Shane Brookland – Scarlett Hydraulic Technology, Trails, and Community

We were privileged to sit down with Shane Brookland, the CEO of Scarlett Hydraulic Technology, as part of the South Canterbury, “Our People, Our Stories” series. This conversation peels back the layers of a life built in and around South Canterbury – from humble beginnings in Temuka to running a manufacturing business that works on projects across the globe, and from long-term volunteer commitments to helping build the Central South Island trail network.

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

Shane’s upbringing in South Canterbury: the roots that shaped him

Shane grew up in Temuka in a family that came off the land. His father was a freezing worker, and his mother also worked hard — and from an early age Shane learned the value of diligence, responsibility and straightforwardness.

He summed it up simply: family morals and ethics provided a fair way of doing things — “work hard and you’ll go somewhere in this world.” Those words set a tone for the rest of his life. Shane remembers being sporty, involved in Scouts, and forming lifelong friendships at Temuka High School. He didn’t take the university route; instead, driven by a practical streak and a love of interacting with people, he found his way into a passion for trade and sales.

Shane had a formative moment at school — a frank meeting with his senior master — who nudged him into action. Instead of continuing down the path expected of some of his peers, Shane went door-knocking and landed a job at Scarlett Hydraulics. He started on the shop floor as a 17-year-old: sweeping floors, doing whatever was asked, learning the craft and the business from the ground up. That work-first mindset, combined with an early taste for sales and customer engagement, would shape his career trajectory.

“Family values are the yardstick everything goes by… you call a spade a spade.”

Those values are not only personal; they are cultural. Shane talks about the straight-talking, practical atmosphere that defined his upbringing and later the culture at Scarletts — a culture he is proud to now steward as CEO.

Scarlett Hydraulic Technology: from an ad in the paper to a national and international business

The company that became Scarlett Hydraulic Technology started humbly. There is a framed artefact in the workshop: the first advertisement for the company from April 1984, placed by Paul Bowman when he joined the company in the early days alongside Alister Scarlett and Ian Scarlett. From that “one-man business” to a firm employing around 30 people, Scarlett’s story is one of consistent growth built on solving real industrial problems and sustaining a particular workplace culture.

Shane joined Scarlett at 17 and, as he says, this has been his first job and the place he has grown into a leader. He takes pride in describing the company as a place where individual contributions matter: with around 30 people, you know your colleagues, you see them every day, and you’re responsible for each other’s outcomes. That familiarity creates cohesion and a practical team ethic.

Scarlett is in the business of solving customer problems, not just building components. Their work spans diverse industries: freezing works, power stations, fishing fleets, transport, forestry, and other industrial sectors. The solutions vary from upgrading older equipment dating back to the 1950s to designing turnkey hydraulic systems with redundancy and remote monitoring. One example is a safety-critical machine used in the freezing industry — a fast, energy-dense pelt pulling device that removes a skin from an animal. Those machines require careful engineering and layered safeguards.

Scarlett’s approach is methodical: understand the customer’s scope, design to specification, factory-test, then ship and commission on-site. The company doesn’t just ship components and walk away; they ensure systems are commissioned, tested and functional. That attitude has meant Scarlett has been involved in projects as far afield as England, the United States, Australia and Mexico.

“We build it, factory test it, ship it and then do the final hookup on site.”

Operating internationally has its share of challenges. The reality of global work: a field engineer in England disturbed in the middle of the night by an attempted break-in and needing new accommodation; staffing and safety considerations in places like Mexico where security risks change the way projects need to be managed. There are also cross-border compliance issues, differing health and safety expectations, and additional insurance costs.

Long tenures and team continuity

One of the achievements Shane is most proud of is staff longevity. Scarlett has a remarkable number of team members who have stayed 10, 15, 20 years or more. Shane has been at the company for 32 years — an indicator of both loyalty and the quality of the workplace culture.

That continuity creates institutional knowledge that benefits customers and the business: experienced staff who understand complex hydraulic systems, who can design clever solutions, and who collaborate to solve problems. For a manufacturing business tackling heavy industry, that kind of stable, skilled workforce is priceless.

Volunteering and giving back

Outside the workshop, Shane has a deep record of volunteer service that mirrors his belief in community. For 18 years he volunteered with Land Search and Rescue, five of those as a team leader. Volunteering in emergency response builds humility and resilience; it connects you to the wider community in practical, life-saving ways.

He is also heavily involved with the Central South Island Charity Bike Ride that has become a landmark in the region. Shane first participated as a rider about 16 years ago and was moved by the personal stories he heard at the end of the event. A heartfelt account of a child with multiple sclerosis reframed the ride for him: it was not a lightweight sporting holiday, but a real fundraising effort with tangible impacts.

“I suddenly realised that I’d actually been a bit of an egotistical cyclist… I should come back and try harder and make more money.”

He joined the committee and has been part of growing the ride into a major community fundraiser. The charity ride has now donated roughly $2.6 million back to the South Canterbury community — every dollar raised goes back out to recipient groups, and the organisers keep event costs intentionally lean so that donations have maximum impact. The event is a pure community effort: riders, sponsors, businesses and volunteers unite to make it happen. That model also exemplifies a community philosophy: when we organise events, do them well, and make sure the benefits are real and local. Events like the charity ride strengthen social capital as much as they raise funds.

