AFTA President Q&A: ‘Innovation means more than new products’

The next big innovation in the angling industry probably won’t be in fishing tackle, says Greg Seeto, President of the Australian Fishing Trade Association (AFTA) and MD of Daiwa Australia. Read why in our exclusive wide-ranging interview.

First, can you tell global readers about yourself and career to this point?
I probably came into the fishing industry through a less traditional path than many people. I joined Daiwa Australia in January 2015 and today I’m Managing Director, with responsibility for the Australian and New Zealand businesses. Before joining the industry, I certainly wasn’t someone who had spent my whole career in fishing, and I came to recreational fishing relatively late. In some ways that has probably shaped how I look at the industry.

I have enormous respect for the people who have spent their lives in it, particularly retailers and those who understand fisheries and fishing communities at a grassroots level, but I also tend to look at things through a broader commercial, strategic and governance lens. I joined the AFTA Board (pictured below with ASA members at the AFTA Show) three years before becoming President in July 2025. My philosophy as a leader has never been that I need to have all the answers. My job is to listen, surround myself with people who have the knowledge and experience I don’t have, ask the right questions and then help turn that into a clear direction.

How and why did you get involved in AFTA, and how important is a strong trade body?
I became involved because I felt an obligation to contribute to the industry beyond the interests of one company. Daiwa benefits from a healthy recreational fishing industry, but so does every manufacturer, wholesaler and retailer. There are issues that no individual business can address effectively on its own, particularly fishing access, fisheries policy, participation, government engagement and the broader health of the trade. That is where a strong trade association matters.

For me, AFTA should provide a place where competitors can come together on the issues that affect the whole industry, while continuing to compete independently in the marketplace. In fact, I believe that broader industry outlook is incumbent on all of us. We have responsibilities to our own businesses, but also a responsibility to contribute to the long-term health of the industry we all depend on. It also needs to give government a credible organisation it can engage with. That means being constructive, evidence-based and prepared to offer solutions, not simply reacting after decisions have been made. One of the strongest messages from our recent member consultation has been the need for a more unified industry voice, backed by better evidence and data.

What would you like to achieve during your tenure as President?
When I became President, I spoke about AFTA’s two core priorities: protecting fishing’s future and increasing participation. Those remain the anchor for everything I would like to achieve. Protecting fishing’s future means protecting reasonable access and advocating for fisheries management that is sustainable, fair, practical and based on sound evidence. Our job is to grow the size of the pie. I want more young people fishing, more families fishing and more Australians discovering why fishing is such a positive way to spend time outdoors.

But there is another part to my tenure as well, which is making AFTA itself stronger. We have spent considerable time listening to members, introducing state-based engagement, reviewing our strategy and looking at our governance. Increasing participation is equally important to me. Protecting the people who already fish isn’t enough if we aren’t inspiring another generation to participate. I want AFTA to become less reactive, more forward looking and more connected to what members are experiencing around Australia. If the organisation is stronger, better governed and more relevant when I eventually leave than when I became President, I would consider that an important outcome.

What are the biggest challenges facing the industry in Australia presently and how is the trade dealing with those?
The difficulty is that the pressure is coming from several directions at once. Fishing access and fisheries management remain significant concerns. In the last few months alone, Western Australia has faced major demersal restrictions. Tasmania has introduced closures affecting sand flathead, while NSW is reviewing management arrangements for Snapper and Yellowtail Kingfish. At the same time, the Commonwealth Marine Parks review is underway. Some of these management discussions may be supported by legitimate sustainability concerns. AFTA isn’t arguing that fisheries shouldn’t be managed. They absolutely should be. The concern is the cumulative effect. When access is reduced in one fishery, another species comes under review somewhere else and marine park access is being reconsidered at the same time. It creates continued uncertainty for anglers and for the businesses that rely on participation. That matters because every additional barrier can make fishing a little harder, less accessible or less attractive.

If we want participation to grow, we need fisheries management that protects fish stocks while also recognising the social and economic consequences of restricting access. Alongside that are major commercial pressures: cost of living, changing consumer behaviour, offshore direct-to-consumer platforms, aggressive online discounting and retail consolidation. Those issues came through very strongly in our member consultation, particularly from independent retailers. The industry therefore has to work on both fronts. We need to protect the opportunity to fish while also making sure there is a healthy trade capable of supporting the people who do it.

