VOLUME 7, ISSUE 04 | APR 2025 INGLEWOOD FARMS FARMING WITH HEART Also in this issue GOODWIN AGED CARE SERVICES • THE FRESH COLLECTIVE • VASEY RSL CARE KATRINA HOBBS, MANAGING DIRECTOR
WWW.BUSINESSVIEWMAGAZINE.COM Email for all inquiries: info@businessviewmagazine.com 2422 Palm Ridge Road, Suite 820 Sanibel FL, 33957 239.220.5554 CONTACT US TITLE SPONSORS GREAT NEWS! Business View Publishing was named to the 2020 Inc. 5000 list of America’s Fastest-Growing Private Companies! Read the press release Editor in Chief Karen Surca Research Directors Mike Luchetta Dylan Tenbrink Contributing Writers Dan Macharia Veronica Enair Director of Production Jared Ali Director of Marketing Nora Saliken Director of Administration Michelle Siewah Digital Strategist Jon Bartlow Art Director Renée Yearwood Managing Director Alexander Wynne-Jones COO Matthew Mitchell Executive Publisher / CEO Marcus VandenBrink 1 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 04
EDITOR’S NOTES For businesses and organizations across the Oceania region, April is best associated with the beginning of the second financial quarter. This April also marks a time that may be a little difficult to predict financially as the world is watching tariff developments and the possible economic implications. A little uncertainty is however not standing in the way of the organizations that we covered for this month’s issue. As we look ahead to business growth across Australia and New Zealand, it is clear that there are good things around the corner and these organizations are not shying away from implementing initiatives that are sealing their continued success. For many organizations and thriving businesses across the beautiful Oceania region, this second fiscal quarter is shaping up to be a positive one with continued growth on the radar. Here at Business View, we have been busy dissecting the recipe for success for those entities we were fortunate to profile this month. As always, our editorial team considers it a privilege to cover exciting developments across all business sectors in the region and we enjoy bringing leading sector-focused features that engage and inform our valued business readership. April’s issue takes you on a journey into the workings of Hellyers Road Distillery and Inglewood Farms to get a glimpse into new innovations and product offerings that bring the farm to the table and provide a local taste second to none. We also caught up with The Fresh Collective and Hopper Developments to glimpse into what is driving tourist growth and real estate preferences across the region. Both companies offer leading choices for homeowners and the discerning traveler. Business View also sat down with Goodwin, The Ville, and Vasey RSL Care to see what April has in store for them. As we continue to bring you features covering the very best in business developments across the Oceania region, we hope that our valued business leaders learn a little something new about their relevant business sector, as well as key developments in other industry sectors that may help drive their business model forward. Karen Surca Editor in Chief Dear Readers, 2 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 04
VOLUME 07, ISSUE 04 49 HELLYERS ROAD DISTILLERY Tasmania’s Liquid Gold: A New Chapter in Whisky Craft 59 INGLEWOOD FARMS Farming with Heart 13 GOODWIN AGED CARE SERVICES The Better Life Choice 27 HOPPER DEVELOPMENTS LTD Building Across Earth and Water 37 VASEY RSL CARE Serving Those Who Served COVER INGLEWOOD FARMS 2 EDITOR’S NOTES 5 OPENING LINES FOOD AND BEVERAGE HEALTHCARE GOODWIN AGED CARE SERVICES 13 3 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 04
81 71 THE FRESH COLLECTIVE Fresh Ingredients and a Winning Approach 81 THE VILLE RESORT – CASINO AND ARDO A Playground in Paradise HOSPITALITY The articles in this publication are for information purposes only. Business View Publishing assumes no liability or responsibility for any inaccurate, delayed, or incomplete information, nor for any actions taken in reliance thereon. The information contained about each individual or organization has been provided by such individual or organization without verification by us. The opinion expressed in each article is that of its author and does not necessarily reflect the opinion of Business View Publishing. THE VILLE RESORT – CASINO AND ARDO 4 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 04
BUSINESS CONFIDENCE: LOCAL FARMERS THINKING OTHERWISE Source: https://arr.news/, Sebastian Calderon, First Published April 23, 2025 A senior Riverland agricultural industry figure has questioned recent data supposedly showing an increase in local business confidence. The latest BankSA State Monitor survey, undertaken from 18 to 24 February, showed business confidence in the region increased by 5.4 points to 101.1 points, this was above the 100-point benchmark, which indicates businesses are more optimistic than pessimistic overall, although consumer confidence decreased by 1 point, to 97.6 points. According to the survey, conducted at a time when rural areas have been dealing with record-low rainfall and drought conditions, in the Riverland businesses were optimistic about improvement in the economic climate and in their own situation but were less likely to have recently added employees. Grain Producers SA chair and local grain farmer John Gladigau said “the Northern Mallee region had a significant period of drought from 2017-19, from which most producers are still recovering”. “An above-average 2022 season was the bright spot in the past 10 years, but has been tempered by two poor years since, with no real opportunity for farmers to get back on their feet,” Mr Gladigau said. Opening Lines 5 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 04
