Experience, without the client list.

These are anonymised examples of the kind of work we are brought into. Identifying details are withheld or generalised, and figures are expressed as bands. What remains is the shape of the situation and the work it required.

Experience at a glance

40+: Years; Combined operating, entrepreneurial and leadership experience
US$65M+: Capital deployed; Deployed by Insprie principals since 2021
NZ$140M+: Current business revenue exposure; Annualised revenue across current operating, governance and investment interests
20+: International markets; Reached by businesses built and led by the team
4,000+: Retail doors reached; Global retail footprint reached by brands built and led by the team

01 / Transformation

Australasian consumer business

Sector: Consumer health
Stage: Established
Revenue: $25m–$50m
Markets: New Zealand · Australia

A multi-market consumer business required greater operating discipline across finance, logistics, technology and management while undertaking a material operational transition.

What mattered

- operational continuity
- cash
- working capital
- supply chain
- technology
- leadership
- trading performance

Our involvement

- operating assessment
- transformation planning
- management cadence
- financial visibility
- supply-chain programme
- leadership support
- implementation planning

Outcome

- established a clear 100-day programme
- strengthened management visibility
- materially reduced implementation risk

02 / Operations

New Zealand consumer products business

Sector: Household and personal care
Stage: Scale-up
Revenue: $10m–$25m
Markets: New Zealand · Australia

Revenue was growing while cash tightened. Inventory had grown faster than sales, margin was measured at a company average, and forecasting was built from ambition rather than demand.

What mattered

- cash conversion
- inventory
- margin by product and channel
- supplier terms
- forecast discipline

Our involvement

- thirteen-week cash forecasting
- margin rebuild by product, channel and customer
- inventory and replenishment reset
- supplier and terms review
- weekly operating cadence

Outcome

- improved working-capital visibility
- established a new operating cadence
- material inventory reduction

03 / Growth

Consumer brand entering a larger market

Sector: Beauty and personal care
Stage: Scale-up
Revenue: $5m–$10m
Markets: New Zealand · United States

An offshore expansion had absorbed more investment than planned without reaching viable scale. The board needed an independent view on whether to invest further, refocus or withdraw.

What mattered

- landed cost and pricing
- retailer margin and trade spend
- rate of sale
- distributor performance
- in-market accountability

Our involvement

- market economics rebuild
- distributor and channel assessment
- commercial plan reset
- board recommendation

Outcome

- established transformation priorities
- materially reduced implementation risk

04 / Transactions

Private investor assessing a consumer acquisition

Sector: Food and beverage
Stage: Established
Revenue: $25m–$50m
Markets: 2–5 markets

An investor required an operating view of a consumer business inside a short decision window, covering revenue quality, margin structure and whether the operation could deliver the growth case.

What mattered

- revenue quality and concentration
- margin structure at scale
- operational capacity
- management capability
- first hundred days of ownership

Our involvement

- commercial due diligence
- operational due diligence
- management assessment
- integration and 100-day planning

Outcome

- materially reduced implementation risk
- created a clear 100-day programme

05 / Governance

Shareholder-owned consumer group

Sector: Consumer goods
Stage: Established
Revenue: $50m–$100m
Markets: New Zealand · Australia · Asia

Board and management held different views of the position of the business, argued from the same reporting. Strategic decisions had been deferred repeatedly.

What mattered

- decision rights
- quality of board reporting
- shareholder alignment
- unresolved strategic decisions

Our involvement

- board and executive interviews
- decision-rights and delegation review
- board reporting rebuild
- forward agenda and cadence

Outcome

- established a new operating cadence
- strengthened management visibility

Much of our work involves commercially sensitive situations. We protect the confidentiality of the founders, companies, boards and investors we work alongside rather than using those relationships as marketing collateral.

Where we share examples of our work, identifying details are withheld or generalised. We think that is a reasonable price for being trusted with the important stuff.

Situations we solve →

Contact

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Initial conversations are confidential and without obligation.

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