“The system is perfectly designed to produce the results it gets.” - W. Edwards Deming
Why it matters
Too often, problems and opportunities are tackled in isolation and reactively, not as part of an interconnected system.
Systems thinking helps you see the organisation as a whole, not as separate capabilities, functions or projects. It's a way of working together to identify where a single shift can unlock greater impact - strengthening the link between strategy, governance, and delivery.
Instead of fragmented responses, you get aligned action, where people understand how their work connects to the bigger picture.
“The system is perfectly designed to produce the results it gets.” - W. Edwards Deming
Who we are
We’re a small but powerful team with decades of real-world experience in business transformation, leadership, operational excellence, and organisational design - with access to a trusted network of subject matter experts and specialist consultancies when needed.
We’ve had the privilege of walking alongside incredible organisations - private businesses, public sector teams, and corporates large and small - helping them navigate complexity, lift performance, and stay true to their purpose.
Through it all, we’ve stayed grounded in what matters:
People. Pragmatism. Real, lasting value.
What we do
We help you overcome systemic barriers, cut through complexity and noise, align purpose with action, and build system-ready capability - one practical step at a time.
Our flexible capability set is grounded in deep, lived experience - adapting to your context, embedding systems thinking, enabling capability development, and growing the cultural readiness to thrive.
Our success metric isn’t the completion of an assignment - it’s whether your organisation continues to grow long after we’ve stepped away.
Performance isn't a goal, it's the result of a healthy system.
Who are we
We’re a small, experienced team with deep roots in business transformation, leadership, operational excellence, and organisational design.
We’ve had the privilege of walking alongside private businesses, public sector teams, and corporates large and small - helping them navigate complexity, lift performance, and stay true to their purpose.
Through it all, we stay grounded in what matters most:
People. Pragmatism. Real, lasting value.
What we do
We help you overcome systemic barriers, cut through complexity and noise, align purpose with action, and build connected, system-ready capability - one practical step at a time.
Why it matters
Performance isn’t the goal - it’s the outcome of a healthy system. Systems thinking is about seeing your organisation as an interconnected whole, not as isolated projects, roles, or functions - it reveals where small shifts can unlock bigger impact and drive alignment between strategy, governance, delivery, and culture.
Hard work isn’t the issue - disconnection is. Siloes, legacy systems, and fragmented efforts hold teams back. We help you achieve aligned action - where everyone understands how their work connects to the bigger picture.
The Vital Difference
Your Wins, Our Why.
Every breakthrough you make, and milestone you achieve, is why we exist. We help you simplify complexity, lift performance, embed continuous improvement, and stay true to your purpose - not just through outcomes, but through lasting mindset shifts.
Proven Depth and Insight.
Decades of cross-industry experience. Real results in public and private sectors.
Flexible Support, Tailored for Your Needs.
Lead with backup. Collaborate to co-create. Outsource with confidence. Always tailored, scalable & cost-effective.
Start with Strength, Grow with Confidence. We build on what’s already working - embedding change that connects, empowers, and endures.
Practical Tools, Built for Impact. Flexible, scalable, and grounded in real-world experience - helping you build the capability and cultural readiness to thrive.
Proprietary AI, Exclusively Yours. Delivering trusted insights rooted in real-world experience, not generic algorithms.
Smart, Adaptive Delivery. Our Agifall approach blends agile flexibility with structured delivery - matching your pace, priorities, and appetite for change.
Our holistic approach combines decades of expertise with the Business Vitality Advisor - a proprietary AI Agent built entirely on Business Vitality’s own IP.
This unique capability draws from our exclusive knowledgebase of frameworks, diagnostic tools, planning templates, and sector-specific insights. This means that every recommendation is grounded in real experience, proven success, and tailored to your organisation’s specific context, challenges, and goals.
It's trusted. It's real-time guidance - and it's rooted in what works!
Getting started
System Thinking Workshop and 3-Day Sprint
Systems-thinking workshop: Build a shared understanding of systems thinking and why it matters - making it real and relevant to your context.
