In the heart of Auckland’s industrial sector, amidst the hum of machinery, music from JBL speaker, laughter and the scent of resin and fibre, a quiet revolution is taking place — one rooted in cultural understanding, hard work, and rising Pacific leadership. Chris Nuualiitia, from the village of Falefa, Upolu, Samoa, is a Health and Safety and Maintenance Officer at Maskell Productions Limited, manufacturers of industrial fibreglass (GRP/FRP) plant and equipment.

One of many Pacific leaders forged in experience across industry, Chris’s journey is more than a personal story; it is a blueprint of Pacific excellence and potential in Aotearoa New Zealand’s workforce. He’s not just ticking boxes — he’s building bridges. With 85 per cent of Maskell’s factory workforce being Samoan, his presence offers representation that means business and culture.

Chris’ journey with Maskell started on the production line and for eight years he worked hands-on in the factory. His foundation is rooted in cultural insight, relationship building and an unwavering work ethic. Recognising his determination and loyalty to the workforce where many come and go, Maskell saw his potential and invested in his training and skills development as well as further upskilling opportunities, and the chance to lead. Chris acknowledges Maskell for their leap of faith “credit to [Maskell] they saw something in me and allowed me to progress and make the transition into Health and Safety.”

The Unique Value of Pacific Perspective

In industries often led by the technically trained, Chris introduces a different kind of fluency: cultural fluency that provides a Pacific representation. “I represent the people— the boys,” he says with pride, “I have a unique perspective, I understand how things work. I understand relationships. That’s what I bring to the table with my role.”

He encourages Pacific youth to see the value in their natural social skills – building connection through cultural intelligence and recognising the benefit of having a community-driven mindset.

Starting at the airport chatting with strangers and progressing to being a mentor in the factory, Chris’ path shows that these interpersonal skills are actually the strongest foundations for leadership: “I did different stuff before coming here like retail at the airport, and also a mentor for a juvenile residential for children – I didn’t realise at the time, because it wasn’t a shock to my system –  even though I’ve never done this type of work before, and I didn’t know about this industry and nothing about fibre glass. I think the fact that I just had different work experiences it allowed me to open my mind that I was capable of something new.”

 

Shifting Mindsets and Celebrating Strengths

Chris shares his experience with regards to what work-ready can look like for Pacific in the workforce: “We’ve had a lot of young people come through, there are opportunities especially during Christmas, family members are employed just for the holidays – some in their teens, so we understand a young person with minimal experience they’re never doing anything hazardous or any high-risk tasks. We also have young people that have left school and they’re looking to be fully employed, and we employ them. We’ve had some who are not work ready and just turn up lacking structure. They kind of struggle with structure and responsibilities of a job, not so much in this industry but in terms of a basic job. We have a few guys who come straight from Samoa and having very minimal English and no work experience in this country or at all but to their credit they’re one of our greatest and hard workers.”

A significant part of Chris’ leadership is about challenging perceptions, particularly within the Pacific community. He speaks openly about the misunderstood concept of humility, he says, “humble now means don’t celebrate your qualities, don’t be happy about achievements.” But Chris challenges this quietly, encouraging the younger generation to recognise their own strengths and speak them into existence. He says part of his Health and Safety is to “check in with them and part of that is mental health check. I’m not an expert but I just converse with them, so I get to know a lot of them but the common denominator with all of them is the lack of motivational drive.”

Industry Call to Action for More Pacific Leaders

Chris’ journey shows what’s possible when Pacific talent is nurtured, recognised, and elevated. His story reminds us that when leadership reflects the community it serves, workplaces become more inclusive, safer, and ultimately more successful. Industry leaders and training organisations must take note that we need systems that see Pacific workers as future leaders, not just labourers. We need mentors like Chris who can say, “Sole (mate), you’re pretty good at that,” and mean it—because they’ve been there too. Maskell Productions is stronger because it believed in Pacific leadership. It’s time other industries do the same. Pacific excellence is not just in the hands that build, but in the minds and hearts that lead. Chris embodies the qualities of service and a Samoan proverb that resonates with it is “O le ala i le pule o le tautua” which means the path to leadership is service. He represents one of many potential Pacific leaders who have yet to be discovered.

The strength of sharing Pacific excellence through storytelling is a commitment of ours in our actions for Lumana’i o Tangata Moana Pacific Peoples’ Workforce Development Action Plan. These recognise the power of Pacific, advocating for the advancement of Pacific individuals into leadership roles will inspire further motivation and influence for a more inclusive and dynamic landscape across industry.