4. What are the key issues to address to get started?

Leadership Style Matters

An idea, however, is only as strong as the people driving it. Leadership is critical. In my view, leaders are not “born”—they’re developed. The most important trait? A growth mindset. That means being willing to learn, adapt, and see setbacks as opportunities.

In practice, that comes down to decision-making. No leader ever has perfect information. Procrastination kills momentum. It’s better to make an 80% right decision quickly, adjust along the way, and keep moving. Surround yourself with independent thinkers who will challenge you, and don’t be afraid to debate and refine your ideas. The art of leadership lies in balancing decisiveness with openness to better solutions.

Why a Written Plan Still Matters

Every start-up needs a business plan—not because it will play out exactly as written (it won’t), but because the act of writing it forces discipline. For a greenfield start-up, the plan isn’t about historic data—it’s about milestones. How many stores will you be in within the first year? How much revenue will you generate? What resources will you need to get there?

Your initial plan should be simple but measurable. We aim to be in 20 health stores within the first 12 months, with at least five products on the shelves. Setting tangible goals like this gave us something to track and, just as importantly, something to show investors. As a New Zealand entrepreneur, it is important to show the global business strategies in the plan.

The Role of Angel Investors and Governance

Speaking of investors, raising early capital is one of the toughest hurdles in New Zealand. Property is the preferred investment vehicle here, and risk capital is scarce. That makes credibility all the more important. Investors back people, not just products. They want to see relevant experience, governance structures, and evidence that you can deliver results.

Early governance also matters more than many entrepreneurs realize. A professional board inspires confidence and keeps the company on track. Just as importantly, having “like-minded” shareholders from the outset avoids messy conflicts later on.

Learning from Past Experiences

Much of my own entrepreneurial journey grew from past experiences— build on what you know. Your past experiences—whether in science, farming, design, or technology—can form the foundation of a unique business concept. Start there, and then be disciplined in building the plan, leadership, and governance to support it.

Getting Started Is About More Than Starting

To go global, you can’t just “have an idea.” You need to:

• Define a core concept that’s clear and compelling.

• Develop a leadership style that encourages growth and adaptability.

• Write a business plan with measurable milestones.

• Secure angel investors and governance that bring both capital and credibility.

Every journey begins with a first step, but if you’re aiming for global success, that first step needs to be intentional, disciplined, and grounded in reality.

Your next read in the series 5. How should you think about company strategy?

Building Global Businesses

A fuller explanation on this subject is outlined in my book “Going Global” www.goglobal.co.nz