An ANZ distributor in the battery sector faced a critical inflection point as it prepared for sale. Misaligned reporting, fragmented operations, and weak visibility into performance had eroded investor confidence.

The organisation lacked a clear line of sight across functions, struggled with accountability, and was unable to present a reliable picture of its true value.

Within twelve months, operations were disciplined, transparent, and aligned to governance and reporting standards. ERP data integrity was restored, investor confidence regained, and the business achieved a swift, value-strengthened sale.

A national retailer in the construction and home improvement sector, with both owned stores and franchises, was constrained by poor data integrity and inconsistent processes. Its ERP system — a major investment — was significantly underutilised.

Leadership faced unreliable data, fragmented governance across stores and franchises, and cultural resistance to ERP adoption and standardisation.

ERP capabilities were fully leveraged, data integrity restored, and accountability embedded through performance metrics. Within six months, efficiency and profitability improved, creating a scalable platform to support growth.

A home improvement manufacturer was at risk of production stoppages across multiple sites due to supply issues with a critical packaging component.

Communication breakdowns, outdated processes, and lack of visibility across internal teams and suppliers created recurring bottlenecks, eroding supply reliability.

The underlying constraints were exposed, accountability reset, and supplier collaboration strengthened. A framework for visibility was introduced, fulfilment turnaround improved, and stock build-up risk reduced — giving leadership the confidence to invest in modern tools to sustain control.