Unfortunatly, my review must be a negative, but I honestly don’t see how else I could express the reality of the situation. Over the years, we have witnessed a steady decline in both support and communication, and this has created ongoing challenges that should not be overlooked.

Good question. It is hard to see at this point.

Under the new ownership and management, PACK & SEND has unfortunately lost sight of the very reason it was created in the first place—our original point of difference. What once set us apart is no longer being valued or understood. Over time, the support we receive from our National Head Office has also eroded. Getting timely information or action from THQ in Australia has become increasingly difficult and frustrating, with slow responses that leave us feeling unsupported. Franchise partners are not being treated with the respect we deserve, which was made clear when Nathan’s resignation was handled so poorly. Despite giving five weeks’ notice, his departure was not communicated to the New Zealand group until only two weeks before he left. Nathan’s departure is a genuine loss for the New Zealand network. His depth of knowledge, professionalism, and commitment will be extremely difficult to replace, and his absence will leave a significant gap in the support and leadership we rely on. The disconnect between management and the realities of the New Zealand market, combined with the decline in support from Head Office, has created a growing sense of frustration and uncertainty among franchise partners.

The corporate office could greatly improve by re-establishing consistent, timely, and respectful communication with franchise partners. Too often, important updates are either delayed or delivered without adequate transparency, which erodes trust. A stronger support structure—one that provides clear guidance, resources, and responsiveness—would make a significant difference. Additionally, acknowledging and valuing the experience and input of local partners would help rebuild a sense of collaboration. Simple actions such as consulting before major decisions, announcing staffing changes in a timely and professional way, and treating inquiries with urgency would go a long way. Ultimately, we need the corporate office to view us not just as operators, but as true business partners whose success is directly tied to theirs.