What People Say
and Case Studies

There are three powerful lessons at the heart of the success of my clients and that hold true for the most profitable and successful businesses:

1. They put their people first and ensure they are working in the right roles for them.
2. They have strong processes that make it simple for their people to bring the best version of themselves to their work every day.
3. They view profit as an outcome of being remarkable at both of the above.
 
Sarah was frustrated with 30% employee turnover. With my help over just 9 months Sarah and her colleagues turned the problem around so that turnover was 15% (5% below industry average).
 
You can read Sarah's full case study and more examples below of how I’ve worked with people like her and you to transform their businesses and reach their goals.

Inside the Remarkable Workplaces book, which you can download with my compliments here, there are a further case studies.

Case Study - Darren

Situation

Faced with serious challenges in sustaining desired growth and profitability Darren decided in 2015 to review every aspect of his business with my help.

It became clear at the outset that Darren’s good reputation in the communities in which he operates were a key factor to his past success. It was also clear that this could be leveraged better.

Challenges

A new franchise had just been purchased, there were rental agency changes and staff attitudes and therefore performance were inconsistent.

The consequences of these were a drop in desired profitability.

Solution/s Story and Result/s and Value

Everyone’s role was reviewed and clarified with individuals.

One consequence was a revelation that some key processes needed upgrading to both better enable people to fulfill their roles and also make interactions and transactions with customers simpler.

Improvements in standard operating policies, procedures and practices followed, checklists were introduced as was better use of technology e.g. Google docs

Now four years later Darren has doubled the size of his business, is sustaining good profits, plus employee and customer experience have reached industry enviable levels.

The above has all been achieved while moving to a much large premises at the main branch as well as opening two further branches.

Darren Rix

Franchisee Avis Ballarat & Western Victoria, Budget Ballarat & Bendigo

At the start of 2015 it became clear on the road ahead for my business we were facing some serious challenges.

We had just purchased the Budget franchise and were experiencing inconsistent business results, some big rental agency changes, and some poor staff attitudes had crept in.

I had heard Ian speak at a function in 2014 and I had been impressed with the message of his talk that day.

Ian has worked as a mentor to me ever since. He also runs sessions and works 1:1 with my staff.

We continue to make small yet significant shifts in how we conduct our business that make a significant difference with my key people, how we work, and to our results.

Malcolm White

Managing Director, Communicat

We have had some great presentations at our breakfasts, and your presentation was one of the very best ever.

Case Study - Sarah

Situation

Sarah was frustrated with 30% employee turnover.

She believed that she had tried everything possible to stop the exit of people.

Challenges

The cost of this turnover to Sarah's business was approximately 1.5 million p.a.

The consequences were a considerable strain on cash flow and of course low morale.

Solution/s Story and Result/s and Value

Over 9 months we reviewed and modified people roles, development plans and how learning and development worked. In the process we pulled apart recruitment, onboarding, engagement, retention and succession planning.

We made quantum leap (small yet significant shifts) changes and modifications and aggregated the gains.

We also reviewed notes of exit interviews for the previous 18 months.

The main focus over the 9 months was to gradually increase how people felt valued, lived values and delivered value and change processes to be more supportive of these.

Turnover was reduced to 15% (5% below industry average). The considerable savings meant a return to healthy cash flow. Sales also increased by 10% over the 9 months.

Jacqueline Doon

Managing Director, Ormco Pty Ltd, Australia

I wanted to write to say thank you again, for such an inspiring lecture you gave to the TEC 19 group, up in the Blue Mountains over a week ago. You have had a significant impact on my thinking for the future and life in general. I know I will have contact with you again. 

Luke Rieniets

Senior Business Banking Manager, Bendigo Adelaide Bank Ltd

I engaged Ian Berry to talk to my team and challenge them to bring their very best to the office every single day as we commenced the new financial year.

I recommend Ian as a value-add to any business leader or staff member and feel confident each participant will walk away inspired with a greater understanding of themselves and equipped with additional ideas and techniques of how to achieve their very best performance each and every day.

