Name: Sandy Eaton |
Company Position: Regional Manager |
Email Address: sandy.eaton@beyond.co.nz |
Phone Number: +64 27 271 1537 |
Professional Services
Where I’m from: Born in Invercargill, grew up in Howick, Auckland, lived in Whangarei for nine years and now a Wellingtonian for eight plus years. I’ve travelled extensively overseas, and love to travel, but am always happy to come home. My professional background: I started my own business at 21, a second hand shop in Papakura. When I first moved up to Whangarei I was the owner/director of a Tractor and Machinery business. I built up a Property Management Department for a boutique real estate company and then went into sales. Since moving to Wellington, I have utilised my strong business background to build an extensive network in the field of executive recruitment. Why I’m passionate about my role: I see the Human Resources, Government & Policy, Finance, Procurement and Customer Experience people as some of the most engaging in the Wellington market. I lead a team who love meeting with candidates who are really making a difference out there and assisting them in progressing their careers. We also thrive on quality meetings with our clients, where we can gain a true understanding of what makes them and their team tick and how we can really make a difference by finding the right fit for their team. I believe that there is nothing more important to organisations, both private and public than their customer experience, being able to ensure that this is nothing less than exemplary for organisations, by placing exceptional people, is what makes my role truly worthwhile. What not many people know about me: I was the President of the New Zealand Parrot Society for a number of years (yes, there is a NZ Society that focuses exclusively on parrots) and had a pet macaw. What I love about Aotearoa, New Zealand: I am at my happiest when I am experiencing the outdoors. I love biking and enjoy spending my weekends experiencing some of the fabulous scenery Wellington and New Zealand have to offer. What I love about Beyond Recruitment: Hands down, the people. They are an amazing, hard-working, passionate group of people, who also have a great sense of humour. Everyone comes to work, wanting to make a difference in people’s lives – they’re an inspirational bunch!! |
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Bridging the Gap: Moving fr...
Stepping up into a Principal Policy Advisor role is no small feat. At Beyond Recruitment, we regularly meet highly skilled Senior Policy Advisors with a strong foundation of policy expertise and technical know-how. However, today’s public sector environment demands more than that. Hiring managers are increasingly seeking candidates with both greater breadth and depth of capability.For Senior Policy Advisors, making the jump to a Principal Policy Advisor is a true test of your leadership, strategic thinking and resilience. If your policy career has progressed quickly, you can expect hiring managers to delve deeper into the substance of your experience.So, how do you ensure you’re ready for the move from Senior Policy Advisor to Principal Policy Advisor? Beyond Recruitment’s Kathy Claridge shares her insights from working with hiring managers and candidates in the Government and Policy space. Read on for tips on how to map your career path towards a Senior Policy Advisor role.Anchor Yourself in the DPMC Policy Skills FrameworkBefore charting your path toward a Principal Policy Advisor role, it pays to revisit the Policy Skills Framework developed by the Department of the Prime Minister and Cabinet (DPMC). This framework is designed to guide New Zealand policy professionals in developing the competencies needed at every stage of their career.While many of the framework’s competencies are essential, three stand out as critical when stepping into to the Principal Policy Advisor roles:1. Strategic Policy Thinking-prove your big-picture mindsetAs a Senior Policy Advisor, you’re already experienced in deep analysis and developing solidly researched advice. To move into a Principal role, however, you need to demonstrate that you can think several steps ahead. In other words, seeing both the policy issue in front of you as well as its ripple effects across government and society.Key ways to strengthen your strategic credentials include:Engaging confidently with senior leaders and Ministers, to provide high-level advice that shapes decision-making.Mapping the cross-agency impacts of policy decisions and proactively flagging risks, trade-offs and opportunities.Driving long-term policy agendas, showing that you can think beyond immediate pressures.Ask yourself: Am I just responding to policy issues, or am I actively helping set the agenda?2. Coaching and Mentoring-lift others as you riseLeadership qualities are what single out people for Principal Policy Advisor roles. In addition to your policy experience, in a Principal role you are expected to build the capability of your team and be a role model. Hiring managers look for evidence that you can develop others while delivering on your own work.To elevate your leadership profile: Offer to mentor junior policy advisors on complex projects, providing them with guidance and sharing your wisdom.Be the one who initiates regular feedback loops or learning sessions within your team.Champion capability-building by identifying your team members’ development needs and helping them step up.Tip: Keep a record of where you’ve added value in developing others, as these examples are gold in interviews.3. Influencing and Relationship Management-broaden your impactAnother factor that marks a move from Senior Policy advisor to Principal Policy Advisor level is the power of persuasion. While Senior Policy Advisors are expected to provide sound advice, Principal Advisors must wield influence across multiple layers, internally and externally. That requires nuanced communication skills and emotional intelligence, which can be cultivated with the right effort.To show you’ve got the influencing chops:Build and maintain trusted relationships