Chief Executive
CANDIDATE INFORMATION PACK
Kāinga Ora
Homes and Communities
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Executive Summary
Lead an over $2B organisation delivering safe, sustainable homes and transforming
communities for over 199,000 New Zealanders.
Drive a high-impact transformation – embed nancial sustainability, deliver a Cabinet-
approved Reset Plan, and champion cultural and performance excellence.
In uence at the highest levels – work closely with Ministers, iwi, and central agencies to shape
New Zealand’s housing future.
THE OPPORTUNITY
This is a rare and career-de ning opportunity to lead K̄ainga Ora – Homes and Communities, one
of New Zealand’s most high-pro le Crown entities. Following a comprehensive organisational
reset and Cabinet-approved implementation plan, K̄ainga Ora is now well-positioned to deliver on
its mandate: providing safe, sustainable housing and building thriving communities across
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Aotearoa. With a renewed Board, strengthened leadership team, and a sharpened focus on
commercial performance, accountability, and tenant outcomes, the next Chief Executive will play a
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pivotal role in sustaining momentum, embedding a high-performance culture, and reinforcing
trust with Ministers, iwi, and the wider public sector.
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THE ROLE
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Reporting to the K̄ainga Ora Board, the Chief Executive will lead a complex organisation with an
operating budget of over $2 billion and responsibility for over 199,000 public housing customers
across a portfolio of approximately 78,000 homes. The role requires delivery of the Cabinet-
approved Reset Plan, including implementing the new operating model, embedding nancial
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sustainability, overseeing a signi cant capital programme, advancing large-scale urban
development projects, and championing technology transformation to enable frontline
performance. The Chief Executive will be a trusted partner to the Board, Ministers, and the Ministry
of Housing and Urban Development, ensuring K̄ainga Ora delivers tangible social and commercial
outcomes for New Zealand communities.
THE CANDIDATE
You are an accomplished and credible senior executive with a track record of leading large,
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complex organisations through transformation while driving operational excellence and nancial
discipline. Politically astute and commercially minded, you are adept at building trusted
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relationships with Ministers, iwi, central agencies, and community partners. You bring strategic
insight, cultural competence, and the ability to balance commercial imperatives with the delivery
of meaningful social outcomes. Experience in large-scale housing, urban development, or
infrastructure sectors will be highly regarded, as will demonstrated success in technology-enabled
transformation and building high-performing leadership teams.
For a con dential discussion, please get in touch with:
Paul Ingle
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Kāinga Ora
Homes and Communities
Building better, brighter homes, communities and lives.
Tūhono mai | Be a part of our team
What is exciting about working for K̄ainga Ora is getting the chance to use our skills and
knowledge to create the homes and neighbourhoods that will make a real and positive impact on
New Zealanders’ lives and build a better future for Aotearoa New Zealand.
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We are passionate about transforming New Zealand for the better. This includes being a trusted
partner for Māori and iwi, protecting and enabling their rights, interests and aspirations under the
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guidance of Te Tiriti o Waitangi.
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Our past has laid the groundwork and now as a team, we are focused on creating a legacy for the
good of future generations of New Zealanders.
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You can/will be part of a team that plays a vital role in where Aotearoa New Zealand is heading.
We provide tenancy services to over 199,000 public housing customers and we maintain and
develop around 78,000 houses. We help many other New Zealanders into their own homes
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through our home ownership products and other services.
We are building many thousands of homes each year and transforming entire communities all
across the country. And we have an exciting plan for the future that will enable us to do more to
help New Zealanders than ever before.
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O Tātou Uara - Our Values
Manaakitanga – Putting people rst
We place people at the heart of our decision-making, ensuring everyone we serve feels valued and
respected. This commitment means:
taking time to listen deeply to communities and understand their unique needs
creating safe, stable housing environments where families and individuals can ourish
connecting tenants with tailored support services that enhance overall wellbeing.
Mahi Tahi – Achieving more by working together
We believe meaningful partnerships create better outcomes for all New Zealanders. Our
collaborative approach involves:
nurturing genuine relationships with tenants, communities, and stakeholders
maintaining transparent communication about our housing initiatives and development plans
working alongside Māori and iwi to develop housing solutions that honour cultural values and
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needs.
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Whanake – Striving for better
We continuously seek improvement and embrace innovation in everything we do. This forward-
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thinking mindset drives us to:
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deliver homes that exceed standards for sustainability, accessibility, and comfort
invest in long-term solutions that build resilient, connected communities
develop integrated urban projects that thoughtfully blend housing with essential
infrastructure and vibrant public spaces.
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These values inform and shape our long-term
vision for creating sustainable, integrated
communities, and our daily that ensures that
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social housing is more than just a place to live.