3-Day Sprint: Map the system your challenge lives in. Surface leverage points and capability gaps. Create a common frame of reference and mindset to move forward with purpose.
Investment: $11,520
Discovery Exercise
Full organisational capability and maturity assessment.
Investment: Scoped to your requirements
Pathways
Every organisation’s journey is different, and so is the best place to begin. Some teams arrive with a clear challenge in mind. Others need help uncovering where the real opportunities lie. That’s why our engagement pathways are designed to flex around your context, your pace, and your priorities.
How we start depends on what works for you - your team’s availability, how much time and budget you’re comfortable committing right now, and what kind of clarity or support you’re looking for. We can explore your system through a Discovery, or begin with our Getting started package - a focused Systems Thinking Workshop and 3-Day Sprint - or ease in with one of our Support options. Alternatively we can dive into a defined Programme of Work. Either way, you don’t need all the answers before taking the first step. Whatever the starting point, the key is to get moving - let’s find your pathway forward.
Support options
Vitality Base: A low-commitment, and scalable way to begin your systems thinking journey - or to maintain momentum and keep it alive after an initial engagement.
Investment: From $1,000/month - minimum 6-month term
Vitality Partner: Flexible monthly support, tailored to your pace and priorities.
Investment: From $4,320/month - minimum 6-month term
Vitality Momentum: Accelerated partnership to fast-track progress.
Investment: From $23,040/month - minimum 3-month term
Vitality Stewardship: You delegate. We deliver. We take full responsibility for a defined initiative or workstream. This is a high-trust model designed for speed, clarity, and results.
Investment: Scoped to your challenge
Programmes of Work
Brand Performance
Align identity, strategy, and execution to build trust and engagement with lasting impact
Strategic Evaluation & Planning
Unlock opportunities with insight-led evaluations that drive clarity, efficiency, & growth
Leadership Performance
Support and develop high-impact leaders to drive innovation, collaboration and results
Sustainable Change
Guide transformation through digital strategy, change leadership, and delivery excellence
Corporate Accountability
Strengthen governance, performance, and leadership accountability
Operational Excellence
Optimise processes, enhance efficiency, embed intelligence, and foster a culture of continuous improvement
Cultural Reset
Reignite connection, rebuild trust, and realign behaviours with values and purpose
Sales, Market & Product Growth
Strengthen sales processes, refine market strategies, and uncover sustainable growth opportunities
Investment: Scoped to your requirements
Navigate challenges, seize opportunities, and keep your business moving forward with focused, expert guidance Let's talk
Embed systems-thinking mindsets and behaviours - Create clarity, coherence, and cultural alignment - Shift from siloed efforts to aligned execution - Identify, prioritise, and close capability gaps
Proven Depth and Insight. Decades of cross-sector experience, delivering real results in both public and private sectors. We transfer our expertise to your team - so success continues long after we’re gone.
Proprietary AI, Exclusively Yours. Our AI-powered Business Vitality Advisor is built entirely on our own IP - giving you unique, trusted insights rooted in our lived experience and proven frameworks, not generic algorithms.
Flexible Support, Tailored for Your Needs. Engage with us your way - lead with expert backup - collaborate for co-created solutions - fully outsource with knowledge transfer. Scalable, cost-effective, and always tailored to your needs.
Start with Strength, Grow with Confidence. We build on what’s already working - amplifying your organisation’s strengths to embed change that connects, empowers, and lasts.
Smart, Adaptive Delivery. Our Agifall approach blends agile flexibility with structured delivery - ensuring solutions fit your pace, priorities, and appetite for change.
The Vital Difference.
Your Wins, Our Why.
At Business Vitality, we see every engagement as a pivotal moment in your organisation's journey to sustained success. Every breakthrough you make, every milestone you achieve, is why we exist.
Our holistic approach combines decades of expertise with the Business Vitality Advisor - a proprietary AI Agent built entirely on Business Vitality’s own IP.
This unique capability draws from our exclusive knowledgebase of frameworks, diagnostic tools, planning templates, and sector-specific insights. This means that every recommendation is grounded in real experience, proven success, and tailored to your organisation’s specific context, challenges, and goals.
