Last week, the Instep Young Leaders had their final Business Breakfast hosted on site by the team at Southern Cross Horticulture (SCH). CEO, Josh Mounter, Michaela Horcinova, People and Culture Partner and Nicki Everitt, Talent Development took the group through a presentation about the journey and transformation of this family-owned agribusiness led by the Dunstan Family since 1977. The business has grown from a small operation into a vertically integrated powerhouse. With roots deep in the Bay of Plenty, SCH is a testament to what can happen when tradition meets innovation, creating not only a successful business but a vibrant community in the process.

One of Southern Cross’s standout elements is emphasis on its people. Recruitment for seasonal work at its site, Eastern Rise, is as selective as it is strategic. Seasonal staff from the islands bring invaluable skills and commitment, creating a dedicated team that SCH values deeply. Its on-site accommodations are comfortable and spacious, with room for up to 96 employees.

Outside of its offshore recruitment strategy, approximately 10% of SCH employees join directly from college, gaining early exposure to the industry. SCH is committed to providing meaningful career pathways and real-world experience across its six core departments: Nursery, Construction, Contracting, Horticulture, Finance, and People and Culture, which includes a dedicated investment team for capital raising.  

Josh explained to the Young Leaders that the company encourages students to work during school holidays, offering them a chance to shadow experienced professionals and gain invaluable hands-on knowledge. With a strong focus on nurturing talent from within, SCH prioritises internal promotion, allowing individuals to move between departments as they grow. This approach not only supports skill development but also builds decision-making abilities rooted in practical understanding. Innovation is embedded in SCH’s culture, especially within the horticulture team, where research and development propel the industry forward. This unique structure creates a supportive and inspiring environment and underscores the company’s philosophy of hiring for character over skill—a refreshing approach in today’s market.

“This isn’t about filling positions; it’s about building a workforce of individuals who resonate with our core values of excellence, integrity, teamwork, trust, and attitude.”

SCH maintains a permanent team of around 100 employees, expanding to nearly 500 at peak times and has managed to maintain its “family feel”. The business remains under the Dunstan family’s leadership, but Josh, who only recently joined, is helping bridge the gap between tradition and modern business demands. This blend of corporate strategy and family values is apparent in everything they do, from land acquisition and development to how they communicate with stakeholders. SCH doesn’t just talk about growth—they cultivate it from the soil up. Dairy farm acquisition and transformation into orchard requires carefully mapping out land based on soil quality and climate, finding water sources, contouring the land, and planting, while ensuring historical preservation is considered during all stages of development. The most recent acquisition of two sprawling dairy farms, which were then turned into a lush 90-hectare orchard, wasn’t just a bold step for SCH—it was a leap forward. The land has evolved from a paddock to a high-performing orchard with the first crop expected next year.

Southern Cross’s success rests on four solid pillars: customers, team, shareholders, and community. Customer satisfaction is paramount, as is fostering long-term relationships, but the company’s commitment to its team stands out. They reward commitment and performance by offering 10% of their staff shares in the company. That level of investment shows in their loyalty and drive, creating a culture where excellence is more than a goal; it’s an expectation.

A family business isn’t just about profit—it’s about legacy. SCH actively invests in its community, funding projects from community gardens in Pukahina to freshwater initiatives on the islands. It’s not uncommon to see SCH at the heart of community events or hosting clean-up days that benefit everyone around them.

Josh shared valuable insights with the Young Leaders on effective leadership, emphasising the importance of goal clarity and having a deep understanding of business objectives. He highlighted that strong leaders should hone their critical thinking and emotional intelligence, carefully analysing information and considering its emotional impacts on others. Confidence, open-mindedness, and a willingness to listen to other perspectives are essential traits. He discussed internal and external influences on business decisions, from team morale and company culture to market trends and legal factors, stressing that decisions should align with the mission, purpose, and values (MPV) of excellence, integrity, teamwork, relationships, and attitude.

Josh encouraged the Young Leaders to engage in decision-making, evaluate risks and rewards, and learn from outcomes. He shared the high-stakes decisions they make daily with the battle against the elements at Eastern Rise, where frost protection—using water and fans—is essential to protect the budding crops. One wrong decision could mean the loss of a season’s worth of effort and millions in investment.

The Young Leaders left inspired and with a newfound respect for the depth and diversity a career in horticulture can offer. They learned that the industry extends far beyond picking and packing; it encompasses areas like strategic decision-making, cutting-edge research, capital investment, and managing team dynamics. They saw firsthand how horticulture professionals are involved in critical thinking, problem-solving, and innovation, working with advanced techniques to address root causes and make informed choices. The visit emphasised the potential for a fulfilling career path in horticulture—one that offers a platform for leadership, growth, and a meaningful impact on communities, stakeholders, and sustainable practices.

From its humble start in 1977 to its current status as a high-performing agribusiness, SCH has held fast to the values that began with the Dunstans. For anyone looking to make a mark in horticulture, Southern Cross’s story is a lesson in scaling up while staying grounded. They’re not just growing crops—they’re cultivating a legacy.