Keep the good
business strong.
Protect established relationships and peak fleet commitments. Agree the safe sequence for website work rather than forcing a migration during a trading peak.
Track: forward bookings and capacityAged care · Hospital works · Pharmaceutical
Build the quieter months.
New-market research to turn into relationships. Your major-event business stays protected.
Research reviewed 1 October 2026Loading shortlist...
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Target organisationsNot confirmed new customers
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Researched sitesSource-linked, ready to qualify
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Aged-care sitesOpenings and account development
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Pharma sitesCapability check before any offer
Loading evidence-reviewed targets...
Australian Open, Grand Prix and other event-market records are kept outside this opening shortlist. Existing records have not been deleted.
The role / the outcome
A stronger year-round business.
One person leading the growth work.
The finder is one working example. The engagement connects market development, a clearer buying experience and visible follow-through, without disrupting the event business AK has already built.
Keep the good
Open the right
new accounts.
Prioritise aged-care food service, kitchen works and commercial contingency. Explore pharmaceutical facilities only where the requirement and AK's capability genuinely fit.
Track: qualified conversations and next stepsMake AK easier
to buy from.
Turn the Four Cs into buyer-facing proof: cost, customer service, compliance and cleanliness. Improve enquiries, quoting and follow-up around the way AK actually operates.
Track: quote response, win rate and adminKnow what is
earning its keep.
Connect source, conversation, quote and won hire. Review contribution after delivery costs, quieter-month utilisation and repeat business, not just clicks or names.
Track: contribution and repeat hiresProposed operating model
Tim leads.
The team delivers.
AK approves.
Tim + Sonder
Own the agreed priorities, research, buyer-route mapping, draft approaches, improvements and reporting. Bring a short decision list, not another research task for Kellie. Agree the amount of hands-on outreach in the written scope.
Kellie, Andrew + AK
Confirm fleet capability, existing accounts, requirements and hire pricing. Approve external claims and messages. Manage technical commitments and fulfilment. Include Jack in a documented handover where appropriate.
A weekly rhythm with visible work.
Review the best next actions, unblock approvals, follow up live quotes and show what shipped. Hold a monthly commercial review against an agreed baseline. Targets and delivery capacity are agreed, not invented by the software.
Keep the commercial conversation connected.
The original proposal remains unchanged. Use it to agree scope, timing, setup work and ongoing responsibility. A software demo does not replace a priced delivery plan.
From agreed start date / proposed plan
Make the next step clear.
Build towards winter 2027.
The first 90 days establish the baseline, test buying routes and build a repeatable process. They are not a promise that a hospital or pharmaceutical contract will close in three months.
Days 1–30
Get control.
Choose the first accounts.
- Confirm goals, quieter-month capacity, actual hire contribution and existing accounts.
- Review access, website data and the enquiry-to-quote process. Protect peak trading.
- Approve a capability pack and remove claims that cannot be substantiated.
- Qualify the first sites and identify buying roles. Separate public research from confirmed need.
Evidence of progress: baseline, approved priorities, responsibilities and a contact plan.
Days 31–60
Start conversations.
Remove buying friction.
- Run agreed, human-approved account development and record responses.
- Improve agreed service pages, enquiry capture and quote follow-up using the Four Cs.
- Test facilities, builder and contractor routes. Record “already covered” and “not suitable” honestly.
- Confirm opening and shutdown windows, especially requirements in quieter months.
Evidence of progress: buyer conversations, requirements, delivered improvements and follow-up dates.
Days 61–90
Review the evidence.
Back what is working.
- Review quote requests, quotes, won or lost work and reasons without treating research as sales.
- Track contribution from completed hires. Keep longer-cycle opportunities visible.
- Refine targeting and agree the next quarter's priorities and additional scope.
- Document repeatable processes for the team and family handover.
Evidence of progress: a commercial review, a visible work log and the next-quarter plan.
Quieter-month use
Booked unit-weeks outside the event peak, against the baseline.
Qualified pipeline
Buyer-confirmed need, route, timing and next action.
Commercial return
Hire revenue less attributable fulfilment costs and growth spend.
Owner time
Quoting and follow-up time against the measured starting point.
Decisions for the meeting
Which segment first? Who owns approvals and quoting? What is the first phase? What access is ready? What is the start date? Confirm scope, price, GST treatment, external spend and payment milestones in writing.