Meet the panel
Q & A with Peter Engelhardt
What part does having core values play in helping to make a lovable brand?
I think we’ve got to distinguish between brand and business at this stage, quickly. So, when I say a brand I mean a business that wants to grow, as opposed to a business that’s happy being where they’re at. So if you’re a business that wants to grow, then let’s talk about the importance of values.
Next – I don’t mean values, as per hippy-trippy feel good, internal valueslike “we respect each other’s privacy” or “we respect each other in the workplace,”
I don’t think those values are what businesses should focus on. It’s values that matter to the customer more than ever today, and that’s what’s people are losing sight of. “What does the customer want?”
Big businesses, the greatest brands in the world, the Nikes, you name it, they’ve nailed it; and unfortunately, most businesses are being compared online and compared in the way you deal with people. You’re being compared with those bigger brands, so you have to deliver on those values the way they’re delivering on it.
As an example, let’s say PayPal. Some of PayPal’s values that matter to the customer, and they call them brand pillars, are simplicity, because they believe that transacting online should be simple. So, they’re continually pursuing simplicity internally. That’s what they tell the staff, the designers of the software, et cetera, et cetera, to be simple and so they’re delivering on that value. They also think safety, keeping your money safe, because they know the customer wants the money they’re swapping and transferring online to be safe. So keeping everything safe is an internal pillar that the company … It’s drilled into them, they live by it, and if they live by those pillars, it gets expressed externally by all the staff innately through them knowing that we stand for these pillars.
When it gets expressed externally in the actions of the staff, in the style of the advertising and marketing et cetera, then those values start to get felt by the customer, and so the brand starts to get credibility and value.It’s a long term play, but that’s what the big brands do and that’s how I think values should be played out.
Stewart Clark: So, would it be fair to say displaying client values is lovable?
Yeah! t’s a bit like when you fell in love with your partner, and you can’t explain why, the same thing goes on with a brand. We have relationships with brands. It doesn’t matter if it’s a one man business or it’s a big brand, we get a gut feeling when we deal with that brand and we think “hey, that’s a great fit, they’re easy to deal with. I love them, I want to deal with them.”
So you have to work at creating that feeling through expressing values and building them into your business so that they get this gut feeling and they go “oh, it was great dealing with them, I want to deal with them again,” and then you’re lovable.
What role does your brand promise play in making your business lovable?
Simon Sinek famously tweeted once “customers won’t love a brand until the staff love it first,” right, and it’s so important. So what’s going to guide the staff? What’s going to make the staff understand what’s inside your head as the business owner as they come into work every day and keep on filling in their eight hours?
If you look at any Fortune 500 company upwards, they all have a brand promise and small businesses need to have one too.
A brand promise is a commitment to the customer. There’s a company in America and their brand promise is “we make safer tires.” It’s as simple as that. Now the whole company is driven by making safer tires, so you can imagine how that affects who they sponsor, what rubber they use in the tires, who they partner with. They’re not going to partner with Ferrari, they’re going to partner with Volvo. And everyone understands the priority of the business when you have a brand promise, when your brand is that clear on its focus and where it’s going and the value it’s delivering to the customer which is simply stated in a brand promise.
But too many businesses try to be all things to all people.If you can start to move away from that, and think about your unique value, and how you can build a differentiated business by understanding the customer needs and then working through and eventually coming to an amazing customer promise, and then your staff follow through on that, well you can have three month holidays in the Bahamas or Bali and they’ll keep on delivering on it. If they’re passionate about it, if your company’s purpose driven, all these things link together.
A brand purpose is sort of Marketing 101 that, the big companies know about and small businesses need to understand.
How big a part can a company's brand personality actually play in a business being more lovable?
I think after values and brand promise the third key to a lovable business is finding a point of difference that people are going to be interested in. Personality can be the fallback position for creating that point of difference for lots of businesses.
Carl Jung thought that there are 12 personality archetypes or overarching personality types. Now there’s a lot of focus on archetypes when it comes to brand personality.
When a brand adopts an archetype, it adopts a personality that customers can resonate with, and it can be a good point of difference.
Let’s look at Virgin, Emirates and Southwest Airlines, right, three airlines. They fly the same planes around the world at different price points, basically. But they all adopt different personalities.
Southwest, is the family man, the guy next door because they’ve decided their target market is family people with low budgets. That’s the theme in all their advertising, it becomes quite easy for any creative to fulfill that.
