With a number of practical recommendations in front of them, Triquestra were able to trial new ways of working and new processes. They were also able to measure the impact this had on their team, their clients, and their business.

Working from anywhere without compromise

We have had very good experience with Redvespa, and a very good relationship, and we know that their people are expert in this field.

Because the report and recommendations were so practical, we were able to implement a great number immediately.

How Triquestra emerged from lockdown empowered to work from anywhere

Redvespa is experienced in managing culture remotely &#8211; it’s a necessary part of our way of working &#8211; so we could bring that experience to the conversation with Triquestra. 
Our relationship with Triquestra ensured we could use these skills and our experience to bring the best out of their own skills and experience.
Redvespa Consultants explored Triquestra needs and applied a range of solutions, developed in consultation with Triquestra’s team.

Working together with experience

Coming out of Lockdown and managing a new dynamic between the needs of the business, its people, and its clients, Triquestra asked, do we need our staff in the office to do their work, to live our culture, to provide the same high-level service our customers are used to?

Coming out of lockdown

By making their compliance processes as efficient as possible, the firm is now building in time for advisory work. By having Redvespa’s outside perspective with every step challenged, processes are becoming fit-for-purpose, and employees feel empowered to see opportunities and re-engineer how they work day-to-day.

Adding value and feeling valued

Redvespa are real, they listen, they understand. They definitely challenge the status quo, but it’s all about helping us move our business in a different direction.

Without a doubt, we’ve noticed a difference. We have a lot more choices in how we deliver our work, and are in a better place to handle the changes in our industry.

How an accounting and advisory firm strengthened their processes to realise their vision

Redvespa consultants, Vaughan Luckman and Chris Johnston spent four weeks workshopping with the firm to break down their strategy and workflow; what it meant and why they did everything. By questioning every step, they were able to build up solutions, standardise end-to-end processes, and plan training necessary for new capabilities.

Breaking it down and building it up

Oxford Edge knew where they wanted to go, but were struggling to get there. Wanting to give their clients more of an advisory offering, they found compliance work was taking all their time. Changes they tried such as merging departments and outsourcing work simply added complexities rather than simplifying.

Rushed and reactive

Despite being one of Z Energy’s biggest, most complex and high-risk projects to date, the gradual move to a universal card went exceptionally smoothly. Due to a staggered approach, rather than a big bang, the transition to one system went relatively unnoticed by customers, and the transition to one card went wonderfully noticed by all.

Couldn't have been more successful

Redvespa is my go to place to solve a problem. Every time I need somebody on a fast turnaround, they provide the right type of person for the role, literally within minutes.

We’ve achieved a huge amount of standardisation and simplicity from a very complex starting point.

How Z Energy transitioned from having two separate fuel cards to the new Z Business card

Needing Business Analysts with knowledge relating to fuel payment processing, Z Energy reached out to Redvespa. This was with the knowledge Redvespa understood this requirement and could quickly assist in providing consultants who had the right skills and expertise to quickly grasp its highly complex nature.

The value of trusted partnerships

Following the acquisition of Caltex, Z Energy found themselves supporting two fuel cards on two separate systems. They needed to first transition Caltex’s StarCard onto the same transaction authorisation system as Z Card, before then moving a total of 300,000 cardholders across to their new Z Business card. The main requirement; that customers were not impacted by the system change and the issuing of replacement cards. From day one, the new Z Business card needed to deliver the benefit of one card that operated at both Caltex and Z fuel sites.

Two card systems that needed to become one

Through these sessions, Wesfarmers started on their Agile journey, built their internal capability, and developed a solution from their Design Sprint. They were able to take the introductory skills learned in their Redvespa-facilitated sessions and introduce them into their day-to-day business practice. Working collaboratively allowed the best of Redvespa to unlock the very best of Wesfarmers.

Game-changing solutions and an excited team

Working with Redvespa is always very consultative, they like to understand what you're trying to achieve.

They don't just come in with a cookie-cutter approach.

How Wesfarmers upskilled their practice and introduced new ways of working through collaboration

In exploring Wesfarmers’ needs, we identified two separate, but complementary solutions. Principal Consultant, Ieuan Wickham, ran a one-day Agile Fundamentals workshop, upskilling participants on the fundamentals of Agile. Then, fellow Principal Consultant, Su Beresford, facilitated a three-day Design Sprint to give the Wesfarmers’ team hands-on, real-world experience with the Design Sprint process.

Working together to tailor a solution to their needs

Wesfarmers is the company behind some of the biggest retail brands in Australasia. With a track record of working collaboratively with Redvespa, they came to us to discuss an approach to developing the skills of their people.