Alongside the charity ride, Shane was asked to join the Central South Island Trails Trust. His role on the fundraising and planning side ties directly into his passions: cycling and community infrastructure. The trail project is a cornerstone example of the kind of community-led infrastructure that makes South Canterbury attractive. The Central South Island Trails Trust aims to complete a 100+ kilometre route connecting Timaru to Tekapo and beyond, providing both recreation and economic benefit through tourism and local use. Significant sections are already finished, from Timaru out towards Pleasant Point, Fairlie to Kimbell and from Tekapo down to Dog Kennel Corner, while other segments remain in the planning and funding stage. For Shane, the reward isn’t just in the eventual tourist draw or economic metrics, it’s personal. Driving past a newly minted trail and remembering the committees, the maps, and fundraising conversations gives him a sense of constructive contribution that lasts. The trails are something we build, then give back to the community — a public good that improves everyday life.

These volunteer activities illustrate a broader point: Shane doesn’t separate business from community. He invests his energy and skills into civic projects that increase livability and create shared assets for residents and visitors alike.

An amazing place to live, work and build a business

Shane believes there are many advantages of doing business and raising a family in South Canterbury. His perspective is worth noting for anyone thinking about relocating, starting a business here, or simply staying put.

Connected but not anonymous

One of Shane’s recurring themes is connection. In a smaller region like South Canterbury, people know one another. That means business owners can pick up the phone and call someone who can help. Practical connections add up to a network that gets things done quickly. This is not small-town parochialism; it’s an efficient, social infrastructure that helps businesses coordinate in ways that larger markets struggle to replicate.

“We’re big enough that we can punch reasonably hard. At the same time we’re small enough that you actually know majority of the business owners and the players in the market.”

That blend of capability and connection is a powerful advantage. If Scarlett needs a part manufactured in a hurry, or a logistics partner, the established web of local relationships is a real asset.

Stability and quality of life

South Canterbury may not be a boom market that creates instant wealth, but it offers a grounded environment where businesses and families can thrive reliably. Elsewhere more volatile markets can swing between boom and bust. South Canterbury’s steady temperament appeals to entrepreneurs who are building sustainable businesses and to families seeking a balanced lifestyle.

Housing and rental markets are relatively affordable compared to some big centres, and the region’s outdoor amenities make it easy to enjoy an active lifestyle without extensive expense. Whether it’s lakes in the Mackenzie basin, walking the local hills, or hopping on a bike path, South Canterbury delivers outdoor access that enhances wellbeing.

If you’re weighing up where to live, start a business, or raise a family, Shane’s experience offers a clear recommendation: South Canterbury is a place where you can do all three well. You’ll find a stable economic base, a network of businesses that can help each other in practical ways, affordable lifestyle options, and community projects that improve the fabric of everyday life.

“If you want a family-friendly environment, 100%.”

In other words: South Canterbury is for families, active-lifestyle folks, and entrepreneurs who value connection and steady growth, it’s a place where the work is meaningful and the community supports you along the way.

Leadership lessons and advice for entrepreneurs

Shane’s advice to young entrepreneurs and new leaders is practical and grounded:

• Focus on your circle of influence. Concentrate on what you can actually impact rather than trying to control everything. There is a lot outside your control — learn to roll with it and deal with things as they come.
• Don’t try to know everything. Seek wise counsel. Draw on internal and external expertise depending on the issue at hand. No one person has all the answers.
• Be bold and keep moving. Experience builds confidence. Don’t be paralysed by fear; act and learn.

Those principles reflect Shane’s own journey: apprenticeship on the shop floor, commitment to people and culture, learning by doing, and continual community engagement. Shane’s story — from a seventeen-year-old floor worker to CEO and community leader — is not just about one man’s journey. It’s about how a region can foster talent, support entrepreneurship, and reward commitment. It’s about building things that last: manufacturing solutions that solve real problems, trail assets that reconnect people to the outdoors, and charity events that channel generosity directly back to those in need.

What makes South Canterbury and businesses like Scarlett Hydraulic Technology tick:

1. Rooted leadership matters. Leaders who know their place and people can create cultures that endure and adapt.
2. People-first businesses last. Prioritising staff and community builds resilience and continuity — the long-tenure staff at Scarlett is evidence of that.
3. Community investment pays dividends. Voluntary service, trails, and events knit the region together and create assets that improve quality of life and business viability.
4. Global reach is possible from here. South Canterbury companies can operate on an international stage if they design robust processes, invest in people, and manage risk carefully.
5. Stability and connection are competitive advantages. For entrepreneurs seeking a balanced life and sustainable business, South Canterbury offers a practical and welcoming environment.

Our People, Our Stories

For those who want to hear the full conversation, the interview is part of the “Our People, Our Stories” series produced by the South Canterbury Chamber of Commerce. If Shane’s words resonate with you, consider getting involved in the community — whether through trails, charity events, volunteer search and rescue, or simply by joining the Chamber of Commerce. We all benefit when we invest our time, skills and energy back into the places we call home.