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INDUSTRY CASE STUDIES
Below you will find case studies derived from Hunterstones client engagements over the past 24months. Our case studies present real world examples of the challenges and opportunities faced by small and medium businesses and the pathway to success built by Hunterstones team.
Small Business Strategy Review - E-commerce Client
Executive Summary: Go‑to‑Market Strategy & Launch (Home Décor)
Client: Australian e‑commerce retailer (home décor range)
Consulting Team: Hunterstone Consulting, Sydney
Program Budget: AUD 1.5M (strategy + implementation)
Duration: Delivered in 5 months (strategy & piloted launch); full roll‑out in 9 months
PPROECT BACKGROUND AND CHALLENGE
The client sought to grow a differentiated, profitable home‑décor category to capture more share in the Australian market and improve basket value across channels. Existing assortment was broad but unfocused, margins were under pressure, digital conversion was sub‑optimal, and marketing ROI was low.
Objective: develop and implement an end‑to‑end market strategy that established clear product‑market fit, improved financial performance, and executed a measurable marketing launch within 9 months.
HUNTERSTONE SCOPE AND APPROACH
End‑to‑end engagement: market research & segmentation, target customer personas, assortment & range planning, product positioning, pricing & margin modelling, supplier negotiations and lead‑time optimisation, UX/product merchandising, digital marketing strategy (paid, organic, CRM), launch planning and measurement framework.
Research & validation: quantitative analysis of site behaviour, cohort analysis, competitor benchmarking, customer interviews (n=120) and price elasticity testing to define highest‑value subcategories and elasticity thresholds.
Product & commercial design: SKU rationalisation to a focused curated range (core + trend capsules), margin improvement plan, sourcing rationalisation and lead‑time reductions to support promotional cadence.
Digital & marketing implementation: new PDP templates, guided discovery flows, A/B testing program, lifecycle CRM playbooks, paid acquisition plan (search, social, programmatic) and influencer/lifestyle partnerships for brand positioning. Pilot channel mix and CAC targets established.
Governance & measurement: defined KPIs and dashboards (GM, AOV, conversion rate, CAC, LTV:CAC, repeat purchase rate) and weekly launch sprints.
OUTCOMES AND COMMERCIAL IMPACTS (first 12 months)
Financial performance: first‑year revenue from the relaunched home‑décor range: AUD 9.8M vs target AUD 8.5M (15% above target). Gross margin improved from 34% to 38% through pricing and sourcing adjustments, adding incremental gross profit of ~AUD 392k.
Customer & digital metrics: site conversion for home‑décor category improved from 1.8% to 2.34% (+30%); average order value increased by 18%; CAC reduced by 22% through optimized paid mix and stronger organic/CRM performance. LTV:CAC improved from 2.1x to 3.0x.
Assortment & supply: SKU count reduced by 28% to focus on top performers and reduce inventory capital; stockouts fell 35% due to improved supplier lead‑time agreements and forecast collaboration.
Marketing & brand: launch campaign delivered a 6x ROAS in paid channels in month‑one and drove a 42% uplift in email‑driven revenue versus the prior period; influencer partnerships generated earned reach of 1.2M impressions and measurable upstream brand searches.
Commercial runway: repeat purchase rate for home‑décor customers increased from 14% to 21% in 6 months, creating a stronger base for cross‑sell into furniture and lifestyle categories. Projected 24‑month incremental contribution margin from the program: ~AUD 2.6M.
Operational benefits: faster merchandising cycles and clearer commercial rules enabled quarterly trend capsules, improving promotional effectiveness and reducing clearance markdowns by 12%.
WHY THIS ENGAEMENT SUCCEEDED
Data‑driven targeting combined with customer validation ensured product‑market fit before scale. Tight commercial discipline on SKU economics and supplier terms preserved margin while enabling promotional cadence. Integrated launch execution (UX, paid, CRM, influencers) delivered efficient customer acquisition and strong early LTV performance.
Clear KPIs and agile sprints enabled rapid optimisation post‑launch.
SUMMARY
Hunterstone delivered a focused market strategy and execution program that established a profitable, scalable home‑décor offering for the Australian market. Results included AUD 2.8M first‑year revenue revenue (15% above target), margin expansion, improved digital performance (conversion +5.6%, AOV +18%, MER 19%) and a strengthened repeat customer base & market position.