It's trusted. It's real-time guidance - and it's rooted in what works!
Our Work
Whether facing rapid growth, financial strain, or strategic fragmentation, each client partnered with us to turn challenge into momentum - and strategy into real-world results.
Facing unsustainable demand and Treasury scrutiny, we helped the Ministry of Justice's Policy Group shift from reactive delivery to strategic sustainability - embedding scalable leadership, governance, and continuous improvement systems aligned to Te Tiriti and sector expectations.
Align systems thinking:
Uncovered systemic drivers of pressure through structured discovery - including leadership disconnect, inconsistent practices, and weak prioritisation systems. Reframed the problem from performance issues to capability sustainability.
Clarify strategic opportunities, challenges, or risks:
Defined
the opportunity to shift from reactive delivery to structured, intelligence-led
growth. Positioned the transformation as essential to sector credibility and
long-term funding confidence.
Define what ‘good’ looks like for you:
Co-created
a vision for a confident, high-trust policy function with embedded Te Tiriti
practice, consistent systems, cohesive leadership, and a culture of continuous
improvement.
Assess current capability:
Conducted SWOT and system diagnostics to identify gaps across leadership, process
governance, delivery management, and organisational intelligence.
Identify system gaps & priorities:
Prioritised
the Target Operating Model, leadership and governance frameworks, work
programme visibility, and systems for embedding Te Ao Māori and continuous
improvement.
Planned and delivered:
Designed
and implemented new structures, processes, and systems (including Nintex, Power
BI, and a bespoke leadership development model). Equipped leaders to guide,
embed, and evolve the transformation.
Embedded and evolved:
Introduced
a Continuous Improvement Framework, a Process Governance model, and change
leadership strategy to ensure the Policy Group could adapt, respond, and thrive
over time.
NZ Fish & Game’s mission was strong, but their capabilities were lagging. We developed a five-year strategic roadmap to modernise licensing, reduce costs, lift engagement, and support conservation outcomes - connecting intent to capability, one step at a time.
Align systems thinking:
Engaged stakeholders across regions to understand how licensing, engagement, and funding systems interacted. Reframed the problem from operational cost to strategic sustainability and digital transformation.
Clarify strategic opportunities, challenges, or risks:
Identified the opportunity to modernise user engagement and licensing, improve financial clarity, and build digital systems that aligned with conservation goals and future expectations.
Define what ‘good’ looks like for you:
Co-created a vision for a scalable, digital-first organisation with modern tools, interactive experiences, strong data insights, and sustainable funding models.
Assess current capability:
Assessed platform functionality, user engagement data, and cost-to-serve. Uncovered fragmentation, high manual overhead, and under-leveraged user insights.
Identify system gaps & priorities:
Prioritised four strategic pillars: Digital licensing and mobile tools - CRM and data integration - Gamified engagement - Financial optimisation and revenue equity
Planned and delivered:
Designed a 5-year transformation strategy and supported a closed vendor selection process - ensuring system scalability, data integration, and local support alignment.
Embedded and evolved:
Delivered a blueprint for ongoing digital maturity and operational efficiency, with projected annual savings of $357K+ and stronger engagement infrastructure.
As Liquid IT grew, it risked outgrowing its own strengths. We helped realign its operating model with its values - enhancing client experience, embedding knowledge-sharing, and strengthening security systems to sustain high performance at scale.
Align systems thinking:
Engaged leaders and frontline teams to map pain points across service delivery, client experience, knowledge sharing, and security. Reframed the problem from process inefficiency to system-wide capability strain.
Clarify strategic opportunities, challenges, or risks:
Recognised
the opportunity to embed scalable systems while preserving high-touch service
quality. Elevated knowledge management and security from support functions to
strategic enablers.
Define what ‘good’ looks like for you:
Co-created
a vision for a resilient, client-centric, and security-conscious service
organisation - underpinned by systems that empower people and reinforce trust.
Assess current capability:
Conducted
capability assessments across CX, KM, and security. Identified siloed
knowledge, inconsistent delivery, and informal incident response as key
constraints.
