Construction & Manufacturing Multi-entity group · $35m → $70m revenue The Transparency Gap

Growing fast. No financial infrastructure to support it.

~$2m increase in free cash flow. Revenue doubled with control.

Construction & Manufacturing View full case study ↓

Situation

Engaged as CFO for a multi-entity civils and manufacturing group during a period of rapid growth. Revenue was ~$35m with strong pipeline visibility, but the financial infrastructure had not kept pace.

What was really happening

Cash flow under pressure despite strong sales
Reporting lacked forward visibility — decisions made looking backwards
Banking arrangements not aligned to growth trajectory
Financial discipline inconsistent across the group
The business was scaling faster than the systems supporting it

Results

Revenue scaled from $35m to $70m in a challenging environment
~$2m increase in free cash flow delivered
Cash flow visibility and working capital control significantly improved
Banking relationships and funding capability strengthened
Financial infrastructure established to support continued growth

What we changed

Reset the financial foundation — cash flow forecasting and working capital first
Rebuilt reporting so the board operated from current, forward-looking data
Realigned banking relationships to support growth
Embedded financial discipline and faster decision-making across the group

Hospitality Multi-site · 10+ business units · ~$10m revenue The Operational Drag

Underperforming. Blamed on the market. It wasn't.

7% profitability improvement. The issue was structural — not cyclical.

Hospitality View full case study ↓

Situation

Engaged following a senior finance departure within a multi-entity hospitality group. Initially brought in for short-term cover, the engagement quickly revealed a broader issue — the business had the right people and market position, but the infrastructure had not kept pace with its growth.

What was really happening

Business underperforming relative to its potential
Leadership attributed this to market conditions — this was incorrect
Finance capability had not kept pace with the group's growth
Reporting unclear, cost control inconsistent, site accountability weak
Structural issues were being treated as cyclical — a costly misdiagnosis

Results

Clear performance visibility established across all business units
Improved cost control and accountability at site level
7% improvement in profitability delivered
More informed, timely decision-making at board level
Foundations established for scalable, sustainable performance

What we changed

Conducted a rapid diagnostic across finance, commercial and operational functions
Reframed the issue at leadership level — structural, not cyclical
Rebuilt the foundations: reporting clarity, cost discipline and site accountability
Established the operating cadence required for consistent performance across all units

Industrial Manufacturing Family-owned · Sustained growth phase The Glass Ceiling

Strong demand. Owner dependent. Growth couldn't scale.

3 strategic acquisitions completed. Owners freed from day-to-day operations.

Industrial Manufacturing View full case study ↓

Situation

A family-owned industrial manufacturing business with strong market demand, where the owners' deep involvement in day-to-day operations had become the primary constraint on further growth.

What was really happening

Strong market demand — but no organisational depth to absorb it
Every significant decision ran through the owners
Processes inconsistent, reporting limited across the operation
Leadership structure not configured to operate at scale
The growth ceiling was structural — not market-driven

Results

Organisational capacity created to absorb and sustain growth
Owner dependency in day-to-day decisions significantly reduced
Clear performance visibility established through structured KPIs
3 strategic acquisitions successfully completed

What we changed

Redesigned the operating model for genuine scalability
Introduced offshore support across sales, projects and finance
Standardised and automated core processes
Restructured the organisation — introduced Senior and Middle Leadership layers
Implemented KPIs and a clear reporting cadence across the business
Worked with the board to shift the owners from operators to leaders

Distribution & Services Privately owned · ~$5m revenue The Execution Trap

Margin ceiling. Wrong model. Returns capped.

Repositioned to a capital-light model. A new growth platform created.

Distribution & Services View full case study ↓

Situation

A privately owned wholesale distribution business with a strong customer base and an emerging services capability. Revenue had plateaued, margins were under pressure, and the existing model was not providing a clear path forward.

What was really happening

Competing on price in a commoditised market — not sustainable
Working capital being absorbed by the distribution model
Services capability existed but was underutilised
The business was executing well — but the model itself was limiting performance

Results

Transitioned to a more scalable, capital-light operating model
Improved margin profile and reduced working capital pressure
Established a clearer, differentiated position in the market
Created a sustainable platform for future growth

What we changed

Conducted a full commercial and strategic review — route to market, margin structure and customer segmentation
Identified the services capability as the primary value driver
Repositioned the business — services-led, with distribution supporting
Transitioned to a hybrid import agent and services model
Redefined the commercial proposition and pricing structure

What it looks like when the real problem is found — and fixed.