NZICC is Repositioning New Zealand on the Meetings Map

In this interview with Boardroom, Prue Daly, General Manager of NZICC, explains how the landscape has shifted – and what Auckland brings to the table. 

Before the three major convention centres opened, New Zealand was barely in the game for large international conventions. Has that fundamentally changed?

Absolutely. Before Te Pāe in Christchurch and Tākina in Wellington opened, New Zealand simply wasn’t considered for international-scale conventions. Those venues started to change the narrative and showed we could host larger global events.

With the NZICC opening in Auckland, that capability is amplified even further – not only because of the size of the venue, but also because Auckland is the country’s main international gateway. It has the highest hotel capacity and the strongest flight connectivity. All of that puts us more firmly on the global stage. It’s an exciting time for New Zealand, and we’re only going to improve from here.

The hotel infrastructure has grown significantly in preparation for the centre. Even though our opening was delayed, many hotel developments were already underway, leading to a major influx of rooms in recent years. There’s a good mix of accommodation types – hotels, apartments, different price points – with more projects still to come. Hoteliers have been waiting a long time for the uplift in visitation and major events this venue will bring.

If I’m an international association hesitating between Auckland, Wellington, or Christchurch, what would you say?

New Zealand is a small country, and we work very collaboratively. Often, the choice depends on the sector. If a conference is heavily focused on agriculture, Christchurch might be the most appropriate destination.

What Auckland offers is scale, capacity, and flight connectivity. The main international airport is here, and if you’re travelling from beyond Australia, you usually need only one or two flights to reach Auckland. Wellington or Christchurch often require an additional domestic flight, which for some delegates can be a deterrent.

Auckland is also highly walkable, with strong infrastructure and accommodation capacity. Generally, we’re not competing aggressively with the other cities because we collectively understand which destination is the best fit for each conference.

In terms of size, you are the largest?

Yes. We can accommodate up to around 3,000 delegates, whereas the other centres typically cap at around 1,500 or fewer.

Do people clearly understand what Auckland offers compared to the rest of New Zealand?

New Zealand is a bucket-list destination, but when people think of it, they often picture Queenstown or the South Island – small, boutique, scenic experiences.

Auckland represents the big-city option. It isn’t enormous, but it has all the infrastructure needed for large conferences. The strong national image can sometimes overshadow Auckland’s urban strengths, so we need to communicate that more clearly.

How many events have been confirmed so far?

We’ve secured over 120 events for the 2026 calendar year, the majority being conferences – both corporate and association. We have an international pipeline extending to 2032.

When fully operational, we anticipate hosting around 500 events annually. Ideally, about 20 of those would be large-scale international conferences of 1,500 delegates or more. That level is what will help us reach our international visitation targets.

Do you focus primarily on conferences aligned with New Zealand’s key sectors?

Yes, sector strengths are important, but we also look for unique opportunities. New Zealand has a strong entrepreneurial culture, and sometimes conferences arise from very niche or innovative areas.

For instance, we are hosting an Asia-Pacific pest eradication conference. Pest control isn’t a traditional priority sector, but New Zealand has ambitious eradication programmes that attract international interest. So we balance sector strategy with distinctive national expertise.

How challenging was it to sell a venue people couldn’t physically experience yet?

It was challenging, but we invested heavily in digital tools that demonstrated the flexibility of the space – showing how walls move, rooms expand, and layouts change. We also focused on building trust in the team, hiring experienced professionals with strong industry backgrounds.

Since receiving full access to the building, site visits have increased dramatically, and conversion rates have improved because clients can now experience the venue, meet the chef, taste menus, and build confidence in the operational team.

Do you find associations changed the way they work with venues?

Definitely. The relationship has evolved from a purely contractual supplier-client dynamic to a partnership model. Associations now engage us earlier and seek our input on cultural elements, local connections, and innovative ideas.

They want more transparency earlier – menus, staffing, logistics – and they are open to new concepts. For example, we offer family-style dining inspired by Māori traditions, where food is shared communally. Clients are increasingly willing to try these culturally authentic experiences instead of standard plated dinners.

There is greater openness and trust. It’s moved from “you work for us” to “you work with us,” which makes the work far more purposeful. 

More info on the NZICC on nzicc.co.nz