Then you get Virgin, and he’s the rebel, and you look at any Virgin advertising and it’s very rebellious, to the point of being a bit funny, et cetera, et cetera. So, they adopt that as a point of difference.
Finally Emirates. They want to imply that you’re going to meet influential people, you’re going to rub shoulders with famous people in the wine bar before getting on the plane, et cetera, in the club.Their advertising emphasizes that. Sure there’s a different price point, but people don’t think about the price, they’re impressed by the feeling, so the advertising agency can easily go “okay, that’s the archetype we’re trying to represent.”
Brand personality gets right down to things like tone of voice, wording and copywriting, how you say things. You can be quick and abrupt, or fun and vivacious. There are lots of ways to interpret brand personality, but that’s the jobs of the creative, if you go through a process of adopting a personality matters to your customer, you can differentiate your business along those lines.
You always go back to the target market. So in a branding process, the personality is the final part of that process, BEFORE you create your logo.
What's the number one thing that you see from a branding perspective that everyone here can take away to make their business a little more lovable tomorrow. Just one. The number one?
It starts with your values, and brand promise and personality, but in the end it comes down to customer service and how it reflects the things that matter to your customer. Customer service applies to every business in one way, shape or form. But that customer service can look different for each business. To Bunnings, customer service is lowest prices, and to Emirates customer service is totally different. But understanding the customer needs, pains, wants, desires, and thinking about your business from that perspective. We’re so good at starting a business and selling our widget or our service to them and not thinking “do they need this?” Or “what could service them better and make their experience with us better?”
The Americans do this so well, who’s heard of Zappos, the company Zappos? They sell shoes, online, and customer service is their number one pillar. They train their customer service people for four weeks, it’s an intensive program. And then they sit down with anyone that’s gone through that training and they say to them “well done, you’ve completed, you’ve passed, but here’s a cheque for four thousand dollars for you to walk today, thanks very much, or give the cheque back and work for us.”
Now, if they believe in the culture of the firm and the value of the customer service they’ve just been trained in, if they believe in where that company stands, they know this person will give the cheque back and work for the company. That’s how they build a great company, by servicing the customer but really taking it seriously, not just a little nod and a wink, “yeah, we’ll give the customer better service.” I mean, it’s … Strategically sit down and think about this, guys, because the customer has so much choice it’s not funny, they will bowl off to the next person the minute you drop the ball in any way, shape or form. And if you know Amazon, the … biggest company in the world. He chastises any department that makes a profit. They’re still not making a profit, because he is pouring every cent back into researching what the customer wants. So every department, every … they’re just continually improving because they know if they perfect it, they’ll be miles ahead of everyone else.
Australia’s a weird … I don’t want to be rude, but we’re really lazy compared to the Americans. They have their act together when it comes to this brand stuff, and it doesn’t take a lot to rise above the noise if you focus on things like this.
So, Google customer service in your industry. Find out what you can and up your game, and you’ll be lovable.
Q & A with Tony Sambell
From an online perspective, how do you typically display "lovability" online?
The problem is every single person is going online to attract new business. Even if you’re a pure referral-only business, you think that they’re not going to Google you and do some research about you? And it’s’s even more important when they’re doing online discovery, when they’re discovering you for the first time online.
So the first place to start is with your website.
If you’re just being very unlovable in your text so you’re just being dreary, or if your messaging is off point. It comes back to the things Pete was talking about… your brand pillars, your promise and your personality. You can be lovable because of price, some people really like going for the dirt cheap guy and they love the fact that he talks about how cheap he is. Other ones, like Apple talks about how they’re so delicate and perfect and “no one can do it as well as us, and we’re going to charge you through the nose for it.” But people love that, and they create a relationship with it.
If you’ve been given a referral, like “Bill’s the greatest dentist in town,” you might still research and do a Google search, and if his website is just terrible, or it doesn’t talk about the one thing your mate told you Bill was great at, then you’re like “does Bill even do this?”
And of course it’s not just your website, then you’ve got everything else online. Like social media and review sites…. If there are no reviews, then how long you been doing business? Or if there are bad reviews, why are there bad reviews? Or if your social media conversations aren’t congruent with your brand personality. Everyone’s going to make a judgment of you online and you’ve got to make sure that you tick all those boxes.
What are the top 2 or 3 things we should be doing if we are going to advertise in a lovable way?
