Trina Tamati is a values-led business leader, director and governance practitioner. She brings authenticity, cultural insight and commercial acumen to boardrooms across Aotearoa. As the Founding Director and CEO of Tōnui Māori Consultancy, Trina draws on nearly three decades of leadership experience across sport, events and business, alongside a deep commitment to youth, community and kaupapa Māori.
In this snapshot video, Trina talks about how passion and identity are important drivers for a governance career. She speaks about harnessing te ao Māori in her board approach.
Trina is based in Tāmaki Makaurau, where she lives with her husband and two of her three children. Her professional career began in the 1990s with Nike New Zealand, her first “proper job”, an experience that shaped her understanding of sport as a powerful vehicle for growth, mental wellbeing and connection.
Her career spans senior executive roles, including General Manager and CEO of the NRL 9s, leadership roles within Rugby League and Managing Director of Ticketek New Zealand. When COVID-19 impacted the events industry, Trina pivoted decisively. She founded Tōnui Māori Consultancy, shifting her focus more deeply into governance – where she has now served for nearly 15 years.
Take a deeper dive into Trina’s governance journey. In this short video, Trina reveals how she singled out her passions and used them to develop her governance career. She talks about her identity as wāhine Māori and a māmā, and how to use them as superpowers. Trina also suggests unique ways to make yourself visible to potential boards.
Finding passion in sport, youth, and community
Sport, youth and community are central to Trina’s governance focus. Coming from a sporting whānau, many competing at representative levels, Trina recognised early that while she may not have had the athletic edge, she brought strong strategic thinking and leadership capability. This insight led her quickly into administration and governance within sport.
For Trina, sport teaches teamwork, resilience, accountability and belonging qualities that translate directly into leadership and governance. She describes sport as creating a whānau environment, where team culture mirrors the dynamics of strong workplaces and boards. These values underpin her commitment to youth development and community-based governance.
How to step into governance
Trina is open about the reality of entering governance – getting a first board role was challenging. Her advice is practical – be clear on what you love, where you can add value and tailor your governance CV accordingly. Networking is critical. CEOs, Chairs and existing board members need to know who you are.
Her first board appointment involved a lengthy recruitment process, including a formal application, panel interview, one-on-one interview and psychometric testing. While daunting, it built confidence and capability. As her governance career progressed, subsequent roles often came through reputation and shoulder taps rather than formal applications.
Voluntary governance roles can lead to paid roles
Trina has held both voluntary and paid board roles. Paid roles tend to be more formal, skill-specific and time-intensive, with higher expectations around preparation and diligence. Voluntary and philanthropic boards, while often unpaid, allow directors to contribute more broadly and deeply to purpose-driven outcomes. Both require commitment and both offer meaningful impact.
Te Ao Māori translating into boardroom practice
Being wāhine Māori is fundamental to how Trina operates in governance. Trina says Te Ao Māori places people before profit – a worldview that aligns naturally with sport, community and charitable organisations. Early in her governance journey, Trina was cautious about speaking up. Over time, she developed the confidence to voice perspectives that may be uncomfortable or challenge the status quo.
Tina says she still gets spoken over at board tables, but she persists – because diversity of thought is essential to effective governance. Her perspective serves not only the board but the staff, communities and future generations connected to the organisation.
What Trina brings to the board table
Trina brings nearly 30 years of global commercial and leadership experience across male-dominated industries. Her strengths include cutting through complexity, identifying what truly matters, strong risk awareness and strategic insight grounded in lived experiences. She describes governance as a shift from operational leadership to a “detective” role – analysing board papers, identifying risks and asking the right questions to protect the organisation and its people.
Finding boardroom presence and confidence
Developing boardroom presence has been one of Trina’s greatest learning curves. Coming from a dynamic sports and entertainment background, she consciously learned diplomacy, restraint and timing. Early on, this meant rigorous preparation and choosing the right moments to speak. With experience, this has become more intuitive, though persistence remains key – particularly as a wāhine Māori.
Vision for women and wāhine Māori in governance
Trina’s vision is clear – she wants to see significantly more women, and particularly wāhine Māori, on boards across Aotearoa New Zealand. She says equity in board composition remains unfinished business. Visibility matters – not just for today’s organisations but for the generations watching. Stepping into governance is not only a personal achievement but a pathway for others to follow.