Hawkins Construction

Client Background

Privately held New Zealand construction business operating primarily as a tier-4builder with activities concentrated in a few centers and limited large-project capability.

The Challenge

The company faced multiple scaling challenges including cash flow management, building adequate capital base, improving project execution discipline, getting the right leadership in key positions, managing risk on larger and more complex projects, and establishing stronger governance structures.

Our Approach: The Four Cs

Clarity: Delivered a clear growth strategy with sharp sector and client focus targeting hospitals, airports, education, rail, and power generation projects. Established 3-5 year and 1-year targets, developed a national footprint across main centers, and articulated brand promises around on-time delivery, safety, and cost certainty with supporting KPIs.

Confidence: Focused on getting the right people in the right positions, strengthened the board within dependent directors, developed regional leadership teams, and created strategic partnerships through joint ventures and alliances.

Control: Created comprehensive dashboards with key operating metrics and KPIs, reviewed and optimized processes using Process Accountability Chart (PACe) for pre-construction, delivery, and health & safety, applied critical numbers including backlog quality, win rates, and cash conversion, and established reliable operating rhythms.

Cashflow: Applied cash acceleration strategies including tighter billing and work-in-progress management, and improved the capital base through better retention management, enhanced bank facilities, and stronger bonding capacity.

Results & Impact

The transformation over 17 years was remarkable:

• Market leadership: Became a recognized leading building construction business in New Zealand
• Substantial growth: Achieved 7× revenue growth and 15× enterprise value increase
• National presence: Established operations in all main business centers and delivered projects in target overseas markets
• Improved pipeline quality: Sector targeting and major client focus produced a steadier, higher-quality backlog of projects
• Enhanced execution: Stage-gated delivery processes and improved governance reduced rework and overruns, significantly lifting predictability
• Stronger foundation: Independent directors and enhanced capital base increased confidence with clients, banks, and surety providers
• Successful ownership outcome: Remained family-owned throughout the growth journey and exited on strengthened fundamentals

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This case demonstrates the power of sustained, disciplined application of scaling principles over an extended period to achieve transformational business results.