Brad Halcrow   17 May, 2016

With 74 staff all over the district, Managing Director of Parr & Co Damon Odey was dedicated to finding a solution that could keep everyone in the company connected across the board and sharing live, up-to-the-minute data. The ‘magic button’, as it turns out, exists – enter simPRO.

In the video interviews below Ben Smith, then General Manager and Damon Odey, Managing Director outline their experience in building the business and integrating cloud software across a widely dispersed team all with an emphasis on work/life balance.

Brad Halcrow   8 May, 2016

Remember our friend Adam Bell?

Before simPRO he was getting into the office at 5:30am to dish out job cards to his field staff. Next thing we know, once simPRO is up and running, he’s rolling in at 7:30 on his pushbike. The pushbike led to a run, a swim, then next thing we know he’s a triathlete!

Brad Halcrow   19 April, 2016

Excel Refrigeration are an exceptional example of a progressive field service business. They're always looking to new technology’s, methodologies and they have a great attitude toward enabling autonomy for their staff.

Rhiza Lahoylahoy   2 March, 2016

Cash is often referred to as the lifeblood of an organisation, a key factor that determines business success or failure. In many cases, cash is vital for daily survival; a small business that doesn’t have enough cash on hand to pay suppliers might not be able to open the next day.

Speeding up the conversion of sales into cash, as well as increasing the spread between inflows (receipts) and outflows (payments) will help to build a cash cushion for business sustainability. With this cushion, you can take advantage of cost-efficient opportunities, fund growth, and more.

Here are some quick tips to improve cash flow for your small business.

Brad Halcrow   10 November, 2015

Last week Steve Hirst and I returned from a 2 week trip visiting clients happy to share their simPRO story with the world. We visited Auckland, Hawera, Palmerston North, Christchurch, Timaru and a few in between. The scenery lived up to expectations, the weather, supposedly freezing, didn’t.

A couple of things I wasn’t expecting...

Firstly, the sheep - they’re so fat! I grew up on a sheep station in Australia. Maybe they just have an extra layer to keep out the cold but the New Zealand sheep looked like something out of a cartoon.

Secondly, the scenery, also out of this world.

Brad Halcrow   19 August, 2015

Dropping in to see these Journey goers, you never know what news awaits.

Matt Harriden for instance has changed his business name (more on that in an upcoming update), Adam Bell was last seen getting back on the tools, now Boz from BLUi Security has evolved his own model of service delivery brought about by necessity after a string of unexpected events.

Brad Halcrow   22 June, 2015

From corporate to the trades

The story of Road Runner Mobile Tyres is quite different to the Journey case studies we’ve done before. In fact it's the opposite to that of a tradie-turned-business owner.

John Shim and Steve McCarthy have known each other for more than ten years, both fresh from a long career in a corporate environment. Backed by an extensive history in consulting and running much larger companies John and Steve decided it was now or never to begin a startup, and what a disruptive startup it is.

Brad Halcrow   4 June, 2015

Too much work is always a nice problem to have but having no-one to do the work isn't exactly what you want at a time when you could be making hay while the sun is shining.

Brad Halcrow   29 May, 2015

Original Journey-goer, Paul Christie dropped in this afternoon to take care of some business. He’s been doing that bit lately since, well, he’s part of the team now! Literally.

Brad Halcrow   6 May, 2015

With an exit in mind, Gavin Walton, owner of Condamine Electric Company wanted to build the business into a genuine SME. Alistair Green joined the business to look at the business structure. It wasn’t long before they realised in order to build structure, more robust tools were required, particularly if they were to effectively manage their projected growth.

Recently the business escalated from 15 staff to 30, next they’re aiming for a century.