Breakout Group 3 Notes
Presented by Ben
Core Themes
Understand Where We Are
We must define the current strategy clearly.
Recognise the value we already provide and understand how to lock it in (sticky services, recurring agreements).
Our business is fragile if we lose one key person or customer—this must be addressed.
Build the 12-Month Strategy Properly
Pull out one key person for 4–6 weeks to focus solely on building the strategy framework.
Supported by mentoring from Rob, Lawrie, Adam.
Without a strategy we cannot measure anything—and therefore cannot change or grow.
Market Intelligence
Do customer intelligence research (what are their evolving needs?).
Analyse competitors’ offerings and capabilities.
Identify emerging opportunities across renewables, power, mining and utilities.
Investment Requirements
Define the equipment needed.
Define the people needed.
Determine the investment required to grow each service line.
Analyse how growth affects productivity vs downtime.
Develop the machinemonitor® Value Proposition
Must articulate clearly:
What we do
Why we are different
How we solve the customer’s problem
What the outcomes are
This needs to be consistent across BD, marketing, engineers, and COOs.
Consistent Work & Workforce Structure
To win consistent repeat work, we need more technicians, supported by engineers in the office.
Engineers lead the technical direction and mentor the technician team.
This structure is more scalable and commercially sustainable.
Overall insight:
A structured, well-built strategy—backed by customer intel, competitor analysis, investment clarity, and a clear value proposition—is essential for consistent growth and workforce stability.