confidence decreased by 4.4 points, to 100.4 points. BankSA agribusiness regional general manager Les Ryan said “the increase in business confidence across South Australia’s regions demonstrated cautious optimism, with all regions confident about business climate improvement, but remaining reluctant to add new employees”. “The slight decrease in consumer confidence was led by consumers being less optimistic about their current household situation but they were more likely to have made a major purchase in recent months,” Mr Ryan said. “The State Monitor survey was taken at the same time as the Reserve Bank cut interest rates, so these factors would have been front of mind for both consumers and businesses.” “Record-low rainfall and drought conditions would also likely be playing a factor, but there has been positive news around tourism in the mid North and Riverland.” “The recent annual Grain Producers SA survey identified input costs of fertiliser, chemical and fuel as being the biggest issues as they move into the new season.” The survey also showed consumers in the Riverland region were more likely to have made a recent major purchase, but were less optimistic about the current consumer spending climate. “I can’t see where the information is coming from, as it certainly wouldn’t be from the agriculture or wine grape sectors at the moment,” Mr Gladigau said. The survey also stated Riverland business confidence, increased by 16.2 points, to 102.4 points but consumer 6 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 04
OPENING LINES CHARLES STUART UNIVERSITY POWERS ITS FUTURE WITH 100 PERCENT RENEWABLE ENERGY FROM SNOWY ENERGY: CSU Source: https://arr.news/, News Editor, First Published April 23, 2025 Charles Sturt University has reinforced its commitment to environmental sustainability by signing a three-year contract with Snowy Energy to supply 100 per cent renewable electricity to the University’s six main campuses across New South Wales. Snowy Energy is the large commercial and industrial (C&I) brand of Red Energy Pty Limited, which is 100 per cent owned by Snowy Hydro Limited. Manager of Sustainability at Charles Sturt Mr Ed Maher said the agreement with Snowy Energy is a crucial step in the University’s ongoing commitment to sustainability. “Powering our campuses with 100 per cent renewable energy demonstrates our dedication to minimising our environmental impact and contributing to a cleaner energy future,” Mr Maher said. “This partnership reinforces Charles Sturt University’s leadership in environmental responsibility, building upon its achievement as the first Australian university to achieve carbon neutrality certification in July 2016. “We are proud to partner with Snowy Energy on this important initiative, which also provides regional economic benefits as it supports the growth of renewable energy infrastructure and job creation in regional NSW.” The estimated annual usage under the contract is 20 GWh, demonstrating Charles Sturt University’s significant investment in renewable energy. Starting on 1 January 2025 and continuing through 31 December 2027, Charles Sturt University’s campuses in Albury-Wodonga, Wagga Wagga, Bathurst, Orange, Dubbo and Port Macquarie will be powered by Snowy Energy’s TrueGreen™ 100 per cent renewable electricity. The electricity is matched from Snowy Hydro’s diverse portfolio of hydro generation assets (the iconic Snowy Mountains Scheme) and wind and solar projects via long-term offtake arrangements. This will be matched with 100 per cent Largescale Generation Certificates (LGCs) sourced from Lightsource bp’s West Wyalong Solar Farm, situated 7 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 04
in the heart of Charles Sturt’s operating footprint, supporting regional renewable energy generation and investment in NSW. The Chief Commercial Officer of Snowy Hydro Mr Gordon Wymer said he is delighted to partner with Charles Sturt University, a recognised leader in sustainability. “TrueGreen™ enables Charles Sturt University to meet its energy needs while simultaneously supporting renewable energy development and growth in regional NSW,” he said. “This agreement highlights the growing demand for clean energy solutions and the important role and commitment Snowy Energy plays in providing this to our customers.” 8 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 04
OPENING LINES AUSTRALIAN GOVERNMENT ENFORCES CIGARETTE STICK HEALTH WARNINGS WHILE MENTHOLS PHASED OUT Source: News Editor, https://www.news.com.au/, Zoe De Koning,First Published April 24, 202 Aussie smokers will be reminded of the consequences of the harmful habit beyond the packaging, with the introduction of new warning labels on individual cigarette sticks. The move is one of many new mandatory changes to tobacco products set to come into effect from Tuesday. A cigarette with a warning makes health messaging unavoidable, as the wording is printed on the filter which doesn’t burn down, according to a joint statement released by Quit and Cancer Council. The Department of Health and Aged Care said one of eight on-product health messages must be duplicated on opposite sides of the filter of every cigarette. Australia is the second country in the world to introduce warnings on individual sticks, following Canada, with phrases to include ‘causes 16 cancers’ and ‘damages your lungs’. Professor Sarah Durkin of Cancer Council Victoria said updated messaging was essential to deter Australians from smoking. “Graphic health warnings have long proven effective in increasing knowledge about the harms of smoking, preventing smoking uptake and encouraging people who smoke to quit,” she said. “But evidence has shown that the effectiveness of the current warnings has decreased over time, as people have become accustomed to seeing the images.” 9 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 04
10 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 04
GOODWIN AGED CARE SERVICES THE BETTER LIFE CHOICE HOPPER DEVELOPMENTS LTD BUILDING ACROSS EARTH AND WATER healthcare 11 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 04
VASEY RSL CARE SERVING THOSE WHO SERVED 12 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 04
THE BETTER GOODWIN AGED CARE SERVICES AT A GLANCE GOODWIN AGED CARE SERVICES WHAT: T he largest locally based not-for-profit aged care provider in the Australian Capital Territory (ACT), offering a comprehensive range of services—including retirement living, residential care, home care, and allied health services. WHERE: M ultiple facilities across the Australian Capital Territory (ACT) and New South Wales (NSW). WEBSITE: www.goodwin.org.au OVER 70 YEARS OF VALUED EXPERIENCE THAT BRINGS THE NEEDS OF SENIORS FRONT AND CENTRE 13 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 04
LIFE CHOICE Goodwin, Canberra’s leading notfor-profit provider of senior living services, has recently celebrated a remarkable milestone—70 years of continuous service. Established in 1954, the organisation’s roots reach back to the late 1940s, when a gap in age-appropriate housing for older Australians in the national capital became increasingly evident. Back then, Canberra was a young city, newly named 14 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 04