How concerned is the industry about access, marine parks and no fish zones, and what is AFTA doing about that?
Access is probably one of the most important long-term issues facing recreational fishing. The pressure isn’t confined to one jurisdiction or one policy process. We are seeing fisheries closures and management reviews across different states at the same time as the Commonwealth Marine Parks review. AFTA recognises that healthy fisheries and healthy marine environments are fundamental to the future of recreational fishing.

This shouldn’t be reduced to an argument of fishing versus conservation. Our position is that restrictions should be supported by good evidence, proportionate to the risk being managed and developed through genuine consultation with the people and communities affected. For AFTA, the important principle is that policy should follow the evidence, with the science tested openly and considered alongside the social and economic consequences of management decisions. We also think those social and economic impacts need to be part of the assessment from the outset. A fishing closure does not just affect the person holding the rod. It can affect the local tackle store, tourism operators, regional communities, manufacturers and ultimately participation itself.

The biggest risk is cumulative. If people repeatedly hear that another area has closed or another fishery is being restricted, eventually the perception becomes that fishing is simply becoming harder. That can discourage participation even in areas where fishing remains completely open. AFTA’s approach is therefore increasingly about engaging earlier, bringing evidence to the discussion and working constructively with government before positions become fixed. We want to help achieve sustainable fisheries while preserving reasonable recreational access.

How is the retail and purchasing landscape changing in Australia and how are independent stores reacting to that?
It is changing very quickly. Consumers now move seamlessly between physical stores, Australian online retailers, social media, large format retail and overseas marketplaces. Price transparency is almost absolute. That puts enormous pressure on traditional retail models, particularly independents. But I also think the strongest independent tackle stores have an advantage that is sometimes underestimated – community.

The really good independents don’t simply sell fishing tackle. They know their customers, understand the local fishery, know where people are fishing, help beginners get started and often sit at the centre of their local fishing community. Increasingly, we are seeing some of the more progressive independent retailers actively engage in fishing access discussions as well. They understand that protecting and growing their local fishing community is directly connected to the future of their business. That is very difficult for a purely transactional online marketplace to replicate.

I think there is an important lesson there for the whole industry. Competing purely on price is difficult and ultimately becomes a race that very few businesses can win. Creating belonging, expertise, service and community gives people a reason to remain connected to a retailer beyond the transaction. From an AFTA perspective, that connection between strong local retail and participation is something we want to lean into much more strongly.

How are major manufacturers like Daiwa responding to that?
I can really only speak for Daiwa here. For us, the focus is increasingly on the value of the brand and the community around it rather than simply selling individual products. Consumers can access product information almost anywhere now. What they are also looking for is knowledge, inspiration, authenticity and a sense of connection. That means engaging directly with our customers through digital content, ambassadors, events and experiences, while continuing to support the retailers who bring our products and the sport itself to life at a local level.

I don’t see digital engagement and physical retail as competing choices. The strongest model connects them. A brand can inspire somebody to go fishing, educate them and create excitement around a product, but a good retailer can translate that into the right equipment, local knowledge and ultimately a better fishing experience. If we can create genuine communities around fishing rather than simply audiences around products, I think everybody benefits.

How important is innovation in the tackle trade and what does it say about the industry?
Innovation is fundamental, but I think we sometimes define it too narrowly. Of course product innovation is hugely important. Anglers are incredibly engaged with equipment and manufacturers constantly challenge themselves to create lighter, stronger, more efficient and better performing products. But innovation also needs to mean innovative thinking across the wider industry. We should be prepared to challenge the status quo, whether that relates to retail, participation, industry collaboration, how we engage government or even how AFTA itself operates.

One of the risks for any successful industry is complacency. If we simply keep doing things because that is how they have always been done, eventually the world moves past us. The trade show itself is a good example. Its role today cannot be identical to what it was ten or 20 years ago because the way brands launch products and communicate with customers has changed. For me, innovation is therefore partly about product development and partly about having the courage to ask whether there is a better way. That willingness to keep evolving is one of the things that gives me confidence in this industry.

How pleased were you to see the number of youngsters at the AFTA Show? How important is that and what should the industry do to attract youngsters into the sport?
That was probably one of the things I enjoyed most about the show. We had more than 14,000 registrations for Public Day, and seeing so many children and families engaging with brands, anglers and products reinforced why participation has to remain such a major priority for AFTA.