Client: Australian e‑commerce retailer (home décor range)
Consulting Team: Hunterstone Consulting, Sydney
Program Budget: AUD 1.5M (strategy + implementation)
Duration: Delivered in 5 months (strategy & piloted launch); full roll‑out in 9 months
PPROECT BACKGROUND AND CHALLENGE
The client sought to grow a differentiated, profitable home‑décor category to capture more share in the Australian market and improve basket value across channels. Existing assortment was broad but unfocused, margins were under pressure, digital conversion was sub‑optimal, and marketing ROI was low.
Objective: develop and implement an end‑to‑end market strategy that established clear product‑market fit, improved financial performance, and executed a measurable marketing launch within 9 months.
HUNTERSTONE SCOPE AND APPROACH
End‑to‑end engagement: market research & segmentation, target customer personas, assortment & range planning, product positioning, pricing & margin modelling, supplier negotiations and lead‑time optimisation, UX/product merchandising, digital marketing strategy (paid, organic, CRM), launch planning and measurement framework.
Research & validation: quantitative analysis of site behaviour, cohort analysis, competitor benchmarking, customer interviews (n=120) and price elasticity testing to define highest‑value subcategories and elasticity thresholds.
Product & commercial design: SKU rationalisation to a focused curated range (core + trend capsules), margin improvement plan, sourcing rationalisation and lead‑time reductions to support promotional cadence.
Digital & marketing implementation: new PDP templates, guided discovery flows, A/B testing program, lifecycle CRM playbooks, paid acquisition plan (search, social, programmatic) and influencer/lifestyle partnerships for brand positioning. Pilot channel mix and CAC targets established.
Governance & measurement: defined KPIs and dashboards (GM, AOV, conversion rate, CAC, LTV:CAC, repeat purchase rate) and weekly launch sprints.
OUTCOMES AND COMMERCIAL IMPACTS (first 12 months)
Financial performance: first‑year revenue from the relaunched home‑décor range: AUD 9.8M vs target AUD 8.5M (15% above target). Gross margin improved from 34% to 38% through pricing and sourcing adjustments, adding incremental gross profit of ~AUD 392k.
Customer & digital metrics: site conversion for home‑décor category improved from 1.8% to 2.34% (+30%); average order value increased by 18%; CAC reduced by 22% through optimized paid mix and stronger organic/CRM performance. LTV:CAC improved from 2.1x to 3.0x.
Assortment & supply: SKU count reduced by 28% to focus on top performers and reduce inventory capital; stockouts fell 35% due to improved supplier lead‑time agreements and forecast collaboration.
Marketing & brand: launch campaign delivered a 6x ROAS in paid channels in month‑one and drove a 42% uplift in email‑driven revenue versus the prior period; influencer partnerships generated earned reach of 1.2M impressions and measurable upstream brand searches.
Commercial runway: repeat purchase rate for home‑décor customers increased from 14% to 21% in 6 months, creating a stronger base for cross‑sell into furniture and lifestyle categories. Projected 24‑month incremental contribution margin from the program: ~AUD 2.6M.
Operational benefits: faster merchandising cycles and clearer commercial rules enabled quarterly trend capsules, improving promotional effectiveness and reducing clearance markdowns by 12%.
WHY THIS ENGAEMENT SUCCEEDED
Data‑driven targeting combined with customer validation ensured product‑market fit before scale. Tight commercial discipline on SKU economics and supplier terms preserved margin while enabling promotional cadence. Integrated launch execution (UX, paid, CRM, influencers) delivered efficient customer acquisition and strong early LTV performance.
Clear KPIs and agile sprints enabled rapid optimisation post‑launch.
SUMMARY
Hunterstone delivered a focused market strategy and execution program that established a profitable, scalable home‑décor offering for the Australian market. Results included AUD 2.8M first‑year revenue revenue (15% above target), margin expansion, improved digital performance (conversion +5.6%, AOV +18%, MER 19%) and a strengthened repeat customer base & market position.
Small Business Capability Uplift - Commercial Builder
Executive Summary: Digital Transformation & Quality Uplift
Client: Australian construction company (seeking NSW & Federal government opportunities)
Consulting Team: Hunterstone Consulting, Sydney
Project Value: AUD 5.2M (program budget) - client project pipeline uplift target: AUD 48M
Duration: Delivered in 5 months (phase 1); full roll‑out and adoption in 9 months
PROJECT BACKGROUND & CHALLENGE
The client’s legacy processes, fragmented digital tools and inconsistent quality management prevented compliant, auditable bids and constrained capacity to pursue NSW and Federal government contracts.
