Jane Hunter

Hunter’s wines has a reputation for consistently producing the highest quality wines year after year and Jane Hunter is the driving force behind its ongoing success.

Since 1987, Jane has been owner, viticulturist and managing director of Hunter’s Wines and has been described by the London Sunday Times as the star of New Zealand wine.

A fiercely independent, family-owned winery, Hunter’s Wines was the combined dream of Jane and husband, Ernie Hunter. It was the inspired foresight of the ever-enthusiastic Ernie, New Zealand’s ‘unofficial wine ambassador’, which recognised the vast potential of Marlborough as a premier wine-growing region. However, only five years after producing his first six award-winning wines (in fact, the first six Hunter’s Wines to emerge), he was tragically killed in a motor accident at the age of 37.

Through Jane’s strong determination, together with the talents of Chief Winemaker Gary Duke and eminent Australian oenologist Dr Tony Jordan, Hunter’s Wines has achieved an enviable reputation both in this country and overseas.

Approximately 65 percent of Hunter’s wines are exported, particularly to the UK but also to Switzerland, Ireland, Denmark, Australia, the USA, Canada, Russia, Japan, Singapore, Hong Kong, Denmark, Brazil, India and Vietnam.

Jane was awarded an OBE for service to the wine industry in 1993 and received an Honorary Doctorate of Science from Massey University for her outstanding contribution to the industry in 1997. In 2003, she received the inaugural International Wine and Spirit Competition’s Women in Wine Award (UK).

What was your first significant business venture and what did you learn from it?
A café in Waikanae. The customer is always right and life wasn’t meant to be easy!

What initial failure turned out to be the most significant learning experience from your business start-up?
My attempt to foist my menu choices onto people and trying to do everything myself at the expense of ‘me time’. Learning to delegate and trust others to do the job properly is what I took from the experience.

What would be one of the more significant challenges you had to overcome on the journey to achieving your personal and/or business goals?
The death of my husband at a stage when the business he had set up was just getting it together after a very stressful period in terms of financial and marketing terms.

Who are the mentors/role models that have inspired you and what important lessons have you learned from them?
I have met many people throughout my business life who have inspired me and also ‘taught’ me, intentionally or not, many things. Life is a series of ups and downs; make the most of the best, move on from the worst and learn from both. Focus on your own business – don’t get lost trying to keep up with the ‘neighbours’ but be aware of the bigger picture. I greatly admire people who have made their mark in business but have also given back to the community.

What/who got you through the ‘tough’ times?
Family and friends recognised when times were tough and rallied around offering support. Winery staff pulled together and were aware when extra effort was required and stepped up to the mark.



What were some of the core values upon which you built your company and have these values changed over time?
Quality, integrity and respect. Quality: in terms of supplying ongoing consistent product. Integrity: in terms of how we do business, and respect for ourselves and people with whom we work and do business. We have the same core values today.

What are some of the important lessons you have learnt about effective leadership?
Leaders earn respect – it isn’t a given. Leadership requires patience, the ability to listen, the ability to be flexible, the ability to delegate, the ability to pull many strands together and yet maintain focus on the end result and the ability to make decisions and to take responsibility for the outcomes.

You invested in the very best team you could, to support your growth. Just how vital is this?
Extremely: there are many facets to producing and marketing quality wine and, year in and year out, we are dependent on a number of people on site and around the world to help us achieve our goals. The make-up of the team is critical to achieving goals.

You have expanded the business several times. Could you have done this earlier or is there a ‘right time’ for a business to expand?
Hindsight is a fine thing and we probably should have expanded earlier. I’m not sure there is an absolute right time for a business to expand, especially for wineries. Just when you think you can expand into a market, for some reason, you will have a low-cropping vintage and have to put plans on hold. However, if you have all of the financial, marketing and sales projections to hand, the risk of expansion can be managed.

The wine industry is highly competitive, how have you been able to sustain growth in this crowded market?
We have a unique brand and brand story and we have added credibility through the ongoing awards received for our wines and ongoing personal awards. These add life to the brand and consumers can relate to it.

Exporting your products has contributed substantively to your business growth. Just how hard was it to establish market share in international markets?
Initially, it was extremely hard but once we had won our first major wine award in the tough UK wine market, it all became much easier. Successive wine awards added to our profile and finding distribution in other countries was relatively easy although some countries, for example, the USA, are still hard work.

What distinct advantages are there in running a business in New Zealand?
The small population base means it is easier to build a profile and get close to consumers and build and access networks. Channels to market are clear.

Have the evolutions in technology assisted you to make a difference in your business?
Absolutely. Communication between us and our many distributors around the world is a breeze with e-mail, Skype, etc. Wherever you are, it is easy to maintain contact with ‘base’ and react immediately to a given situation. Access to state-of-the-art computer software enables us to track fruit from the vineyard through to the end product: a bottle of wine.
Briefly outline how you achieve that all-important work-life balance:
I rarely take work home so I have a distinct line between work and leisure.

What are some of your current personal and business goals?
We are in a small expansion phase at the moment, introducing new brands and product into a series of new markets so we are setting new goals in terms of marketing, sales and production. Personal goals involve learning French – enough to get by while on holiday in France for a month later this year.

Is there a significant quote or saying by which you live your life?
In terms of work: quality before quantity. In general, that old adage: treat people as you would have them treat you.

What do you love most about business?
Every day is a challenge, every day is different, every day is a complex mix of practical work, business challenges and the daily requirements of marketing, selling and promotional opportunities, meeting people from many walks of life, travelling, dining at fabulous restaurants around the world (as part of work!) and having the opportunity to present my own wines, with my name on the label, to many different groups of people and to work with a great lot of people.

What advice would you give to all those aspiring viticulturists who want to get started in this tough business?
Know all aspects of the business inside out – that means practical as well as theory and that, in turn, means getting your hands dirty. Good wine is made in the vineyard and once in the bottle, it doesn’t sell itself! Every step along the way involves dedication, knowledge, commitment and a share of knockbacks. So an enquiring mind and a thick skin are essential to success.

What key strategies can you recommend in developing an export market(s)?
Do your homework and ensure you have dotted the i’s and crossed the t’s before sending wine offshore. Keep in constant contact with markets and be flexible with regard to plans and outcomes.

Times are tough right now and we all have a choice of approaching the challenge differently. What is your perspective on this? Glass half full or half empty?
The glass is half full and there are endless opportunities – I just hope we can find the time and energy to make the most of them.