• Business Coaching of CEO
  • Executive Leadership Coaching
  • Business Coach for Entrepreneur
  • Sales Process Development and Coaching
  • Role Transition Coaching

Client: Grower & Wholesaler of Retail Products

Project Objective: Business Coaching of CEO

Project Summary: EPRAKT’s scope of work was to coach CEO through generational change and COVID pandemic

The Challenges:

• Aging business founder (father)
• No succession plans
• Recently promoted CEO (son) is a long-term, unqualified, medium-level employee
• Organisation had low employee engagement and high turnover
• High level of customer quality failures
• COVID pandemic caused significant risks and opportunities

Solutions:

• Implemented One Page Business Plan
• Monthly governance meetings with senior team
• Fortnightly one-on-one meetings with CEO to address business urgent issues and help to minimise non-constructive leadership behaviours
• Business risk and opportunities prioritised
• Return on investment for highest priority business cases calculated
• Secured government funding for projects and consulting

Outcomes:

• Business grew by 40% over COVID
• Three large business cases approved and implemented
• Successful retention of two largest clients (45% of business) under serious threat
• Quality failures measured, root causes identified, preventive actions implemented resulting in 42% reduction of quality incidents
• All members of senior team retained
• Whole of business employee performance contracts and incentive scheme developed & successfully rolled out

Client: Australian heavy industry manufacturer.

Project Objective: Improve business outcomes through enhanced leadership capability of senior managers.

Project Summary: 

  • Interviewed each coachee, their team members and manager;
  • Completed a personalised Development Plan for each coachee;
  • Facilitated building of a Behavioural Team Charter; and
  • Targeted development of leadership gaps while reinforcing consistent application of existing leadership strengths;

The Challenges:

  • Strong external market pressures;
  • Significant continuous improvement initiatives including in safety improvement and cost reduction;
  • Coachees struggling to prioritise long list of daily and long-term objectives;
  • Strong visible leadership from senior managers; and
  • Company had under-invested in personal, management and leadership development

Solutions:

  • Build high performing management teams comprising aligned leaders;
  • Target development of high value leadership competencies including conflict resolution, performance management, team building, making business decisions and general business acumen;
  • Help coaches to truly claim “senior leadership role”;
  • Plan and implement Site Communication Plan, including to frontline workers;
  • Build annual plan with SMART objectives to achieve improved operational excellence, efficiency, safe outcomes and reduced costs; and
  • Set up governance processes to ensure plans continue to be delivered

Outcomes:

  • Senior management feedback that coachees had become much more confident, planned and deliberate;
  • Coachees state that they are calmer, less stressed and more purposeful;
  • Coachees able to adapt to dynamic external market;
  • Significant progress on ambitious action plans;
  • One coachee was successful at an internal promotion (after seven years in role); and
  • Improved communication between all key stakeholders.

 

Client: Supporting Business “Start-Up”

Project Objective: Achieve sustained growth in a newly formed industrial product supplier

Project Summary:

  • Mentoring of the business entrepreneur
  • Facilitation of decisions on where and how the business will compete
  • Converting business ambitions into pragmatic near-term action plans and objectives
  • Supporting discussions with funding providers
  • Assistance in the recruitment and selection of new employees

The Challenges:

  • Making choices of where not to focus resources and effort 
  • Prioritising a potentially long list of daily work activities 
  • Establishing an industry recognised brand and reputation 
  • Maintaining strong supplier relationships 
  • Matching capacity with variable demand

Solutions:

  • Frequent short mentoring sessions with the business entrepreneur over an extended period 
  • Rigour in both setting of, and then adherence to, short-term action plans 
  • Establishment of cash management and forecast processes 
  • Development of leadership competencies including financial and general business acumen

Outcomes:

  • Target market segments identified with business resources appropriately focussed 
  • Volume growth ambitions realised 
  • Growing market reputation for agile and efficient service 
  • Supplier supported business initiatives enacted

Client: Telecommunications Engineering Services Supplier

Project Objective: Professionalise sales function

Project Summary: EPRAKT’s scope of work was to develop and introduce a simple professional sales process, standard sales and account management tools and a high-level sales strategy

The Challenges:

  • Core business is being aggressively disrupted & commoditised
  • Previous key accounts were no longer buying
  • “sales” was not a recognised as an important function
  • Selling was the lowest priority for responsible people, coming well after technical and project tasks
  • Lack of accountability regarding sales
  • Selling skills and experience were not a recruitment focus
  • Sales were declining alarmingly
  • Company was largely dependent on one client who had limited future work

Solutions:

  • Financial data, existing strategic business plans and sales plans were reviewed
  • Managers and employees responsible for sales were interviewed
  • Weekly sales meetings were attended
  • New customised professional sales processes were developed and implemented
  • Sales training workshops were facilitated in order to embed new sales processes and tools
  • Company value propositions were documented and reviewed in workshops
  • Leadership coaching and sales management coaching was provided
  • Project implementation plan was developed & progress tracked
  • Performance contract templates were developed

Outcomes:

  • High level sales strategy was developed
  • Simple standard sales process, account planning, key account management and business development tools were launched
  • Target customer segments were determined and appropriate value-adding value propositions were successfully launched
  • Simple standard sales pipeline reporting tools were launched
  • Director changed focus to high value potential clients
  • Under-performing sales manager was respectfully managed out of business
  • Aggressive budgets and leading and lagging kpis were set and managed

Client:Manufacturer of Construction Materials

Project Objective: Role Transition Coaching

Project Summary:

  • High performing employee had been appointed to a new role with increased and broader responsibilities
  • This was occurring at a time when a new business strategy was being deployed and, consequently, the expectations of the new role were changing
  • EPRAKT’s scope of work was to ensure rapid achievement in role productivity, alignment with business objectives and appointee engagement

Problem:                                                                           

  • The appointee was shifting to a business function that was new to them, and would be operating at a higher level of work
  • Role reports were uncertain on how the new business strategy would impact on their work
  • The business leader had identified specific behaviours and competencies that the appointee would need to demonstrate

Solutions:

  • Facilitated the appointee’s full awareness and appreciation of the unique business contribution of their new role – responsibilities, goals, and metrics
  • Assisted the appointee to gather feedback and assess their relevant current strengths and gaps – skills and knowledge, demonstrated work behaviours
  • Developed a plan for self-development of required competencies (skills, knowledge), work behaviours and management rhythm (disciplines and rigour)
  • Customised and facilitated an ongoing development plan

Outcomes:

  • Appointee “hit the ground running” executing the new business strategy effectively
  • Internal suppliers and customers had clarity on their expectations and relationship with the role
  • Appointee quickly aligned own team around new business strategy and achieved business goals
  • Received very positive feedback at internal performance reviews

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