Tell me about your background. What were you doing before you became a Village Manager at Ryman?

Looking back, I've probably had three or four careers, but most have centred on people, leadership, change and transformation.

I spent around 25 years as an HR executive, working for organisations including Vodafone, Spark, and Turners & Growers.

My second career was in technology. I moved into CIO and technology leadership roles, including at ANZ Bank and Oracle, where I worked with HR systems, CRM and ERP platforms across Asia Pacific.

What made you want to become a Village Manager?

I was looking for something with more meaning.

My family was going through the process of bringing relatives into care, so I had some firsthand experience of how important those decisions can be.

What appealed to me about Ryman was that you're involved in conversations at a significant and often sensitive time in people's lives. You're helping residents and families make major decisions, and what you do can have a genuine impact on them.

I also enjoy the commercial side of the role. Sir Edmund Hillary Village is a large and complex business, with nearly 300 staff and around 650 residents. I enjoy thinking about how we can run the village well for residents, staff and Ryman.

What does a typical day look like?

There isn't one. That's what I love about this job.

I often start the day thinking I've got plenty of time and space to get things done, and then the day takes on a life of its own.

A lot of my time is spent with residents. I run an open-door policy. There are always people stopping by with questions, feedback, ideas or simply for a chat.

One thing I hadn't fully appreciated before joining Ryman is the scale of occupancy management in a village of this size. Sir Edmund Hillary Village is the largest care centre in Ryman, and probably the largest care centre in New Zealand, with around 200 care beds.

I also spend a lot of time with my team on training, development and operational matters.

What is the most rewarding part of your role?

For me, it's people.

I really enjoy spending time with residents. Whether I'm walking through the village, visiting the care centre or chatting with people at happy hour, those conversations are often the highlight of my day.

Our residents have lived remarkable lives. Many have run businesses, led organisations, built careers and contributed hugely to their communities. The conversations are fascinating.

The other rewarding part is my team. Going through my first audit showed me just how capable and dedicated they are. I'm incredibly proud of them and the way they look after residents and support one another.

Village Manager Rowan Tonkin (centre) with some of the leadership team at Edmund Hillary. From left: Clinical Manager Harwinder Kaur, Facilities Manager Debbie Kennedy, Resident Services Manager Janine Aitken, Special Care Unit Coordinator Manisha Naidu and Rest Home Coordinator Reema Devi. 

What is the most challenging part of your role?

Learning to deal with loss.

The staff don't just care for residents. They form bonds and connections with them. For many of our staff, they spend more time with some residents than their families are able to.

When a resident passes away, that loss is felt deeply. Families grieve, but our staff grieve too because they've often cared for and known that person for months or years.

I don't think you become hardened to that, nor should you. It affects us because we care.

The other challenge is the volume and intensity of the role. There is always something happening. One of the best pieces of advice I received from other Village Managers was to make sure you look after your own wellbeing. If you're strong, you're able to be there for your residents and your team.

What advice would you give a prospective resident and their family when considering a retirement village or aged care facility?

Do your homework and look at all the options available.

There are several great providers, and I always encourage people to visit different villages and get a feel for them.

Pay attention to more than the facilities. Look at how staff interact with residents. Look at how residents interact with one another and think about the feeling you get when you walk around.

The buildings, contracts and financial arrangements matter, but for me the softer side is often more important.

The key question is whether you can see your mum, dad or loved one being happy there.

Why should someone choose Sir Edmund Hillary Village?

The first thing that makes Sir Edmund Hillary Village special is the land. We have 25 acres.

We've got beautiful established gardens, open spaces and a village that has been part of the community for nearly 20 years. We have residents and staff who have been here for that 20 years. There's a maturity and sense of community that comes with that.

I also love the resident community we have. We've got former CEOs, business owners, farmers, professionals and people who have achieved incredible things throughout their lives.

The conversations are fascinating. I often find myself talking with residents about business and politics.

What are you most proud of?

The first is the team.

Since arriving at Sir Edmund Hillary Village, I've focused on giving people ownership.

I've got very capable people around me who know how to do their jobs better than I do. They don't need micromanaging. They enjoy being part of the bigger conversations about occupancy, performance and how the village operates, and they've responded incredibly well.

The second thing I'm proud of is the performance of the village.

When I arrived, the village had experienced some challenging years. Since then, we've made significant progress and seen strong improvements in performance.

That's not because of me. I've only been here a short time. It's a reflection of the work the team has done together.

I'm proud of the culture we've built, the results we've achieved and, most importantly, the way the team continues to support residents and one another every day.