company’s early years coincided with the turbulence of the Global Financial Crisis, but once again, adversity brought opportunity. By tapping into offshore buyers and new markets, Safari was able to continue developing projects at a time when many others were scaling back.

Through connections with investors like Jean-Michel Hauter, Safari expanded its reach into international markets, including Singapore and Noumea. One of its most notable successes during this time was the sale of a Henderson property, which reinforced the viability of the company’s new strategy and gave it momentum to keep pushing forward.

From projects in Hamilton to Tauranga and beyond, Safari became recognized not only for its high-quality developments but also for its innovative approach to sales and marketing.

Expanding into Hotels: A Lasting Partnership with Wyndham

One of the most pivotal moments in Safari Group’s evolution came with its entry into hotel development. Initially working with Quest, Safari eventually transitioned to Wyndham Hotels & Resorts, seeing the global brand as a better long-term fit.

The first Wyndham-branded project in Christchurch marked the beginning of a fruitful partnership. Today, Safari Group has delivered 14 Wyndham properties across New Zealand, solidifying its reputation as a trusted developer in the hospitality sector.

Neil emphasizes the advantages of Safari’s integrated model in this space: “By being the developer, the builder, and the operator, we can make decisions that keep costs down and quality high. We’re not handing over a property once it’s finished—we stay involved in the long run.”

While other international hotel groups have approached Safari, Neil’s loyalty to Wyndham speaks to a culture of trust and consistency. That culture has been especially important in navigating disruptions such as COVID-19, which temporarily slowed sales and hotel operations. Despite these challenges, Safari adapted quickly and kept projects moving, demonstrating resilience in uncertain times.

A Unique Business Model

Safari Group’s model is rare in New Zealand. Most companies choose to specialize in one part of the development process—whether that’s construction, marketing, or operations. Safari does it all.

This full-service approach gives the company a competitive advantage in multiple ways. By managing projects from concept through construction to operation, Safari can maintain strict cost control and quality assurance. It also ensures that projects are designed with long-term operation in mind, making them sustainable investments for both Safari and its partners.

Crucially, Safari doesn’t just sell its properties and walk away. Many of its hotels and developments remain in the company’s portfolio, creating steady streams of revenue and long-term value. This balance of immediate sales and retained ownership has been central to the company’s financial resilience.

Current Projects and Growth Across New Zealand

Safari Group is currently leading several landmark projects that reflect its confidence in New Zealand’s property and tourism sectors. Among them is the Mountain Oak development in Queenstown, a major $160 million project that underscores the company’s commitment to regions with strong tourism and lifestyle appeal.

In Palmerston North, Safari is delivering the TRYP hotel project, another large-scale investment that highlights the company’s ability to identify opportunities outside of traditional markets. By focusing on areas tied to agriculture, tourism, and regional growth, Safari positions itself to meet demand where it is strongest.

Neil believes this regional strategy will continue to deliver results: “Queenstown and Palmerston North might look like very different markets, but both are driven by long-term demand—one by tourism and the other by agriculture. That balance is what makes them so attractive.”

A Family-Driven Culture

At its core, Safari Group is not just a business—it’s a family. Neil’s sons and long-serving employees play key roles in operations, ensuring that the company’s values of honesty, integrity, and loyalty remain central to everything it does.

This culture shapes everything from hiring decisions to client relationships. New employees are carefully vetted not just for their skills but also for cultural fit, ensuring that Safari’s family-first ethos endures as the company grows.

The retirement of co-founder Stephen Taylor was another milestone for the business. While Taylor’s departure marked the end of an era, it also reinforced Safari’s strength as a company built on enduring relationships and shared values.

Giving Back: The Pakuranga United Rugby Club

Neil’s dedication to community is most visible in his role with the Pakuranga United Rugby Club, where he serves as board chairman. Under his leadership, the club is being transformed into a true community hub.

Plans are underway for a $14 million expansion that will turn the rugby-focused facility into a multi-sport center with broad community benefits. From hosting local sports to creating space for youth programs, the new facility will serve as a gathering place for the entire community.

For Neil, this project is deeply personal. “It’s about giving young people a place to belong and grow,” he explains. “Sports have always been a way to build confidence, resilience, and community spirit. We want this center to reflect that.”

Safari Group’s role in bringing the project to life underscores the company’s broader philosophy: success is not just measured in profits but also in the positive impact left behind.

Challenges and Adaptability

Like all businesses, Safari Group has faced its share of obstacles. Economic downturns, weather delays, and global disruptions such as COVID-19 have all tested the company’s resilience. But Neil believes Safari’s adaptability is one of its greatest strengths.

Whether adjusting timelines, finding creative financing solutions, or working closely with councils and partners, the company has repeatedly demonstrated its ability to navigate uncertainty without losing sight of its goals. Maintaining strong relationships during these times has been critical to long-term success.

For Neil, the journey of building Safari Group is also a deeply personal one. Work is not just a job—it is an integral part of his identity and something his family has embraced alongside him.

Reflecting on the company’s trajectory, he sees Safari not only as a successful business but as a legacy of family values, community support, and a commitment to doing things the right way.

“Continuous improvement is what drives us,” he says. “We want to see the company grow, but more importantly, we want to see our people and our communities thrive. That’s the real reward.”

Looking to the Future

As Safari Group looks ahead, its strategy remains rooted in the same principles that brought it this far: integrated development, family-driven culture, and community connection. With projects underway in key regions and more on the horizon, the company is well-positioned to play a lasting role in shaping New Zealand’s property and hospitality sectors.

For Neil, the focus is clear. It’s about building more than just buildings. It’s about building trust, building relationships, and building futures.

At a Glance

Who: Safari Group

What: The leading developer, builder, owner, and operator of hotels and residential properties throughout New Zealand

Where: Auckland, New Zealand

Website: www.safarigroup.co.nz

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