Experience

Deltec
Deltec - a previously successful manufacturer of radio base-station antennas and related equipment - suffered a serious downturn and strong competition in its existing markets, leading to significant losses. The company implemented a major transformation, with a revitalised organisation (internal retention/promotion and external recruitment), product range rationalisation, and the introduction of smart business processes and “lean thinking” to support global expansion in its new area of focus – advanced antenna systems for mobile phone networks. In 3 years, Deltec trebled turnover and achieved very high profitability, growing to over 200 staff and contractors, with 95% of sales exported to Asia, Australia, the Americas and Europe. At the HiTech2000 Awards, Deltec won the Growth Company of the Year Award, the Award for Investing in People, and the HiTech Company Supreme Award. Deltec was named by Unlimited magazine as one of the best places to work in New Zealand. The following year, Deltec sold its business, brands and intellectual property to NYSE-listed Andrew Corporation (S&P500) and managed the business transfer.

Electra
In an environment of industry reform, complex ownership change, and intense public scrutiny, a previously-moribund mid-sized electricity business underwent corporatisation and restructuring to become one of New Zealand’s most efficient power companies, though key leadership team appointments, more effective customer services, radical business process change, and a strategic approach to capital asset planning, construction and maintenance. It established new subsidiaries in network contracting and wholesale electricity market trading; it divested appliance retailing and property. Electra won national recognition for its fair-deal policies and customer service, while achieving the lowest operating cost per customer nationally, becoming competitive on price, and delivering good ROI.

Fronde
This IT services business moved from a technical focus to client-centric service teams, while exploring opportunities for offshore expansion and spin-out of in-house software technology.

Building products
This national commercial lighting distribution business - a subsidiary of a listed electrical trade supplies group - implemented a merger and restructuring, while growing market share and trade supplies partners.

Industrial equipment & supplies
This large business transformed its traditional over-the-counter stores into a modern trade-supplies network, with improved profitability and reduced working capital needs.

Advisory work
Manufacturing and engineering firms - planning for expansion or ownership change.
Investment firms - due diligence and investment evaluation on potential acquisitions.
Transport firm - supported board and CEO with restructuring and divestment of non-performing subsidiaries.
Undersea minerals (industrial metals cargo recovery) - established a secondary-market listed company to consolidate multiple syndicated projects (ultimately listed on London AIM).
NZ telecommunications business - strategic planning and organisational restructuring of one of the country's most significant businesses during the early years of corporatisation and privatisation.
SE Asian telecommunications business - reviewed management and business processes, with recommendations for reform in preparation for international IPO.
Electricity industry - strategic planning to prepare for industry reform.
Apparel retail - advised national firms on restructuring and divestment.
Kiwifruit industry - recommended reforms for onshore operations between farm and ship (transport, packing, storage and stevedoring).
Pork industry - recommended establishing competing brands to move beyond generic pork marketing and increase market power.
Dairy industry - facilitated merger negotiations between two farmer-cooperative dairy product companies.

Examples of executive and advisory roles undertaken before and since founding Isambard.