Wanting to develop the skills and expertise of their people

Redvespa created a cohesive and collaborative dynamic between Education Council and its partnering agencies. By taking everyone on the journey of change, there was continuous buy-in, constant communication, and an assurance that the business and sector needs were met, and software capabilities successfully delivered.

Enduring trust and an excited team

The business managers loved seeing what they do written down. Redvespa are clever, the way they articulate back to the business in a way everyone understands.

Redvespa built trust and rapport; people would just go up to them when they had a thought. Those strong relationships helped us deliver.

How Education Council collaborated with the sector to select the technology for a future-proof, online platform

In order to prepare for tender and then work with the supplier post selection, Redvespa consultant Jo Gribble facilitated workshops, including different agency representatives to understand the current state, and what future success might look like. The desired features of the new system were turned into accessible requirements and ‘user stories’ that the development team could use.

Taking everyone on the journey, from RFP to MVP

In 2015 the Council expanded its focus with the mandate to: lift the status of the teaching profession and invest in educational leadership. In parallel, address risks of end-of-life ICT infrastructure and excessive manual processes. They needed help selecting and implementing an IT platform that supports their needs of today, tomorrow and of other agencies, who may also leverage the platform.

Their paper-based processes weren’t sustainable, and required a new approach

Rachel was able to front VR Kiwi confidently when presenting to and dealing with potential partners. She felt reassured that she was not alone on this entrepreneurial journey, and is backed by real-world knowledge any time, through Redvespa’s open doors – an invaluable relationship that she hopes to continue.

Confidence to commercialise correctly

When you’re in your own world, forging ahead, it’s a lonely journey. People don’t understand you, whereas Redvespa did, they understand it.

I am a successful entrepreneur, but I don’t know what I don’t know. Sarah and Nick have walked those miles.

How VR Kiwi is confidently commercialising, with mentorship

Redvespa CEO Sarah and experienced entrepreneur Nick, helped Rachel by advising her not only on problems, but on positive progress, offering fresh perspectives and solutions. Beyond practical advice, Sarah and Nick gave global insights into the commercialisation of business, and how to navigate negative situations to move forward.

Real-world advice from those who’ve been there

Rachel Hatch is an innovator and creator of a clever platform that combines virtual reality with treadmills, and owner of company VR Kiwi. Ready with her pre-commercial product to partner up with multinationals, Rachel approached Redvespa for advice on her information memorandum, pitch deck, and protocol for dealing with international cultural differences.

An innovation that’s ready to take on the world

Appreciation of Redvespa’s work has grown over time. The business capability model and roadmap has been a valuable tool for Paymark’s decision making, guiding them with what to do at each initiative, and inspiring them to target untapped opportunities.

A reference for transformation decision making

We took them on the journey with us, so they didn’t get a big reveal. Organically we helped them, hand in hand.

Paymark appreciated it even more, once they had time to digest it. You have to take it in bite sized pieces to really understand the amount in there.

How Paymark stepped back, to target their transformation efforts

Redvespa consultants Raka Biswas and Kathryn Wood were based on site at Paymark. Through interviews, observations and the application of different lenses, they completed a business capability model and initiative roadmap, showing Paymark what they were doing well, what they needed to focus on, and in what order.

Stepping back, before diving in

Paymark knew they needed to transform to defend their core and win the future. They engaged Redvespa to undertake new CRM requirements, and during the workshop discovered there were wider challenges throughout the organisation. Redvespa proposed taking a step back before taking action, with a full model of their business capabilities, and a road map for transformation.

Eager to transform, they were ready for action

Treating strategy with agility, has given Redvespa dynamism. Small doable pieces of work have allowed for quick change and organic redefining of what the strategic pillars mean. With visual Kanban boards and sophisticated Jira tracking, employees now see how their actions align with strategy, downtime feels utilised, skills are harnessed, and the vision feels like a path they’re already walking.

Finally, a vision that feels alive

Businesses apply agile to projects, but not often to their own, internal strategy.

In the first 8 months of implementing agile, we achieved more than we had in the previous 2 years.

How Redvespa turned their own vision into actions, using agile principles

Trish Macintosh, Internal Business Analyst to Redvespa, decided it was time to “eat our own dog food”. With experience in agile thinking, she helped the leadership team break down their strategic pillars into ‘Epics’ (large pieces of work) and further into ‘User Stories’ (small pieces of work). This created actions, aligned to strategy, that employees could do in a few days when between client jobs.

