Tony Rhodes – who left school at 15 and is now president of Business Hunter and CEO of a plumbing empire – has some key advice for anyone in business | Newcastle Herald

Business Hunter President and Hunter businessman Tony Rhodes reflects on his career and the local economy. What made you choose to start an HVAC apprenticeship with HL Mullane at the age of 15? I grew up in Cardiff, one of five children who attended Cardiff North Primary and Glendale High. My father and older brother were plumbers, so without much thought I took advantage of their connection. In the 1970s in Cardiff, it was almost expected that the best one could hope for was a job in a trade, retail, or heavy industry. What did you like about the installation? I want to say that I foresaw the fact that plumbers are stewards and providers of our planet’s most precious resource, but the reality is that it was a way out of school. I was never very good at technical plumbing, but had a healthy appetite for hard work, a gift from my father who always believed that working harder could overcome any obstacle. If I had more self-confidence at 15, I might have stayed in school and become a school teacher or a psychologist. The people parts of the business is what I enjoy the most. What roles did you have before you bought the company? It was a far smaller company in the 80s and 90s so all of the roles came in handy. I’ve experienced everything from reception, finance, invoicing, purchasing, and project management to more – a wonderful foundation. In the early 1990s I ran the business on behalf of the Mullane family who were not actively involved, and in 1999 they very generously allowed me to buy it. What’s the biggest challenge about being a CEO? Society often forgets that business leaders / owners are simply people who stretch out and face the same weaknesses, doubts and fears as everyone else. Overcoming tough times is the hardest part of leadership and can be a lonely path, but it’s also most rewarding to listen, learn, and work as a team to overcome hurdles. And the best part about it? The opportunities we give good people to grow. Since 1995 we have helped more than 300 apprentices complete their training. It is fulfilling to see so many people we have come to know as young teenagers in leadership roles at Mullane and elsewhere. Why did you start the Mullane Foundation to help communities without clean water, electricity, etc.? In 2002 I stumbled upon a partially built schoolhouse in a remote mountain village in Papua New Guinea. In talking to the locals, I made a commitment to try and complete it. I underestimated the logistical challenges and failed miserably. That left an unscratchable itch that resurfaced in 2008 when we found a boarding school in remote PNG that was destroyed by a cyclone on a Kokoda charity hike in partnership with Hunter Water. We sent back a team of craftsmen and, in two weeks of intensive work, brought 280 children back to school. We have since worked at hospitals, schools, disabled centers and villages in PNG, the Philippines and Tonga. Next project: Central Australia. What are your goals as President of Business Hunter (formerly the Hunter Business Chamber)? To make sure we stay the main voice of and for the business in the Hunter. We need to connect with businesses, businesses with businesses, and the region with decision-makers from outside the hunter. I firmly believe that the rising tide will raise all ships, and I am particularly keen to ensure that the hunter is involved in heated discussions with key government and business influencers. The first step in helping our region reach its potential is to clearly understand our strengths and opportunities, and then precisely convey that message to those we want to address. How do you see the status of the regional economy? There are always challenges and opportunities in business and COVID-related challenges have had our focus. While there are still those whose industries have been decimated, the Hunter has generally fared very well by its location, lifestyle, and economic diversity. The effects of the fiscal measures needed to manage this period will continue to be felt for some time, but when compared to the rest of the world, the hunter has reason to be optimistic. Perhaps the greatest challenge ahead is when we will transition to new, more efficient, and more sustainable sources of energy. The discussions are a necessary precursor to what action needs to be taken as our community better understands the myriad effects of action and inaction. What is the value of Business Hunter members? It represents and serves an incredible variety of companies, and each derives value in different ways. For many, we are a source of information and an assistant in negotiating the inevitable bureaucracy and red tape. Others appreciate the connection with like-minded people we have gained through our networking and educational events. Everyone benefits from our lobbying and policy advice to community leaders. Best business advice you received? People choose to do business with people they trust. Build Strong Relationships And your best advice? The more you give, the more you get. Give a little more than you think.