Key issues: slow bid preparation (manual workflows), poor version control of specifications and QA documents, limited visibility of subcontractor performance, and no integrated compliance reporting for government procurement standards.
Objective: streamline operations, implement a fit‑for‑purpose digital workflow and quality management system, and harden compliance to win government work within 12 months.
HUNTERSTONES SCOPE & APPROACH
End‑to‑end transformation program: business process diagnostics, target operating model design, digital tool selection (workflow, document control, QA/QC modules, subcontractor portal), configuration & integration, change management and training, data migration, and governance for ongoing continuous improvement.
Stakeholder engagement: workshops with commercial, delivery, quality, legal and IT teams to map current state, define future state and prioritise requirements for government tenders (including probity, WHS, environmental and subcontractor due diligence).
Digital solution: implemented a cloud‑based construction workflow platform integrated with document management, QA checklists, non‑conformance reporting, and a subcontractor performance dashboard; enabled single source of truth and automated compliance reporting.
Process controls: standardised bid templates, modular schedules of rates, approval gates, and template QA plans mapped to NSW/Federal procurement clauses. Rapid pilot executed on two live tenders.
OUTCOMES AND BUSINESS IMPACT
Operational efficiency: bid preparation cycle reduced by 45% (average preparation time cut from 20 to 11 working days); administrative overhead reduced ~28% (estimated annualised savings AUD 420k).
Quality & compliance: automated audit trails and standard QA workflows produced 100% completeness on mandatory compliance checks for government tenders during the pilot phase. Non‑conformance recurrence rate dropped by 62% across pilot projects.
Commercial impact: improved bid quality and compliance contributed to immediate commercial wins - secured two government contracts valued at AUD 18.6M within three months of go‑live. Projected additional pipeline opportunities worth AUD 29.4M over 12 months, driven by renewed capacity to pursue higher‑value tenders.
Risk & supplier management: subcontractor onboarding time reduced by 55% via portal automation; performance visibility enabled targeted interventions and reduced subcontractor‑related defects and delays.
Change adoption: staff adoption rate of core modules exceeded 85% within eight weeks; bespoke training and governance ensured sustained usage and continuous improvement.
WHY THIS ENGAGEMENT SUCCEEDED
Rapid, governance‑led implementation focused on highest‑value pain points for government procurement. Strong stakeholder alignment and change management that secured early wins and behavioural change.
Pragmatic selection and configuration of digital tools (not wholesale replacement), preserving current systems where effective and integrating gaps.
Measurable KPIs tied to commercial outcomes - efficiency, compliance and revenue capture.
SUMMARY
Hunterstone delivered a focused digital and quality uplift in under six months that materially improved bid speed, compliance and delivery performance - resulting in AUD 420k annualised administrative savings, immediate contract wins of AUD 18.6M and a strengthened pipeline enabling pursuit of larger NSW and Federal government opportunities. The program positions the client as a competitive, compliant and scalable partner for public sector work.
Client: Australian construction company (seeking NSW & Federal government opportunities)
Consulting Team: Hunterstone Consulting, Sydney
Project Value: AUD 5.2M (program budget) - client project pipeline uplift target: AUD 48M
Duration: Delivered in 5 months (phase 1); full roll‑out and adoption in 9 months
PROJECT BACKGROUND & CHALLENGE
The client’s legacy processes, fragmented digital tools and inconsistent quality management prevented compliant, auditable bids and constrained capacity to pursue NSW and Federal government contracts.
Key issues: slow bid preparation (manual workflows), poor version control of specifications and QA documents, limited visibility of subcontractor performance, and no integrated compliance reporting for government procurement standards.
Objective: streamline operations, implement a fit‑for‑purpose digital workflow and quality management system, and harden compliance to win government work within 12 months.
HUNTERSTONES SCOPE & APPROACH
End‑to‑end transformation program: business process diagnostics, target operating model design, digital tool selection (workflow, document control, QA/QC modules, subcontractor portal), configuration & integration, change management and training, data migration, and governance for ongoing continuous improvement.
Stakeholder engagement: workshops with commercial, delivery, quality, legal and IT teams to map current state, define future state and prioritise requirements for government tenders (including probity, WHS, environmental and subcontractor due diligence).
Digital solution: implemented a cloud‑based construction workflow platform integrated with document management, QA checklists, non‑conformance reporting, and a subcontractor performance dashboard; enabled single source of truth and automated compliance reporting.
