Greg L'Estrange Email & Phone Number

Australia

Advising international and local companies on potential divestments, mergers or acquisitions in Australia, governance and community engagement, business strategy and major company transformations.

Launceston, Tasmania

Initially engaged by Gunns Limited following their acquisition of Auspine Limited, to lead the formation of the timber processing and softwood plantation business from a range of previous acquisitions made since 2000. These businesses were quickly brought together and restructured to create a single platform to customers, improved distribution and the elimination of an excessive cost structure that had not previously been addressed.The transformation of this business was recognized by the Board with an expansion of responsibilities to the role of Chief Executive Office Gunns Limited on the 1 July 2009.On commencing the role, it became apparent that the traditional markets of the company were failing and the high debt level would need to be addressed. In addition to these factors, the Company’s historical combative engagement with stakeholder groups had strained the relationship with shareholders and lenders.This was a period of upheaval, with shareholders supporting a strategic review which focused on the transformation of the Company to a plantation based business, that was more transparent and engaged with all stakeholders.Despite making significant progress on the transformation of the business and the paying down of a large part of the debt load of the Company one of the members of the lending syndicate withdrew support near the conclusion of the capital raising process, which resulted in the Board forming the view that Gunns Limited was no longer a “going concern”.

Tasmania, Australia

Complete the consolidation of a number of previously acquired businesses into a single unit, complete rebranding and cost reduction program.

Queensland, Australia

Consultancy work on business acquisition, business divestment and performance improvement.Strategy advise to small to medium businesses.

New South Wales, Australia

Engaged following the CSR Timber turnaround to charter a new direction for Capral following the Board decision to exit the aluminum smelting and rolling businesses. The business had been losing market share for the previous ten years and the people, systems, supply chain processes, products and manufacturing sites were out dated and uncompetitive. There were also a number of smaller businesses that where terminal and operated at a significant cash negative.Initiatives untaken:• Closed or sold non strategic and loss making business.• Implemented a new SAP system, due to the current system was totally dysfunctional.• Worked with supply chain specialists to properly define cost effective means of meeting customer requirements.• Acquired several complimentary businesses to gain access to the finishing market.• Embarked on a process of reequipping all the manufacturing sites to allow the business to be competitive.• Developed a full range of new products for the window and door market, following twenty years of no development.

New South Wales, Australia

Responsible for the development of a "whole of business" strategy and transformation plan to strengthen the performance of the 7 divisions within the business. During the business transformation, the CSR Limited Board took the decision to divest the whole business. In addition to the existing responsibilities, I then became responsible for the divestment process, that took nearly 3 years and in excess of 20 transactions. Maintaining the business improvement during this time was a considerable achievement. The sale proceeds exceeded the Board's initial expectations.