Blog 1: The First Steps to Building a Global Business
- Kerry Paul
- Jun 5
- 3 min read
Updated: Jun 30
JOURNEY 3 - SERIES 1 - BLOG 1 - A PART OF 9 BLOGS IN SERIES 1 - Reading time: 3 Mins
Have you ever wondered what it really takes to build a global business from New Zealand? I certainly did. Between 2003 and 2021, I founded and exited five start-up companies, including Manuka Health, which grew from a kitchen-table concept into a global brand generating more than $73 million in annual sales and exporting to 45 countries. This blog series is based on the lessons I learnt during that journey — the successes, the setbacks, and the realities of trying to build internationally competitive businesses from one of the world’s smallest and most isolated economies. This case study highlights the international growth of Manuka Honey. The journey also reflects the realities faced by many New Zealand start-up businesses. These lessons provide valuable insights for New Zealand entrepreneurs. The experience demonstrates the challenges and opportunities involved in Building a Global business from New Zealand.
Why I Started Businesses
Looking back, I now realise that the 24 years of experience I gained before 2003 laid the foundation for everything that followed. My career had always centred on one theme: unlocking the health benefits of natural bioactives and taking those products from farm systems to international markets.
What motivated me most was the belief that New Zealand companies could compete globally if they focused on innovation, differentiation, and long-term strategy. I enjoyed taking calculated risks, challenging conventional thinking, and building businesses independently. Timing also mattered. Global demand for natural health products was growing rapidly, creating an opportunity I believed New Zealand was uniquely positioned to capture.
Lessons from Building Global Businesses
One of the biggest lessons I learnt is that building a global business requires much more than a good product. Success depends on creating capabilities across branding, governance, distribution, innovation, supply chains, and leadership.
When I founded Manuka Health in 2006, our core concept was simple: to become a global leader in natural bioactive health solutions using New Zealand’s unique flora and fauna. Our long-standing positioning statement, “Given by Nature, Proven by Science,” reflected this strategy.
Importantly, this was not a random idea. It emerged from decades of accumulated industry knowledge in dairy, biotechnology, and natural health. In my experience, successful businesses are usually built on deep expertise rather than inspiration alone.
Developing the Core Concept
I have always preferred the term “core concept” over “vision.” A vision can sound abstract. A core concept must clearly define:
What the business will focus on
Where and how it will compete
What capabilities are needed to succeed
For Manuka Health, this meant targeting premium natural health channels, building scientific credibility, and developing a reliable global supply chain.
Leadership and Decision-Making
I also learnt that leadership is one of the most critical factors in business success. In my view, leadership is developed through experience, learning, and resilience rather than something people are simply born with.
No entrepreneur ever has perfect information. One of the greatest dangers is procrastination. I found it far better to make decisions with incomplete information, continue learning, and adapt quickly when required. Building strong teams, encouraging independent thinking, and remaining open to challenge were all essential parts of the journey.
For New Zealand entrepreneurs, global thinking is not optional. Our domestic market is simply too small. If we want to build enduring companies, we must think internationally from day one.
To continue reading Series 1 we invite you to join us:
Building a Successful Business
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