Okay, so assuming you’re lovable, we need to advertise our lovableness. Let’s say you’ve got a company and you created this company because you love the environment and you want to sell an environmentally friendly product because everyone else that sells that product is damaging the environment. There’s people that won’t care and there’s going to be people that will love that. So how do you advertise to the people that will love you?
There’s no lightning bolt falling in love online, okay? It’s all online dating as far as people judging you online, they’re just swiping, okay? So, you’ve got to make an impression. It’s not enough to just have this great message on the website that says “we put the environment first, and by the way we make the best possible gadget,” You’ve got to actually get them to fall in love with you, you’ve got to get them to actually know you. Not everyone falls in love with that lightning bolt we see in the movies, usually it takes a while for us to actually fall in love, and it’s the same with a brand.
So, back in the day of TV ads, they say you had to see a TV ad five to ten times before you even remembered who it was and what it was about. Nothing’s changed, if anything we’ve got less attention span now than ever. So, how would I recommend you do it? If you’re getting someone to your website through a normal, traditional tactic, I don’t care what it is, you’re getting someone to that website, then if they’re not going to fall in love straight away then you need to remind them that you’re so lovable, and you’re so nice because you care about the environment and you’re building the best sustainable gadget.
The most important thing you can do is remarketing. If you don’t know what that means, go to my website and you will be hounded, and you will learn what it is because I do it to prove a point. Essentially, if you go to my website, I will follow you around with ads. And those ads should display the message to your target audience. It shouldn’t just be your logo, it shouldn’t just be the product. It should be the message you’re trying to convey to that target market.
If I went to Product A’s page and I create Product A in a sustainable way, then you should show Product A and talk about how you are the world’s most sustainable company doing that. And then, if I go on YouTube after going to your website, and I’m not paying for YouTube Premium, I’m going to see an instream ad, which is a video ad, it should straight away go and have a message that talks about you and why you’re different and it’s a lovable message. We’re not advertising, we’re just trying to let them know we’re a great match, okay? You’re not doing the hard sell when you’re trying to sell a lovable brand. You’re just trying to let people know that “we are good at this, and you will love us if you like this,” and it works like a charm.
You tell a story, even in four seconds you can get … Before they skip it, you can get that message across, and then you tell your story after that.
You can do remarketing in Google, you do it in Facebook, you do it on YouTube with video. You can also do it with video on social networks, and essentially that’s the strongest way once they’ve already got to know you to remind them of you. And it’s just so effective, and it costs hardly anything because you only pay if they actually interact with you. So the video, you’re only going to pay if they watch 30 seconds or more, which is pretty much the whole thing, and that’s seven cents by the way, if they watch 30 seconds. And with remarketing the banner ads you see on the internet, you only pay if they click on it, and they’re only clicking on it if they want to go back to you, so you could have zero advertising budget and just do these tactics with a few hundred dollars and you’re already strengthening your brand. And you’re potentially capturing people that want to buy from you or use you, because you guys are a match, but they forget about you in the swarm of their research.
Stewart Clark: So, just to perhaps ask a similar question, but from the other side, because it’s great to hear what I should be doing. Tell us what the opposite of a lovable website would be. Because people in the audience may resonate because they might think “that’s my site”-
Usually when I meet a new client I’ll ask them why they started their business and why they’re different. .. There’s always a reason why someone started a business versus work, because no one wants to do this unless you’re passionate about it.
So an unlovable website does’t tell any of that – none of that is mentioned on the website. Even what they core services are is tucked away somewhere, or it’s just dot points, we do these ten things and we’re the best at it and, yeah, you and 30 thousand others. It’s really boring information and it’s got nothing to do with why you actually are doing it and why you’re different. It’s usually just … If you could find a Wikipedia website, it’s like you copied that and pasted it on your own, like you just went “we do this service and we do it in these areas.” And it’s like okay, cool, that’ll work if you’re a plumber, but unless you’re a low involvement service, so basically if I find you and you service my area, and that’s all I need to know, great, you don’t need to be lovable. Well that’s when employees come in – if you suck at what you do you might get them once but you’ll never get them back.
But if you’re in a high involvement, it’s like a builder or something like that, where they’re going to research and need to … and you literally just say that we build houses, you don’t talk about why you started, who the directors are, people buy into this. Every generation does, especially the younger generation. We don’t want to spend our money with just anyone, we will spend a fortune on someone that has purpose. And that’s the whole point of Apple, by the way. Back in the 80s, when Steve came back with a purpose, everyone bought into it.