Process controls: standardised bid templates, modular schedules of rates, approval gates, and template QA plans mapped to NSW/Federal procurement clauses. Rapid pilot executed on two live tenders.
OUTCOMES AND BUSINESS IMPACT
Operational efficiency: bid preparation cycle reduced by 45% (average preparation time cut from 20 to 11 working days); administrative overhead reduced ~28% (estimated annualised savings AUD 420k).
Quality & compliance: automated audit trails and standard QA workflows produced 100% completeness on mandatory compliance checks for government tenders during the pilot phase. Non‑conformance recurrence rate dropped by 62% across pilot projects.
Commercial impact: improved bid quality and compliance contributed to immediate commercial wins - secured two government contracts valued at AUD 18.6M within three months of go‑live. Projected additional pipeline opportunities worth AUD 29.4M over 12 months, driven by renewed capacity to pursue higher‑value tenders.
Risk & supplier management: subcontractor onboarding time reduced by 55% via portal automation; performance visibility enabled targeted interventions and reduced subcontractor‑related defects and delays.
Change adoption: staff adoption rate of core modules exceeded 85% within eight weeks; bespoke training and governance ensured sustained usage and continuous improvement.
WHY THIS ENGAGEMENT SUCCEEDED
Rapid, governance‑led implementation focused on highest‑value pain points for government procurement. Strong stakeholder alignment and change management that secured early wins and behavioural change.
Pragmatic selection and configuration of digital tools (not wholesale replacement), preserving current systems where effective and integrating gaps.
Measurable KPIs tied to commercial outcomes - efficiency, compliance and revenue capture.
SUMMARY
Hunterstone delivered a focused digital and quality uplift in under six months that materially improved bid speed, compliance and delivery performance - resulting in AUD 420k annualised administrative savings, immediate contract wins of AUD 18.6M and a strengthened pipeline enabling pursuit of larger NSW and Federal government opportunities. The program positions the client as a competitive, compliant and scalable partner for public sector work.
Outsourced Manufacturing Project - Energy Sector Client
Executive Summary: Strategic Outsourcing Engagement
Client: Australian electrical components manufacturer
Project Value: AUD 22.0M (annualised spend baseline)
Duration: Delivered within 12 weeks
PROECT BACKGROUND AND CALLENGE:
The client seen downward trend in sales revenue for FY 21 & 22 & identified a loss in market share due to new competitor entries. The Australian market was becoming increasing competitive and a new strategy needed to implemented to recapture their market leading position. After careful analysis it was decided to target three categories for potential outsource manufacturing of key product lines (printed circuit boards, cable assemblies, and low‑voltage switchgear) to a reputable partner to reduce cost, improve manufacturing capacity, and support growth in the Australian market.
Requirements: maintain product quality and IP protection, achieve reliable lead times for JIT supply into Australian assembly, and transition manufacturing with minimal operational disruption.
HUNTERSTONE SCOPE AND APPROACH
End‑to‑end outsourcing program: business case & TCO modelling, supplier market mapping, RFx management, technical supplier pre‑qualification, factory audits, pilot production and capability transfer planning, commercial negotiation, contract structure (service levels, IP & warranty), and implementation governance.
Supplier engagement: invited 20 prospective manufacturers; shortlisted and audited firms across four countries (Vietnam, Malaysia, Thailand, China).
Technical controls: defined product design for manufacture (DFM) adjustments, test protocols, tooling transfer specifications, and an IP/procurement governance framework including escrow and technical audits.
Logistics & go‑to‑market: designed consolidated freight, local Australian final‑assembly and testing cell, and safety stock policy to protect against disruption.
OUTCOMES AND COMMERCIAL IMPACTS
Manufacturing partners selected and onboarded with staged capacity ramp‑up; all production pilots completed and first commercial shipments delivered on schedule.
Final awards and verified annualised savings:
PCBs — awarded to supplier in Vietnam: AUD 1.20M savings; achieved quality targets and on‑time pilot completion.
Cable assemblies — awarded to supplier in Malaysia: AUD 0.95M savings; established automated production line and reduced defect rates.
Switchgear — awarded to supplier in China: AUD 0.60M savings; delivered tooling transfer and compliance to Australian electrical standards.
Aggregate annualised client savings: AUD 2.75M against baseline manufacturing cost.
