FROM LITTLE THINGS...
The headwinds facing business leaders can be overwhelming at times. Meet three Trinity community members who have stared down those challenges.
We all know the story about how Facebook started as an online networking site for Harvard University students. Meta, the company that now owns the social media giant – plus Instagram, WhatsApp, Threads and others – is currently worth more than $1 trillion, largely on the back of that initial idea.
It’s a similar story with Apple. When Steve Jobs and Steve Wozniak designed their first personal computer in a garage, lenders baulked when the two tech whizzes went in search of funds to turn their vision into reality. At the time, the idea of a computer that ordinary people would want to use seemed absurd. But, like Facebook (or Meta, if you prefer), Apple is now one of the world’s corporate behemoths.
Here’s another example. In 1982, Howard Schultz began working at a coffee shop in Seattle. A year later, he took a trip to Italy and discovered there were 1500 coffeehouses in Milan. Inspired by the Italians’ coffee culture, he imagined something similar in the US, so he quit his job and started his own company. Four years later, he bought that original Starbuck’s coffee outlet where he had worked, launching the global enterprise we know today.
The point is this: all big companies started small. They have then had to adapt their strategies as they have grown to survive in a fast-paced world.
THE MECCA STORY
Someone who understands that truism is Jo Horgan AM, founder of retail cosmetics chain Mecca. Jo, mother of Trinity student Eleanor Wetenhall and a mentor to several Trinity students, opened her first Mecca store in South Yarra in 1997. Fast forward to today, and there are 110 stores across Australia and New Zealand, with a 3500-square-metre flagship store set to open in Melbourne in early 2026.
Mecca’s success is indisputable. But amid that success, and rapid rate of growth, invariably came challenges that required Jo and her team to act nimbly.
‘We consistently remind ourselves that the bigger we get, the smaller we must act,’ she says. ‘We try to separate our business into areas where we continue to drive our existing flywheel, and then we have an “explore" area where we try new things. That aids our agility in the areas where it most matters.
‘One of the Mecca mantras is to fail fast and fail forward. We will test and try new formats then we’ll share the findings. Once we are happy that we have the right approach, then, having fired lots of bullets and worked out if we’re shooting in the right direction, that’s when we fire a cannonball. And we do it all day, every day.’
Clearly, drive is no issue for Jo, and she notes that many of the Trinity alumni who have joined her team show similar care and tenacity to help move the business forward.
‘It’s funny, because there are so many Trinity and ex-Trinity students who work at Mecca. I think they bring great curiosity, an ability to connect with others, a sense of community and responsibility, and great smarts.’
Jo Horgan AM, Mecca founder and co-CEO
Jo Horgan AM, Mecca founder and co-CEO
David Koczkar, Medibank CEO
David Koczkar, Medibank CEO
THE MEDIBANK STORY
For almost five decades, Medibank has ranked among Australia’s leading health insurers, while also providing a range of healthcare services for more than 4 million customers. Starting as a not-for-profit service owned by the government, it was privatised in 2014.
Overnight, the company had a responsibility to shareholders, with return on investment a key driver in business decisions. But how do you achieve that without sacrificing customer welfare? It’s a tricky dichotomy.
David Koczkar (TC 1991) was appointed Medibank CEO in May 2021. He believes a way of balancing the two is to focus less on treatment and more on prevention, and to concentrate more on personal health than generalised care.
‘Our health system needs innovation, and with the current challenges that exist, we simply can’t move fast enough,’ he says. ‘Australia spends more than $38 billion annually on care for people with chronic health conditions, yet more than a third of chronic disease is preventable. For every dollar invested in prevention, the health cost savings exceed $14, so it’s a compelling case.
‘We are rewarding healthy behaviours with personalised offerings to encourage our customers to be better. And we are providing more support when our customers need to access care and get better.’
Medibank is also building a growing network of community-care and short-stay hospitals, investing in virtual health and primary care, and accelerating the take-up of new care models in partnership with clinicians and health providers.
‘This could deliver savings of around $1.3 billion and free up hospital beds for those who really need them,’ says David. ‘It’s our customers who are demanding these changes.’
THE ANZ STORY
Banks operate in one of the most highly regulated industries in Australia. Failing to comply with government regulations can lead to financial penalties, legal challenges and reputational damage.
Moreover, without strong leadership ambition to drive sustainability, a company risks falling behind competitors who are more proactive in addressing climate change.
‘This can result in lost market opportunities, diminished investor confidence and a decline in customer trust,’ says Senhao Huang (TCFS 2012), who is ESG (environmental, social and governance) Analytics Manager at ANZ.
‘The company may also face increased operational costs due to climate-related disruptions and the potential for stranded assets. In a rapidly changing regulatory and market environment, not being future-focused can jeopardise a company's long-term viability and success.’
After graduating from the Foundation Studies program under Trinity’s Pathways School, Senhao went on to attain a bachelor’s degree in environments. He then continued studying for a master’s in spatial engineering at Melbourne University, and a master’s degree in environmental change and management at Oxford University.
‘I received an incredible amount of academic and personal support through various academic and pastoral programs [at Trinity],’ Senhao says. ‘There were also opportunities for students to earn some pocket money, such as tutoring. However, what was more valuable was the chance to develop leadership skills, which has helped me tremendously in my career.’
Today, Senhao leads ANZ’s Large Emitters Engagement Program with the aim of improving the climate transition plans of institutional customers.
‘Communities expect these institutions to not only provide financial services, but also contribute positively to societal wellbeing. This includes responsible lending practices that consider environmental and social impacts, supporting local economic development and ensuring financial inclusion for all segments of society.'
‘We’re expected to be proactive in addressing climate change by setting and adhering to ambitious sustainability goals, such as reducing carbon footprints and investing in green initiatives. Upholding these expectations helps build trust and reinforces the bank's reputation as a responsible corporate citizen.’
Senhao Huang, ANZ ESG Analytics Manager
Senhao Huang, ANZ ESG Analytics Manager
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