Vedran Babic, CEO of NZ Mint | Agoro

My first job out of university was as at InterContinental Hotels Group as a Corporate Management Trainee in the graduate program. I quickly learned that a career in hospitality wasn’t for me (partly because I didn’t want to leave New Zealand) and I moved on after a year.

Joining Huljich Wealth Management, a startup funds management firm, was my first real step into the world of business. My title was Senior Relationship Manager, but in reality, I was involved in almost every part of operations.

I worked alongside committed founders and experienced businesspeople daily, and got exposed to the inner workings of a startup. It was energising to have real responsibility and the opportunity to shape things from the ground up.

I learnt that theory rarely survives first contact with reality. Strategy matters, but adaptability, curiosity, and speed of execution often matter more when you're trying to build something new.

It also gave me a deep appreciation for how all the moving parts of a business connect, which is incredibly useful as a CEO. Just as important, it showed me the power of intangibles like empathy, consistency, and grit. That early exposure gave me the confidence to back myself as my career evolved.

I first had a sense that I could eventually take on a CEO role when I became Chief Operating Officer at Fisher Funds at age 35. But it wasn’t a fixed goal. It was more of a quiet confidence than a career obsession.

Becoming CEO wasn’t by design. I didn’t apply even apply for my first CEO role. I didn’t follow a set path, and I never chased the title. I simply said yes to the right challenges and tried to do each role well.

I had broad and relevant experience. Six jobs, four companies, three industries, and exposure to almost every function imaginable: sales, operations, customer service, HR, tech, data, marketing, and more.

I was offered the opportunity through a mix of timing, relationships, and what I call serendipity. It often makes me reflect on the idea of finding something good without actively looking for it.

Serendipity has played a huge role in my career - unexpected opportunities, chance meetings, being in the right place at the right time. But I’ve come to believe that serendipity isn’t just luck. You can increase your luck surface area by building long-term relationships, being open about your goals, and helping others without expecting anything in return. Sometimes, the best opportunities come when you’re not looking - but you’ve done the work to be ready when they arrive.

Back yourself and lead with clarity about who you are and what you stand for - both as a leader and a person. Surround yourself with a great team - it’s the single biggest enabler of success. And remember: while the CEO role has its perks, it can also be lonely. Don’t lose sight of the other parts of your life that matter.

As CEO, there’s no fallback. Unlike being one of many execs, the final call - and the full weight of responsibility - rests with you. That reality can feel confronting at first and demands a genuine mindset shift.

I like to have a meaningful impact on people. I get to help build a business that creates value for customers, while enabling the people I work with to learn, grow, and provide for their families. That’s a privilege I don’t take lightly.

Enjoy the journey, not just the destination. Focus on doing great work where you are, and keep building range - across roles, industries, and challenges. Don’t chase the title; chase the opportunities that stretch you. The best CEOs I’ve seen aren’t just ambitious - they’re adaptable, grounded, and genuinely interested in how businesses work and how people grow.