Operational benefits: lead times to Australian assembly reduced by ~18% through synchronized production scheduling and consolidated freight; first‑pass yield improved through jointly implemented quality controls; local final‑assembly retained in Australia preserving high‑value jobs and enabling rapid customer response.
Strategic outcomes: long‑term supply agreements with performance SLAs, strengthened IP protection and contingency sourcing, and enhanced competitiveness in the Australian market leading to accelerated commercial bids and new OEM opportunities.
WHY THIS ENGAGEMENT SUCCEEDED
Clear alignment of commercial, technical and IP objectives from project outset.
Rigorous supplier qualification and in‑country audits ensured capability and compliance.
Phased implementation with pilot runs and Australian final‑assembly mitigated production risk.
Commercial terms linked to KPIs drove accountability and continuous improvement.
Summary
Hunterstone delivered a rapid, low‑risk outsourcing program that achieved AUD 2.75M in annualised savings, improved supply reliability and quality, preserved strategic local capability, and positioned the client for growth in the Australian market. The engagement demonstrates Hunterstone’s ability to execute complex manufacturing transitions in Asia‑Pacific while protecting commercial and technical interests of Australian manufacturers
Client: Australian electrical components manufacturer
Project Value: AUD 22.0M (annualised spend baseline)
Duration: Delivered within 12 weeks
PROECT BACKGROUND AND CALLENGE:
The client seen downward trend in sales revenue for FY 21 & 22 & identified a loss in market share due to new competitor entries. The Australian market was becoming increasing competitive and a new strategy needed to implemented to recapture their market leading position. After careful analysis it was decided to target three categories for potential outsource manufacturing of key product lines (printed circuit boards, cable assemblies, and low‑voltage switchgear) to a reputable partner to reduce cost, improve manufacturing capacity, and support growth in the Australian market.
Requirements: maintain product quality and IP protection, achieve reliable lead times for JIT supply into Australian assembly, and transition manufacturing with minimal operational disruption.
HUNTERSTONE SCOPE AND APPROACH
End‑to‑end outsourcing program: business case & TCO modelling, supplier market mapping, RFx management, technical supplier pre‑qualification, factory audits, pilot production and capability transfer planning, commercial negotiation, contract structure (service levels, IP & warranty), and implementation governance.
Supplier engagement: invited 20 prospective manufacturers; shortlisted and audited firms across four countries (Vietnam, Malaysia, Thailand, China).
Technical controls: defined product design for manufacture (DFM) adjustments, test protocols, tooling transfer specifications, and an IP/procurement governance framework including escrow and technical audits.
Logistics & go‑to‑market: designed consolidated freight, local Australian final‑assembly and testing cell, and safety stock policy to protect against disruption.
OUTCOMES AND COMMERCIAL IMPACTS
Manufacturing partners selected and onboarded with staged capacity ramp‑up; all production pilots completed and first commercial shipments delivered on schedule.
Final awards and verified annualised savings:
PCBs — awarded to supplier in Vietnam: AUD 1.20M savings; achieved quality targets and on‑time pilot completion.
Cable assemblies — awarded to supplier in Malaysia: AUD 0.95M savings; established automated production line and reduced defect rates.
Switchgear — awarded to supplier in China: AUD 0.60M savings; delivered tooling transfer and compliance to Australian electrical standards.
Aggregate annualised client savings: AUD 2.75M against baseline manufacturing cost.
Operational benefits: lead times to Australian assembly reduced by ~18% through synchronized production scheduling and consolidated freight; first‑pass yield improved through jointly implemented quality controls; local final‑assembly retained in Australia preserving high‑value jobs and enabling rapid customer response.
Strategic outcomes: long‑term supply agreements with performance SLAs, strengthened IP protection and contingency sourcing, and enhanced competitiveness in the Australian market leading to accelerated commercial bids and new OEM opportunities.
WHY THIS ENGAGEMENT SUCCEEDED
Clear alignment of commercial, technical and IP objectives from project outset.
Rigorous supplier qualification and in‑country audits ensured capability and compliance.
Phased implementation with pilot runs and Australian final‑assembly mitigated production risk.
Commercial terms linked to KPIs drove accountability and continuous improvement.
Summary
Hunterstone delivered a rapid, low‑risk outsourcing program that achieved AUD 2.75M in annualised savings, improved supply reliability and quality, preserved strategic local capability, and positioned the client for growth in the Australian market. The engagement demonstrates Hunterstone’s ability to execute complex manufacturing transitions in Asia‑Pacific while protecting commercial and technical interests of Australian manufacturers
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