Identify system gaps & priorities:
Prioritised three transformation streams: Client Experience (CX) Framework - Knowledge Management Strategy - Security & Incident Response Framework
Planned and delivered:
Delivered
a multi-phase programme: defined CX roles and dashboards, integrated knowledge
platforms, launched a KM strategy and SOPs, and formalised security governance
and incident protocols.
Embedded and evolved:
Embedded
cultural change through KM behaviours, security training, and CX principles - ensuring the new operating model was not just implemented, but sustained.
Fragmented contract management at NZ Beef & Lamb was creating risk, but a new Contract Management System alone wouldn’t solve it. We led a structured discovery and design process - aligning stakeholders, surfacing leverage points, and delivering a roadmap for governance-ready transformation.
Align systems thinking:
Engaged cross-functional stakeholders to surface real-world issues and inefficiencies. Reframed the challenge from “we need a better tool” to “we need a smarter contract ecosystem.”
Clarify strategic opportunities, challenges, or risks:
Identified
the opportunity to enhance governance, risk mitigation, audit readiness, and
vendor performance - by moving from siloed processes to an integrated contract
lifecycle approach.
Define what ‘good’ looks like for you:
Co-designed
a vision for a future-ready contract management model: one that is transparent,
consistent, and scalable - and that supports strategic delivery.
Assess current capability:
Conducted
detailed mapping of current workflows, tool usage, and governance gaps.
Identified pain points in data visibility, communication, milestone tracking,
and performance accountability.
Identify system gaps & priorities:
Prioritised
requirements for system integration, automated workflows, single-source data
access, vendor performance tracking, and role clarity across the contract
lifecycle.
Planned and delivered:
Delivered
a clear, detailed CMS requirements specification and implementation roadmap - tailored to Beef & Lamb’s strategic, operational, and compliance needs.
Embedded and evolved:
Provided
a scalable, future-ready blueprint - designed to evolve with the organisation
and support consistent governance, audit readiness, and continuous improvement.
By applying systems thinking to what looked like a simple RFP task at the Department of Conservation - we revealed an opportunity to build long-term, enterprise-ready capability. By shifting from vendor replacement to system redesign, DOC laid the foundation for strategic service transformation.
Align systems thinking:
Mapped the current ICT environment to reveal fragmented services, inconsistent performance, poor vendor governance, and a lack of strategic alignment. Identified key stakeholders.
Clarify strategic opportunities, challenges, or risks:
Reframed the challenge - identified the opportunity to build an integrated, future-fit service ecosystem aligned to DOC’s broader transformation goals for ESM.
Define what ‘good’ looks like for you:
Co-created a vision for a future-ready ICT service model that would lay the foundations for an ESM - aggregated services, SLA clarity, vendor governance, and a culture of service innovation.
Assess current capability:
Conducted an ICT Managed Services Review that exposed gaps and performance impacts and built the case for change.
Identify system gaps & priorities:
Prioritised a Service Aggregation Framework, modern Service Desk Model, SLA Framework, Vendor Management Office (VMO), and Innovation Lab.
Planned and delivered:
Designed future-ready capability informed by global best practice and aligned to DOC’s strategic goals, governance structures, operational context and public sector constraints.
Embedded and evolved:
Stood up a Vendor Management Office and Innovation Lab to embed continuous improvement, feedback loops, and ensure the system matures over time.
Castleford wanted to grow, not burn out. By focussing on transforming their operations, product offering, client journey, and culture - they created scalable systems that empowered people, elevated the brand, and fuelled performance with purpose.
Castleford wanted to grow, not burn out. We helped transform their operations, product offering, client journey, and culture - creating scalable systems that empowered people, elevated the brand, and fuelled performance with purpose.
Align systems thinking:
Mapped the full operating environment to identify pressures across production, product development, brand positioning, client lifecycle, and culture. Reframed the problem as a need for scalable, values-aligned transformation.
Clarify strategic opportunities, challenges, or risks:
Identified
the opportunity to reposition Castleford as a full-service agency, build
operational consistency, and reignite internal culture - turning growth stress
into growth strength.
