Our People, Our Stories

Jeni Logan — How High Country Salmon Built a Community and a Business

High Country Salmon feels like a small family farm with big ambitions. Nestled along the main road close to Twizel, it began as one person’s dream and, over 25 years, has grown into a multi-faceted business that supports more than 60 families with jobs. We spent time with Jeni Logan, the Managing Director, to understand how a boutique salmon farm became a regional staple and what makes South Canterbury such fertile ground for businesses that want to grow responsibly and sustainably.

To watch a highlight clip of the interview that this article is based off, click the video below:

From a Father’s Dream to a Regional Business

This business was built on the kind of conviction that refuses to be pragmatic at first glance. Jeni’s father was an avid angler and one of the pioneers of salmon farming in the region. He saw a site near Twizel and decided it was the right place to try something new. The goal was simple: keep it family-run, keep it local, and grow something people could be proud of.

The practical route to making that dream real was anything but instant. It took five years of planning, consenting, and designing before their first batch of smolt — the baby salmon from a hatchery — went into the water. That deliberate start set the tone for a business that has prioritised long-term thinking over quick wins.

What High Country Salmon Is Today

It helps to think of the place as more than a farm. Over time, the business has diversified into several connected areas:

Aquaculture and hatchery — breeding and growing salmon from smolt through to harvest.
Processing — harvesting to order, packing and preparing product for distribution.
Retail and hospitality — a shop and café that have become local destinations.
Activities — hands-on experiences and engagement with visitors who want to see where their food comes from.

That diversity means the company touches multiple parts of the regional economy. It also creates resilience: when one area slows, another can pick up some of the slack.

People First: The Culture That Keeps Things Moving

Jeni says it plainly: the business grows on people. What began as a family farm remains close to that ethos, yet now employs over 60 staff across farming, processing, hospitality and retail.

That number matters. It is one of the measures of success the founders set early on — to support more than just the family living on the farm. Today those employees represent over 60 families who rely on the business for their livelihood, bringing local economic benefits to the wider Mackenzie community.

How culture attracts talent

We asked how High Country Salmon pulls together such a diverse and dedicated team. The answer lies in a deliberately cultivated culture. The company ran a staff culture workshop where everyone put down what mattered to them. The result mirrored the founding values: practical, community-minded, innovative and can-do.

“Surround yourself with good people… ask questions, but also don’t be afraid to make the hard decisions.”

That combination of thoughtful leadership and an empowered workforce is why people stay. Managers run their areas and lean on skilled teams who show up every day, rain or shine. The farm crew feed fish in winter and manage the heat in summer. Hospitality staff keep service running when queues form out the door. Retail staff know the story behind every product on the shelf. Everyone chips in.

International flavour and local roots

A factor that adds energy to the team is the mix of local talent and international workers on working holiday visas. That dynamic brings different perspectives and skills. Some team members bring international hospitality expertise, while others bring lifelong fishing knowledge. That blend keeps the operation dynamic and adaptable.

Why South Canterbury Works for Businesses

High Country Salmon is a case study in how regional businesses can thrive. Several elements make South Canterbury and Twizel especially suited to this type of venture:

Natural assets — lakes, open land and easy access to outdoor activities attract staff and customers alike.
Cost and quality of life — lower housing costs and reduced commuting compared with urban centres make the area attractive for families.
Skilled local base — a strong agricultural and trades foundation supplies transferable skills to aquaculture, hospitality and processing.
Regional infrastructure — proximity to Timaru’s port and transport links supports export-ready thinking.

Where metropolitan businesses face high overheads and talent competition, South Canterbury provides breathing room. Local industries form a stable base, and tourism growth adds seasonal demand that supports diversification.

Work-life balance as business asset

The lifestyle here is more than a recruitment tool; it is a business advantage. Team members arrive refreshed, engaged and ready to invest in their employer’s success. For people raising families, being able to ride bikes to friends’ houses or head out for a lake day is a powerful incentive to stay.

Leadership Lessons from Running a Regional Business

Leading a business that is part-farm, part-processing plant, part-café, and part-retail outlet requires a certain mindset. Jeni’s leadership approach offers lessons for anyone running a growing enterprise in a regional setting.

Trust your instincts and don’t overthink. Good leaders listen, gather advice, then make the call. The pace of decision-making matters.
Surround yourself with experts. The managing director does not need to know every operational detail; they need to coordinate and empower people who do.
Keep a steady hand during shocks. Crises like pandemic restrictions demonstrate the value of flexibility and the capacity to pivot—turning a café into an online production chain, for example.
Stick to your core. Doing what the business does best, and doing it well, builds resilience. Customers value consistency and quality.

“Don’t overthink stuff. Trust your instincts. Surround yourself with good people.”

Those words encapsulate a leadership philosophy that balances humility and decisiveness. It is about enabling skilled teams while being prepared to make hard calls that not everyone will love.

How Connections and Advocacy Matter

Being connected to wider business networks has practical benefits. Membership and active participation in the South Canterbury Chamber of Commerce has helped High Country Salmon in several tangible ways:

Networking — opportunities to meet other business owners and learn from regional leaders.
Training — courses and workshops delivered locally reduce the cost and time barriers of staff development in remote areas.
Advocacy — the Chamber provides a collective voice on issues like immigration and rural banking, which can be critical to operational continuity.

In Jeni’s case, a governance course delivered through the Chamber came at a pivotal moment and directly supported a tough leadership transition. Those practical supports from the business community matter in regions where services and specialised training are not always within easy reach.

Resilience Through Diversification and Community

High Country Salmon’s history shows how consistent growth creates options when the unexpected happens. The pandemic forced a pivot, but having multiple revenue streams — from retail and hospitality to online orders and activities — meant the business could adapt.

Key to that adaptability is a culture where staff are encouraged to bring ideas forward. Trial and error is built into the growth model. People who solve problems and suggest improvements are welcomed, which accelerates innovation at a grassroots level.

Practical takeaways for regional businesses

Start with a clear core — know what you do best and protect that capability.
Build a local ecosystem — hire locally where possible and nurture community ties.
Diversify strategically — complementary services can smooth seasonal or market shocks.
Invest in people — training, empowerment and recognition keep teams engaged and reduce turnover.
Leverage regional networks — chambers of commerce and industry groups bring training and advocacy that are otherwise hard to access.

Final Thoughts: Why We Believe in South Canterbury

There is something about the Mackenzie and South Canterbury that encourages a can-do spirit. It is a place where agriculture and tourism intersect, where local stories are tangible and where the natural environment is both a playground and a workplace.

High Country Salmon is a clear example of how combining a strong, consistent product with a people-first culture and smart diversification can create a sustainable regional business. We see a business that honours its legacy while continuously planning for the future. It invests in staff, supports families, and keeps a focus on quality. That makes it not only a success in its own right but a model for how regional enterprises can thrive.