Australia’s national capital and still carving out its identity. As public servants were being relocated to the region, the federal government provided housing support for incoming workers—but older Australians were left out of the equation. With few options available outside of living with family, the needs of seniors were starkly unmet. Enter the National Council of Women. Stephen Holmes, Chief Executive Officer of Goodwin, credits this civic-minded group as the catalyst for the organisation’s formation.“They brought the issue to light and then came up with a solution,” he explains. “It was an organisation formed by the community, for the community.” What followed was a massive grassroots fundraising effort across Canberra. Holmes notes that the “Buy a Brick” sticker drive was one of the most memorable campaigns. “You weren’t buying a brick per se— you were buying a sticker—but it symbolised your contribution to the construction of the first buildings,” he says. The campaign earned the support of Dame Pattie Menzies, wife of then-Prime Minister Robert Menzies, adding significant momentum to the cause. Eventually, the Australian government matched the funds raised and granted a parcel of land for development. By 1959, Her Excellency Lady Slim erected and opened the first buildings. Just two years later, in 1961, the first nursing home in Canberra followed, inaugurated by Prime Minister Menzies himself. From this humble beginning, Goodwin has become a keystone of aged care in the ACT and southern New South Wales. Its commitment to seniors has never wavered, but its methods have evolved significantly. Today, the organisation offers a comprehensive suite of services, including six retirement villages in Canberra and one in NSW, 400 residential aged care beds, and a rapidly growing home care program—all supported by a diverse workforce of around 750 people. “In the last 20 years, we’ve grown tremendously,” Holmes shares. “We now have approximately 900 retirement living properties, either operational or under construction.” Simple accommodation 15 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 04 GOODWIN AGED CARE SERVICES
16 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 04
solutions have become a full-service ecosystem for seniors—housing, medical care, home services, and end-of-life support under one banner. MODERN TOOLS FOR MEANINGFUL CARE With seven decades of experience behind it, Goodwin continues to look forward—embracing innovation to stay ahead in a rapidly evolving sector. Through thoughtful and strategic technology adoption, the organisation is positioning itself at the forefront of senior care, enhancing service delivery and operational efficiency. “Our sector has been very segregated regarding technology use,” Holmes admits. “We’re quite immature compared to other sectors—but that is changing, which is good.” Three technology-driven initiatives currently define Goodwin’s approach to innovation. First is Best Med, an electronic medication management system. “It’s an end-to-end platform that links directly to GPs and pharmacies,” Holmes explains. “It reduces clinical risks and improves transparency by automating communication and documentation around medication management.” Second is a powerful artificial intelligence application called PainChek, which uses smartphone cameras and facial recognition to assess pain.This is particularly useful for residents who may struggle to communicate discomfort verbally. “It automatically 17 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 04 GOODWIN AGED CARE SERVICES
CHC is the largest provider of affordable and social housing in Canberra, serving the Australian Capital Territory (ACT), Canberra and surrounding New South Wales (NSW) region for more than 26 years. We currently house more than 1,900 Canberrans across 850+ properties and with several exciting new development projects in the pipeline. As a values-driven not-for-profit organisation, we are deeply embedded in the communities we build – working to create lasting, positive outcomes for our residents. Beyond delivering affordable and social rental housing, CHC provides a range of services including tenancy and property management, resident support and programs that foster inclusion, training and opportunity. We also support pathways to affordable homeownership by offering eligible tenants the option to purchase homes developed by CHC. Grounded in innovation and collaboration, CHC brings expertise, capital, and commitment to strategic partnerships with government, developers, builders, investors, and community organisations. A prime example of this is our partnership with Goodwin, which led to the development of the region’s first affordable seniors’ housing. This pioneering project reflects a joint commitment to deliver affordable and secure housing for older Canberrans. Our mission is to enable more people in the Canberra region to live in quality homes at a price that is affordable. Looking to RENT. Eligibility GUIDELINES. Specialist DISABILITY ACCOMMODATION. PARTNER with CHC. VISIT WEBSITE Follow Our Socials
STANDING WITH SMALL PROVIDERS Small aged care providers are often an essential part of the community.They offer deeply personal care and form lasting connections with the people and families that they support. Small providers are dedicated to making a difference in the lives of elderly Australians and work hard to meet their legislative requirements. These attributes make them vital to a diverse and resilient aged care sector. As our sector undergoes significant reform, the pressure on all providers is growing exponentially. For smaller organisations it can be more difficult to identify the time, resources or support required to operate as an approved aged care provider.These circumstances can mean that small providers are at higher risk of being left behind, leaving an important gap in their community. Smaller organisations are unique, and are keenly aware of the needs of their organisation. When seeking support, ‘one size fits all’ solutions are often not suitable. Selecting a consultant or support partner that can offer agile guidance, tools and support becomes more of an imperative for these organisations. Confidence to meet legislative requirements, without losing what makes an organisation