Established in 1987 by John and Janette Kuyf, REL Group is an engineering company initially specialising in farm equipment before expanding to import products and adding value through design, installation, and maintenance services. What started as a small operation quickly blossomed into a thriving enterprise. We had a chat with Hayden Kuyf, 2nd generation family member who joined the business full-time in 2016, to learn more about the family business, the pivotal moment that changed its direction and his insights for other family businesses.
Tell us about your family business?
REL Group was established in 1987 by my parents as an engineering company initially specialising in farm equipment, including silos, truck decks, and harvesting machinery. The business’ roots are deep in the agriculture community, with my dad, John Kuyf, being actively involved in the Young Farmers Association, even becoming the first non-farmer in New Zealand to join the organisation. A pivotal moment in the company’s history occurred when Canadian exchange students, that he met through the Young Farmers Association, encouraged him to explore what they deemed ‘superior quality’ equipment in Canada, ultimately leading to valuable connections in grain storage and handling.
Through the connections made in Canada, the company began importing products and adding value through design, installation, and maintenance services. Mum and dad initially anticipated a small amount of orders to come through, but the business quickly blossomed into a thriving enterprise. We are also heavily involved in the dairy sector, with Dad helping develop new styles for dairy shed structures and platforms for local and international use.
I joined the business full-time in 2016, after spending school holidays working here while studying. My role is involved in sales, particularly in grain handling and storage across New Zealand and in Australia, where we were heavily involved on the ground until the early 2000’s. The business remains a family affair, with my mum Janette involved in the accounts and payroll and my sister’s partner Tait, running our operation team. The team has grown to average around 35-45 members.
What has been your greatest success?
REL Group’s partnership with world-class global companies has allowed us to leverage international expertise and infuse it with a uniquely New Zealand approach. We pride ourselves on being a pioneer in the grain and dairy industry, consistently staying at the forefront of innovation.
Why did you join FBA and what do you value about it?
We were initially introduced to FBA through an event hosted by Parks Towing, which I attended with my parents. I was feeling uncertain about the value it could offer. However, after engaging with other family-owned businesses, the benefits became clear. Unlike industry-focused groups, FBA provides a space where family businesses can connect with others who share similar experiences and challenges, offering invaluable support and understanding.
You recently completed the Strategic Business Planning for Family Business course through FBA, what was the top takeaway for your business?
It really emphasised the importance of having open conversations about important topics as a family, such as succession planning, sooner rather than later. It’s crucial that everyone understands the company’s direction. It helped me realise that early discussions, while challenging, are essential to ensure that both the parents’ and the next generation’s expectations are aligned.
Our national Insights Conference is coming up, what were the highlights of the 2023 conference for you?
It offered opportunities for us to connect with like-minded businesses and share stories of both success and struggle. I found Kennards’ story particularly fascinating and appreciated the insights into how other businesses operate.
What advice would you give to other family businesses?
When hiring new employees, it’s important to be clear that they are joining a family business. This understanding helps them grasp the nature of the work, which may involve higher stakes and more personal investment than a corporate environment. It’s important to maintain open communication, especially during stressful times, but having that initial understanding of the nature of the business makes a big difference.
If you’re looking at bringing in outside investment, I can’t stress enough the importance of knowing who you’re partnering with and considering any implications of altering the controlling interests in the business. Speak to others who have navigated it before and get good advice before making any major decisions that could affect the business long term.
Finally, I want to encourage more family businesses to join FBA. The more members involved, the stronger and safer the environment becomes for discussing the unique matters that affect family-run enterprises.
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