Your success is our success.
Strategy clarification / Growth / Diversification / Culture development
Third tier NZ regional roading and construction firm. We worked collaboratively to develop the Vision of becoming a Tier One player and associated three-year strategy. This involved diversification into both long-term roading maintenance contracts and projects of national significance. Central to delivery, we developed a series of programs to grow culture and capability. Our values driven approach codified a one team corporate DNA whose hallmarks were decentralisation, personal responsibility and care for the well-being of our people. In four years revenue, headcount and profitability tripled.
Strategy clarification / Capability development / Growth / M&A / Financial turnaround/ Governance
Emerging leader in the Australasian water sector. We have guided this entrepreneurial Kiwi firm through the challenges of rapid growth and diversification. We assisted with strategy clarification, planning, organisation design, capability development and an Australian acquisition. We also assist with culture development and talent management. When the organisation suffered impairment through a major international contract we advised on reorganisation and a successful turnaround plan. We provide ongoing governance and business improvement support and executive coaching.
Financial turnaround/ Performance improvement / Globalisation / Governance
A strong NZ agri-pharmaceuticals business - significantly impacted by the GFC. Our client faced cancelled orders and a freeze on R&D spend from its multinational customers. Initiated a comprehensive strategic and capability review. Oversaw the restructuring of the entity including strategic, operational and financial aspects. Successfully led shareholders through a capital raise process attracting the right long-term investor/shareholder. Today our client is a global leader in its field with revenues exceeding $140M NZD and manufacturing facilities in Auckland, North America and Scotland. We continue to be involved in governance role.
Growth / Capability Development / Strategy Clarification / Intergenerational Transition
An iconic 60-year-old, family owned, Kiwi civil construction and contracting business. Challenges included turnaround, growth, profitability and transition to the next generation. We facilitated a three-year business strategy including regional expansion. Our support through the implementation phase included organisation design and capability building including in finance, business development, people and capability and branch leadership. We advised the Board and stakeholders through ownership transition from the founding generation to the current generation and continue to advise the board. Our client continues to deliver both strong revenue and profit growth.
Strategy clarification/ Financial distress/
Governance / Growth
Leading national transport company losing money for multi years in a very profitable niche. A new strategy to improve revenue quality and operational performance was created which quickly brought the business to sustainable profitability. Gained shareholder confidence to see the plan through and enable a new growth strategy through global partnership and further M&A.
Strategy clarification / Financial distress/
Governance / Growth
Large national infrastructure and logistics company needed longterm shareholder support to ensure the business could become sustainable. Worked with shareholders and board to get the financial support required and implement a long-term growth strategy. Subsequent work involved delivery of major infrastructure projects, customer service and operational improvements and the growth of organisational capability.
Business turnaround / Strategy clarification / Performance improvement
Major NZ infrastructure maintenance company with 800 employees and a turnover in excess of $100 million a year. This company was in serious financial difficulty including numerous unprofitable legacy contracts. Our leadership role partnering with financiers and major contract owners to ensure the business survived. We developed and won support for a turnaround plan. Culture change was a key enabler for the plan. Implementation saw the business substantially improve productivity, revenue and customer service. In 2008 the business was sold successfully.