unique can be achieved with the right match in their partner organisation. At Critical Success Solutions, we believe the future of aged care must include small providers and we support them in this journey. Fleur Hannen, Managing Director, Critical Success Solutions. Critical Success Solutions has decades of hands-on aged care experience. We partner with aged care providers across Australia to assist in meeting compliance requirements, build workforce capability and deliver high-quality, person-centred care. We can assist your organisation to meet the requirements under the strengthened Aged Care Quality Standards. Navigate the Strengthened Standards with Confidence Whether you need practical tools, or strategic support, Critical Success Solutions is here to help. Visit criticalsuccesssolutions.com.au or call us on 02 9052 0292 to find out more. Our detailed policy and procedure templates are referenced and mapped against the strengthened Standards, and are easily tailored to your organisational requirements. Our thorough internal reviews are completed against the seven strengthened Standards, and include a comprehensive report to benchmark your capability maturity towards implementation of the strengthened Standards. Our targeted education can assist Boards, Leadership Teams, managers, and frontline staff to understand their roles and responsibilities under the strengthened Standards. Our easy-to-use Action Plan template includes over 400 actions to assist you with the implementation of the strengthened Standards and new aged care act. OUR STRENGTHENED STANDARDS SOLUTIONS INCLUDE: COMPREHENSIVE POLICY AND PROCEDURE SUITES AUDITS TO IDENTIFY GAPS IN COMPLIANCE EDUCATION AND TRAINING ACTION PLAN TEMPLATE GOODWIN AGED CARE SERVICES
recognises and records facial muscle movements indicative of pain,” Holmes says.“That enables us to respond more appropriately and more quickly.” The third initiative collaborates with the Violet Initiative, a digital platform designed to help clients and their families navigate the complex, often emotional terrain of end-of-life planning. The app provides legal and financial planning tools, funeral arrangements, legacy documentation, and emotional support.“It’s about helping people plan for what we often avoid talking about—until we’re in the thick of it,” Holmes says. PURPOSE OVER PROFIT Holmes believes that what truly sets Goodwin apart is the scale of sophistication of its services and its unyielding commitment to purpose. “We’re a not-for-profit,” he says.“Any investments we make are for the benefit of our residents and clients.” Strategic decisions, whether they involve land acquisition, service expansion, or new technology, are assessed through a singular lens: will this improve the lives of those we serve? This mission-first philosophy is deeply embedded in 20 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 04
the culture. “We don’t say yes to every opportunity,” Holmes notes. “Some things just aren’t in the best interest of our community, and we’re okay walking away from those.” Part of that community focus means continually reinvesting in infrastructure and programs. “We’re proud of our redevelopment program,” he adds.“Our residents live in these spaces.This is their home. We want them to feel that.” PEOPLE CARING FOR PEOPLE Goodwin’s emphasis on community is equally evident in how it treats its staff. With 750 employees spread across different service lines, workforce development is a priority—and a challenge. “The aged care sector has always struggled with workforce attraction, and we’re not alone,” Holmes acknowledges.“Labor shortages are a global issue.” Despite this, Goodwin has built a strong reputation as a fulfilling workplace. “Many people come to us purely because of our reputation,” he explains. “We invest significantly in training and development. Ultimately, we’re a people business—people helping people.” The recruitment strategy is values-first. Holmes says personal attributes and compassion weigh more heavily than experience or qualifications. “Many of our residents don’t have family close by anymore. For them, our staff becomes like family.” Creating a supportive and empowering work environment is key. “We want our staff to feel they are a significant part of our residents’ lives,” he says. “Because they are.” 21 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 04 GOODWIN AGED CARE SERVICES
MV Law has been instrumental in supporting Goodwin Aged Care Services Aged Care Services through comprehensive legal services tailored to their unique requirements. Our collaboration has enabled Goodwin Aged Care Services to expand and enhance their offerings, ensuring a secure, compliant, and prosperous environment for their residents. Over the years, we have assisted Goodwin Aged Care Services with site acquisitions. We have expertly negotiated various construction contracts for Goodwin Aged Care Services, including detailed construction management agreements, lump-sum building contracts, and a specialised Agreement to Design, Construct, and Lease. Additionally, our team has provided advice on embedded network agreements, crucial for providing residents with modern utility services. Additionally, we assist Goodwin Aged Care Services with resolving construction-related disputes. These disputes often involve complex legal and operational issues, and MV Law have successfully navigated these challenges in various legal settings, including the ACT Civil and Administrative Tribunal and Supreme Court. We have also advised on leasing, planning approvals, Freedom of Information (FOI) requests, and industryspecific GST advice. With the introduction of new Property Developer licensing laws in the ACT, MV Law has been proactive in ensuring that Goodwin Aged Care Services not only remains compliant with, but also ahead of, regulatory changes. Our guidance on project finance has supported Goodwin Aged Care Services in securing the necessary capital for their projects, underscoring our role as more than just legal advisors but as integral partners in the development of thriving retirement communities. At MV Law, we do more than provide a broad spectrum of legal services. Our inter-disciplinary teams are tailored to deliver comprehensive guidance, leveraging our extensive connections and deep understanding of the Canberra and surrounding areas. Empowering you to make informed decisions, we're your partner in both business and personal matters. Property Law Building and Construction Lawyers Dispute Resolution Wills & Estates Business Employment Law Government and Administration empower now. EY Building, Level 2/121 Marcus Clarke St, Canberra ACT 2601 (02) 6279 4444 info@mvlaw.com.au
