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Real engagements. Measurable outcomes.

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

Every engagement below began with a business owner who knew something needed to change. In most cases the presenting issue pointed in one direction — and the real leverage was somewhere else entirely.

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

Underperformance they thought was the market. It wasn't.

7% profitability improvement. The problem was structural — not cyclical.
Hospitality group
Context

Engaged by a multi-entity hospitality group following a senior finance departure. What began as short-term cover quickly revealed a more significant opportunity — the business had the right people and the right market position, but the infrastructure to support its scale had not kept pace with its growth.

The Challenge
  • Business underperforming relative to its potential
  • Leadership believed market conditions were responsible — this was wrong
  • Finance function had not evolved alongside the group's growth
  • Reporting unclear, cost control patchy, site accountability weak
  • Structural problems being treated as cyclical — a costly misdiagnosis
What We Did
  • Rapid diagnostic across finance, commercial and operational functions
  • Reframed the issue at leadership level — structural, not cyclical
  • Rebuilt the foundations: reporting clarity, cost discipline, site accountability
  • Created the agile infrastructure to perform consistently across all units
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
  • Foundation for scalable, sustainable growth created
Construction & Manufacturing · Multi-entity group · $35m → $70m revenue

Growing fast. No financial infrastructure to support it.

~$2m increase in free cash flow. Revenue doubled.
Construction and manufacturing
Context

Engaged as the CFO within a multi-entity civils and manufacturing group during a period of rapid growth and strong market demand. Revenue was approximately $35m at the point of engagement. The ambition and the pipeline were both clear. The financial infrastructure to support the next stage of growth was not.

The Challenge
  • Cash flow under pressure despite the business winning work
  • Reporting provided limited forward visibility — board always looking backwards
  • Banking arrangements not reset to reflect the growth trajectory
  • Financial discipline across the group inconsistent
  • Business scaling fast — the systems supporting it were not
What We Did
  • Full financial reset — cash flow forecasting and working capital first
  • Rebuilt reporting frameworks so the board operated from current reality
  • Reset banking relationships to match the growth trajectory
  • Embedded financial discipline and agile decision-making across the group
Results
  • Growth from $35m to $70m supported during a challenging environment
  • ~$2m increase in free cash flow delivered
  • Cash flow visibility and working capital control improved
  • Banking relationships and funding capability strengthened
  • Financial infrastructure built to support continued growth
Industrial Manufacturing · Family owned · sustained growth phase

Strong demand. Owners still in every decision. Growth had stalled.

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

A family owned industrial manufacturing business with strong market demand and owners who were deeply committed to the business — but had reached the point where their direct involvement in day-to-day operations was the primary constraint on further growth.

The Challenge
  • Genuine market opportunity — but no organisational depth to absorb it
  • Every significant decision ran through the owners
  • Processes inconsistent, reporting thin across the operation
  • Leadership structure not configured to operate at scale
  • The ceiling was structural — not market-driven
What We Did
  • Redesigned the operating model for genuine scalability and agility
  • Introduced offshore support across sales, projects and finance
  • Standardised and automated core processes
  • Restructured the organisation — Senior and Middle Leadership Teams introduced
  • Implemented KPIs and reporting cadence across the business
  • Worked with the board on the shift from operators to owners
Results
  • Organisational capacity to absorb and sustain growth created
  • Owner dependency in day-to-day decisions significantly reduced
  • Clear performance visibility through structured KPIs delivered
  • 3 strategic acquisitions successfully completed
Distribution & Services · Privately owned · ~$3m revenue

Margin ceiling. Crowded market. No clear way forward.

Repositioned to a capital light model. New growth platform created.
Distribution and services
Context

A privately owned wholesale distribution business with a solid customer base, a traditional buy-and-sell model and a services capability that had never been developed strategically. Revenue had plateaued, margins were compressing, and the business needed a clearer answer to the competitive pressure it was facing.

The Challenge
  • Competing on price in a commoditised market — a fight the business could not win long-term
  • Working capital being consumed by the distribution model
  • Services capability sitting idle — genuine potential untapped
  • No clear path to better margins without a fundamental rethink
What We Did
  • Full commercial and strategic review — route to market, margin structure, customer segmentation
  • Identified the services arm as the real value driver — repositioned as core, not secondary
  • Transitioned to a hybrid import agent and services model
  • Redefined the commercial proposition and realigned pricing for agility
Results
  • Transitioned to a more scalable, capital light business model
  • Improved margin profile and reduced working capital pressure
  • Established a clearer market position with a differentiated offering
  • Created a sustainable platform for future growth

Every engagement starts with finding
the real problem.

The result is a stronger, more valuable business.
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