I began my career at the New Zealand Treasury, forecasting inflation and operating surplus. After three years—and following trips to the Himalayas and participation in Outward Bound—I left to pursue postgraduate studies in journalism at Canterbury University in New Zealand, completing a one-year course. While there, I won the Robert Bell Travelling Scholarship, which took me to the UK, where I stayed for 17.5 years.
Initially, I undertook an investigative project on improving the standard of financial journalism in New Zealand (unfortunately, it hasn’t improved). My work primarily focused on banking, finance, and technology publications, both as a permanent employee and freelance journalist. I also served as editor for a contract publishing magazine for UBS, covering a range of lifestyle topics.
After the UK, I moved to the UAE, spending 8.5 years in the Middle East, including two years as a special correspondent for Khaleej Times, a national newspaper. I then joined Mergermarket (then part of the Financial Times Group) as an editor. Mergermarket is an online news service providing proprietary information on mergers and acquisitions, where I managed journalists across the Middle East and North Africa (MENA).
After covering events in the MENA region for several years, I returned to New Zealand in 2014 and completed an MA in Fine Arts, specializing in documentary filmmaking. My documentary, Stepping Up: NZ’s Response to the Refugee Crisis, explored this issue before it became widely discussed. I finished the project in 2015.
Since then, I have worked as a freelance journalist, served as a ground assistant at Queenstown Airport, established companies, written books on refugees, and co-authored Seniority: How AI and Tech Can Enhance Senior Living, an Amazon bestseller in its category. In 2019, I spent a year in Vietnam teaching English. As a result, a colleague and I developed an online Business English course, which can be found on my personal website, www.luciadore.co.nz.
Reflecting on your career, what have been some of the most
significant challenges you’ve faced, and how did you overcome them?
The two most challenging times of my career were, first, when I moved from New Zealand to London, and second, when I relocated from London to the Middle East. I arrived in London without knowing anyone or having a clear plan, and the city was much larger than the smaller cities I was used to. I had to start from scratch—ah, the recklessness of youth! My first job was a short-term contract with the business section of Retail Week (it was a startup then and is now international). I then worked as an economist for the Retail Consortium and later joined Euromoney plc (now Delinian) as editor of Asset Finance and Leasing Digest, a role that took me around the world. I also worked on a contract basis for two publications for the Chartered Institute of Bankers (now part of the City of London Business School), wrote White Papers, and helped organize conferences. Additionally, a colleague and I founded a communications company in the UK, which teaches people effective communication skills.
However, the move from London to the Middle East proved more challenging than my move to London. I had to adapt to new ways of doing things, and immerse myself in a different culture and cuisine. I spent 8.5 years in the Middle East, including two years as a special correspondent at Khaleej Times, a national newspaper. I later joined Mergermarket, an online news service providing proprietary information on mergers and acquisitions, as an editor. This role involved managing journalists across the Middle East and North Africa (MENA). While the transition was difficult, it was also incredibly rewarding—hence why I stayed there for so long.
How do you balance long-term vision with short-term operational needs?
Unfortunately, I tend to do more ‘firefighting,’ focusing primarily on day-to-day issues, which arguably means I’m concentrating too much on operational matters. I think I do more firefighting than I should because, like many people, I’m often short on time. To run a business effectively, it’s important to focus more on the long-term vision rather than just the operational side. I’m actively working on changing this. I now have a virtual assistant, and she has been a great help.
Tell us more about your services and if you are planning to add something new in the future.
As a financial journalist, most of my services revolve around that field. I have a website that covers disruptive technologies in the Asia/Pacific region, as well as the politics and economics of the Middle East (visit www.lcdmedia.net). I also mentor aspiring journalists and teach English, mathematics, and business online. You can contact me at lucia.claire.dore@google.com.
After teaching English in Vietnam, a colleague and I created an online Business English course aimed at aspiring and established entrepreneurs, as well as those looking to enter the corporate world. The course is available at www.learnbusinessenglish.net.
In the future, I plan to launch a mediatech platform for research and academic reports through a company called Bizdore. I am currently in the early stages of setting up the company and will provide more details as it progresses.
What methods do you use to analyze market trends, and
how have these influenced your business decisions?
To date, my market analysis has been largely anecdotal, based on conversations with practitioners across various industries. I have visited around 90 countries, each offering a unique perspective on different issues, and I strive to incorporate these viewpoints into my analysis. At the same time, I read extensively to stay informed about developments in different markets. I am always on the lookout for the zeitgeist, if you will.
How has digital transformation affected your business model?
I think digital transformation has had a huge impact on the business of journalism, mostly beneficial. The main benefit has been the ability for journalists to be ‘out and about’ more, investigating issues rather than staying in the office doing mundane or routine tasks that can now be handled by artificial intelligence (AI) tools. (Businesses in the healthcare sector have also benefited from this technology.)
What emerging technologies do you believe will have the most significant impact on your industry in the next five years?
As mentioned above, the most important emerging technology impacting media and education will be AI and its associated tools, whatever they may be. Journalists will not only be able to work faster, but it will also become easier to filter news, opinion, and research. I’ve already implemented some of these changes on my news service (www.lcdmedia.net), and more are coming. In education, AI tools will enable students to receive their results, as well as any feedback, more quickly. AI will also assist in research, though an overreliance on it is problematic. For more discussion on this, you can visit the blog section at www.learnbusinessenglish.net, as well as my personal blog at www.luciadore.co.nz.
How do you want your business to be remembered, and what steps are you taking to secure that legacy?
I would like to know that some people have learned more about other cultures and, certainly, more about the economics and politics of other countries. When I launch the media tech platform, Bizdore, I want to be remembered for its success. Although it’s initially aimed at paying corporates, it may eventually be broadened to meet the needs of the wider public.