REGULATORY REFORM The aged care sector in Australia is transforming— one that Holmes believes is necessary and ultimately beneficial. The Royal Commission into Aged Care Quality and Safety, a key catalyst for this shift, concluded in 2021. The Commission delivered a sobering assessment of the sector, exposing widespread shortcomings in governance, service delivery, and care standards. “It was fairly scathing,” Holmes says bluntly. “But I think the outcome is positive—it’s forced us to improve daily.” In the wake of the Commission’s findings, the federal government began implementing sweeping regulatory and legislative reforms to raise the standard of care, improve oversight, and ensure greater accountability across the board. Providers must adopt more robust operational systems, establish more precise risk management protocols, and strengthen governance frameworks to meet heightened expectations. In return, the government WORKERS COMPENSATION Trusted by employers across Australia In NSW, AAI Limited ABN 48 005 297 807 trading as GIO is an agent for the Workers Compensation Nominal Insurer ABN 83 564 379 108/003, also known as icare workers insurance. In WA, ACT, TAS & NT, insurance is issued by AAI Limited ABN 48 005 297 807 trading as GIO 23 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 04 GOODWIN AGED CARE SERVICES
has significantly increased its funding to the sector— though this comes with strings attached. Providers are now held to a higher standard, emphasising measurable outcomes, including quality of care, resident satisfaction, and operational transparency. “This is driving a lot of consolidation in the industry,” Holmes explains. “Smaller organisations can’t keep up with the compliance demands, so we’re seeing a lot of mergers and acquisitions.” While this wave of consolidation may be daunting for some, Holmes views it as a critical step toward long-term sustainability. In his view, aged care is no longer viable as a “cottage industry” characterised by fragmented services and limited scalability.The new regulatory landscape demands scale, sophistication, and higher organisational maturity. “For those who can evolve, there’s a real opportunity to raise the bar for everyone,” Holmes says. “It’s the right direction. It means better care, accountability, and lives for the people we support.” Integrated Healthcare Solutions Comprehensive Workforce Solutions for Australia’s Healthcare Sector Key 2 Care Health Solutions delivers end-to-end healthcare sta ng by recruiting Internationally Qualified Nurses, AHPRA-registered professionals, and enrolled nurse graduates, while also placing students in nursing and aged care programs. We support workforce growth through flexible training options and expert compliance services, ensuring skilled, reliable sta and regulatory peace of mind. key2learning.edu.au | 02 6130 0100 o ce@key2learning.edu.au 24 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 04
that improve daily life—whether it’s safety, social connections, or just making the day more enjoyable,” Holmes says.“If their involvement with us improves their life, we’re here for that.” 70 YEARS OF IMPACT As the CEO of a 70-year-old organisation steeped in community spirit, Holmes is not content with simply honoring Goodwin’s legacy. He is committed to evolving it, ensuring the next chapter is even more impactful. Whether through advanced technology, compassionate care, or values-driven leadership, Goodwin stands as a testament to what’s possible when an organisation never loses sight of why it exists. “We were formed by the community, for the community,” Holmes says.“And that’s still what drives us—every single day.” NEXT CHAPTER OF SENIOR LIVING As Goodwin approaches its eighth decade, the focus remains firmly on the future. Holmes reveals the organisation is in the midst of a strategic planning refresh to align with the evolving needs of an aging population. “We don’t feel we need to change who we are,” he says. “We’re very clear on our mission and values. But we are looking at elevating our services to the next level—becoming a more holistic, integrated one-stop-shop for our region’s seniors’ needs.” That could mean expanding into new service areas currently outsourced or not traditionally associated with aged care. But for Holmes, it’s about being responsive. “The wants and needs of seniors today are different from ten years ago,” he notes.“We need to meet those expectations.” This includes improving everyday experiences in meaningful ways.“We’re focused on the small things Dowse Projects has been a proud partner of the Goodwin team for the past 10 years, supporting them in the delivery of their highquality Aged Care and Retirement Living developments. We look forward to continuing this association on their current and future projects throughout the ACT and region. DOWSEPROJECTS.COM.AU WE ARE DOWSE PROJECTS 25 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 04 GOODWIN AGED CARE SERVICES
PREFERRED VENDOR/PARTNER n Community Housing Canberra www.chcaustralia.com.au CHC is the ACT’s leading Community Housing Provider (CHP), delivering high-quality social and affordable housing to low and moderateincome Canberrans in housing and rental stress. In 2024, this meant providing a safe, stable, and affordable home to more than 1,900 Canberrans, people who would otherwise struggle to secure a place in the Territory’s challenging housing market. n Critical Success Solutions www.criticalsuccesssolutions.com.au Critical Success Solutions is an Australian company created in July 2002 in response to an identified need for fresh and innovative approaches to aged care business management and quality system solutions. After witnessing several businesses struggling to meet increasing client, regulatory and legal demands, our company was established with the aim of providing individually tailored practical solutions. n MV Law www.mvlaw.com.au Established in 2005, MV Law’s vision is to empower each of our clients to grow, innovate and thrive in today’s increasingly complex world. Through a spirit of entrepreneurialism, collaboration, and future-forward thinking, we have earned an industry-leading reputation and many long-lasting client partnerships that are built on a foundation of trust and respect. n GIO www.gio.com.au GIO has supported Australian businesses with Workers Compensation since 1927, with a focus on building relationships with brokers and clients. GIO takes a personalised approach when providing claims management services collaborating with health practitioners, employers, and brokers to accelerate recovery and return to work effectively for injured workers. n Key 2 Care Health Solutions www.key2carehealthsolutions.com.au Key 2 Care Health Solutions is a leading recruitment, training, and consultancy organisation specialising in assisting aged care organisations with cost-effective and proven workforce solutions and the enhancement of staff skills and knowledge. n Dowse Projects www.dowseprojects.com.au 26 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 04
