Leadership Doesn’t Stand Still
Justine Gladwell-Hunt’s career has been anything but predictable. Moving from the UK to New Zealand, taking on roles across different industries, running a marathon on a whim with barely ten weeks of training, and most recently stepping into the role of National Compliance Manager at Raine & Horne New Zealand, her journey is a study in resilience, adaptability, and leadership. “I’ve always been someone who dives in first and worries about the depth later,” she says. That willingness to take a leap, even into the unknown, is something that has shaped her career and her life.
Raine & Horne is one of the world’s most substantial real estate networks and Justine now sits at the centre of its national compliance operation. Her role is both demanding and strategic. “My job is about ensuring we meet regulatory requirements, but also about supporting our people so they feel empowered, not restricted. Compliance doesn’t have to be a wall. It can be a framework that helps people succeed.” She is clear that leadership in compliance is about balance. “I don’t want compliance to just be ‘No, you can’t do that.’ I prefer a style of ‘let’s look at this together to find a solution.’ It’s about working alongside people rather than standing above them.”
That approach comes from her belief that leadership is about enabling others. “A true leader takes time to understand and listen, while encouraging others to grow in their own right.” It’s an approach that recognises the human side of leadership as much as the structural. She has seen too often that compliance is viewed as the department of no, and she wants to shift that perception to something more constructive. “I see compliance as protecting people, protecting their reputations, protecting their future. It’s not just rules, it’s safeguarding.”
Her career to this point hasn’t followed a straight line. She started in roles that demanded adaptability and people skills more than technical expertise, but each stage gave her lessons that she now carries into her leadership. “You cannot grow if you don’t change and adapt. Each role taught me something new, and every person I met along the way added value, good or bad, to my journey.” That adaptability is perhaps most visible in the marathon she ran back in 2007. “I had less than ten weeks to prepare and very little running experience. That experience pushed me physically and mentally. It proved I was capable of so much more than I thought.” It wasn’t about the finish time, it was about proving to herself that she could endure, and that resilience translates into her professional life.
Resilience, she says, is something you build. It comes from moments where things don’t go your way, or when you face doubts about your own ability. “I often question if I’m good enough, but while you’re busy doubting yourself, someone else is admiring your strength.” That insight is one she has to remind herself of constantly. Self-doubt, she says, doesn’t disappear, but you can learn to see it differently. “It’s not about eliminating doubt, it’s about acknowledging it and still stepping forward.”
Part of stepping forward has meant learning how to handle tough conversations. Leadership can be lonely, especially when decisions impact people directly. She recalls one of her hardest moments, having to let go of a team member who wasn’t the right fit. “It was difficult, but protecting the standards of the team sometimes means making difficult choices for the individual.” For her, resilience isn’t just about withstanding pressure, it’s about facing those decisions with integrity.
Mentors have played an important role along the way. “Having mentors who believed in me gave me the courage to take risks.” She is conscious now of paying that forward. “Just take that first step and grab opportunities with both hands. Listen more, speak less, never stop learning, and don’t be afraid to ask for help. Reaching out is a sign of courage, not weakness.” That philosophy guides how she works with her own team, encouraging them to stretch themselves while knowing they are supported.
The role of compliance, in her view, is not just regulatory but also educational. It is about helping people understand the why, not just the what. “If people understand the purpose behind compliance, they don’t see it as a burden. They see it as a way to protect themselves and their clients.” This is particularly important in real estate, where reputation and trust are everything. She sees her role as part of a bigger picture, ensuring Raine & Horne continues to operate at the highest standards while giving its people the tools to succeed.
Her advice on leadership is refreshingly practical. “Take the risk. Choose progress over perfection. Realise your biggest mistakes will teach you the most. And always be yourself. Don’t bend to fit someone else’s expectations.” She is quick to point out that leadership is not about titles. “Anyone can be a leader if they choose to lead by example. Leadership is about influence, not position.”
That influence also depends on who you surround yourself with. “Choose your support network wisely. Find the ones who will celebrate your wins, straighten your crown when it slips, and tell you when you’ve got spinach in your teeth. When you find them, keep them.” It’s advice that blends humour with truth, reflecting her belief that leadership is both serious and deeply human.
Her own support network has been critical through career changes, relocations, and personal challenges. Moving to New Zealand was a leap into the unknown, but it reinforced her belief in the value of community. “When you move countries, you realise very quickly the importance of building a new network. You can’t do it alone.” That lesson, she says, carries into leadership. No one achieves anything in isolation.
As Raine & Horne continues to expand, her role will only grow in importance. The complexity of compliance will increase, but so will the opportunity to shape culture and practice. For Justine, the challenge is not just about keeping up with regulations, but about building a culture where compliance is embedded in how people work, not something bolted on at the end. “If you can weave compliance into the way people think about their role, then it becomes second nature. That’s when you know you’ve succeeded.”
When asked what advice she would give her younger self, she pauses. “I would tell her to take the risk, to trust herself more, and to not worry so much about being perfect. Mistakes are lessons. Don’t be afraid to make them.”
Justine Gladwell-Hunt’s journey is a reminder that leadership is not about certainty, but about the willingness to step forward even when you are unsure. It’s about resilience, growth, and the quiet strength to lead with authenticity.