Measuring lovableness from a digital presence perspective. What are the top two things should businesses be looking at to decide "yeah, yeah. I've got this, and I've got this right?
I think the main one that is obvious and is transparent to others is, you’re getting reviews. But, the thing is, the only ones that will do a review is either that outstanding customer that’s so blown away by you that they literally spend more time referring you to others and leaving you reviews than anything else in their day, or it’s the one person that doesn’t match your brand and gets pissed off with how you do things, and they’ll leave you a bad one. You need to actually ask, and you need to have a process for getting these reviews. And there’s so many places for people to leave them, and you can’t just put it all in one. You can’t go “I’ve got a hundred Google reviews” and think that’s fine because the one person leaves you a bad review on Facebook or ProductReview, or something like that, … If that’s the only place other people find you, then it’s going to look bad.
So I think that’s the most important thing you should focus on, is getting a system in place to collect reviews in multiple places …
Then the second is actually asking for reviews.
if you’ve got a hundred clients, if you ask, you will get a swarm of them all in one hit. You don’t have to reward them, because the idea is that they should love you. You’re not going to get everyone, but you should get a swarm if you haven’t been asking. Go ask everyone that you’ve ever done business for, give them a link straight to it, and make it easy. Just get them to give you five stars and a sentence, and you’re fine, because it is how people will judge you in a digital way.
And then turn it into a process. You shouldn’t just be doing that once-off thing. If you’re a business that deals with clients regularly, you need to keep the system going. You should be constantly asking for feedback and reviews. And make it a safe environment, so I don’t always ask for a review straight up.
What I do is I ask them for a rating and this comes from my email, they’re not dealing with me, they’re dealing with my team. So they get an email from me that says “how would you rate Spicy Web right now?” and I’ve got a system where it’s like five stars, because it’s out of ten, five stars is what Australians consider one to five, because we don’t … We all either leave five stars, or if we’re pissed off it’ll be anything less than that. We consider five stars the normal. I say that’s great, and then rate us above that, and that way I know anything underneath that needs assistance, anything over that is great.
And then you know who to ask for a big detailed review online. Because the last thing you want to do is go ask a hundred people for reviews, and you just found out that you’ve not been servicing them well.
But the problem is if you have zero reviews online, and you guys are doing a great job, you’re putting all this effort into your business and servicing your customers and no one knows that. And then you’ve got some idiot that actually is doing a bad job, but he turns and burns so many clients that he can still get a hundred good reviews, and you’ve got zero, guess how you look to everyone? So it’s not that hard, you’ve just got to start it, and make a process of and you’ll be fine.
Q & A with Frances Pratt
Do you think business owners really know if their clients love, like or just tolerate their business?
I think they’re busy thinking about meeting payroll this week and all the other things, that they forget that they started their business for their clients, and I think they need to spend more time to truly understand why people love their business.
Everyone buys emotionally first, and then they wrap it in logic. So you need to understand both the emotional and logical journey that your clients take through your business. And what was that pivot, what was that thing that made them say “yes!” And what was the thing that they got out of dealing with you that was completely unexpected for them?
So, if you can not just know that first pivot, that first yes, but what that journey actually looks like for them, emotionally and logically, and then you can tell that story to other clients. Then the clients will go “I have that problem. I’d like that solution. I’d like that unexpected outcome for me.” And so, getting in and understanding those clients is absolutely essential in telling that story and then, matching your sales process to actually how people buy, not how you think you should sell.
How do existing clients contribute to the overall lovable feel?
I love new clients, I love getting new business, but it’s a bit like a sieve. If you’re just pouring more water in but you’re not plugging the holes, your business isn’t really growing, you’re not really getting anywhere and you don’t keep that continuity. Losing clients is just as bad.
The first thing I do when I’m consulting with a business is go and talk to their existing clients, because I want to know their story. I want to know that client journey, but I also want to know, where there is money left on the table. I bet I could talk to each one of your clients, or go talk to your clients and find more sales for you. There’s money left there because we sell to them once, we think selling stops when they say “yes,” and we forget to go and visit them again. We forget to come back and say “hey, how did we go?” We forget to ask for referrals, and we’re so obsessed with this new shiny client, that we forget those beautiful people who helped us grow and get started in the first place.
