A Sit Down with the Heiress of Glengarry Wines
BY SOPHIE CHUNG
“I mean come on… A 29-year-old woman stepping into general management of any business is going to turn heads.”
23 JAN - 2025
From a riff raff teen working at the back of the store to the GM of a booze dynasty.
When I first met Aroha for the first time at Dida’s, it was in the leadup to our Meet Your Heroes event - our first Chatty Chums panel event of rockstar women. When I walked into her wine bar, she was having a yarn with her cousins who work on the distribution side of the family business, Hancocks.
I wasn’t sure what to expect from her. I’m just a bogan westie with a penchant for high-end skincare and handbags and an unhealthy obsession for Stardew Valley to rival Bobby Lee - you know, super normal stuff! Sometimes, I get to meet rad people way out of my league and comfort zone, but at the end of the day, we’re all just people with a looming expiry date, living our lives with a unique set of struggles. Some let the wealth and fame get to their heads, meanwhile, some maintain their humility and respect for people, no matter which walk of life they come from.
Soft spoken, Aroha first took me through her family history of how Glengarry began. Proud yet humble, vulnerable yet mysterious, welcoming yet exclusive, I sensed a dichotomy of traits - ‘she’s in a league of her own,’ I thought. We soon began chatting about the personal side of things like ex-boyfriends, brat, clothes - girl things - revealing her inimitable charisma and curious, naughty nature to test boundaries. After all, young single mums wield the maturity and strength of a weapon.
At the end of last year, it was announced that Aroha Jakicevich was appointed as the new General Manager of Glengarry Wines - a family-run liquor retailer that has been passed down since its inception in 1945 by Josef Jakicevich, Aroha’s great grandad. As one of seven, with older siblings who were in line to receive the torch, it was never anticipated that Aroha would be the one to lead the business.
Unlike a lot of cliche interviews with the successful, Aroha is open and honest with her journey and advice. By the end of it, you’ll probably have as big of a girl crush on her as I do. I mean, she can drink anyone under the table and can tell you about every wine and whisky under the sun in detail - impressive.
"As the news spread to the team, the divide was clear — those who supported me and those who didn’t. But honestly, that clarity is a gift, showing you who’s genuinely in your corner."
What was it like growing up as the youngest child in the Jakicevich family?
Being the youngest of four felt like an adventure — my “youngest child” identity held strong until our family grew, now we’re seven, which technically makes me a “middle child” (still coming to terms with that one!). Growing up in big, vibrant Croatian and Māori families, filled with cousins and relatives who shared stories of challenges and successes, I was raised with this incredible support system and was lucky to be under the “umbrella” of those born before me, who always had advice — sometimes a bit questionable but always with heart. Those stories and that foundation formed a deep respect in me for family values as I’ve stepped into adulthood. Now, I get to keep those values going, passing them on with the same energy and respect they deserve.
Can you share a bit about your background and how it influenced your journey into the alcohol industry?
I might be adulting hard now, and maybe even some people look up to (which still feels a bit silly/surreal!), but my start in the industry was far from glamorous. No bartending or floor service — I was a riff raff teenager working in the back of the store, sweeping floors, polishing glasses, taking bottles down, cleaning, and restacking shelves. I never imagined I’d end up anywhere close to “leading” the business; back then, my biggest goal was maybe just being trusted to sell a bottle of wine at the till! But every hour I put into those humble tasks turned out to be the best kind of training, grounding me in every part of the business from the bottom up.
How did your father share with you the news that he chose you to lead the family business?
It was a journey that stretched over about six years, not a sudden “passing of the torch.” For me, it was never about taking the reins; I just wanted to support my dad in the family business. After years of selling wine at the Jervois Road store, I finally joined him in the office, which was a whole new world. Office life to me then sounded cushy — pushing papers in a quiet corner — but let me tell you, it’s mentally exhausting! To get anywhere in this line of work, you need self-reliance and accountability, or else you just get lost in “busy being busy.”
I definitely made my share of mistakes (some intentional, just to see what would happen), and I had my rebellious streak; rules were always a bit of a dare in my teenage years. But over time, and with a bit of grit, those rough edges have been polished. Working in this environment has taught me a lot, turning that “daring and brave” side into something more productive and, yes, maybe even a little refined!
What challenges did you face during the transition into your GM role and how did you overcome them?
I mean come on… A 29-year-old woman stepping into general management of any business is going to turn heads. My whole journey has been a bit unconventional; I’ve often found myself in spaces where I didn’t exactly fit the mould. As the news spread to the team, the divide was clear — those who supported me and those who didn’t. But honestly, that clarity is a gift, showing you who’s genuinely in your corner. And as someone once said, “another person’s opinion about you is none of your business.” So, I focus on what matters.
What personal project are you most proud of, and how does it tie into your vision for the future of the company and your plans to innovate the industry?
Building a presence for whisky in New Zealand is something I’m especially proud of. Being an ambassador and advocate for whisky has been incredibly rewarding, and hosting events like our annual Glengarry Whisky Tour each May is a highlight. It’s a huge tasting event where Aucklanders come together to enjoy and learn about whisky in a welcoming, fun space. My goal is to make learning about spirits and wine something dynamic — away from the stuffy, silent tasting rooms. Tastings should be about experience and connection, whether we’re sipping cava or a first-growth Bordeaux. With competition at an all-time high, I see Glengarry leading in creating memorable, experiential events that are thoughtful and, above all, fun.
If you could change anything about yourself or the past, what would it be?
With the fear of sounding cliché and boring, I won’t harp on about how every twist and turn has shaped me… but honestly? I might rethink dating a couple of people. Yep, that’s about it! Some lessons you don’t need twice.
Who are your mentors in the industry and how did they influence your leadership style?
I’m lucky to have a few seasoned business mentors on speed dial, plus some very sharp relatives. But honestly, some of my biggest influences come from the late-night chats I’ve had in wine bars with people from all walks of life. Those “common folk” conversations remind me that life — and business — can actually be pretty simple. It’s easy to lose sight of that when you’re surrounded by like-minded people, so those unfiltered insights keep me grounded and keep my leadership approach “hopefully” straightforward.
Best piece of advice that you've been given?
There was a time when I was feeling the pressure of conflicting opinions in the office, and my father shared a piece of advice that has stuck with me ever since. He said, “Let the bubbles rise to the surface.” At first, I thought, “What?” But it made sense — when things get chaotic, I’ve learned to take a breath, set my ego aside, and let things settle before moving forward. It’s a simple but powerful way to approach conflict, and it’s helped me navigate challenges with a clearer mind.
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