Case Study - Melanie


Situation

Melanie’s primary role is to review customer interactions and transactions data and provide management with useable insights.


Challenges

3 of the 7 member management team value Melanie’s input, 3 don’t and 1 is a fence sitter.

The fence sitter is also the leader of the team. Melanie reports to him.


Solution/s Story and Result/s and Value

I introduced Melanie to the concept of ‘essentalism’ and it’s central theme of “less but better”.

Melanie was familiar with the idea of more with less and perceived this as a negative given that members of the management team were consistently demanding more and providing less resources.

Through a series of conversations we decided that Melanie would focus her monthly report on just one thing of value for each of the 7 members of the management team and one for the overall business.

Each one thing was determined after asking each person a series of questions about what they really wanted.

Over time Melanie was able to provide insights to management that were acted on and resulted in small wins that when aggregated made a big difference to company results. A consequence was Melanie became universally valued.

Chris Pike

General Manager – Culture & Community, Surf Coast Shire Council

I’ve had the pleasure of working with Ian for close to two years in one-on-one and group settings. Ian’s unconventional in his approach (refreshing!) but works to a brilliantly simple yet powerful philosophy that centres around our experiences as human beings (shocking I know!!). He’s a purpose and values-driven mentor and team builder who I’d recommend to anyone. 

Peter Taylor - CEO, Townsend Building Services

Peter Taylor

CEO Townsend Building Services

As a mentor to me and my family members who lead and manage our businesses Ian Berry has made a significant difference to our personal and business success including our 570% growth in just under 5 years. 

Case Study - Donovan

Situation

Donovan has only been in his first senior leadership role for less than one year.

He is acutely aware that being as good as he can be as a communicator is a key to being successful in his new role.

Challenges

The value of input from Donovan’s team to the rest of the organisation in the past wasn’t fully appreciated by all.

In part this has been due to the organisation not really knowing what it wants and needs and therefore team members being uncertain of their roles.

Solution/s Story and Result/s and Value

Donovan successfully applied proven principles when receiving a promotion and making his new role successful.

In particular Donovan has elevated conversations and therefore enriched relationships meaning conversations about the work at better enabled.

Donovan has been volunteering to speak at every opportunity. Of course the better he has become the more his presentations have been well received and acted on.

Donovan realises that being an engaging and inspiring speaker is just one of the relationship enhancement roles he needs to enhance and so we are at work on the others.

In addition to the above Donovan uses the seven areas of shared-view to help to focus himself and team members on delivering value to the rest of the organisation as perceived by them.

Narelle Mason

Finance Accountant/Enterprise Manager, Ballarat and Queen's Anglican Grammar School

Ian adds value & depth to structure, people development, meetings and conversations. Mentoring sessions are always enlightening and solutions based. For any business that is needing to thrive through change, Ian can offer a range of tools to support this with a humanised approach.

Bob Bradley, Executive Chairman, MD2MD, United Kingdom

Bob Bradley

Participants MD2MD group and Chairman, United Kingdom

Very stimulating content, good references.
I really appreciated Ian’s wealth of knowledge and generosity in sharing tools on the Internet.
The humility of the stories was great.
I liked the 6 word strategy.
Ian’s session couldn’t be improved - hence the 10 out of 10!

John McNamara, Executive General Manager – Statutory Workers Compensation, Gallagher Bassett Services Pty Ltd

John McNamara

CEO Gallagher Bassett Services Pty Ltd Australia

Ian Berry has been a catalyst for a number of our people improving their performance. I have personally benefitted greatly from Ian’s mentoring. He has unique powers in helping people to become change and culture champions. I highly recommend him.

How we can work together

I mentor a handful of business leaders.

Contact me at +61 418 807 898 to discuss your situation and to see if we’re a good fit. Or if you prefer complete the form below.

I also conduct group mentoring sessions, host/facilitate people development and business process improvement conversations, and speak at a small number of conferences, in house meetings and events for clients of clients.

© 2019 Ian Berry. All Rights Reserved Worldwide. Telephone +61 418 807 898