with a wide range of stakeholders, including NGOs, industry groups, iwi, and other government agencies.Balance competing interests diplomatically and look to achieve consensus wherever possible.Adapt your communication style to suit your audience - whether briefing a Minister, consulting with technical experts externally, or engaging the public.Remember: Your ability to manage relationships with both sensitivity and strategic nous is a clear marker of Principal-level readiness.Navigating the Hiring ProcessShowing you have Principal-level skills on paper is just the start. In interviews, recruiters and hiring panels will be looking for concrete examples that demonstrate your capability in action. Demonstrating the depth of your experience will help you stand out as a candidate. Before interviews, prepare to:Share detailed case studies of when you led policy development on issues that are high-stakes or especially complex.Explain how you’ve balanced competing priorities and successfully influenced key decision-makers.Illustrate how you’ve contributed to growing the capabilities of both your team and organisation. (This is where keeping a record of your achievements comes in handy!)In summary: Be specific, be honest, and don’t shy away from discussing challenges. Hiring managers value candidates who can reflect critically on their experiences and can demonstrate learning and growth.Get Support in Finding Principal Policy Advisor RolesWith deliberate career planning, a focus on building your leadership skills and a big-picture mindset, you can start taking steps towards a critical leadership role.Progressing your career in the demanding Government and Policy space can be tough at times, but you don’t have to do it alone. Here at our Beyond Recruitment base in Wellington, I’ve worked alongside policy professionals throughout their careers, helping them position themselves effectively for senior roles. Whether you’re looking for ways to gain breadth of experience or make a career move with the right timing, having us by your side can make all the difference. If you're thinking about your next move and want to make sure you’re truly ready for a Principal Advisor role in New Zealand, please don’t hesitate to get in touch with me or the Government and Policy team at Beyond Recruitment. We’re here to help you make it happen.
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Financial Leadership in Cha...
In today’s volatile economic climate, how is the role of a Chief Financial Officer evolving, beyond mere number crunching? That’s a key question we sought answers to at our recent CFO breakfast event. As it turns out, the evolution of the CFO role is accelerating. Our discussion with industry leaders in Accounting, Finance & Financial Services highlighted that financial leadership is as much about people management teams and driving long‐term strategy, as it is about ensuring the integrity of the balance sheet. Drawing on insights from leaders including Paul Helm of MBIE, Stewart McRobie of ACC, and Trish McAuliffe of Stats, we’ll share the most profound takeaways from our event, to heighten your effectiveness across your organisation.Strategic Budgeting and Long-Term ForecastingIn our discussion forum, Paul Helm stressed the importance of the right foundations in financial leadership. Maintaining a relentless focus on the balance sheet and long-term planning are just as vital as ever for keeping one’s eyes on the ball. “Ask yourself, ‘Where will you be on the 30th of June?’ Use that as a benchmark to drive your budget year and even plan a 3-to-5-year forecast,” Paul said.Finance leaders are called to go deeper in understanding current and forecasted costs, to ensure the whole business comprehends the financial implications of their decisions. In other words, it’s more than just ensuring the numbers are accurate. Every financial forecast, Paul added, is an opportunity to engage business leaders in understanding the real dollars behind their strategies. Stewart echoed this sentiment by noting that the budget is more important than ever. “With enormous pressure on finance, the detail in the budget must be spot on. The business owns the budget, and it’s imperative to find that middle ground where detail meets actionable strategy.” He cautioned against relying too heavily on emerging technologies such as AI for financial statements. Innovative tech is welcome but has its place. After all, nothing can replace the rigour of detailed budgeting.The CFO as ‘Chief Communication Officer’When a CFO’s role is no longer just about managing numbers, what else does it involve? According to Trish McAuliffe, finance leaders are also the chief communication officers of their companies.CFOs increasingly need to make the financial narrative accessible and actionable for non-financial leaders. That means ensuring financial terms and figures are well articulated and ultimately understood.“It’s crucial to ask: what do your leaders really want, and what do the numbers mean to them?” she said. For those in the public sector, Trish added, CFOs are often challenged to translate complex financial data into clear insights that enable informed decision-making. That’s where those communication skills come into play. Inspiring and Engaging TeamsBeyond the spreadsheets, effective finance leadership is about creating an environment where teams feel empowered and supported to do their best work. Their engagement and long-term commitment depend on it.Trish encourages finance leaders to champion their teams in front of senior leadership. “Make it fun and make it matter. Support the policy team, and ensure your people feel that support,” she said. Paul added that empowerment includes enabling team members to be candid. “You have to listen, diversify, and make a more significant effort to stop and listen.” Engaging with newer team members and providing them opportunities to contribute to major projects has two benefits. One is building up skills and capabilities, and the other is an enrichment of the overall team dynamic, Paul said. Stewart also reminded us that leadership