Define what ‘good’ looks like for you:
Co-created
a vision for a scalable, high-trust creative agency: one that delivers
consistently, grows responsibly, and nurtures a strong internal culture aligned
with external brand promise.
Assess current capability:
Analysed
operational workflows, product portfolio, client feedback, brand perception,
and employee engagement - identifying gaps in system maturity and cultural
alignment.
Identify system gaps & priorities:
Prioritised transformation across five streams:
- Operational
systems and accountability
- Product
and service innovation
- Brand
clarity and positioning
- Client
journey design
- Culture,
communication, and leadership
Planned and delivered:
Introduced
new delivery systems, service lines, brand assets, client lifecycle tools, and
people strategies - each with clear ownership, success metrics, and behavioural
anchors.
Embedded and evolved:
Sustained
impact through leadership coaching, engagement feedback loops, and continuous
improvement - enabling Castleford to scale with soul.
The Marketing Association needed more than a rebrand, they needed to stabilise the business and regain industry leadership. By aligning purpose, capability, and execution, they became New Zealand’s recognised authority on marketing standards, ethics, and professional growth.
Align systems thinking:
Reframed the post-rebrand challenge as a whole-of-organisation capability shift. Mapped the current operating model and surfaced structural gaps across strategy, finance, member engagement, and reputation.
Clarify strategic opportunities, challenges, or risks:
Identified
the opportunity to reposition the MA as a unifying voice for marketing in New
Zealand — driving standards, thought leadership, and capability development for
the sector.
Define what ‘good’ looks like for you:
Co-created
a shared vision for a scalable, financially sustainable, and globally aligned
national body — one that delivered value to members, partners, and
policymakers.
Assess current capability:
Analysed
financials, engagement data, brand perceptions, and operating performance to
identify under-leveraged assets and areas of risk.
Identify system gaps & priorities:
Prioritised
six transformation pillars: strategy, brand, membership value, financial
resilience, global alignment, and data leadership. Focused on initiatives with
highest sector impact and momentum.
Planned and delivered:
Rolled
out a new strategy, rebuilt the operating model, launched a bold brand
strategy, restructured partnerships, and co-designed a global accreditation
programme with CIM UK.
Embedded and evolved:
Established
long-term capability through industry-endorsed CPD, data standards, and
government partnerships — cementing MA’s role as the authoritative body for
marketing in New Zealand.
In crisis and heading for collapse, a full capability assessment identified that Proudmouth needed structure, speed, and confidence. We stabilised operations, restructured debt, and repositioned the business - achieving profitability and a successful sale through disciplined, system-wide transformation.
Align systems thinking:
Rapid
discovery surfaced the interconnected breakdowns across cash flow, brand
engagement, and operations. Reframed the situation from a series of problems to
a full-system viability crisis.
Clarify strategic opportunities, challenges, or risks:
Clarified
the dual objective — short-term stabilisation and positioning for sale.
Identified the risk of unmanaged decline and the opportunity to rebuild for
profitable exit.
Define what ‘good’ looks like for you:
Defined
success as a sale-ready business: financially viable, operationally sound, with
credible brand positioning and a scalable business model.
Assess current capability:
Conducted
a fast-tracked assessment across financial management, workflow efficiency,
leadership, infrastructure, and market relevance. Identified gaps in service
delivery, debt control, and internal alignment.
Identify system gaps & priorities:
Focussed effort on three transformation pillars: Operational Stabilisation - Financial Restructuring & Debt Management - Strategic Positioning for Sale
Planned and delivered:
Implemented
cost controls, restructured debt, streamlined service delivery, re-established
brand relevance, and developed a roadmap for scalable growth aligned with buyer
expectations.
Embedded and evolved:
Positioned
a fully viable business for acquisition — leaving behind stronger governance,
leadership clarity, and a growth-ready model with legacy value.
Pathways
Every organisation’s journey is different - and so is the best place to begin. Some clients come to us with a clear challenge, others need help uncovering where the real opportunity lies. That’s why our pathways flex around your context, pace, and priorities.