So, go and love your clients, and then they’ll love you in return.
How do I use these lovable terms, values, brand promise, brand personality to generate that next sale?
I get this question all the time, because I’m sales. I’m a sales nut, and people go “isn’t it the same thing, marketing and selling?”
So let’s start with the difference between sales and marketing. Marketing, the terms I use around marketing, are the terms Peter’s talking about, like getting that brand message, and the pillars and the brand personality.
How those things are represented for the client are condensed from lots of different client stories. Lots of different client stories go into building that brand story and the pillars, and the message and all of those sort of things. But as a sales person, my job is to get that person sitting in front of me to say yes. To find the right story to convince that person to say yes. To take them through their client journey from where they are to where I want them to be. HToo help them solve their problem, so it’s the application of all those messages to that individual, and that’s what great selling is. Helping that person through their buying journey, and through to making a buying decision, whether that decision is yes or no.
So a beautiful, healthy sales process takes people knowingly and transparently through their buying decision to get an answer, whether that’s yes or no. It’s not about yes, it’s about the process. It’s about the journey.
I always look to go backwards to go forwards. and what I mean by that is I go and talk … I encourage you to go and talk to your clients. Understand … how do they describe the problem? Why did they say yes? What really has been their experience with you? And it’s a great opportunity to learn, because I’m sure it hasn’t been perfect, so what could we do better? And in the process of asking that, it’s also a great opportunity to say “hey, we’re actively growing our business right now, we’d love some more clients just like you that have this problem and want to do this. Do you know anyone? And the chance of them knowing someone that would also be great for your business is high.
And so, not only do you get to understand your clients better, potentially make more sales to that client, you also get referral business. And referrals are by far the easiest way to grow your business, because you go in with a higher trust quotient. So, everybody knows the saying “people buy from people they know, like and trust,” right, everyone’s heard of that. But what does that actually mean? Well, people know what you do. They like how you do it, but they trust your why, back to Simon Sinek, and if you can deeply understand why you’re in it, why your customers buy from you, all those whys, Deming’s five whys, keep going, keep going. Dig, dig, dig, then when you go and approach this referral client, they’re going to trust you. You’re not having to build that trust from scratch because you’ve come in as a referral. So that doesn’t guarantee you the sale, but it certainly makes it easier to sell and quicker, and far more likely. So, much better percentages than going out cold to the cold market. I love cold calling, but referrals are much more fun.
We hear the line "customer is always right, customer is king." So, if we want them to love us, can we disagree?
Absolutely. I don’t think about love and customers as being like puppy love, like something that is quick and easy. To me, a good, loving relationship that you have with your clients is tough love. There’s rules. You think about your kids, your kids might want to stay up till midnight, and run riot and paint themselves with paint, and do whatever, but is that really what’s good for them?
So, we want our kids, and we want our clients to know the rules about business, and very often we don’t train our clients. We’re not clear enough and transparent enough about what we expect from them, and then they run riot. And that affects our employees and it affects us, and it affects them. And who’s to blame? We are. So, in my world, it’s tough love, so in the value chain that I look at, the value to the business owner always comes first. Because if you’re not getting value, you’re not going to stay in business.
Then you’ve got to protect your team, and then the clients.
I’ve spent a lot of time in IT, so IT guys on help desks often bear the brunt of a whole lot of anger … And if I let my clients do that, then the next client might be a beautiful client, but that techie, is he on his best game? Nah. He’s still affected by that arsehole who just said the most inappropriate thing, so to me, all behavior is not okay. We need to have guidelines and rules, and things that we accept from our clients, and we need to keep them accountable. And yes we love them, and yes we deliver, but not at any cost.
Q & A with Lisa Wiking
Why is it important for employees to love the business?
If the business has employees, there is a cycle of business that is really important for business owners to understand, which is a flow on effect, and many business owners seem to skip and go straight to looking after the customers. And what they’re doing is they’re skipping their employees. But the problem with that is that you can’t look after all of your customers as the business owner, so you need people in your business to help you look after the customer. And we can convince, and tell and talk at people till we’re blue in the face, if they don’t want to then they’re not going to. If your staff don’t want to look after your clients, then they’re not going to.
So, from that perspective, we need to engage our people so that they love our business, so that they care, because if they don’t care, that becomes a very costly exercise in customer turnover, in staff turnover, in onboarding and recruiting, in training, in loss of revenue as a result of losing staff. So many different parts of the business are impacted as a result of employees not loving your business and your clients.
