Final Thoughts
We need a stronger baseload of business, supported by long-term contracts and service agreements to smooth revenue dips.
We should package our offerings into a whole-of-service solution that can be sold as a complete package, not as disconnected jobs.
We must operate more effectively at the front end of the AU/NZ markets — where decisions are made — instead of engaging too late.
Once engaged, we can pitch ongoing work, maintenance programs, and value-added technician + engineer support.
We’ve shifted from working directly with asset owners to working with service providers, which reduces independence and customer access. We must rebuild direct relationships wherever possible.
A strategy only works if we turn ideas into a structured plan with owners and accountability.
We need to review the strategy monthly, report against it, and track progress clearly.
Being structured and consistent will determine whether we achieve results.
RiskMonitor must be maintained and supported as Ron transitions out.
We need the right organisational structure to make all of this work.
We must identify key people within existing and emerging customer bases (renewables and traditional).
Sales efforts need proper tools and discipline: LinkedIn, Zoho, AI, and clear KPIs.
Contract KPIs are essential — we need to understand performance and profitability from a numbers perspective.
We should hire electrical tradespeople in each region and train them up to support engineers, deliver packages, and add customer value.
Most importantly, we need faces in front of clients — relationships are the foundation of our success, and also our future intellectual property.
Summary of actions, owners & timing
| Action / Commitment | Owner(s) | Notes / Timing |
|---|---|---|
| Hire Business Development professional(s) | Jon / Executive Team | Identified as urgent priority |
| Document succession plans (Ron → Vikas; Lawrie → Jan) | Rob / Lawrie / Jan / Vikas | Begin immediately; review quarterly |
| Recruit senior technical hires (Cables, Switchgear) | Rob / Craig | Required to unlock growth in WA & QLD |
| Build 2026 market strategy with clear offerings | Rob | Draft within 4–6 weeks |
| Regional customer intel research (future needs & competitors) | State Leads (Rob, Craig, Jan) | Feed into 2026 strategy |
| Build structured Sales Plan | Craig | Includes channels, KPIs, reporting |
| Establish Sales KPIs & Zoho automation | Irena + Toby + Managers | Eg. 10 emails / 2 calls / 2 F2F per month |
| Protocol quote follow-up via Zoho | TBC | Needs automated notifications |
| Build technician pathway + hire technicians in each region | State Leads | 2026 onboarding requirement |
| Engineer returns to office to manage technician team | TBC | Links to capability uplift |
| Create training roadmap (skills matrix, competency sign-off) | Matt + HR | Build over quiet period |
| Build central training library (webinars, videos, procedures) | Matt + Irena + Managers | Access via intranet/SharePoint |
| Formalise onboarding beyond first 3 months | HR + Managers + Matt | Fix “loosey-goosey” stage |
| Monthly Strategy Review & OKRs | Whole Executive Team | Replace once-a-year strategy |
| Package services for asset managers (value-based offering) | Engineering + Sales + Marketing | Needed for contracts & repeatable revenue |
| Create case studies (Snowy Hydro, Rio Mongolia, others) | Marketing + Engineering | Monthly examples at Ops meeting |
| OptMonitor maintenance schedule + monthly traffic-light report | Giacomo + Ops + Marketing | Build into annual service agreements |
| OptMonitor customer webinar & testimonial | Giacomo + Irena | Record early adopter results |
| SERGI: Create circle of influence & standards discussions | Lawrie | Target REZ, GOCs, policy groups |
| Contact oil lab customers re SERGI | WA Team + Oil Lab | Start Q1 |
| Lunch & Learns for SERGI | Lawrie + Sales | Ongoing BD activity |
| Monthly safety observations via Teams | All Managers | 2 per month per team |
| Near-miss & incident reporting training | Matt + Safety Leads | Fix 24-hour lag |
| Build internal communications structure (3 levels) | Irena + Managers | Internal / COO / External |
| Identify key customer personnel (old + renewables) | All Regions | Feed into sales plan |
| Add top-value jobs to newsletter + manager follow-up | Irena + State Leads | Monthly |
