Focus on Procurement interviews Elisha Minehan, of Te Papa
Elisha Minehan has had an incredible career in procurement. In this interview they talk about their career highlights including working on the 2020 General Election and cannabis referendum, the weirdest thing they have had to procure for Te Papa, and New Zealand’s greatest contribution to the world of procurement.
Elisha Minehan, Te Papa’s Senior Procurement Advisor inside the national museum. Photo: Supplied
Where are you from?
Ko Airani te whenua o ōku tīpuna. I tipu ake au i Te Papaioea, te kāinga o te whānau o tōku whaea. Nō Te Matau-a-Māui, arā, nō ngā Takapau, te whānau o tōku matua. He mihi tēnei ki ngā mana whenua o tēnei motu.
My ancestors are from Ireland. I grew up in Palmerston North, the home of my mother's family. My father's family are from the Takapau Plains in Hawke's Bay. I acknowledge the people of this land.
How has growing up outside of a main centre shaped your views and actions on how you serve the various communities Aotearoa New Zealand has in your role as the procurement lead at our national museum?
Growing up in regional Aotearoa taught me that decisions made in central government can sometimes overlook local realities. In procurement, that means looking beyond large, established suppliers and considering how public spending can support a more equitable and inclusive economy. Public money must deliver value across all of Aotearoa — not just the main centres.
What did you train in and where did you study?
I studied Humanities at Otago, majoring in Art History and Classics, and later completed postgraduate study in Peace and Conflict. I’m also PRINCE2 certified in project management. Over time, I’ve developed a specialist focus in procurement, policy, and governance — and continue to grow my expertise through ongoing professional development.
What attracted you to a role in procurement? And what keeps you here?
The variety and visibility. Procurement intersects with every part of an organisation and offers real insight into how things operate. What keeps me engaged is the impact — when done well, procurement supports responsible decision-making, ensures value for money, and enables delivery of strategic outcomes.
What advice would you give anyone considering a career in procurement?
Be curious. Build your technical skills — contracts, sourcing, market analysis — but also invest in communication and relationship management. Procurement is as much about stakeholder engagement and sound judgment as it is about process.
You were a project manager at the Electoral Commission for the 2020 General Election and cannabis referendum. What were the challenges like?
Elections are high-stakes projects — fixed deadlines, intense public scrutiny, and no room for error. The cannabis referendum added another layer of complexity, with dual processes, communications, and logistics to manage. We relied on strong supplier partnerships, detailed planning, and constant coordination to deliver on time and to standard — without compromising accuracy or integrity. One of my key responsibilities was print procurement, which covered everything from ballot papers to voting screens, signage, and envelopes. Print volumes were enormous, and colour consistency was critical — shout out to Pantone 151, the official election orange I’ll never forget.
You’ve worked in social procurement and commercial procurement. What are the differences, and do you have a preferred specialty?
I see value in both. Commercial procurement focuses on operational needs and value for money. Social procurement brings broader outcomes into focus. My preferred approach combines the two — commercial rigour with a commitment to equity and social impact.
You worked in Melbourne before Te Papa. Are there differences between the procurement communities?
Australia’s procurement environment is larger and more mature in structure — there’s greater investment in data infrastructure and formal supplier diversity frameworks. In contrast, New Zealand’s smaller scale fosters agility and stronger cross-functional relationships. There’s real opportunity for us to adopt more of Australia’s strategic approach at scale — while they could benefit from the flexibility and collaboration that define the New Zealand approach.
What are three things the public might not know about procurement?
- Successfully supporting the delivery of complex, high-profile initiatives, including the General Election 2020, through robust procurement planning and execution.
- Every procurement decision has ripple effects — social, cultural, environmental, and financial.
- Procurement is one of the most powerful tools for delivering systemic change in both the public and private sectors.
What are your top three achievements in procurement?
- Successfully supporting the delivery of complex, high-profile initiatives, including the General Election 2020, through robust procurement planning and execution.
- Embedding social procurement frameworks such as “Kia Kotahi Tātou” within Crown entities, aligning procurement practice with broader social and cultural outcomes.
- Leading the shift from reactive, transactional procurement to a more strategic, trusted business partner — embedding new processes, systems, and a culture of early engagement across the organisation.
How big is your role at Te Papa?
My role spans the entire organisation — from facilities to conservation, international logistics to digital. I support teams across the museum while ensuring that procurement enables Te Papa’s cultural, educational, and operational goals, in line with the Government Procurement Rules.
Weirdest thing you’ve had to procure for Te Papa?
Not another giant squid… yet. But I’ve helped procure some unique things — like a fossil preparation laboratory, specialist conservation storage, and rigging for suspended objects.
What are the big challenges in Te Papa procurement?
Risk management and complex insurance requirements — we’ve even had to confirm whether pirate attack was covered under our marine transit insurance.
What are your key areas of focus in procurement at Te Papa?
Enhancing internal procurement frameworks and processes, supporting sustainability outcomes, and enabling delivery of strategic programmes and projects across the organisation.
Any advice for smaller museums with limited procurement capacity?
Keep it simple and well documented. Set clear thresholds, get multiple quotes, and focus on building strong supplier relationships. Group purchasing and collaborative sourcing can also help stretch limited budgets.
What has been your biggest career challenge, and how did you overcome it?
Balancing urgency with process under pressure. I learned that the key is building systems and relationships that support fast, effective decision-making without compromising on compliance or integrity.
What is the most exciting thing happening in procurement right now?
The shift toward procurement as a driver of social and environmental impact - moving beyond “just” compliance!
In an ideal world with no budget constraints, what would you introduce to transform procurement?
I’d invest in sector-wide infrastructure — including real-time impact tracking — to enable smarter, faster, and more ethical decision-making.
What is New Zealand’s greatest contribution to the global procurement community?
Our leadership in values-based procurement — integrating Treaty partnership, sustainability, and broader outcomes into core processes. It’s a model that others on the global stage are increasingly looking to.