Our People: Sarah Tipping

Operations Supervisor Sarah Tipping has been part of WM New Zealand for just over 18 months, working closely with drivers at the Blenheim branch to help create a more connected, supportive, and high‑performing team.

Sarah’s leadership approach is grounded in being approachable, encouraging open communication, and consistently recognising the everyday efforts of her team. She believes that when people feel heard and valued, it creates positive outcomes not just for employees, but for customers and the wider business as well.

Sarah joined WM New Zealand in June 2024 as a Dispatcher, bringing with her strong people leadership experience from an alarm monitoring company where she had led teams operating in a 24/7 environment.

After six years of developing processes, managing teams, and growing her skillset, she moved from Levin to Blenheim with her partner to be closer to family.

Applying for a Dispatcher role at WM New Zealand felt like a leap. “I knew nothing about trucks, and I’d never dispatched before,” Sarah says.

Starting over in a new industry was challenging, particularly after becoming highly experienced in her previous role. The first week was tough, as she adjusted from a female‑dominated call centre into a more traditionally male‑led operational environment, and the pace and expectations felt intense.

Rather than stepping back, Sarah focused on building relationships and understanding the day-to-day challenges faced by drivers. Before long, she was taking on additional responsibility.

When the opportunity to apply for the Operations Supervisor role first arose in early 2025, Sarah initially questioned whether she was ready, despite her experience.

After supporting the role during a transition period, she realised she already had the skills and mindset required. In April 2025, she stepped into her current role.

Since then, improving culture and trust has been a key focus. Sarah makes a point of being visible and approachable, encouraging drivers to share how their day is going and raise issues early. “It’s much easier to work through challenges together when there’s trust,” she says.

She is particularly mindful that drivers regularly go above and beyond without expecting recognition. Some arrive early to help around the yard before starting their own routes.

For Sarah, recognition does not need to be complex — it can be as simple as cooked breakfasts at toolbox talks, shared morning teas, a monthly lunch, or regular one‑to‑one catch‑ups where drivers can talk openly or simply be listened to.

“Sometimes people just need time to talk or to vent,” she says. “That matters.”

What motivates Sarah most is knowing she is making a positive difference for her team. “Even small changes can help people feel safer or happier at work — that’s what brings me in every day.”

Although her role focuses on supporting people rather than driving trucks, Sarah has booked her Class 2 truck licence and plans to work toward Class 4. She sees this as an important step in becoming a better coach. “If I can’t drive a truck, I don’t feel fully equipped to support drivers in the way I want to.”

Sarah firmly believes that a strong internal culture directly impacts the customer experience. Engaged drivers naturally take greater pride in their work and build better relationships with customers, creating a positive flow‑on effect across the business.

Driven by learning, growth, and continuous improvement, Sarah continues to build a culture of trust and accountability — one conversation at a time.