/images/transform/v1/crop/frm/bqdQRkGWa6KxJcTc68JEjK/34a8a9b0-d88f-4671-86ec-9c9a7b0f4290.jpeg/r0_973_3462_2929_w1200_h678_fmax.jpg

Resilience: “The hunter has reason to be optimistic compared to the rest of the world,” said Tony Rhodes of the region’s ability to recover from COVID-19.

Business Hunter President and Hunter businessman Tony Rhodes reflects on his career and the local economy.

The more you give, the more you get. Give a little more than you think.

Tony Rhodes

What made you choose to start an HVAC apprenticeship with HL Mullane at the age of 15?

I grew up in Cardiff, one of five children who attended Cardiff North Primary and Glendale High. My father and older brother were plumbers, so without much thought I took advantage of their connection. In the 1970s in Cardiff, it was almost expected that the best one could hope for was a job in a trade, retail, or heavy industry.

What did you like about the installation?

I want to say that I foresaw the fact that plumbers are stewards and providers of our planet’s most precious resource, but the reality is that it was a way out of school. I was never very good at technical plumbing, but had a healthy appetite for hard work, a gift from my father who always believed that working harder could overcome any obstacle. If I had more self-confidence at 15, I might have stayed in school and become a school teacher or a psychologist. The people parts of the business is what I enjoy the most.

What roles did you have before you bought the company?

It was a far smaller company in the 80s and 90s so all of the roles came in handy. I’ve experienced everything from reception, finance, invoicing, purchasing, and project management to more – a wonderful foundation. In the early 1990s I ran the business on behalf of the Mullane family who were not actively involved, and in 1999 they very generously allowed me to buy it.

What’s the biggest challenge about being a CEO?

Society often forgets that business leaders / owners are simply people who stretch out and face the same weaknesses, doubts and fears as everyone else. Overcoming tough times is the hardest part of leadership and can be a lonely path, but it’s also most rewarding to listen, learn, and work as a team to overcome hurdles.

The opportunities we give good people to grow. Since 1995 we have helped more than 300 apprentices complete their training. It is fulfilling to see so many people we have come to know as young teenagers in leadership roles at Mullane and elsewhere.

Why did you start the Mullane Foundation to help communities without clean water, electricity, etc.?

In 2002 I stumbled upon a partially built schoolhouse in a remote mountain village in Papua New Guinea. In talking to the locals, I made a commitment to try and complete it. I underestimated the logistical challenges and failed miserably. That left an unscratchable itch that resurfaced in 2008 when we found a boarding school in remote PNG that was destroyed by a cyclone on a Kokoda charity hike in partnership with Hunter Water. We sent back a team of craftsmen and, in two weeks of intensive work, brought 280 children back to school. We have since worked at hospitals, schools, disabled centers and villages in PNG, the Philippines and Tonga. Next project: Central Australia.

What are your goals as President of Business Hunter (formerly the Hunter Business Chamber)?

To make sure we stay the main voice of and for the business in the Hunter. We need to connect with businesses, businesses with businesses, and the region with decision-makers from outside the hunter. I firmly believe that the rising tide will raise all ships, and I am particularly keen to ensure that the hunter is involved in heated discussions with key government and business influencers. The first step in helping our region reach its potential is to clearly understand our strengths and opportunities, and then precisely convey that message to those we want to address.

How do you see the status of the regional economy?

There are always challenges and opportunities in business and COVID-related challenges have had our focus. While there are still those whose industries have been decimated, the Hunter has generally fared very well by its location, lifestyle, and economic diversity. The effects of the fiscal measures needed to manage this period will continue to be felt for some time, but when compared to the rest of the world, the hunter has reason to be optimistic. Perhaps the greatest challenge ahead is when we will transition to new, more efficient, and more sustainable sources of energy. The discussions are a necessary precursor to what action needs to be taken as our community better understands the myriad effects of action and inaction.

What is the value of Business Hunter members?

It represents and serves an incredible variety of companies, and each derives value in different ways. For many, we are a source of information and an assistant in negotiating the inevitable bureaucracy and red tape. Others appreciate the connection with like-minded people we have gained through our networking and educational events. Everyone benefits from our lobbying and policy advice to community leaders.

Best business advice you received?

People choose to do business with people they trust. Build strong relationships

The more you give, the more you get. Give a little more than you think.