Since 2008, we’ve helped clients in capital finance, services, construction & infrastructure to secure over $90b worth of new business through competitive tendering, mergers & acquisitions, capital raising & strategic new business projects.
CONSTRUCTION
INFRASTRUCTURE
FACILITIES & ASSET MANAGEMENT
FINANCE
CONSTRUCTION
INFRASTRUCTURE
INFRASTRUCTURE
FINANCE
FINANCE
STRATEGYÂ |Â STORYÂ |Â DRIVE
© 2019 The Roadmap Way Pty Ltd
A multimillion dollar start-up business providing innovative online recruitment services.
Two young, first-time entrepreneurs seeking several million dollars in venture capital for a first-of-kind business. With no working capital, track record or trade IP underpinning their business model, our client needed to onboard investors based on faith in the business concept.
Roadmap developed the venture’s foundation collateral, strategic story and communications for a series of investment and partnership pitches. We provided deal development and presentation coaching to the directors, ensuring that their pitch strategy was reinvented and sharply aligned to the strategic interests and confidence levels of each prospective partner.
The client secured over $2m in series 1 capital investment and several million dollars of in-kind contributions and sponsorship from equity partners. The business has grown to become the market leader within its category.
An R&D technology start-up at series D funding looking to IPO and capture market value.
Following eight years of research, development and application of new agriculture technologies, our client is in the process of scaling up to a global business that creates a new product category in direct competition with the global chemical and fertiliser market. This involves an IPO and merger strategy that will value the business currently worth $10m in excess of $100m.
As a scientific organisation committed to marketing the current and potential value of the business based on ethical and empirical principles, Roadmap has created a partnership to translate the scientific merits of the client’s offering into responsible public communications. As the company defines its growth strategy in early 2019, we will leverage these proof media to prepare a comprehensive IPO or strategic partnership offering that launches the business on the global stage.
Achievements to date include increased definition and awareness of the company’s IP, technology and benefits to growers, consumers, government and investors. The company’s strategic story and financial potential has also been communicated by the CEO to the board and investors at the AGM, and we are supporting the business in the development and launch of various B2B and B2C products that will increase the market value of the technology. Watch this space.
A new market leader in public and private sector infrastructure advisory services.
Our client wanted a market leading brand from day one and had everything in place to hit the ground running: a team of well–known and respected executive directors; a depth of talented professionals behind them; an expansive relationship network of client decision-makers; and an innovative, value-added business model designed to pioneer a new class of service delivery for government clients managing increasingly complex projects. Their challenge lay in combining the insight of their leadership team to communicate how their advanced new offering would deliver certainty gains for client executives and major project teams.
Roadmap ran a series of intensive strategic storytelling workshops to help the executive team position their offering, define their brand and create a go-to-market strategy that would gain instant traction. We developed all foundation, brand and outreach communications to support the business’ launch, with a mission to ‘feel like the business has been around forever.’
The business launched with the presence of a long-term market leader and has maintained and secured contracts on a wide raft of major projects throughout Australia.
An ASX top 100 infrastructure and engineering company.
Our client was looking to create a new national business division based on the consolidation of several existing business units and the strategic purchase of competitors in key industry segments and regions. Following one year of business case planning and market sounding, the project sponsors had an extremely tight window to obtain C-suite and board level approval.
Roadmap was engaged to develop a series of board presentations articulating the strategies and value multipliers buried within the business plan. By creating a visual story showing how the build-up of technical expertise, market coverage and business capability in a new entity would capture increased opportunity and upside, we convinced the board of the first principles underpinning the initiative: that their key markets were integrating and converging.
Approval and implementation of a major restructure and M&A strategy to create a new multibillion-dollar market leader with unique capabilities spanning Australia and New Zealand. Following establishment, various Roadmap tenders encapsulating the new offering were presented by the CEO to the executive group and board to demonstrate the competitive advantages delivered by the restructure.
A start-up construction business with leadership drawn from tier one backgrounds.
To gain early traction in tier two/three markets and convince sophisticated buyers to look beyond the company’s balance sheet and award them major contracts over tier one competitors.
Roadmap was engaged to support the business in all formation, branding, positioning, tendering and converting efforts. We were also engaged to develop the business’ strategic story, cultural programs and recruitment strategies; which were essential not only to achieving growth, but to attracting industry-best leaders and teams to fulfil increasing capacity.
Within its first twelve months the business achieved all growth and financial targets, securing over $200m in contracts. They also established strategic relationships and early advisory roles with client decision-makers managing pipelines exceeding $500m and who were prepared to engage in select tender processes.
A national multi-industry superannuation fund with over 1 million members.
Following the GFC, the superannuation sector was facing a period of unprecedented change driven by new legislation, demography, changing member expectations, and increased consolidation of funds and markets. Our client had spent years preparing its strategies and structure for the step-change; but needed to create a strategic story that enabled its people, business units and partners to understand and align themselves behind a renewed vision and operating model.
Joining the growth and new business unit, Roadmap established a year-long strategic story lab that enabled directors and staff from every operational, investment and marketing division of the fund to contribute their functional and market insight into a unified story. This centrepiece was used to redefine the fund’s sales, tendering and merger processes as well as its client services, staff induction and internal culture programs.
The fund gained immediate traction in new multibillion-dollar markets and secured a raft of strategic mergers, enabling it to rapidly gain market share and scale extremely well over the next five years. The strategic story was also presented by the CEO to the board to articulate the fund’s future direction and core value offering for members, clients and merger partners.
Local and global consortia pursuing a series of multibillion-dollar PPPs.
A two year pipeline of back-to-back PPP opportunities across Australia’s eastern and southern seaboard resulted in bid capability and capacity issues for all major players.
We formed a decentralised and high-performance bid team of industry-best tender professionals. Working hand-in-glove with clients on multiple concurrent deals, we deployed resources strategically to dovetail tender consultants and client team members from one bid to another. This provided our clients with a fully conditioned and integrated bid team for each PPP.
We helped two consortia to bid for multiple projects and in both instances, we made large early wins that fulfilled their targeted workload.
An ASX top 100 facilities, maintenance and asset management business.
After several years of market leadership, the client’s internal bid processes and culture had slipped into a BAU approach. With expanded capabilities and new entrants threatening traditional markets, the executive team wanted to reinvigorate the company’s bid and sales culture in order to retain market share, leverage new competitive advantages and grow into new segments.
Roadmap was engaged to manage a series of strategic opportunities and uplift the business’ approach to positioning, tendering and conversion processes. Roadmap was then engaged to work alongside internal teams; redefine the business’ bid story based on its competitive advantages; create a range of new bid media assets; and enhance the organisation’s understanding and awareness of strategic tendering and competitive benchmarks.
Roadmap uplifted the client’s win rate to 70% and secured three ‘turnkey contracts’ that opened up new and strategic multibillion dollar markets. Various Roadmap tenders and bid marketing assets were also presented by the CEO to the board to demonstrate the capability uplift.
A global construction business with over $50B of completed works.
Our client was approaching a major upturn in the market cycle and needed to increase its bid capacity, competitive position within key segments, and ability to ramp up / ramp down bid resources based on near-term sales cycles.
Roadmap entered into a long-term partnership with a mix of embedded full time staff and surge support to fulfil an exceptionally lumpy tender pipeline. During peak periods all bids were successfully delivered, and during down times our team designed and implemented strategies to improve the business’ bid systems, innovation processes, content platforms and bid marketing standards.
The client was able to contain bid costs whilst tripling the volume of opportunity in its pipeline; improving its win / loss rate; and increasing capture rates for high-value contracts.