Young people are absolutely critical to the future of the sport, but I don’t think we should assume they will automatically discover fishing because previous generations did. We are competing for their attention against screens, gaming, organised sport and countless other activities. The opportunity is to show them that fishing is fun. It gets them outdoors, gives them independence, connects them with friends and family and gives them something genuinely exciting to learn.

That is why AFTA continues to support school and youth initiatives and why we see Let’s Fish Australia as an important public-facing participation platform. The industry also has to meet young people where they are. Social media and digital content aren’t the enemy. They can be incredibly powerful tools for getting somebody interested enough to put the phone down and actually go fishing.

Are you optimistic for the future of the sport in Australia?
Yes, I am. Fishing is incredibly resilient in Australia partly because it fits so naturally with the outdoor lifestyle that many Australians value very deeply. I think COVID reminded a lot of people of something we had perhaps started to take for granted. The value of being outdoors, spending time in nature and sharing experiences with family and friends.

Fishing fits naturally into that. It is accessible, it can be social or solitary, incredibly simple or highly technical, and you can participate across almost every stage of life. That renewed appreciation for the outdoors has been an important driver for recreational fishing in Australia. That doesn’t mean we can be complacent. Fishing’s resilience depends on people continuing to have somewhere to fish, healthy fisheries to enjoy and an industry that makes participation easy and welcoming. So yes, I am optimistic, but maintaining that future requires deliberate work around access, participation, community and sustainability.

Are brands and retailers doing enough in promoting safe, responsible and environmentally aware fishing? What more can the industry do?
I think it is important not to undersell what the industry is already doing. From my experience, the vast majority of brands, retailers and people within this industry genuinely value healthy fisheries and the environments in which we fish. They understand that sustainability and the future of their businesses are fundamentally connected.

There are some really positive examples. OzFish facilitates a Tackling Litter industry steering committee, bringing the trade together around waste and litter issues. Daiwa and Shimano, despite being direct competitors, have worked together on joint clean-up initiatives. Retailers are also becoming increasingly involved in discussions around access, fisheries management and stewardship. Those examples matter because they demonstrate that competitors can put commercial interests aside where there is a shared responsibility to the future of fishing.

Could we do more? Of course. I think the opportunity is to coordinate and amplify more of that activity so it becomes part of the visible culture of recreational fishing rather than a collection of isolated programmes. Brands and retailers have enormous reach into the fishing community. That creates an opportunity to promote good fish handling, appropriate tackle, waste reduction, respect for regulations and looking after the places where we fish. But I would start from the position that this industry already cares deeply about those things. The next step is making that commitment more coordinated, visible and easier for anglers to participate in.

From a company viewpoint, how has the year been for Daiwa?
Without getting into commercially sensitive detail, it has been a positive year for Daiwa in what remains a changing and sometimes challenging consumer environment. Our focus has increasingly been on strengthening the value of the Daiwa brand and our relationship with the fishing community. For us, that means much more than product. It is about how we engage with anglers, the experiences we create, the quality of the content and information we provide, the relationships we maintain with our retail partners and ultimately whether people feel connected to what the brand represents.

I’m constantly challenging my team to create Wow moments. Whether that comes through an innovative product, an event, a piece of content, a retail experience or simply helping someone have a memorable day on the water, those moments are what build a deeper connection with fishing. Fishing is a very personal activity and I think the strongest fishing brands understand that. Our objective is not only to build a community around Daiwa, but to use the strength of the brand to inspire more people to go fishing. If we can keep delivering the product innovation and quality people expect from us, while also creating experiences that make fishing feel exciting, accessible and memorable, then I think we are contributing to something much bigger than simply selling tackle.

What have been the highlights and challenges for the company?
One of the highlights has been continuing to strengthen that connection with our customers and the wider fishing community. Events, digital engagement and direct interaction with anglers give us opportunities to listen rather than simply communicate at people. That feedback then influences how we think about products, content and the overall customer experience.

The challenge is the same one facing many established brands: continuing to evolve without losing what made the brand valuable in the first place. Consumers are changing, retail is changing and the channels through which people discover products are changing incredibly quickly. Our job is to embrace that change while remaining focused on product quality, innovation, our retail relationships and the community that ultimately gives the brand its relevance. For me, that balance between innovation and authenticity is probably one of the most important challenges for any major brand in our industry.