Les Murray

Defined new business goals, originated strategies, and defined the implementation sequence and resources required to execute the business plan. Introduced the management execution system to keep the senior leadership team on track with goal realisation that produced a doubling in sales and profits the following year.

Partnered with leadership team to reset vision and strategy, revise organisation, introduce new business growth processes and controls, manage the integration of acquisitions and re-shape internal culture and communications.

The firm’s revenue multiplied 10 times during three years.

Partnered with senior teams of a buildings materials mini conglomerate to develop a market led strategy and supporting organisational structures and processes that enable profit growth.

The business doubled turnover in the subsequent two years of trading.

Reviewed the business model, commercial strategy, and operating structures of a highly successful start-up entering the scale up growth phase. Defined new goals and supporting strategies and facilitated the introduction of fresh operational leadership, scalable processes that reduced the reliance on specific individuals, and oversaw the adoption of new software tools to increase productivity and improve business controls and reporting.

Completed a review of business processes and organisation structures across 3 different regional markets of a specialist distributor employing over 200 staff. The outcome focussed on producing consistent and replicable patterns of work, supported by refreshed IT systems, coupled to new role definitions to support existing operations prior to a successful sale at a higher than anticipated exit value.

Introduced new processes and systems to support more robust and reliable business controls that yielded improved forecast accuracy, reduced stock levels, and higher staff productivity to maximise shareholder value ahead at sale. Specific processes addressed included sales and marketing, stock management and manufacturing, logistics and shipping, quality assurance, and risk management.

Led and completed a programme of change designed to create a single integrated organisation employing over 500 FTEs within nine months. The business integration created a unified structure, with a single set of accounts, common reporting and focus on markets and customers.

Sharpened design on rapidly evolving business strategy and introduced more agile operating principles and organisation structure. New roles were created and defined, new governance structures and KPIs introduced, functions re-sized, operating culture and target behaviours reset, and process interfaces across the organisation strengthened.