We work with what works for you - your timelines, your budget, and your team’s availability.
- Explore your system through guided discovery
- Dive into a specific capability area
- Get hands-on with a sprint
- Start with our Getting Started Package
(Systems Thinking Workshop + 3-Day Sprint)
- Or ease in with one of our ongoing support options
You don’t need all the answers - just a place to begin. Let’s find your pathway forward.
Facing unsustainable demand and Treasury scrutiny, we helped the Ministry of Justice's Policy Group shift from reactive delivery to strategic sustainability - embedding scalable leadership, governance, and continuous improvement systems aligned to Te Tiriti and sector expectations.
Align systems thinking:
Uncovered systemic drivers of pressure through structured discovery - including leadership disconnect, inconsistent practices, and weak prioritisation systems. Reframed the problem from performance issues to capability sustainability.
Clarify strategic opportunities, challenges, or risks:
Defined
the opportunity to shift from reactive delivery to structured, intelligence-led
growth. Positioned the transformation as essential to sector credibility and
long-term funding confidence.
Define what ‘good’ looks like for you:
Co-created
a vision for a confident, high-trust policy function with embedded Te Tiriti
practice, consistent systems, cohesive leadership, and a culture of continuous
improvement.
Assess current capability:
Conducted SWOT and system diagnostics to identify gaps across leadership, process
governance, delivery management, and organisational intelligence.
Identify system gaps & priorities:
Prioritised
the Target Operating Model, leadership and governance frameworks, work
programme visibility, and systems for embedding Te Ao Māori and continuous
improvement.
Planned and delivered:
Designed
and implemented new structures, processes, and systems (including Nintex, Power
BI, and a bespoke leadership development model). Equipped leaders to guide,
embed, and evolve the transformation.
Embedded and evolved:
Introduced
a Continuous Improvement Framework, a Process Governance model, and change
leadership strategy to ensure the Policy Group could adapt, respond, and thrive
over time.
NZ Fish & Game’s mission was strong, but their capabilities were lagging. We developed a five-year strategic roadmap to modernise licensing, reduce costs, lift engagement, and support conservation outcomes - connecting intent to capability, one step at a time.
Align systems thinking:
Engaged stakeholders across regions to understand how licensing, engagement, and funding systems interacted. Reframed the problem from operational cost to strategic sustainability and digital transformation.
Clarify strategic opportunities, challenges, or risks:
Identified the opportunity to modernise user engagement and licensing, improve financial clarity, and build digital systems that aligned with conservation goals and future expectations.
Define what ‘good’ looks like for you:
Co-created a vision for a scalable, digital-first organisation with modern tools, interactive experiences, strong data insights, and sustainable funding models.
Assess current capability:
Assessed platform functionality, user engagement data, and cost-to-serve. Uncovered fragmentation, high manual overhead, and under-leveraged user insights.
Identify system gaps & priorities:
Prioritised four strategic pillars: Digital licensing and mobile tools - CRM and data integration - Gamified engagement - Financial optimisation and revenue equity
Planned and delivered:
Designed a 5-year transformation strategy and supported a closed vendor selection process - ensuring system scalability, data integration, and local support alignment.
Embedded and evolved:
Delivered a blueprint for ongoing digital maturity and operational efficiency, with projected annual savings of $357K+ and stronger engagement infrastructure.
As Liquid IT grew, it risked outgrowing its own strengths. We helped realign its operating model with its values - enhancing client experience, embedding knowledge-sharing, and strengthening security systems to sustain high performance at scale.
Align systems thinking:
Engaged leaders and frontline teams to map pain points across service delivery, client experience, knowledge sharing, and security. Reframed the problem from process inefficiency to system-wide capability strain.
Clarify strategic opportunities, challenges, or risks:
Recognised
the opportunity to embed scalable systems while preserving high-touch service
quality. Elevated knowledge management and security from support functions to
strategic enablers.
Define what ‘good’ looks like for you:
Co-created
a vision for a resilient, client-centric, and security-conscious service
organisation - underpinned by systems that empower people and reinforce trust.
