Challenge

The business needed to exit an unprofitable manufacturing model, reduce structural costs, and create a self‑funded pathway to launch a new digital brand — all while maintaining B2B offshore production and supply to major Australian retailers and generating consistent cashflow.

Approach

Nathan led a full operational and financial restructure, renegotiated supplier and manufacturing arrangements, consolidated freight and logistics costs, and implemented a disciplined commercial framework to support the brand’s transition to e‑commerce.

Outcomes

·      Delivered $1.2M in cost savings through restructuring and operational improvements.

·      Negotiated manufacturing and fabric cost reductions and consolidated freight costs, saving $250K.

·      Designed and executed a self‑funding strategy that enabled the launch of the e‑commerce brand, growth to $6M and the sale within 3 years.

Challenge

The business was loss‑making, burdened by long production lead times, high operating costs, inconsistent store performance, and excess aged inventory. A rapid turnaround was required to restore profitability and position the group for sale within a tight timeframe.

Approach

Nathan led a structured turnaround program focused on production efficiency, margin improvement, store network optimisation, and disciplined merchandise and inventory management. He strengthened commercial controls, improved operational cadence, and aligned the organisation to a clear sale‑ready plan.

Outcomes

·      Returned the business from a $3.5M loss to profit and completed a successful trade sale within nine months.

·      Reduced overseas production lead times by five weeks, increasing sales by 10%.

·      Negotiated lower production costs, improving gross profit by 10%.

·      Improved store network sales by 10%, closed underperforming stores, and reduced store costs by $1.4M.

·      Executed a stock reduction strategy, removing $1M in aged, low‑margin, and obsolete inventory.

Challenge

The business required a full commercial and operational reset during a period of family buyout and planned growth: warehouse inefficiencies, high freight and overhead costs, weak stock controls, and outdated systems that had limited reporting transparency, constraining profitability and limiting the business’s potential to scale.

Approach

Nathan led a structured operational and financial transformation, redesigning warehouse processes, renegotiating supplier and freight arrangements, strengthening stock controls, and implementing an ERP platform to improve improved transparency, accuracy, and commercial discipline.

Outcomes

* Delivered $1.2M in warehouse productivity improvements through operational redesign.

* Negotiated freight and overhead reductions totaling $3.0M through supplier collaboration and cost restructuring.

* Reduced stock theft by $1.3M by strengthening controls and accountability.

* Led the SAGE ERP implementation, delivering $400K in savings and improving reporting and operational efficiency.

Challenge

Each engagement required rapid immersion, senior stakeholder management, and delivery of high‑impact outcomes within tight timeframes — from regulatory compliance and capital raising to sales uplift and large‑scale retail transformation.

Approach

Nathan operated under board mandates and worked directly with executives, boards, and external partners to deliver commercially grounded solutions. His work combined financial and commercial acumen, operational insight, strategic execution, and ensured each project delivered measurable commercial value.

Outcomes

* Successfully lodged an ASX prospectus for a $25M Singaporean‑owned, Chinese‑funded wealth management company through coordinated stakeholder and regulatory engagement.

* Led a marketing initiative for Godfreys (ASX: GFY) that generated $2M in additional sales.

* Initiated two retail digital transformation programs for Sports Power and Sport Scene, projecting $15M in cost savings through self‑serve interactive technology.

Outcomes:

* Improved processes and financial reporting accuracy and transparency.

* Integrated the SAP Business One ERP with the Spanish parent company’s consolidated reporting system.

* Reduced duplicated overhead and personnel costs through system consolidation and process alignment.

Outcomes:

* Delivered a full business integration and transformation program.

* Relocated the finance function to Sydney and reduced overheads by $400K through process and structural efficiencies.

Outcomes:

* Led the acquisition and integration of an 80‑store, $120M retail chain, delivering $500K in savings.

* Established the commercial, financial, and operational structures required for a scalable start‑up environment.

Challenge

The business required stronger commercial discipline, improved supplier funding outcomes, and a coordinated approach to store rollout economics. Margin pressure, cost inefficiencies, and inconsistent commercial processes were limiting profitability and slowing expansion.

Approach

Nathan established a commercially focused operating system, aligned space management and advertising teams to financial outcomes, and strengthened supplier negotiations. He embedded structured reporting, improved cost visibility, and ensured each store rollout delivered clear commercial returns.

Outcomes

* Delivered 20% sales growth across the national store network.

* Achieved $600K in cost‑reduction synergies through operational and commercial improvements.

* Secured $1.5M in supplier‑funded income to support the rollout of 16 stores nationally.