Background
The organisation had operated for a number of years and had grown through multiple mergers, launched multiple new products and services, and run operations that were geographically distributed.
That history had left significant operational, financial and cultural challenges: supplier constraints, fragmented operations, weak governance and a cultural divide. 2ISPC was engaged to stabilise operations, improve governance and position the business for sustainable growth — with a mandate to deliver substantial change within 18 months.
Objectives
- Streamline operations and improve compliance.
- Strengthen governance, finance and corporate services.
- Rebuild organisational culture and leadership capability.
- Exit non-core and underperforming business units.
- Stabilise the supply chain and supplier relationships.
- Align product, sales and marketing strategies to customer needs.
What we delivered
Procurement & Supply Chain
- Resolved procurement payables and supply issues.
- Strengthened supplier relationships and secured higher credit limits through the pandemic.
- Expanded the product range and consolidated SKUs to business needs.
- Introduced a rebate structure and revised the CRM.
- Transitioned to 3PL, reducing stock on hand and fulfilment times.
- Launched a new SME financing product.
Sales & Marketing
- Rebranded and launched a new consumer e-commerce brand.
- Aligned product offerings with customer-journey enhancements.
- Balanced rationalisation with targeted product expansion.
- Brought discipline to product selection, pricing and promotion.
- Centralised digital control; improved bundling and clearance.
- Lifted average contract value by 25%+ and retail margins to ~32%.
Operations
- Improved debt recovery and credit-policy management.
- Closed underperforming warehouses; improved distribution.
- Reduced processing times and improved service delivery.
- Built a culture of accountability.
- Improved regulatory relationships and compliance control.
- Consolidated national sites and secured government incentives.
Finance & Corporate Services
- Enhanced governance and reporting processes.
- Strengthened finance, IT and HR disciplines.
- Reduced IT headcount while improving system integration.
- Aligned CRM, website and infrastructure systems.
- Reduced reliance on key individuals, improving continuity.
People & Culture
- Overhauled the executive team.
- Rightsized staff from 99 to 47 FTE.
- Introduced contemporary people-management practices.
- Removed cultural divides and increased accountability.
- Clarified direction and aligned decision-making to business-line accountability.
Community & Sportswear Portfolio
- Closed manufacturing and international operations.
- Wound down underperforming non-core brands and operations.
- Settled multiple disputes with suppliers, leases and former management.
Results
The review delivered a leaner, more agile and accountable organisation. Supply chains were stabilised, product offerings aligned to market needs, and operational efficiency improved. Governance and financial structures were strengthened, and cultural alignment was achieved across the workforce — positioning the business for improved profitability and resilience in a challenging market.
Overall financial benefit of $4.2m per annum.