Assess current capability:
Conducted
capability assessments across CX, KM, and security. Identified siloed
knowledge, inconsistent delivery, and informal incident response as key
constraints.
Identify system gaps & priorities:
Prioritised three transformation streams: Client Experience (CX) Framework - Knowledge Management Strategy - Security & Incident Response Framework
Planned and delivered:
Delivered
a multi-phase programme: defined CX roles and dashboards, integrated knowledge
platforms, launched a KM strategy and SOPs, and formalised security governance
and incident protocols.
Embedded and evolved:
Embedded
cultural change through KM behaviours, security training, and CX principles - ensuring the new operating model was not just implemented, but sustained.
Fragmented contract management at NZ Beef & Lamb was creating risk, but a new Contract Management System alone wouldn’t solve it. We led a structured discovery and design process - aligning stakeholders, surfacing leverage points, and delivering a roadmap for governance-ready transformation.
Align systems thinking:
Engaged cross-functional stakeholders to surface real-world issues and inefficiencies. Reframed the challenge from “we need a better tool” to “we need a smarter contract ecosystem.”
Clarify strategic opportunities, challenges, or risks:
Identified
the opportunity to enhance governance, risk mitigation, audit readiness, and
vendor performance - by moving from siloed processes to an integrated contract
lifecycle approach.
Define what ‘good’ looks like for you:
Co-designed
a vision for a future-ready contract management model: one that is transparent,
consistent, and scalable - and that supports strategic delivery.
Assess current capability:
Conducted
detailed mapping of current workflows, tool usage, and governance gaps.
Identified pain points in data visibility, communication, milestone tracking,
and performance accountability.
Identify system gaps & priorities:
Prioritised
requirements for system integration, automated workflows, single-source data
access, vendor performance tracking, and role clarity across the contract
lifecycle.
Planned and delivered:
Delivered
a clear, detailed CMS requirements specification and implementation roadmap - tailored to Beef & Lamb’s strategic, operational, and compliance needs.
Embedded and evolved:
Provided
a scalable, future-ready blueprint - designed to evolve with the organisation
and support consistent governance, audit readiness, and continuous improvement.
By applying systems thinking to what looked like a simple RFP task at the Department of Conservation - we revealed an opportunity to build long-term, enterprise-ready capability. By shifting from vendor replacement to system redesign, DOC laid the foundation for strategic service transformation.
Align systems thinking:
Mapped the current ICT environment to reveal fragmented services, inconsistent performance, poor vendor governance, and a lack of strategic alignment. Identified key stakeholders.
Clarify strategic opportunities, challenges, or risks:
Reframed the challenge - identified the opportunity to build an integrated, future-fit service ecosystem aligned to DOC’s broader transformation goals for ESM.
Define what ‘good’ looks like for you:
Co-created a vision for a future-ready ICT service model that would lay the foundations for an ESM - aggregated services, SLA clarity, vendor governance, and a culture of service innovation.
Assess current capability:
Conducted an ICT Managed Services Review that exposed gaps and performance impacts and built the case for change.
Identify system gaps & priorities:
Prioritised a Service Aggregation Framework, modern Service Desk Model, SLA Framework, Vendor Management Office (VMO), and Innovation Lab.
Planned and delivered:
Designed future-ready capability informed by global best practice and aligned to DOC’s strategic goals, governance structures, operational context and public sector constraints.
Embedded and evolved:
Stood up a Vendor Management Office and Innovation Lab to embed continuous improvement, feedback loops, and ensure the system matures over time.
Castleford wanted to grow, not burn out. By focussing on transforming their operations, product offering, client journey, and culture - they created scalable systems that empowered people, elevated the brand, and fuelled performance with purpose.
Castleford wanted to grow, not burn out. We helped transform their operations, product offering, client journey, and culture - creating scalable systems that empowered people, elevated the brand, and fuelled performance with purpose.
Align systems thinking:
Mapped the full operating environment to identify pressures across production, product development, brand positioning, client lifecycle, and culture. Reframed the problem as a need for scalable, values-aligned transformation.
