Nick Caughey

Direct experience managing business units and analysing and improving business practice.
Integrity, leadership, innovation, communication

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Case Studies

Culture Clash

Two small companies suffered from growing pains as a new level of culture, disclosure and management was needed.
Both companies were no longer able to rely on ad-hoc management of the founders and robust and professional processes needed to be implemented.
Defined and refined job descriptions were established.
Formalised reporting channels and communication tools assisted with a successful re-positioning and growth of both businesses.

Time to step up

A large multi-national was acquiring a company via a protracted sales process that was played out in the press.
Employees were anxious with an unclear future.
Strong leadership with daily open-forum discussion meant rumours were quelled immediately including an improved external communication policy.
The acquiree remained focused with a minimum operational disruption and positive staff engagement.

Gate keeping

A disfunctional sales team would not disclose or relinquish under-performing clients. Client information and engagement was not shared or monitored. There was no performance management.
Rigorous client reviews instituted client realignment that saw improved personality and customer style symmetry.
Client management tools and transparency of financial targets and measures encouraged teamwork.
The sales team became collaborative and every transitioned client increased revenue.

Capital Constraints

A fledgling company with promising upside was assessing capital raising options.
Private equity and "angel" investors were offering expensive, inappropriate equity options.
Instead, the sale and lease-back of a key asset and changing banking facilities allowed for the company to expand prudently without a new investor.
The value of the company was able to rise at a multiple of the new debt level and the owner's equity was enhanced, materially.

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