remains pivotal in retaining talent. “People leave bad leaders, not bad organisations. It’s about motivating and creating the right environment where relationships matter.”Strong leadership sets the tone for both financial discipline and how effectively team members can collaborate, he added.Looking Forward: Real-World Impact Through Strategic LeadershipThe points raised at the event CFO breakfast reinforced what we’ve seen on the ground in Accounting, Finance & Financial Services recruitment: effective financial leadership is a balancing act. Today, finance leaders have to manage an equally demanding set of priorities:Take the Long View - Constantly reassess your balance sheet and forecast not just for the next quarter but also for the long term.Zero In on The Details - Ensure you scrutinise every line item in the budget, as even the small details today can shape the strategy for tomorrow.Tailor Your Communication - Translate financial data into clear, strategic insights in language that all leaders and stakeholders can understand.Nurture Your Team – Give every team member space to feel heard, valued, and capable of contributing to your organisation’s financial success.Employing these leadership strategies can both drive stronger financial outcomes and build a more resilient and innovative culture in your workplace. The TakeawayIn a time when budgets are ever more closely scrutinised and every dollar counts, the insights shared by Paul, Stewart, and Trish remind us that the role of a CFO is multifaceted. Financial leadership demands precise forecasting, communication clarity and sincere dedication to helping your team succeed. Adopting these principles helps ensure you’re ready to tackle immediate challenges and also build sustainable success.Access Our Accounting, Finance & Financial Services Recruitment SupportHaving the right people in your finance team is the engine of your organisation’s success. That’s where Beyond Recruitment can help. With our extensive networks in Accounting, Finance & Financial Services, we can assist you in your search for an exceptional finance professional. Please reach out to Jeremy Hill for help with contracting, permanent and fixed term roles.
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A Day in the Life of a Poli...
Published Date: 15th April 2025Wellington, the heart of New Zealand’s government, is home to a vibrant community of policy professionals working across various ministries, departments, and agencies. As a recruitment specialist for Policy and Government job opportunities, I spend my day connecting with Policy professionals. These talented advisors and analysts shape the decisions that impact New Zealanders’ daily lives. Policy advisor jobs are rewarding in more ways than one. Working in policy gives you a privileged connection to the public and real opportunities to support the community. But what does a typical day look like for a policy advisor? And why would you want to pursue a career in this field? Consider this your real-world policy advisor job description. Let’s dive in.Morning: Kicking Off the DayThe day often starts with a morning briefing. Policy advisors and analysts gather to discuss updates on current projects, emerging issues, and their stakeholder engagements. This could involve reviewing recent data, preparing for an upcoming ministerial briefing, or brainstorming policy recommendations.After this, a policy advisor might dive into research. Here is where your data literacy skills are essential. This could involve analysing economic data, reviewing international best practices, or consulting legal frameworks. Understanding the laws and regulations relevant to your department’s remit is also vital to being an effective policy advisor or analyst.The ability to synthesise complex information and distil it into plain-language insights is a critical skill for success in policy roles. Not everyone will be as across the issue as you, so it’s your task to translate the technical into laypersons’ terms. Midday: Collaboration and Stakeholder EngagementGovernment policy is never created in a vacuum. A large part of a policy advisor’s job involves engaging with stakeholders, whether it’s meeting with other government agencies, industry representatives, or community groups. These conversations are what give you insights to help shape practical and effective policy solutions.Lunch might be a chance to network with your colleagues, catch up on the latest political developments or attend a professional development seminar.Wellington’s compact boundaries containa close-knit public service community, so you’ll find it easy to meet peers across different ministries. Think of it as a village! Afternoon: Drafting Policy and Problem-SolvingThe afternoon is often spent drafting policy papers, briefing notes, or Cabinet papers. This is where the analytical side of the job comes into play. You’re evaluating policy options, weighing trade-offs, and making recommendations to ministers.Challenges are an inevitable aspect of drafting policy. Conflicting stakeholder interests, or shifts in government priorities keep policy professionals on their toes, as do tight deadlines! It’s not unusual for recommendations to be revised multiple times before it’s finalised. This process of peer review is when colleagues and senior advisors critically assess the draft policy for accuracy, clarity, feasibility, and alignment with objectives before it progresses for approval.Adaptability, resilience and strong problem-solving skills are key for getting a policy over the finishing line. Evening: Reflection and Work-Life BalancePublic service roles come with their share of responsibility and deadline pressure. But work-life balance is just as important. If you’re new to government work, you’re likely to find more equilibrium between the demands of your job and your personal life – a welcome change from corporate life!Many policy advisors take advantage of Wellington’s energetic cultural scene – grabbing a drink with colleagues, heading to the waterfront for a walk, or catching a theatre show at Circa.Why Work in