When Dane came to us, the business was performing well on the surface, but efficiency and profit weren’t aligned, and managing the team had become a constant challenge.

He wasn’t fully confident in the decisions he was making or the direction he was heading.

The first step was getting a clear picture of what was actually happening.

We worked closely with Dane and quickly confirmed that much of what he was doing was right, he just needed more structure, stronger team alignment, and the confidence to back himself and make the necessary calls.

From there, we focused on a few key changes.

We addressed team performance by moving on the wrong people, while setting clear expectations for the right ones, particularly the job coordinator.

Interestingly, the coordinator had been wanting more direction. Dane had held back, thinking he might be too demanding by introducing clear financial targets. 

In reality, the opposite happened, with defined expectations came improved performance.

At the same time, we introduced a salesperson to improve conversion, reduce pressure on Dane, and allow him to step further into his role as director. The first hire didn’t work out and was quickly moved on, but the second was a strong fit and delivered results.

Importantly, this wasn’t about growing headcount.  It was about getting more out of the team already in place.

Over the next six months, efficiency improved, conversion rates increased, and profit followed.

The result was a $250K increase in profit year-on-year, achieved without adding more field staff, and even after the investment in coaching.

Just as importantly, Dane developed as a leader. He now has confidence in his decisions, a clear way of running the business, and a team that is aligned and performing.

This is the outcome we aim for.

Dane reached a point where he no longer needed the same level of support, so we stepped back as planned. Now, we simply check in every six months to brainstorm on any strategic changes