Patrice Green is the Managing Director of Wellington Beds and Natural Rest – one of New Zealand’s leading independent bedding manufacturers and retailers.

Green stepped into the role in 2022, with three children under the age of four. Since then, she has led the family-owned business to impressive growth – achieving a 13% revenue increase, opening two new stores and significantly expanding manufacturing capabilities – all amid a cost of living crisis.

As the Managing Director of a medium-sized enterprise and a mum of three, what does your typical day look like?

No two days are ever quite the same – and that’s exactly what I love and thrive on. My mornings start early – if I’m not at head office by 6am, I’m prepping lunchboxes and making sure everyone’s out the door. Then it’s a quick shift – from the chaos of home to the structure of business.

As Managing Director of a growing manufacturing and retail business, my days are a juggle of big-picture strategy and hands-on execution. I might start with planning, then head into store visits, supplier or team meetings and later dive into product innovation or operations. A huge part of my role is putting out fires – from logistics to team challenges – while keeping everyone focused and supported.

Raising a young family while scaling a business takes resilience, discipline and clear boundaries. I don’t pretend to do it all perfectly, but I’m deeply committed to both. It’s not always balanced, but it’s incredibly fulfilling.

What is it about entrepreneurship that appeals to you most?

For me, entrepreneurship is equal parts challenge and opportunity – and I’m wired for both. I love shaping vision, then building the strategy, systems and people to bring it to life.

Business leadership comes with a unique sense of ownership – the wins are deeply rewarding, and the setbacks teach you fast. It’s a wild rollercoaster ride.

What drives me most is the impact – creating jobs, innovating in a traditional industry, supporting local suppliers and delivering real value to customers.

Entrepreneurship also fuels personal growth. It stretches you emotionally, mentally and professionally – demanding clarity, resilience and adaptability.

What business philosophy has shaped your approach to leadership?

One of the biggest lessons I’ve learned is that momentum matters more than perfection.

In a fast-paced business, waiting for perfect can mean missing opportunity. I aim to back informed action and avoid overanalysing – especially with two-way door decisions, where you can easily pivot if needed. This mindset gives our team more freedom and builds trust, empowering them to take initiative and try new ideas.

Leadership is also about growing people, not just the business. When your team grows, the business grows – so this year, we’re focused on supporting our team’s development.

What advice would you give to married couples who run a business together?

One of our earliest and most valuable lessons was setting clear roles – at work and at home. When your partner is also your business partner, clear boundaries reduce friction and empower each of you to operate with confidence.

Equally important is making intentional time for your relationship. A strong partnership supports both your family and business – without that foundation, everything else becomes harder.

The ability to laugh, disagree constructively and still enjoy each other’s company is key.

And as cliché as it is, COMMUNICATION, ALWAYS.

What’s your top advice for other mums in leadership roles?

Don’t chase balance – it’s not the goal. Life as a mother and a leader is more like a pendulum. Some seasons, your business needs more of you; other times, your children will – and that’s okay. Give yourself permission to be fully present where you are, without guilt.

Leadership and motherhood are both demanding, emotional and unpredictable. Be kind to yourself. Progress, not perfection, is the real power move.

I’ve also come to realise that pursuing bold goals isn’t despite my children – it’s because of them. They’re watching how I face challenges and pursue my passions. Each act of resilience becomes a blueprint for what they believe is possible. It’s not just permission – it’s a responsibility to lead with purpose.