BUILDING ACRO AND WATER HOPPER DEVELOPMENTS LTD AT A GLANCE HOPPER DEVELOPMENTS LTD WHAT: A property development company specializing in creating exceptional lifestyle communities, including residential and retirement properties. WHERE: Head office: Orewa, Auckland, New Zealand WEBSITE: www.hoppers.co.nz & www.hopperliving.co.nz 27 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 04
OSS EARTH PROVING TO BE A CORNERSTONE OF COMMUNITY-DRIVEN PROPERTY DEVELOPMENT With over 70 years of legacy and experience, Hopper Developments has firmly established itself as a cornerstone of community-driven property development in New Zealand. Today, the company is led by CEO Andy Grey, a third-generation family member behind the business. From the scenic shores of the Coromandel Peninsula to the thriving hubs of Whangarei and Whangaparaoa, this familyowned enterprise has been quietly shaping some of 28 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 04
the country’s most iconic residential and lifestyle communities. Founded in the 1950s by Andy Grey’s grandfather and great-uncle, the company began as a civil construction firm specialising in road construction in and around Whangaparaoa. Eventually, they expanded into subdivision work and started developing their family farmland. Over the decades, Hopper Developments has become synonymous with community and amenity-focused, high-quality developments across the Hibiscus Coast, Coromandel Peninsula, North Auckland and beyond. CHARTING NEW WATERS: CANAL COMMUNITIES The company’s first major expansion came in 1967 when it acquired land in Pauanui. Over the years, Hopper Developments has built nearly 3,000 to 4,000 properties in Pauanui alone.“There’s a strong association with our family in that town,” Andy explains. “We opened our first canal development there in 1993 and completed the last stage of that project last year.” Building on that success, the company launched a second canal development in 2001 in Whitianga. “We’re about halfway through that one,”Andy shares. “It’s an evolution of the Pauanui project, but far more multifaceted with infrastructure to cater for permanent living. It includes residential housing, a marina precinct, a medical centre, commercial spaces, and even a retirement village. It’ll eventually have around 1,500 dwellings.” Legacy is a recurring theme in the Hopper Developments story.Andy points to their third major canal project in Marsden Cove, Whangarei, where they plan to deliver about 800 dwellings, including a retirement village. “Our projects are long-term commitments, and that’s reflected in how personally invested we are. In fact, I have family living in every one of our major developments, and I’ve just secured a site myself at Hobbs Bay Estate. If ‘putting your money where your mouth is’ means anything, that’s it!” CREATING PLACES TO BELONG That long-term mindset extends to the company’s 29 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 04 HOPPER DEVELOPMENTS LTD
approach to aged care, a sector Hopper Developments has embraced with the same dedication and foresight that defines its residential projects. The company opened its first retirement village in Orewa between 2001 and 2007, strategically developed on land previously subdivided from a large estuary fronted farm known as Maygrove. What began as a thoughtful extension of their residential footprint soon evolved into a thriving community, complete with an aged care hospital that offers specialised medical and personal care to its residents and the wider community. Since 2018, Hopper Developments has significantly expanded its presence in this space with the launch of three additional retirement villages. These newer communities reflect the company’s evolving understanding of aging in place, offering modern facilities, increased recreational options, and strong ties to the surrounding neighborhoods. Some of these villages are integrated into Hopper’s more significant canal housing developments, seamlessly blending multigenerational living environments with lifestyle amenities and waterfront access. This integration not only meets market demand but also creates vibrant communities that foster connectivity and well-being. Andy, who stepped into the CEO role 18 months ago following a long-serving executive and, after many years of family stewardship, leads the company with continuity and a clear sense of purpose.“I have two cousins involved in the business, one in project management and another in sales and marketing,” he explains.“Our civil construction firm is also a familyrun business. There is a deep family entrenchment in everything we do.” TEATIME TO TEAMWORK Family values and accessibility shape the company’s workplace culture in meaningful and practical ways. “We have morning and afternoon teas together every day. It keeps the structure flat and the communication flowing,”Andy says.These gatherings are more than just routine breaks; they serve as informal forums where employees from all levels can interact, share ideas,and connect on a personal level.“It’s a very open environment. People are welcome to walk into my office at any time. We no longer have a receptionist. 30 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 04
