Engagements
Market reform mandate
Human Services provider
$350m turnover across 15 revenue streams
2,800 clients, 3,000 employees
6 operating entities, 300 sites
Our client is a critical human services provider and a respected brand and reputation this organisation required significant transformation to remain financially sustainable.
Key achievements and impacts included:
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Transformed business processes and mindset to operate in a competitive regime, led a profitability review moving all services and to be financially sustainable. Initiatives included revenue growth, margin and efficiency maximization and overhead cost reduction.
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Tackled issues that historically were in the ‘too hard basket’, including leading the simplification of the operating model by rationalising the corporate structure from six legal entities to two.
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Developed an $8m Three Year Technology Roadmap covering digital transformation for both mobile and cloud-based applications, business systems rationalisation and integration, cyber security uplift. Rationalised the number of data centres saving $1m pa. Reviewed telecommunications providers saving of $600k pa.
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Introduced data warehouse and analytics to support factual decisions.
Major restructure program
Mining and resources services provider
250 employees
$90m turnover
5 operating companies
Our client’s group of companies was debt laden due to unsuccessful acquisitions and a broader declining sector. Although backed by private equity funding, the only answer was a major financial restructure and divestment program. The assignment was to lead the business through this change.
Key strategies and achievements included:
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Analysing and repositioning the group’s operating businesses for restructure and divestment
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Developing a restructure toolkit (eg information memorandums, due diligence materials etc) to ensure a rigorous process
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Negotiating sale agreements and refinancing residual debt
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Outsourcing information technology infrastructure and support services using a cloud model
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Saving $400,000 annually by decentralising the group’s finance support functions
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Reducing debt by $9m and saving $2m in overhead costs.
Business foundations capital raising
Agricultural equipment provider
12 employees
Early stage start-up
This family-owned start-up was born out of a genuine innovation with strong technical backing. However, to support capital raising, it needed the skills to corporatise the business. This meant building a broader business foundation.
Key strategies and achievements included:
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Developing and implementing corporate systems and processes including in new product development, marketing and business development, health and safety, legal and risk management, and human resources
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Introducing a lean manufacturing model, supported by a new contract manufacturing agreement
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Engaging with key agricultural industry stakeholders and developing business partnerships to grow the business domestically and internationally
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Setting up a strong framework for the Series A capital raising process.
Business transformation
Outdoor power equipment manufacturer and wholesaler
40 employees
$15m turnover
At the point of being engaged to lead a whole-of-business transformation, this Australian icon was entering its 50th anniversary. However, it had lost its market-leading position and profitability due to generational change, competitor activity and other external factors.
Key strategies and achievements included:
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Resetting culture, strategy, systems, processes, resources and structure for new market share growth
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Introducing lean and just-in-time manufacturing philosophies
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Implementing a raw material tendering process that resulted in price reductions of 7-33% without comprising service or quality
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Refreshing the brand, introducing new products, developing digital marketing strategies and restructuring the in-field sales team
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Relocating the business, saving 60% in annual operating costs
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Improving liquidity by focusing on working capital management, securing new finance facilities and attracting new investors.
Business repositioning for sale
Health sector software developer
20 employees
$5m turnover
An injection of venture capital equity had not produced the desired outcomes for this business. As a result, it needed to be repositioned for divestment.
Key strategies and achievements included:
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Leading a customer re-engagement program focused on rebuilding lost customer relationships
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Restructuring the business and resetting its cost base to a cash positive position
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Renegotiating all supplier/services arrangements, including a new property lease, reducing costs by 20-40%
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Leading a range of M&A due diligence projects
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Renegotiating interim financing facilities and co-leading a fresh capital raising process
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Enabling the business to strategically pursue buyers, ultimately leading to a successful trade sale.
Company-wide turnaround program
Mining and resources services provider
150 employees
$35m turnover
2 operating companies
Despite having a rich history, our client was in a declining sector with reduced profitability. Long-term sustainability was in jeopardy, with no silver bullet. The task was to identify and prioritise actions and lead the initial execution phase.
Key strategies and achievements included:
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Rebranding the business to present a total capability by merging sales resources and better leveraging complementary services
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Introducing salesforce effectiveness training to improve the productivity and effectiveness of front-end sales activities
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Improving workshop efficiencies by implementing an estimating, scheduling and job costing enterprise resource planning system
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Implementing group-wide quality and health and safety management systems
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Launching the service offering in new niche markets
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Increasing revenue by 25%, with improved margins, resulting in a 75% increase in profitability.
Business strategy step-change
Automotive parts manufacturer and wholesaler
250 employees
$100m turnover
Our client needed to reshape its operations to meet the demands of a far more aggressive and competitive market – and ensure long-term sustainability. This included reassessing its fundamental business strategy in light of growing import competition.
Key strategies and achievements included:
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Spearheading a new marketing strategy focused on extracting value from the equity in the group’s flagship brands
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Designing new market opportunities and implementing a new pricing strategy
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Developing key sales metrics reporting and benchmarking while rejuvenating the neglected national call centre operation
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Delivering significant cost savings through an organisational restructure
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Refocusing the whole team on the business’ major improvement strategies
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Returning the business to long-term profitability.