Together we are setting the foundation for a
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better, brighter future across New Zealand.
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Our History
K̄ainga Ora was established in 2019 following the
merger of:
Housing New Zealand Corporation
HLC (Housing New Zealand’s development
subsidiary)
KiwiBuild
New Zealand has a long history of public
housing, dating back to 1894, with governments
committed to providing secure, high-quality
homes. Explore our history.
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The Gift Of Our Name
Our name,
Kāinga Ora, carries deep meaning.
Kāinga represents not just a whare (house) but the concept of home, wellbeing, and belonging.
Ora means life, health, and prosperity. Together,
Kāinga Ora re ects our commitment to creating
thriving communities where people feel safe, supported, and connected.
To learn more about the story behind our name and its signi cance, watch a brief conversation
between Te Ariki Pihama, Ringa Raup̄a Deputy Chief Executive Māori, and the Honourable Nanaia
Mahuta, former Minister for Māori Development as they discuss its meaning and cultural
importance.
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Resetting Kāinga Ora
K̄ainga Ora is resetting its focus so it can better serve tenants and communities and leave a
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sustainable social housing legacy for future generations.
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Why change is needed
K̄ainga Ora was established in 2019 to replace Housing New Zealand as the country’s largest social
housing provider. Since then, its mandate has been expanded to incorporate non-core functions
like large land purchases, complex urban development projects and shared equity schemes, all of
which have stretched the organisation’s resources and attention.
We have delivered thousands of new homes in a short period of time, but high levels of in ation,
rising interest rates, and increasingly complex mandates, coupled with high organisational
overheads, have made our operating and commercial model unsustainable.
We need to reset to improve our nancial sustainability and to bring our focus back to our core
mission. Our new plan for K̄ainga Ora is intended to keep us focused on being a good landlord
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who looks after its tenants, a good neighbour who engages well with the community, and a fair,
rational and common-sense developer who spends money wisely to get the right housing to the
people who need it.
Our Board will be closely monitoring implementation of the plan and will provide regular progress
reports to the government.
Read our Plan [PDF, 3.1 MB].
Refocusing on our core mission
We’re refocusing on our core mission of providing and managing state-owned social housing in a
nancially sustainable way.
We’re going back to basics and concentrating our resources on being a responsible landlord who
looks after our homes and tenants and serves communities well.
We are currently working on identifying the best value for money approach to continuing our six
large scale urban development projects. But, over time, we will scale back or transfer other work
that we’ve picked up in recent years that doesn’t t within our core business (such as large-scale
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land purchases, industry innovation and affordable housing).
Improved tenancy management
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We’re improving our tenancy management and using the Residential Tenancies Act more to get
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better outcomes for both our tenants and our communities.
We’re a social housing landlord and we need to support tenants when they’re going through
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tough times. But we’re making it clear to our tenants rent must be paid and they must treat their
neighbours with respect. If they don’t meet either of those obligations, their tenancy will be at risk.
Our tenants’ needs vary. And they can change over time. A key part of our reset will be ensuring
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tenants are in the right type of home, at the right time, with the right support in place.
Managing build costs and improving our housing portfolio
We’re going to continue to deliver new social housing – to either add to the state housing stock in
places where more homes are needed, or to replace existing homes that have reached the end of
their life.
Over the two years to 30 June 2026, we will be adding 2,650 homes to the state housing stock,
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increasing the total number of state houses throughout New Zealand to around 78,000, as well as
renewing almost 3,000 homes.
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We have a backlog of poor quality, older homes that are expensive to maintain and can lead to
poor health outcomes for tenants. Our goal is to complete 11,500 renewals by the 2030 nancial
year and renew all pre-1986 homes within 30 years.
We’re going to achieve greater savings in how we build. We are optimising our housing designs
and standards so that we can signi cantly reduce costs. The new homes we deliver will be in line
with the market.
Keeping our internal costs down
We are driving down costs throughout the business and taking a more disciplined approach to
spending.
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We’re working to right-size the organisation, lift performance, and ensure we get value for money
for every dollar spent.
We're going to achieve signi cant savings through changing the way w
e manage the
maintenance of our homes, while ensuring they remain warm and dry.
Improved nancial sustainability
Our nancial sustainability will improve considerably as key cost-saving initiatives are embedded.
K̄ainga Ora will continue to perform its functions and deliver the new housing and renew its older
stock while remaining under the $22.9 billion cap. Debt-to-assets is expected to peak at 37% in
2025, which compares favourably with other infrastructure entities. After 2025, debt to assets will
begin to decrease year-on-year.
We’re revising our Investment Management Framework to re ect our focus on managing and
renewing our existing housing portfolio.
To reduce debt over time, we will look to sell surplus land that no longer meets our core objectives.