It’s just that kind of place.” This approachability and open-door policy reflect the company’s core belief in inclusion, transparency, and mutual respect. The result is a workplace where individuals feel heard, valued, and part of something greater than themselves. Those values are deeply embedded in how the company ensures quality and innovation across its projects.Andy emphasises that Hopper Developments strives to be “dynamic and nimble,” a philosophy rooted in the company’s heritage. His grandfather instilled a foundational ethos: do things right the first time,“do it right, do it once.”.That ethos continues to guide the team today. Andy explains that the company champions internal slogans, such as “Life isn’t a dummy run”, which was taken from a television interview conducted with his uncle Leigh Hopper from his boat within Whitianga Waterways.These slogans serve as both motivational and philosophical pillars and empower employees to think beyond the conventional, take ownership of Bringing Land Development Down to Earth. PLANNING | ENGINEERING | SURVEYING 31 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 04 HOPPER DEVELOPMENTS LTD
their ideas, and find innovative ways to enhance the living environments they help create. LIVING BIGGER LIVES “We develop a feature-rich product,” Andy explains. We’re always striving to add value for our customers by creating environments with more recreational options and amenities. It’s about helping people live bigger lives.” At Hopper Developments, this philosophy is expressed through everything from walkable communities and green spaces to waterfront access and integrated public areas. The aim is to offer more than just a place to live—it’s about creating destinations that foster joy, activity, and connection. Whether it’s a family-friendly park or a beach side waterfront café, every feature is designed with long-term livability in mind. The team is also dedicated to sustainable development. “Water quality is a top priority in our canal developments,”Andy says.With vast experience in managing marine environments, Hopper Geotechnical Solutions Subdivisions and Villages, Roads and Bridges, Landlls, Quarries, Commercial, Residential, Specialist and Challenging Projects Connect with our experienced team at: Michelle Willis michelle.willis@earthtech.co.nz www.earthtech.co.nz +64 9 2383669 gn er Geotechnical Engineering Hydrogeology GreenTech Engineering 32 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 04
Developments adheres to rigorous resource consents that govern the protection of local ecosystems. Measures are implemented to monitor and maintain water clarity, prevent the spread of invasive species, and promote the health of aquatic life. “It’s not just about compliance,” Andy adds. It’s about creating environments that people want to swim in—and that will continue to perform this way into the future. Landscaping is another core element of their sustainable approach. Hopper Developments invests heavily in green infrastructure, not only for its visual appeal but also for the environmental benefits it brings. “The greener you can get an environment— whether it’s a subdivision or a retirement village— the better people feel about it,” Andy notes. Public reserves and recreational spaces are woven into the master plans of all major projects. The company frequently collaborates with councils to offer land for sports fields, playgrounds, and community facilities, reinforcing its commitment to long-term community enrichment. These contributions are more than just planning requirements—they are a key part of Hopper’s identity, helping to ensure that developments remain vibrant and valued parts of the broader region for generations to come. REFERRALS AND RELATIONSHIPS Community engagement is not just a checkbox at Hopper Developments; it’s central to their success. “When you’re developing destinations, not just properties, you need to entrench yourself in the local community,” Andy emphasizes. “You have to understand what makes the community tick.” Future-Proof Your Aged Care Spaces Interior Architecture for new sites, refurbs & dementia care. From cafés, villas, main buildings to furniture, gloves and cutlery, we design & procure it all. Hoppers Village Maygrove by Spaceworks +64 9 551 6020 | hello@spaceworks.co.nz | spaceworks.co.nz 33 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 04 HOPPER DEVELOPMENTS LTD
That sense of connection becomes particularly vital in their retirement village developments, where word-of-mouth referrals drive many sales. We focus on selling through referrals. These are stronger, more enduring relationships. A preferred buyer tends to stay longer, which builds momentum in the community. Partnerships also play an essential role in Hopper’s approach. Though the company is a civil contractor, it does not build the homes in its retirement villages. Instead, it seeks out strong local builders through a competitive selection process, partnering with those who share its quality standards. If we can secure a reliable build partner, it will be a significant step toward successfully executing a 7- to 10-year development project. INNOVATING LIFESTYLE LIVING Looking to the future, Andy sees steady progression across multiple fronts for Hopper Developments. “Two of our canal housing projects still have years of development ahead,” he says. “They’re part of our long-term commitment to shaping lifestyle destinations, not just subdivisions. We’ve learned to pace these developments in a way that supports their 34 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 04
seamless integration with both the local community and the natural environment.” Adding to the company’s innovative portfolio, Hopper is also planning a groundbreaking product in Whitianga.“We’re exploring the launch of a freehold marina title attached to a small property holding,” Andy shares. It will be a first for New Zealand, and we’re excited to introduce something so unique to the market. This new offering aligns with our broader vision of lifestyle and waterfront living, and we’re confident it will appeal to a niche yet growing demographic of buyers seeking something truly special.” Meanwhile, the retirement village side of the business is gaining momentum. Andy notes, “We’re expecting to complete two of the three villages currently under development within the next five years. These projects go beyond simply providing housing for seniors—they’re about creating lively, well-supported communities where people feel a true 35 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 04 HOPPER DEVELOPMENTS LTD
