Client Stories

What our clients say

The accounts below come from recent advisory engagements. Names and business details are used with permission. Outcomes described reflect the client’s experience; individual results vary based on circumstances.

Succession planning for a family engineering firm

Client: Marsh & Cole Engineering, Ballarat — 45 employees, $9 million revenue

Engagement: Executive Decision Advisory (6 weeks)

Helen Marsh, one of three siblings running the business their father founded in 1987, approached us when the family could not agree on a succession timeline. Two siblings wanted to sell; Helen wanted to buy out their shares and continue operations.

We facilitated structured conversations, modelled three ownership transition scenarios, and produced a recommendation that included a phased buyout over four years with defined valuation methodology.

“The succession planning session forced us to name what we had been avoiding for two years. We left with a written timeline and three named responsibilities — not a slide deck we would never open again.” — Helen Marsh, Director

The family agreed on a transition plan within three months of our final recommendation. Helen is now managing director with a clear path to full ownership by 2029.

Market entry assessment for a legal practice

Client: Okonkwo Legal Group, Melbourne — 22 staff, expanding into regional Victoria

Engagement: Executive Decision Advisory (5 weeks)

David Okonkwo was considering opening a second office in Bendigo. His partnership needed an independent assessment of demand, competitive landscape, and financial viability before committing $400,000 in fit-out and staffing costs.

We conducted competitor mapping, interviewed five regional business owners about their legal service needs, and modelled three revenue scenarios based on conservative, moderate, and optimistic client acquisition rates.

“Honest about what they could and could not help with. They declined to advise on our tax structure and referred us to our accountant, which I respected. The market-entry work was thorough, though I wish we had started the competitor mapping a week earlier.” — David Okonkwo, Managing Partner

The partnership decided to proceed with a smaller initial presence — a shared office arrangement rather than a full fit-out — based on our moderate scenario analysis. David reported the Bendigo office reached profitability in month 14.

Warehouse expansion decision

Client: Whitfield Outdoor Supplies, Geelong — 68 employees, $22 million revenue

Engagement: Executive Decision Advisory (7 weeks)

Sandra Whitfield’s board was split on whether to invest $1.2 million in a second warehouse to support growing e-commerce demand. Internal projections showed payback in 3.5 years, but the board wanted independent validation.

We reviewed operational data, assessed logistics alternatives (including third-party fulfilment), and built four scenarios incorporating different growth trajectories and capital costs.

“Our board needed an outside voice before committing $1.2 million to a second warehouse. The scenario work took longer than expected, but the final recommendation matched what our gut was telling us — we just needed someone to pressure-test it.” — Sandra Whitfield, CEO

The board approved the warehouse expansion with modified phasing — Stage 1 at $750,000 with a review gate before committing the remaining $450,000. Stage 1 opened on schedule in March 2025.

Board facilitation for a not-for-profit

Client: Regional health services NFP, Victoria — 120 staff

Engagement: Board Advisory (quarterly retainer, 12 months)

A regional health services organisation engaged us to facilitate annual strategy reviews and support governance discussions during a leadership transition. The outgoing CEO had served for 18 years and the board needed structured support to manage the search and onboarding process.

“James ran our strategy days with a firm hand but never imposed his own agenda. The board papers he reviewed before each meeting were noticeably clearer. One session ran over time because directors wanted to keep debating — that was our fault, not his.” — Board Chair (name withheld by request)

The organisation appointed a new CEO within eight months and completed a revised three-year strategic plan endorsed unanimously by the board.

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If you have worked with Dogwood Field Consulting and would like to share your experience (with or without attribution), please contact us.