WEST Region Notes

29 May

Written By Marketing

Business Lines & Succession

We have four to five main service lines.
Machines: strong capability with a clear succession plan (Ron → Vikas).
Transformers: plan in place (Lawrie → Jan).
Cables & Switchgear: onsite capability exists, but no leader to drive the business.
- If we want cables to work, we need a dedicated cables lead.
Lab has doubled in size in three years; 95% of clients are WA-based.
New reporting structure supports growth, but we still need more hands-on field experience.

2. Field Execution & Efficiency

We need more engineers to run projects and electricians to execute field work and ring back into the office.
Speed is a challenge — teams should aim to match the efficiency of Craig & Vikas, whose seven-year partnership makes them highly effective.
Knowledge transfer is essential for optimisation and efficiency.
Project briefs must specify that two people on site alternate setup roles — no standing around waiting.

3. Growth, Capability & Internal Change

The business has plateaued for three years because we’ve kept doing things the same way.
If we want growth, we must change the business from the inside.
Our core USP is an engineer + tradesperson onsite together — this needs to be protected as we scale.
Engineers currently have no clear career progression beyond the graduate stage; no development pathway in place.

4. Sales, BD & Marketing

We need standardised marketing and sales materials across the company.
On-site teams need to be trained to build relationships and sell — historically, this is what the business was built on.
We lose jobs when we can’t explain the value beyond “basic testing” — the team needs to articulate solutions, not tasks.
Tam and Deanne are internal sales only, not BD; they maintain the baseline but will not create growth.
We need a proper Business Development person who can connect at the GM/Operations level and help us expand into renewables.
The right people must be in the right roles — we can’t rely on technical staff to carry BD without support.

5. OptMonitor® & Digital Opportunity

Consider applying for the Commercialisation Grant to bring new OptMonitor® features to market.
With major operators shifting engineering to India (Woodside, Chevron), online monitoring becomes more important, enabling offshore teams to make informed decisions.
Remote operations are becoming the norm — strong analytics and monitoring will be essential.

6. Time Constraints & Operational Reality

We lack the time needed to bring in new customers because we are constantly in the field.
To fix structural issues and create growth, we need time for planning, training, strategy and BD, not just delivery.

7. Leadership & Strategic Direction

True leadership is about inspiring people and guiding the business forward.
Key question: Do we stay independent or partner with a workshop?
There are capability gaps in the team — not enough people with the skills to move into sales/BD roles despite willingness.
Products won’t “sell themselves” without people actively representing them.

8. Summary Insight

To grow, machinemonitor® needs:

EAST Region Notes