Stewart Clark: How do you measure how much your people love your business?
Your staff retention rate is a good way of measuring that. Stewart Also your customer retention rate, customer repeat and referral business is another good way, because the more people love your business, the more they’re going to talk about it.
How do I find the right employees to love my business?
I want, first of all, to expand on what almost all of us have talked about, and that is the whys. Peter and Frances both mentioned Simon Sinek.
So, Simon talks about people don’t follow what you do, they follow why you do it. And so the first thing for making your business lovable, from employees, customers, branding perspective, even becoming lovable online, is to know why you are in business. And when you know why you are in business then that gives you the answer to all these other questions as well.
So, knowing why you’re in business and why you started, the problem you are solving and the people you are helping, is the first step. And then out of that, next comes the how and then the what. If you took a cross section of our brains, our brains have two different parts. One is the limbic brain, and the other one is the neocortex brain. The limbic brain reflects the why and the how, but this is the part of the brain that is emotional, it doesn’t have language. So, when we talk about “why do you love your partner?” “I don’t know, I just do.” “Why do you love this brand?” “I don’t know, I just do.” It’s because there’s no language to it.
The neocortex, which is the outer, which I the what, is the part where all the facts are, and the facts and figures, and evidence to support us in making the decision, but the decision comes from the limbic part of the brain, which is the emotions. So that’s why this feeling that we have about your business, or our business is so important, because that’s where the decision comes from. You can have every fact and figure, like Tony was saying, you can have all the facts and figures up there, but it is boring and it is bland, and no one is interested in that. People are interested in how you make them feel first, and then they’ll look at what evidence backs them up in order to make the decision.
So this is a really important point that we have to focus on, is we’re not going to be lovable to everybody, we cannot be lovable to everybody. And our business is not about being lovable to everybody, it’s about finding people who we have a match with. And that match comes from you communicating what you stand for, what you believe in, why your business exists. People who believe the same, who believe in the same will follow you, will want to do business with, will move heaven and earth to do business with you. And it’s the same for your people. It’s not about forcing every interview to be right, it’s about finding the people who are a match with what you believe and why you do it.
It’s the match of beliefs and values that’s the key.
My definition of values is the how we do business, so we do business with, for example integrity, with honesty, with trust, with passion. When you interview based on your values, you will find the right people for your business. If you interview first based on skill, then it can very, very easily and quickly end up in disaster.
How does the lovableness of your business relate to keeping the right employees?
I don’t know whether anyone’s experienced the pain of high staff turnover, of staffing and then resigning, staffing then resigning. It has to be one of the most excruciating pains of a business owner, having to recruit and then interview, and then onboard and upskill, and all of that takes effort. Not just money, effort, time and like I said before, loss of revenue.
Where, if your people love your business, all of a sudden your people are gaining more experience, they’re gaining more knowledge, they’ve got more to contribute. They’re not just doing what you’ve told them, they’re now able to think with initiative. They’re able to think outside the box, and all of that helps you grow your business, and improve your business, and I don’t think there’s a better investment than investing in your people so that they love your business, because you’ll get that return tenfold.
If you look at us as human beings, human beings have six core needs, and whether we are children, adults, employees or business owners, these six core needs need to be met. And the first, and probably in my experience the most important, is the need for certainty. And so we are looking for certainty as people all of the time, and a clear training plan, a clear development plan for your people gives them the certainty that they know where they’re heading, they know where their skills will be at at any given point in time, and they know that you care, so that there’s certainty in the longevity of employment.
Meet the host
Stewart Clark, Founder and Principal coach of SCS Performance
SCS performance is a specialist consultancy firm delivering a specially designed range of coaching programs to the small to medium business market - to drive bottom line return.
Stewart is an energetic and experienced business adviser with many years of experience coaching, advising and supporting small and medium sized businesses across Australia.
Leveraging a lengthy career in finance and corporate business, Stewart has worked "in" or "on" a range of businesses and industries Australia wide.
Possessing a people-oriented style and a keen eye for detail, Stewart is well versed in strategic planning, financial analysis, sales delivery and business improvement. Stewart is also a published author of “It’s not what you make, but what you keep” and is a regular speaker.
Unlike a traditional business coach, Stewart focuses on enhancing the mechanics of a business – its people, its process and its systems – to achieve long-term business success.