
eCommerce and BNPL startup
from idea to launch in 12 mths
Gimmie is our own disruptive ‘BNPL’ startup that continues to grow & scale
The Problem
Our deep dive into the consumer leasing space identified an opportunity to disrupt unfair and predatory consumer finance products.
The Strategy
We imagined a fair and transparent ‘pay later’ finance product that was tailored for life’s larger purchases and that protected people from debt traps and nasty surprises.
We saw that people were falling in love with the BNPL concept but that the typical BNPL business models were never going to make any money. Our challenge was to come up with a business model that addressed the weaknesses of the BNPL pioneers, including eliminating reliance upon retailers to make sales for us.
So we decided to create our own eCommerce platform with a built in Buy Now Pay Later payment solution. And to make it totally different to all others.
The Outcome
Gimmie was created and launched – a totally unique BNPL with its own online store offering thousands of household and lifestyle products, operating nationally with a smart, zero touch drop shipping network.
From the idea and concept, brand & go-to-market strategy, creating an ecommerce platform, supply chain establishment, sales marketing and distribution to creating a unique and profitable consumer finance operation that is simple, transparent and totally fair … Gimmie was our own work from start to finish.
While other ‘BNPLs’ are now suffering huge losses and declining in value, Gimmie is leading the way – growing steadily and proving its unique and truly innovative business model.
We like to think of Gimmie as the Uber of its space.

Online B2B furniture hire startup
from idea to launch in 12 mths
SOLV’D is our own disruptive startup that grew to a multi-million dollar business within 12 months of launch in 2020
The Problem
From our deep dive into the equipment rental industry we recognised a gap and opportunity in the B2B furniture hire market, that was largely serviced by traditional businesses that were not focused on customer experience.
The Strategy
We created and launched a revolutionary hire model that reimagined customer experience with a digital inventory booking system, a disruptive service offering and pricing together with innovative storage, transport and logistics solutions.
The Outcome
SOLV’D disrupted the market and captured significant market share within 18 months of its launch. Revenue grew exponentially in its second year of operation and continues to grow.

Implemented a $1bn program
Inducting new aircraft fleet
Virgin disrupted & forever changed aviation in Australia
The Problem
Operating a single aircraft type, Virgin was struggling for both aircraft capacity and a means to compete on smaller regional routes that were uneconomical for its 737 fleet. The airline sought a strategy to optimise the utilisation of its aircraft and align route specific passenger demand to the most efficient and profitable aircraft type.
The Strategy
Introduce a new aircraft fleet type to allow it to enter regional markets, increase passenger volumes, drive efficiency improvements, rationalise cost and scale revenue.
The Outcome
With Nadine, Scott led the project to select and operationally introduce a new fleet of Embraer aircraft into the Australian domestic market.
Entry into service was successfully delivered on time and under budget after managing and providing oversight of every aspect of the program. Leading project teams of engineers, pilots, cabin crew, ground operations, safety systems, technical and product specialists, lawyers and accountants to design, we implemented and integrated E-Jet operating systems and procedures into the Airline’s existing operations.

Overhauled operating systems to arrest sudden performance decline
Virgin Australia’s Operational Performance Recovery
The Problem
Operating “on time” is critical for airlines but by 2007, Virgin’s success and growth had outgrown its operational systems. On time performance declined suddenly and significantly during that time materially impacting customer experience and resulting in huge costs for the airline associated with delays and off-schedule aircraft.
The Approach
Scott was responsible for leading the operational strategy team at the Airline at the time and effected a tactical deep dive into the operational systems to diagnose the root cause of the sudden change in the airline’s On Time Performance.
Guiding a team of functional experts, we analysed the entirety of the operating processes from flight scheduling, airport procedures, systems for aircraft receipt and dispatch, loading and unloading on the tarmac, crew procedures, coordination and integration of third party services, passenger handling and boarding processes, flight dispatch procedures and timing & coordination of the myriad of functions that are involved.
Comprehensive process mapping was undertaken and the weaknesses in core operating processes were identified and earmarked for overhaul.
The Outcome
A coordinated program plan was devised to ensure operational alignment across the multitude of functional areas involved in the execution of changes. Systems & processes from scheduling to inflight and on-ground functions were redesigned, standardised and implemented across all airport operations from end to end.
The Airline’s on time performance was restored quickly and effectively as a result of a comprehensive and accurate situational awareness of the critical path, root-cause functions that materially impact performance as differentiated from those that were just ancillary. A coordinated approach to integrate the inter-departmental functions together with the introduction of a series of very specific KPI measures that were captured, reported and measured on a daily basis were integral to the improvement in operational performance.

Airline turnaround
from loss to profit in 12 mths
PNG’s second largest airline
The Problem
The airline was in a losing head-to-head battle against the much larger national carrier – and was facing failure if it didn’t pivot quickly
The Strategy
Restructure the RPT operations with a different approach that connected destinations in a network strategy, avoiding point to point competition with the larger airline.
Overhaul the airline’s operation and safety standards to allow it to compete for lucrative mining oil and gas charter contracts.
The Outcome
The airline successfully created a profitable passenger network and simultaneously became the dominant charter operator, capturing around 90% of the lucrative charter market with companies such as Exxon Mobil, Oilsearch and Newcrest Mining within a year.
The company went from losses to profit increasing revenue by 82% in the first year

Turnaround & transformation
major national rental franchise
Mr Rental Australia & New Zealand was one of the largest appliance rental companies, franchised across both countries
The Scenario
This once thriving company was in serious decline, impacted by an outdated business model, changing consumer demand, increasing consumer credit regulation, impending legislative changes and public scrutiny – just to name a few challenges.
We were engaged in 2017 to turn the business around at a point of impending insolvency.
The Strategy
We restructured the Australian franchised network through both franchisee rationalisation and consolidation and the acquisition and consolidation of operations for multiple formerly franchised businesses. Significant cost reduction programs were implemented, creditors and disputes were negotiated and settled, cash flows were stabilised, capital was raised & balance sheet restructured, and vertical integration strategies implemented for supporting franchisee operations.
The New Zealand franchise business was fundamentally restructured and repositioned in the New Zealand market.
The Outcome
The Australian franchise system was rationalised and restructured before a trade sale was affected at previously unachievable value.
The New Zealand franchise system was returned to profitability with a reinvigorated business model incorporating, leaner, a centralised shared service & vertically integrated supply strategy and a repositioned brand that enables both outlet expansion and top line revenue growth.