FMCG Edition - Nicola O'Rourke on New Zealand versus the global market — can we be better and how can we improve

Hi, I'm Cameron King, Executive Search Lead across Sales, Marketing & Digital. Welcome to the Tribe Talks FMCG series, where we dive into the minds of the remarkable individuals shaping the industry. We have a long association and deep understanding of the FMCG sector, and we believe that behind every great leader, there’s a great story. In this series, you’ll hear firsthand accounts of the unique paths and valuable lessons learned along the way.

So, let’s meet them. Welcome to another Tribe Talks FMCG series episode. Today’s theme is New Zealand versus the global market — can we be better and how can we improve? I thought to myself, who better to sit down with and pick their brain than Nicola O'Rourke. Thanks for your time this morning, Nicola, and welcome to Tribe.

Nicola: Pleasure. I'm excited to be here.

Cameron: Cool. First of all, can I just get you to introduce yourself and tell us a little bit about what you currently do?

Nicola: Sure. I’m Nicola O'Rourke and I currently work across a number of New Zealand food and beverage businesses in the sector, both selling in New Zealand and offshore. I’ve got 20-plus years in FMCG across New Zealand and global markets. I now have the pleasure of sitting across a number of New Zealand food and beverage boards and governance roles, and I hold a beachhead position with New Zealand Trade and Enterprise (NZTE). That means I advise NZTE and get the opportunity to dip into a lot of New Zealand food and beverage businesses scaling on the world stage.

I’m also a proud partner and founder of Founders Advisory, where we invest in early-stage start-ups across the consumer-packaged goods sector, primarily scaling into Australia and US markets.

Cameron: Nice - you sound very busy.

Nicola: Yeah, but I have enough time to be here today, so I’m excited about that.

Cameron: True! Out of interest, we always like to know how everyone’s FMCG careers began. What’s your story, and how did you get into the industry?

Nicola: I studied pre-med at Otago University, but in my second lab I fainted - and a couple more after that too! I realised maybe medicine wasn’t for me. I transferred my papers into a Consumer Food Science degree and did a BCom majoring in Marketing. Thank goodness I did, I didn’t faint again.

After graduating, I applied for a few graduate roles, Tip Top Ice Cream, New Zealand Post, and L’Oréal. I and ended up at Tip Top. I never looked back. It was a fabulous first marketing role in a company that made its own products. I discovered my passion for creating physical products that bring joy, nostalgia, or nourishment. Seeing something you’ve worked on bought off a shelf and enjoyed in homes - it’s an amazing feeling.

Cameron: And if I look at your background, you’ve got a mix of blue-chip multinational and private equity scale-up experience. What are the pros and cons of each, and what have you learned from those different environments?

Nicola: They’re so different. Blue-chip environments give you world-class training in systems, processes, leadership capability, and career pathways. They’re great places to start - structured, disciplined, and resourced enough to innovate and take smart risks.

The downside? Decision-making can be slow, and stakeholder management can be complex. Sometimes “fast-moving consumer goods” feels more like “slow-moving consumer goods.”

On the flip side, scale-ups are all about growth - fast, scrappy, and high-impact. You work across everything. There’s less structure but more energy. You learn the real value of a dollar, how to be agile, and how to make things happen quickly. But it’s also more exposed, when things go wrong, there’s nowhere to hide.

Someone once told me, “You either survive in structure or thrive in chaos.” I think that’s true. Some people get energy from structure; others thrive in the uncertainty and pace of startups.

Cameron: And how do you know which one you’re suited to, the structure or the chaos?

Nicola: Often, you don’t until you try. As you grow in your career, you start recognising what energises you. Frustration in one environment can be a sign it’s time to test another. Today’s career landscape gives people freedom to pivot — you can make “career U-turns” without it being a big deal. Corporate will always exist, startups will always exist - it’s about doing your research and knowing what you’re walking into.

Cameron: You’ve worked closely with US markets. What are the most common challenges New Zealand FMCG businesses face when entering the US, and what advice would you give?

Nicola: The biggest issue is often not knowing why they’re going. They haven’t clearly articulated the role of the US market in delivering their organisational purpose.

Once that’s clear, the next challenge is lack of focus. New Zealanders tend to be generalists - we wear many hats. The US is massive and highly specialised. You need to know which state, which zip code, which channel, and why. Many don’t do enough research.

The next two challenges: undercapitalisation and assuming “New Zealand” is a selling point. Competing in the US is expensive, and the NZ brand isn’t automatically relevant to American consumers. It’s part of the story - but not the whole story.

Cameron: Can a business still be successful if it only focuses on New Zealand?

Nicola: Absolutely. Focus is key. Too many businesses spread themselves thin across markets. Focusing deeply on one market - even just New Zealand - can build a strong, viable business. We have a diverse population, an innovative grocery sector, and good infrastructure for testing and scaling products locally.

Cameron: So, is New Zealand punching above its weight in the global FMCG space, or are we lagging behind?

Nicola: I’d say we’re lagging a bit - but not for lack of talent or effort. We’re a small nation, and innovation is expensive. But we’ve done incredible things in agriculture and horticulture, and there’s a lot of promise in emerging food tech and alternative proteins.

The key is repositioning how we talk about our isolation. Instead of seeing it as a limitation, we should market it as a strength — purity, traceability, innovation, and integrity.

Cameron: And for those early in their FMCG careers, what advice would you give?

Nicola: Invest in learning and relationships. In my first decade, I was lucky to have great mentors who gave me opportunities to stretch myself. Build networks intentionally, but remember, networking is a two-way street.

Also, don’t be afraid to say no. If an opportunity doesn’t align with your values or growth goals, it’s okay to turn it down. And always protect your reputation, New Zealand is a small place.

Finally, be curious. Keep learning. When I interview people, I ask: “What have you learned in the last six months?” The best people are comfortable being uncomfortable, they take on challenges that stretch them.

And remember, leadership isn’t about what you can do yourself; it’s about what you can achieve through others. That’s the hardest and most rewarding transition in any career.

Cameron: Amazing advice. Nicola, thank you for your time and insights, that was fantastic.

Nicola: Pleasure. Thanks for having me.

Transcript edited for brevity.