Helping deliver much needed housing in South Australia

Went Management is a construction, development and business management advisory business in South Australia With 23 years’ experience in the development / construction industry’s along and Business Management Chris Went and his team advises to Adelaide Developers, Owner Builders and Construction Companies to get higher returns on investments be it development, construction or business related. Services includeDevelopers• Feasibility• Value engineering • Administration of approvals and builder tendering • Construction/Development Management Construction • Supervision • Construction Management• Project Management Business Advisory • Strategic Planning• Business Planning• Operations Management • Marketing • Process Improvement • Risk Management If you are not sure that you are getting the best return for what you are investing, then it is worth taking some time and discussing your concerns with Chris.

Ensure a Great Customer Experience through every interaction.Manager of Design and approvals, Customer Service, Maintenance and Construction departments. Liase with Sales and Marketing to ensure strategic plan delivered and customer experience is consistent through their journey. Reporting to the Owner and Advisory Board.

Provide support to the Managing Director by overseeing the daily business operations of the organisation and to act under explicit authority as the medium between the Managing Director and various business departments. Mykra provides construction, maintenance, refurbishment and remediation services to government departments and commercial organizations. Unlike many builders, we service the entire building life cycle, meeting any building need from construction through to demolition and everything in between. Proudly South Australian-owned and operated, Mykra consistently manages approximately 4,000 jobs a year, ranging from small maintenance jobs right through to multi-million dollar construction projects.

Ensuring the smooth running of the Maintenance (Reactive and Preventative) and Project Services departments1. Implement KPIs and objective tracking measurements per project for the Project Services department2. Increase the revenue of the Maintenance department by increasing the number of jobs 3. Increase in client-base and securing additional maintenance contracts to aid growth targets4. Maintain gross profit margin on all Maintenance jobs

A well-known SA residential construction brand with a reputation for specializing in Medium Density residential developments and construction. Brought in to stabilize a Medium Density construction business struggling to grow through the next stage of its evolution. With a staff of 55 including 11 direct reports the role to liaise with the Managing Director and working with other departments to ensure the business could expand to the next level efficiently as possible. Achievements• Quicker contractor payment process• Expanded trade and supplier base• Culture change within the supervision team• Implementation of cost control measures • Bonus scheme for exceptional performance • Changes to reporting process to give more visible board view of company performance• Increase construction output without an increase in staff • Increase of GP by increased output per head, better purchasing and lowering of cost leakage. • Raised quality level including 400% Reduction of construction defects.

Reporting to the General Manager (GM), the Chief Operating Officer (COO) will assist the GM with strategic and operational responsibility for all Mykra Group divisions and will assist the GM to manage a group of division managers. As the COO of Mykra Group, he will provide leadership to the Mykra Group strategic planning process and will implement new strategic initiatives in line with the GM’s vision for the company.The COO will partner with the GM and will be responsible for developing, implementing, and managing the operational aspects to achieve key strategic goals. Finally, the COO will cultivate existing relationships with external stakeholders (staff, clients, trades, suppliers) and develop new relationships that complement the brand and company values.Responsibilities Operational Leadership: Provide effective and inspiring leadership by being actively involved in all divisions and services, developing a broad and deep knowledge of all aspects of the business operations.Identify opportunities for Mykra Group to leverage strengths to take advantage of new opportunities and/or to address organisational challenges. Lead, coach, develop, Mykra Group’s existing staff with an emphasis on customer service and growth while maintaining brand image.Ensure the continued financial viability of Mykra Group’s operational units through sound financial management.External Relationship Development: Manage and cultivate existing relationships with developers, government, funders to secure and expand revenue streams. Publicly represent Mykra Group Strategic Plan Implementation:Provide programmatic leadership and input for all strategic plan implementation processes with the GM and staff. Coach Project Managers/ Construction Managers as they implement the strategic plan and transition operations. Provide leadership to the staff to enhance their ability to push forward the company brand and expand its horizon.

Joining the Scott Salisbury Group (SSG) in 2008 as business manager of the commercial division, I was assigned the task of strategically realigning the business division creating a profitable and professional contender in commercial and medium density residential construction within South Australia. An integral step in realignment of the division was rebranding, this would give us the ability to grow the business beyond its humble origins without damaging the brand of Scott Salisbury Homes and in 2011 AREA was launched. On a daily basis I oversaw 12+ direct reports who manage multiple projects with over 100 contractors on site at any time. It is my responsibility not only to manage the AREA team but also operations and strategic business growth whilst ensuring that the business philosophies and culture provide the best possible outcomes synonymous with the Scott Salisbury Group.In addition to my responsibilities to AREA Construction I was proactively involved in the Scott Salisbury Group Developments including assisting with feasibilities and procuring new projects through my extended business networks. I was part of the Scott Salisbury Group executive team.Duties included•Strategic Planning including development and management of business plans•Improve the business units efficiency and performance •Expand brand recognition•Achieve sales as set out for each financial year in business plan.•Measure and improve staff efficiency to achieve margins jobs are sold for and minimise the overheads and costs required to do the work. •Minimise overheads to ensure maximum profits achieved•Put in place process and procedures to ensure risks to the company are minimised.•Assist the Management team of the Scott Salisbury Group to ensure the Group performance achieves the best outcomes and continues to expand.•Ensure clients expectations are exceeded in line with what is expected from the Scott Salisbury Group.•AREA day to day operations

Heading up a team of Project Managers, Site Managers and Estimators for Fitout and Construction Initially contracted as a site manager in 2001 I worked my way through the company eventually becoming team leader and running Schiavello team 88. Consisting of Project Managers, Site Managers and Estimators we worked on for the fitout of offices and other commercial spaces for some of Schiavello SA’s most notable and awarded projects. Responsible for the general management of the team to ensure corporate targets for profit and turnover were always achieved. I was also responsible for the business development for this team, ensuring an ongoing pipeline of work continued the growth of Schiavello SA’s presence.