In the June-August 2026 issue of NZ Marketing magazine, we asked agency founders to tell us the story behind why they started their agency, their favourite thing, what they’ve learned and their best advice.
Pead
- Founder: Deborah Pead
- Year founded: 2000
Tell us the story behind founding your agency.
In 2000, while leading the PR division of 141 NZ, the PR arm of Bates, I made the call to step out on my own and build an agency dedicated to brand building.
I could see the landscape shifting. Traditional advertising was losing its grip, and PR was emerging as a far more powerful force in shaping reputation and influence.
The beginnings were modest. A kitchen table, a strong point of view and a conviction that storytelling would become central to how brands connect with people. I was fortunate to be joined early on by some exceptional people who became part of the DNA of Pead: David Paine, Theresa Platon, both now sadly passed, and Jane Torrance.
That conviction proved right. The kitchen table quickly became an office, and within two years we had grown to a team of 10 with an impressive client roster.
What’s your favourite thing about running your own agency?
The ability to back your own judgement and build something on your terms.
To choose the work, shape the culture and move at pace without waiting for permission. It’s the freedom to act on instinct, to take a punt on an idea, a client or a campaign and see it through.
But equally, it’s the people. Building a team, watching talent grow and seeing individuals you backed early go on to do exceptional things. That’s the part that tends to stick.
What’s the most important thing you’ve learned?
The most important thing I’ve learned is that this is a people business first, and a work business second.
In the early days, I was hard on people. I set high standards and expected a lot. Some thrived in that environment and are still part of the fabric of the Pead legacy. Others didn’t, and with hindsight, I can see that how you get the work done matters just as much as the work itself.
Great work is non-negotiable. But how you treat people, how you back them, challenge them and grow them, is what builds a business that lasts. That’s where the right partners matter. Not just smart operators, but people who share your values, who care about the work and the team and who know how to get the best out of others. Because in the end, relationships are what hold everything together when the pressure comes on.
What’s the best piece of advice you’ve received or given out?
The best advice I’ve given and come back to daily is simple: you can only manage what you know.
Clarity is everything. If you don’t have the full picture, you’re guessing. And in this business, guessing is where mistakes are made. The flip side of that, and I’ve said this more bluntly over the years, is not to get paralysed by other people’s opinions. Not every voice deserves equal weight. You have to know when to listen, and when to back yourself.
Anything else we should know?
I’m a fan of the long lunch. In fact I do my best work over lunch.
This story comes from NZ Marketing magazine issue 87, June-August 2026. Why not subscribe? Get four issues a year for just $50 (including delivery) if you autorenew.
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