Treating their own business like a client

Redvespa CEO, Sarah Gibson, and her team had new vision and strategic pillars. Her staff were on board, but now what? Sarah wanted to turn these seemingly lofty goals into things her employees could actually do. How was she going to figure these out? And how were her already busy consultants going to get involved?

They had a vision, but now what?

Civil Construction now have a clear understanding of their organisational structure, documentation systems and IT recommendations. Most of all, they have a Rulebook with standardised processes that staff can put into practice, and continuously update. With every iteration is better efficiency, effectiveness, and consistency between projects, people, and practices.

Clarity and confidence to grow

The General Manager’s focus was on three key things: efficiency, effectiveness and housekeeping.

They thought it would be a snapshot and that’s it. But it’s more… because the business changes.

Turning Civil Construction’s everyday processes into a practical operations manual

Redvespa consultant Mark Weston spent 8-10 weeks developing documentation, from their organisation structure, to a proposal to refresh their IT and service provider that would potentially halve their spend. His main deliverable however was the iterative creation of a 100-page operations manual, which he then educated and empowered staff to own as their Rulebook that will continuously be reviewed, rewritten and reproduced.

An iterative approach that is ongoing.

50+ staff business Civil Construction, in Queenstown, was working well. Nothing was wrong, but they knew it could be better. They asked Redvespa to review and document their entire process, from an org chart and IT refresh, to a complete rules book (operations manual), so that any change in staff would understand what to do.

Nothing was wrong, but it could be better.

The IFSO Scheme now has a cutting edge system tailored to their business, which is flexible enough to build upon. Its advanced capabilities allow them to gain new insights into their data enabling them to plan and monitor their performance.

A state-of-the-art system, delivered under budget

I couldn’t rely on commonsense to get the right outcome. I needed a trusted advisor to speak that language effectively

I have absolute trust in Duncan, the more he talked to the techy people, the better the build got.

We came in for the build under budget and on time. It was a real success story for us.

How the Insurance & Financial Services Ombudsman Scheme (IFSO) replaced outdated technology with a modern data-insight tool

Redvespa consultant Duncan Watts had the right knowledge to recommend a change of direction. A new vendor was engaged, and an agile process implemented to reduce the risk of a budget over-run. With Duncan providing expert advice, the Deputy IFSO was able to take control of the project and have confidence in her decision making.

An expert advisor, a problem solver, and a communicator

The Deputy IFSO had a limited budget to replace the scheme’s inflexible and outdated membership and case management systems. But following contract award the vendor realised a major component couldn’t be delivered within budget. The Scheme’s governing Commission paused the project to seek advice on how to proceed.

In a tough spot, they needed a trusted advisor

Firstly we’ll meet with you to understand your needs, or help you through your thinking to identify them. We won’t come with a framework in mind, rather chat at a high level before discussing how we can help.

We’ll instantly know the right person, with a match in skillset and vibe. After viewing their profile, you’ll meet over coffee or an interview, and ultimately decide. Pre-screened, all our consultants equally add value, and just get in and get on with it.

Lead by a Client Relationship Manager, our consultants become one of you with an outside view. As we probe and prototype, dive in and think wide, we build relationships with stakeholders and take everyone on the practical journey of change.

We invest in our consultants as much as our clients. A culture of knowledge building and wellness, means when you get one of us, you get the best of all of us. 
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Our consultants draw daily on the expertise of 80 other brilliant minds, nationwide. Tools, templates and support on tap, is success security on top of our already senior and highly trained team.

Above all else, we bring empathy. We want to help our clients, consultants, and communities have the confidence to be who they ultimately want to be. There’s business. And then there’s what it could be.

About

I know they develop their people. As we moved into Agile and Scrum, they were certainly ahead of us. So when we needed them to be these things, they already were.

They try to understand your business, and then try and find the right solution for it.

When we’re not adding value any more, we come out. If we ever feel we’re just cranking a handle and someone else could do it, we don’t do it.

As a client, they’ve always made me feel important. Frequent follow ups. Every month I meet with Anna, to discuss the consultants and give a view of future work. They’re good at taking feedback.

See how we’ve worked with executive leaders, project managers and startups, to think strategically and facilitate change.

We help people make bold decisions to realise change.

From disrupted workforce.

To distributed workplace.

From winging it.

To winning it.

From two complex systems.

To one unified solution.

From business challenge.

To collaborative solution.

From a paper process.

To an online platform.

From local.

To global.

From taking action.

To taking initiative.

From dream.

To done.

From make-do.

To can-do.

See more of our collaborations.