PREFERRED VENDOR/PARTNER n Capture Land Development Consultants www.captureland.nz As Land Development Specialists with 50+ years experience nationwide, we’re not just great at what we do, we love it too. We know how tedious the complexities of Land Development and Subdivision projects can be. So let us make the entire process more enjoyable, collaborative and sustainable for all. n Earthtech Consulting Limited www.earthtech.co.nz At Earthtech Consulting, we deliver expert, tailored geotechnical advice and services across New Zealand. Our commitment is to provide practical, innovative solutions designed to meet the unique needs of each client. Success begins with a solid geotechnical foundation: Combining our expertise with your vision equals exceptional results. n Spaceworks www.spaceworks.co.nz We design aged care environments that enhance resident well-being, improve operations, and adapt long-term. From thoughtful details like cups and saucers to full refurbishments, we bring consistency and impact. Our endto-end service—design, project management, procurement—means fewer suppliers, smoother coordination, and cost-effective results. If you’re upgrading, expanding, or evolving, let’s create smarter, more liveable spaces that balance care, sustainability, and function. sense of connection and belonging. Achieving that takes thoughtful planning, continuous collaboration with our partners, and a deep commitment to quality and care. As the company scales up, it is also maturing at the executive level.“We’re working on becoming a more professional family organisation,” Andy says. That doesn’t mean losing our family values—it means structuring ourselves in a way that allows us to confidently manage complex, stakeholder-heavy projects, such as large-scale retirement communities. This evolution is about increasing transparency, consistency, and trust at every level of our operations. It’s about future-proofing our leadership while staying true to our roots.” 36 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 04
DART TRANSIT COMPANY DR AT A GLANCE LEAGUE OF MINNESOTA CITIES WHAT: O ne of the largest municipal associations in the country, representing about 855 cities, large and small throughout Minnesota WHERE: Minnesota, US WEBSITE: www.lmc.org DART TRANSIT COMPANY Standing out from the competition, Dart Transit Company rides the road to continued success SERVING TH WHO SERVE VASEY RSL CARE AT A GLANCE VASEY RSL CARE WHAT: A not-for-profit organization in Victoria, Australia, providing in-home and residential aged care, accommodation, and support services for veterans and war widows with aged care services also available to the general public, reflecting the organization’s commitment to inclusive care for the broader community. WHERE: Victoria, Australia WEBSITE: www.vaseyrslcare.org.au 37 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 04
T RIAGENDA The transport and logistics sector is competitive by nature. With so many companies vying for contracts, the ability to stand out from the competition comes down to putting the customer first. For Dart Transit Company, a family-owned freight logistics company, the road is smooth sailing as clients remain loyal and HOSE ED For over a century, Australia has recognized and honored the sacrifices of its service members. From the aftermath of World War I to the present day, the needs of veterans and their families have evolved, demanding innovative and compassionate solutions. Vasey RSL Care, a non-profit organization dedicated to serving veterans, their widows, partners, and families, is at the forefront of this mission. Led by Janna Voloshin, Chief Executive Officer, the organization is committed to providing high-quality housing, aged care, and community programs tailored to the ex-service community. COMMITTED TO HELPING VETERANS AND THEIR FAMILIES THROUGH COMPASSION AND UNDERSTANDING Vasey RSL Care Executive Leadership Team 38 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 04
UNITING FOR A GREATER MISSION Vasey RSL Care was officially formed in 2004 following the merger of two organizations—Vasey Housing Victoria and RSL Care Victoria. However, its history stretches further back, rooted in the experiences of service members returning from war. “RSL Care was formed after World War I to support our young guys returning from war,” says Voloshin. Meanwhile, Vasey Housing was founded by Mrs. Jessie Mary Vasey OBE CBE, a general’s wife, who promised her husband that if he did not return from war, she would support war widows. “He did come back but tragically died in an aircraft accident shortly after the war,” Voloshin explains. “She took that mission seriously, starting with widows and their children coming together for support.” Through the decades, both organizations expanded their scope, initially focusing on housing for veterans and widows before eventually moving into residential aged care. With increased legislative requirements and an aging veteran population, the 2004 merger was a strategic step to create a new organization capable of addressing more complex needs. Today, Vasey RSL Care operates as an independent entity with a clear mission: “Serving Those Who Served.” INDEPENDENCE WITH DEDICATED SUPPORT Vasey RSL Care provides various services supporting veterans at different life stages. The organization operates across four main business streams: residential aged care, home care, affordable housing, and transitional housing for at-risk veterans. The aged care division includes four facilities across metropolitan Melbourne, offering high-quality care to veterans and non-veterans alike. The home care program currently delivers services to approximately 250 clients, helping them to remain in their homes while maintaining independence. Additionally, the organization was recently awarded a contract to provide a dedicated veteran home care program. “It’s a lower level of care, but it specifically caters to veterans, ensuring they receive support tailored to their unique experiences,” Voloshin says. Affordable housing is another cornerstone of Vasey RSL Care’s services.The company has approximately 300 units and apartments across Melbourne and regional Victoria, including locations such as Geelong and Wodonga.“We provide safe and secure housing, recognizing that stable accommodation is critical for well-being,” Voloshin emphasizes. A LIFELINE FOR VETERANS IN NEED One of the most groundbreaking initiatives undertaken by Vasey RSL Care is its transitional 39 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 04 VASEY RSL CARE
RkJQdWJsaXNoZXIy MTI5MjAx