Clarify strategic opportunities, challenges, or risks:
Identified
the opportunity to reposition Castleford as a full-service agency, build
operational consistency, and reignite internal culture - turning growth stress
into growth strength.
Define what ‘good’ looks like for you:
Co-created
a vision for a scalable, high-trust creative agency: one that delivers
consistently, grows responsibly, and nurtures a strong internal culture aligned
with external brand promise.
Assess current capability:
Analysed
operational workflows, product portfolio, client feedback, brand perception,
and employee engagement - identifying gaps in system maturity and cultural
alignment.
Identify system gaps & priorities:
Prioritised transformation across five streams:
- Operational
systems and accountability
- Product
and service innovation
- Brand
clarity and positioning
- Client
journey design
- Culture,
communication, and leadership
Planned and delivered:
Introduced
new delivery systems, service lines, brand assets, client lifecycle tools, and
people strategies - each with clear ownership, success metrics, and behavioural
anchors.
Embedded and evolved:
Sustained
impact through leadership coaching, engagement feedback loops, and continuous
improvement - enabling Castleford to scale with soul.
The Marketing Association needed more than a rebrand, they needed to stabilise the business and regain industry leadership. By aligning purpose, capability, and execution, they became New Zealand’s recognised authority on marketing standards, ethics, and professional growth.
Align systems thinking:
Reframed the post-rebrand challenge as a whole-of-organisation capability shift. Mapped the current operating model and surfaced structural gaps across strategy, finance, member engagement, and reputation.
Clarify strategic opportunities, challenges, or risks:
Identified
the opportunity to reposition the MA as a unifying voice for marketing in New
Zealand - driving standards, thought leadership, and capability development for
the sector.
Define what ‘good’ looks like for you:
Co-created
a shared vision for a scalable, financially sustainable, and globally aligned
national body - one that delivered value to members, partners, and
policymakers.
Assess current capability:
Analysed
financials, engagement data, brand perceptions, and operating performance to
identify under-leveraged assets and areas of risk.
Identify system gaps & priorities:
Prioritised
six transformation pillars: strategy, brand, membership value, financial
resilience, global alignment, and data leadership. Focused on initiatives with
highest sector impact and momentum.
Planned and delivered:
Rolled
out a new strategy, rebuilt the operating model, launched a bold brand
strategy, restructured partnerships, and co-designed a global accreditation
programme with CIM UK.
Embedded and evolved:
Established
long-term capability through industry-endorsed CPD, data standards, and
government partnerships — cementing MA’s role as the authoritative body for
marketing in New Zealand.
In crisis and heading for collapse, a full capability assessment identified that Proudmouth needed structure, speed, and confidence. We stabilised operations, restructured debt, and repositioned the business - achieving profitability and a successful sale through disciplined, system-wide transformation.
Align systems thinking:
Rapid
discovery surfaced the interconnected breakdowns across cash flow, brand
engagement, and operations. Reframed the situation from a series of problems to
a full-system viability crisis.
Clarify strategic opportunities, challenges, or risks:
Clarified
the dual objective — short-term stabilisation and positioning for sale.
Identified the risk of unmanaged decline and the opportunity to rebuild for
profitable exit.
Define what ‘good’ looks like for you:
Defined
success as a sale-ready business: financially viable, operationally sound, with
credible brand positioning and a scalable business model.
Assess current capability:
Conducted
a fast-tracked assessment across financial management, workflow efficiency,
leadership, infrastructure, and market relevance. Identified gaps in service
delivery, debt control, and internal alignment.
Identify system gaps & priorities:
Focussed effort on three transformation pillars: Operational Stabilisation - Financial Restructuring & Debt Management - Strategic Positioning for Sale
Planned and delivered:
Implemented
cost controls, restructured debt, streamlined service delivery, re-established
brand relevance, and developed a roadmap for scalable growth aligned with buyer
expectations.
Embedded and evolved:
Positioned
a fully viable business for acquisition — leaving behind stronger governance,
leadership clarity, and a growth-ready model with legacy value.
