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The Client

Actron Air is a family owned Australian Air-Conditioning Manufacturer.

The Issue

As a family owned Australian Air-Conditioning Manufacturer the business had grown to a point where it needed to mature and formalise its approach to business, so it could build a platform for future growth. It’s current site was too small and prohibited any future growth, its sales team lacked a sustained and disciplined approach to account management to drive sales, the speed to market for new products was lagging industry competitors, there was no formalised approach to developing the capability of Front-Line Leaders, and operational silos were emerging so the desired team culture needed to be refreshed and renewed. 

The Plan & Methodology

A strategic plan was developed via a co-design and collaborative manner – requiring the input and support of the Executive Team, Their Front-Line Leaders, State Managers and Family Members. Through this process they identified and developed the desired culture and behaviours “The Actron Way” that linked Brand Promises and Cultural Values into the one framework. The process included:

  • A series of “Team Advances” to engage the broad Leadership Church of the organisation where they could safely practice, rehearse, and apply the desired cultural behaviours and linkages
  • Renewing the internal communications, reward, recognition, and engagement systems
  • Each Business Unit & States had a series of “Personification & Application” Sessions where they explored how they would apply the strategic imperatives to their business and role model the desired culture – this included the development of 12 month deliverables and 100 day actions + follow up sessions
  • The purchase, design and move to a new purpose built $60M state of the art manufacturing facility at Marsden Park
  • The creation of a Front-Line Leaders Program (Navigator) focusing on Business Acumen & Coaching Skills
  • The launch of a new series of Domestic & Commercial Products onto the market
  • A more robust and discerning Account Management & Dealer Program
  • The launch of a Builder Program – targeting domestic builders in all States
  • A refreshed and renewed Brand Story – Website & Marketing Campaign
  • Staff reward & recognition program focusing on linking desired behaviours to brand promises and the desired culture

The Outcomes

  • Awarded the Deloitte “Best Managed Company in Australia Award” for 2019
  • Double digit growth year on year
  • Deeper and stronger cohort of Front-Line Leaders
  • Staff turnover reduced
  • Market Share Increased
  • Sustained Profitability
  • Moved into new Marsden Park Manufacturing site
  • Broadened brand reach and recognition in the market
  • Reconfiguration of the Web to be more interactive, accessible for technical knowledge and parts
  • Implementation of a new ERP System

  • "I have nothing but praise for David's role as Chair of our Group. His leadership, expertise, infectious enthusiasm and structured approach was greatly appreciated and certainly enhanced the productivity of our business"

    - Tony Waters
  • "David’s facilitation and leadership skills has delivered brilliant outcomes and feedback for us"

    - Hass Dellal – Australian Multicultural Foundation (AMF)