Through selling vacant land that is surplus to requirements, K̄ainga Ora is also providing an
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opportunity for the market to deliver new housing.
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Role Speci cation
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1. Role Purpose
The role of Chief Executive Of cer of K̄ainga Ora – Homes and Communities (K̄ainga Ora) is
ultimately to deliver on the purpose of the organisation to support our tenants to live well in
our homes and ultimately move to independent living as their situation allows. Accordingly
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the role of the Chief Executive is one of leadership, pursuit of outstanding operational and
commercial performance, culture making and facilitation of a critical nationwide
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programme delivering on excellent social housing and tenancy management.
The Chief Executive is responsible to the Board of Directors for all aspects of the
performance of the organisation; nancial, commercial, operational, and strategic. Working
closely with the Board, the Chief Executive must be capable of reconciling any issues
impacting on the organisation in a manner which satis es the Board. The Chief Executive
also works in partnership with the Ministry of Housing and Urban Development as the
system lead and Crown entity Monitor and with wider central government agencies as
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required.
Having recently received Cabinet approval of
Kainga Ora’s Reset Plan, the Chief Executive is
responsible for continuing the delivery of the Reset implementation plan for K̄ainga Ora
and execution of the transformation plan. This will involve continuing the re-alignment of
the organisation, continuing to build the focus on commercial performance, championing
the enhancement of technology and digital services to support the organisation and its
customers, and re-aligning the culture to deliver on the plan. In particular the Chief
Executive will be responsible for embedding an operating model that assures the long-term
nancial sustainability of the organisation and the delivery of its services.
The Crown investment in K̄ainga Ora is signi cant and there is a high level of associated
public interest. This makes the K̄ainga Ora Chief Executive a prominent and important
position for internal stakeholders and staff, government, customers, iwi, unions, and the
broader community. The role requires a highly credible and engaging leader who is
politically astute, commercially minded, and con dent in their ability to promote K̄ainga Ora
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positively both internally and externally.
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2. Key Duties & Responsibilities
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The Chief Executive leads K̄ainga Ora to de ne and successfully deliver core activities,
functions as a public housing landlord and responsible asset manager.
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The Chief Executive provides exceptional operational and commercial leadership and
sponsors organisation and system transformation and system capability initiatives which
optimise Crown funding and minimise waste such as the Housing Delivery System. Their
leadership style ensures transparency, good governance and effective decision making.
They leverage others expertise, capability, and investment to deliver the K̄ainga Ora work
programmes and outcomes.
People Leadership
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Provide clear and visible leadership to our people, partner and stakeholders.
Build an effective organisational culture that aligns with Kainga Ora’s new operating
model.
Leverage the collective intelligence of K̄ainga Ora, by leading collaboratively to get the
best results possible for customers, communities, and stakeholders.
Operational Leadership & Change
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Provide excellent operational leadership driving a critical performance focus throughout
the organisation’s leadership to continue delivery of the Cabinet approved Kainga Ora
Reset Implementation Plan
Deliver any outstanding changes required to continue the alignment the organisation
to its future role and operating model
Customer Delivery
Oversee the delivery of excellent public landlord services to a diverse and complex range
of clients, supporting client outcomes that enhance our tenants ability to live well in our
homes and consequently experience improved life outcomes over time.
Sustainable Financial Performance
Ensure the organisation continues on a pathway to a medium-term nancially
sustainable position in line with the Reset Plan and ensure the nancial model preserves
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nancial sustainability over the long-term.
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Technology and Digital services
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Sponsor the nalisation and successful implementation of Kainga Ora’s yet to be
developed Technology and Digital strategy including providing effective commercial
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and programme oversight over systems and required technology investment.
System Leadership
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Lead K̄ainga Ora’s interface with the wider public sector policy environment.
Build and champion the reputation of K̄ainga Ora, and its brand through in uencing key
partners, and authentic partnerships and collaboration.
Relationships with Māori
Lead a partnership-based approach to working with Māori.
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Champion the identi cation and protection of Māori interests across our mahi through
meaningful engagement.
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Lead the active pursuit of shared opportunities for Māori participation in urban
development.
Organisational Performance
Position K̄ainga Ora to deliver on the SOI (statement of intent), and SPE (statement of
performance expectations), including the LOE (letter of expectation) from the Minister.
Deliver annual nancial targets.
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Urban Development
Ensure the successful delivery of Kainga Ora’s committed large-scale development
projects
Construction and Delivery
Embed operating principles and models that provide for the ef cient maintenance of
the housing asset portfolio, and including the revitalisation of housing stock to meet
and anticipate customer needs over time.
Continue to drive strong commercial outcomes from the delivery of good quality public
housing within K̄ainga Ora’s existing build programme.
