Q&A with Seth Gleeson of Datum Projects

When Seth Gleeson founded Datum Projects in Auckland in 2012, he wasn’t trying to build the biggest fit-out company in New Zealand. He simply wanted to build a better one.

Today, Datum Projects is recognised as one of New Zealand’s premium retail and commercial fit-out specialists – think the likes of Country Road, Glassons and Kathmandu. According to Seth, much of the company’s long-term success came from learning how to evolve from a hardworking “seat of the pants” style entrepreneur into a much more focused and strategic business leader.

A key part of that evolution came through the Icehouse Owner Manager Programme (OMP), which helped Seth build the structure, resilience and governance he needed to scale.

Q: Seth, what inspired you to start Datum Projects?

Seth Gleeson:
I’d spent about 15 years in the industry in the UK before moving to New Zealand with my Kiwi wife in 2007. I started working for another fit-out company here, which eventually became one of my biggest competitors. But I didn’t like the culture. Everybody felt like a component part rather than a valued person. Clients weren’t valued, staff weren’t valued, and there was this constant culture of people climbing over each other to get ahead.

I remember thinking, “I think I could do better than this.” Not necessarily bigger, just better. Better culture, better values, better relationships. So, when the opportunity presented itself, I decided to give it a go.

Q: What were those early days of the business like?

Seth Gleeson:
Pretty full-on. I started Datum Projects in February 2012. Luckily, a former colleague connected me with work on the Shell-to-Z Energy rebrand, which gave us six months of work straight away.

After that, things got harder. The work dried up and I genuinely thought I might need to go back and work for someone else just to pay the bills. But my wife encouraged me to keep going. Then an opportunity came up with the new Silverdale Mall development and we secured four or five stores there. From that point on, the business really started to grow.

Q: Datum Projects became well known in retail fit-outs. What made the business stand out?

Seth Gleeson:
We’ve always been focused on execution. We’re not the designers, we’re the people who make the vision happen properly. For us, delivery is everything. Projects have to be on time, and the process has to be easy for the client. Retail fit-outs are stressful enough without builders creating chaos around them.

One of the big differentiators was investing early in our own in-house joinery factory. I’m old-school in that sense. I believe real shopfitters should control their own manufacturing. If you outsource everything, you’re at the mercy of other suppliers’ timelines. Having our own factory meant we controlled quality, timing, and ultimately our own destiny.

Q: What prompted you to join the Icehouse Owner Manager Programme?

Seth Gleeson:
At the time, the business was making good money and growing fast, so honestly, I didn’t think I needed it. But my advisory board chairman encouraged me to do the Programme. Looking back, it was absolutely the right call.

Within half an hour of being there, I was inspired and humbled by the people around me. My mindset shifted almost immediately.

The reality was that while we were profitable, we couldn’t sustain the way we were working. We had no real infrastructure, no management structure, and not enough systems. It was basically just me running the show. We were lean, but we were pushing ourselves too hard.

Q: Was that confronting to realise?

Seth Gleeson:
Definitely. In the early days we’d be in the factory at 11 o’clock at night drinking beers and building joinery ourselves. We were having fun, but it wasn’t the best way to run a business.

The Owner Manager Programme forced me to grow up as a business owner. It made me realise that if we wanted to scale properly, we needed systems, leadership, and structure.

Q: What changes did you make after completing OMP?

Seth Gleeson:
The biggest shift was building a real management structure. Before OMP, everything was flat and everything came through me. Afterwards, I brought in a GM and a financial controller, which was the first real layer of leadership in the business.

We moved into a larger factory, tightened up our financial processes, improved client selection, and became much more intentional about how we operated. OMP taught me that growth isn’t just about turnover, it’s about building the platforms that support that growth.

At first, profitability actually dropped because we were investing in infrastructure and overheads we’d never had before. But over time, those foundations allowed us to grow properly.

Q: What was the most valuable lesson you’ve taken from your time in the Icehouse?

Seth Gleeson:
One line I heard another business owner say has stayed with me ever since.
“The standard you walk past is the standard you accept.”

That became a huge part of how I lead the business. If you ignore poor behaviour or poor standards, you’re effectively telling people it’s acceptable. We don’t tolerate that at Datum Projects, and I hold myself to the same standard.

Q: How did OMP help during the tougher periods in business?

Seth Gleeson:
After COVID, we expanded too quickly. We grew aggressively and nearly collapsed because of it. But OMP gave me the resilience, infrastructure, and governance to get through that period.

One of the most important outcomes from the programme was meeting facilitator Christine Woods, who later joined my board. She played a major role in helping me guide the business through that difficult period.

Critically, OMP taught me the importance of surrounding yourself with people who bring different perspectives and strengths to the table.

Q: Where does Datum Projects sit in the market today?

Seth Gleeson:
We see ourselves as the premium provider. At one point we became the biggest in our space, but I eventually pulled the handbrake on growth because bigger doesn’t always mean better.

What matters most to us is being the preferred partner. We deliver, we don’t fail, and we genuinely care about our clients. Most of our success comes from repeat business and long-term relationships. We’ve got clients we’ve worked with for more than a decade.

Q: Who would you recommend the Owner Manager Programme to?

Seth Gleeson:
I’d recommend it to any business owner who feels like they’re carrying too much themselves, or who wants to grow but doesn’t yet have the structure to support that growth.

It’s also incredibly valuable for people who are overworked and want to learn how to get some of their time back. The Programme gives you the tools to transition from being stuck in the day-to-day to actually leading a business properly.

Q: What’s next for you and Datum Projects?

Seth Gleeson:
Hopefully a few years without another recession. But seriously, the next chapter is about sustainable growth and eventually transition planning. I’m not getting any younger, and I’d rather think about succession before it’s too late.

Outside of work, I spend a lot of time with my kids and community has become a really important part of life for me particularly as chairman of my local rugby league club Hibiscus Coast Raiders – we’re always looking for sponsorship if there’s other businesses out there looking for community involvement!

At the end of the day, business success isn’t just about revenue. It’s about building something that will last the distance, creating opportunities for people, and leaving things better than you found them.