Policy?Policy work is intellectually stimulating and provides the opportunity to make a real difference. Your research and critical thinking skills can influence decisions that shape the country’s future. Even though policy professionals work behind the scenes, they’re just as important as parliamentarians in leading change, whether it’s tackling climate change, healthcare, housing, or digital transformation. In fact, ministers can’t live without them!Further, the skills gained and refined in policy roles, such as critical thinking, stakeholder engagement, and strategic analysis, are highly transferable. Policy advisor jobs can open doors to leadership roles in both the public and private sectors.Pathways into Policy Advisor CareersMany policy advisors in New Zealand come from diverse backgrounds, including law, economics, political science, and social sciences. Some enter through graduate programs offered by government agencies, while others transition from roles in academia, not-for-profits, or the private sector. If you’re an aspiring policy professional, the key attributes to develop are strong communication skills, sharp analytical thinking and a genuine passion for public service to succeed.Your values and motivations are strong differentiators when applying for policy advisor roles.Challenges in Policy WorkWhile rewarding, policy work is not without its challenges. Government priorities can change quickly, so being comfortable with change will serve you well as a policy professional.Balancing different stakeholder perspectives and ensuring evidence-based decision-making in a political environment can be complex. However, those who thrive in this space enjoy the intellectual challenge and the opportunity to influence meaningful change.Final ThoughtsA career in policy is demanding but fulfilling like no other. Few other career paths give you so much potential to shape the future of New Zealand and build a lasting livelihood. For those passionate about making a difference, policy work in Wellington provides a front-row seat to the country’s most pressing challenges – and the opportunity to help solve them.Get Support for your Next Career Move in PolicyLooking for your next policy advisor role in New Zealand? At Beyond Recruitment, we’re here to help you take the next step. Whether you’re looking to move into a new sector, step up into a senior or leadership role, or need more guidance on a career in public service, our Government Policy and Specialist team can assist. Get in touch with us today and let’s find a role that’s right for you.
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New Zealand Employers Face...
The 2025 Beyond Recruitment Economic & Labour Report reveals cautious optimism and resilience among New Zealand employers, despite ongoing economic uncertainty and an accelerating evolution of jobs across multiple sectors. Beyond Recruitment’s annual Economic & Labour Report provides insights into employer sentiment about the economy, hiring and the state of New Zealand's workforce. The latest report highlights a stabilisation in employer confidence since the post-pandemic recovery, with fewer organisations (58%) describing the past year as challenging, down from 71% in 2023. Small to medium enterprises (SMEs) and large organisations reported the highest levels of confidence, contrasting with slightly lower optimism among very large organisations (1,001+ employees). The economic slowdown emerged as the leading concern (31%) for employers, alongside rising operational costs and regulatory changes (both at 25%). Balancing cost management and growth is a central challenge, with 37% of organisations aiming to keep headcount stable, while 28% are planning headcount expansion. SMEs show the strongest appetite for workforce growth. Usage of artificial intelligence has surged, with 83% of organisations either exploring or implementing AI tools, up significantly from previous years. Despite initial fears, employers view AI as predominantly complementary to human roles, with 43% upskilling their employees to meet the demands of an AI enhanced workplace. CE of Beyond Recruitment, Liza Viz, notes, “While organisations are prudent in their hiring strategies, their resilience is clear. Employers are strategically positioning themselves to capitalise on anticipated market improvements, particularly through workforce development and increased adoption of technology like artificial intelligence (AI).” “Now is the time for employers to invest in their people and focus on future-proofing their workforce. The competition for talent will heighten once again, making skills development and building future talent pools a key priority for Aotearoa organisations.” Hybrid work models are now standard, adopted by 77% of organisations, with flexible work hours and remote options firmly established as key employee benefits. Office spaces continue to evolve, reflecting new norms rather than temporary adjustments. Other key insights from the report include: Pay rises are levelling at around 3%, with 38% of organisations planning this range of increase. Employer satisfaction with local talent is growing, with reliance on international recruitment easing. Organisations have increased their focus on diversity, equity, and inclusion within executive teams, which is considerably influencing executive search and recruitment strategies. The Beyond Recruitment Economic & Labour Report 2025 gathered responses from over 500 employment leaders nationwide, representing various sectors including government, healthcare, manufacturing, technology, and professional services.As the pace of change accelerates, this year’s report offers a timely snapshot of how organisations are navigating complexity while preparing for future growth. With insights from across New Zealand, it provides a clear view of emerging workforce trends, strategic priorities, and the evolving role of technology in shaping the future of work.The full Beyond Recruitment Economic & Labour Report 2025/26 will be released on Monday 31st March.
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