Governance
Build a deep, trusting relationship with the K̄ainga Ora Board.
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Astutely manage relationships with Ministers (led by the Board Chair), Minister’s of ces
and executives of other key agencies.
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Grow and develop a positive and purposeful monitoring relationship with the Ministry of
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Housing and Urban Development and The Treasury. ACT
3. Selection Criteria
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The following factors are critical for the Chief Executive to succeed in this position:
Outstanding and focused operation leadership of the organisation and its programme
of work
Strategic oversight, unrelenting commercial focus, decisiveness and action orientation
Ability to build trusted working relationships with the K̄ainga Ora Board, Ministers,
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Ministry of Housing and Urban Development, iwi, treaty partners and local government
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Ambitious and resolute in driving organisation and sector performance
Track record in building high performing culture in large organisations
Adeptly managing change
Effective management of strategic and operational risk
Experience in major technology programme delivery would be advantageous.
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4. Reporting & Key Relationships
Reports to: K̄ainga Ora Board
Direct Reports: 12
Indirect Reports: 2500
5. Remuneration
To be discussed with Hardygroup Principal Consultant.
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6. Employment Terms & Conditions
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Service Location: Auckland / Wellington
Budget:
$1.9 billion operating expenditure
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$2.7 billion operating income
$1.65 billion capital expenditure
$450 million land sales revenue
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7. Mō t̄enei tūranga|Role Description
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Chief Executive Role Description
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8. Useful Links
Kāinga Ora Website
Kāinga Ora Leadership Team
Kāinga Ora Reset Plan
9. How to Apply
The closing date for applications is Sunday, 31 August 2025
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The reference number to include in your application is H25_5201
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Note: Please use the online platform to submit your application. It will not be accepted
via email.
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If you require assistance in submitting your application online, please get in touch with
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Executive Search Coordinator, Aldie Zuñiga:
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Your application must include:
1. Cover letter addressed to the Principal Consultant;
2. A written response addressing the key selection criteria; and
3. An up to date copy of your Curriculum Vitae.
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It Is standard practice for HardyGroup to acknowledge receipt of your application no later
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than the next business day. We request that if you do not receive the acknowledgement,
you contact the search coordinator listed above as soon as possible after the 24-hour
business period and arrange to resend your application if necessary.
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Paul Ingle
HardyGroup Chief Executive Of cer
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LIVING AND WORKING IN AUCKLAND
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A city built by volcanoes, Auckland came to life when some 53 of the rumbling mountains were
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created between 60,000 and 140,000 years ago, and the vibe of New Zealand’s largest settlement
is every bit as exciting as you might expect from a town born this way.
Auckland has practically everything to offer the skilled professional, with every street, nook and
cranny offering something new to discover. With more boats per head than anywhere else on
Earth, Auckland is known as the City of Sails – and you’ll be sure to sail through the city’s nest
delights
when you arrive.
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Living in Auckland
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In Auckland, there’s something new to discover on every street – and on the water. That’s right –
there are more boats per head here than anywhere else on the planet. Not for no reason is
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Auckland nicknamed the ‘City Of Sails’!
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Climate
Aucklanders enjoy a warm temperate climate. Summers are usually warm and humid while
winters are mild and wet. The city boasts an average of 2,060 sunshine hours per annum – plenty
to go around!
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Diversity
Did you know that when it comes to diversity, Auckland is fourth in the world? That’s right – more
than 200 ethnic communities live and work in Auckland, and of those, approximately one-third
were born overseas. That means that it’s easy to make friends here, and mixing with people from
all creeds and cultures is an absolute cinch.
Working in Auckland
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As you might expect, as NZ’s largest city, Auckland boasts the biggest economy in the country. It’s
here where many of New Zealand’s most innovative companies set up shop, including
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multinationals and national brands. As a settlement area, Auckland is by far and away the most
populous in New Zealand – around one-third of the country live and work in the area, or nearby.
It’s a city in which there is huge growth in a great many sectors, the employment options are
greater here than pretty much anywhere else in New Zealand. Construction, technology and IT are
all booming right now, alongside media, communications and everything in between.
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ABOUT US
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HardyGroup’s (HG) mission is simple
Find and Grow Great Leaders - and we have been doing exactly that for more than 30 years in
public and private health, primary, community and aged care as well as the broader public
service.
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Our synergistic business model of Executive Search and Recruitment integrated with Executive
Leadership and Learning is our unique point of difference.
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It ensures our clients can count on us for the lifecycle of their organisations leadership journey and
why we are regarded as the leading trans-Tasman partner agency by clients.
When engaging HG you can be con dent in a deeply personalised experience and service as
nothing matters more to us than relationships and results.
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