Ashlea Pearce

Ashlea Pearce is making waves in the recruitment industry.

At just 28 years old, she has already spent over six years supplying labour hire and recruitment services to the cabinet making and Shopfitting industry, placing more than 2,890 people into jobs.

It hasn’t been an easy journey, with challenges to recruit workers known across the industry, especially during the pandemic, but Ashlea says building genuine long-term relationships with both candidates and clients helps.

“For cabinet makers & shopfitters, being personable goes a long way to building rapport – “I’ve spent a lot of time at workshops, sites and on the phone understanding their professional desires. The occasional coffee and Hi-Vis shirt goes a long way,” Ashlea says.

“I’ve dealt with many candidates who are super grateful after we have found them full-time work. Many have been working casually and if they have a mortgage or have kids, they are so thankful when they are placed into full-time roles. Others love working casually because they like the variety of work as every company has a different style of work.

“Once you build a good network, people end up calling you. At the end of the day, I like helping clients and candidates find the right fit.”
One of her biggest achievements has been becoming the only recruiter on the QLD IFA Committee. This has allowed her to work closely with clients and other suppliers in the industry, which has been a great source of professional growth.

“Being on the IFA QLD Committee for the past three years has given me more insight in the industry, different projects, safety and legislation and the ability to find out about things happening in the industry first-hand so I can pass this along to our workforce.”

When Ashlea first started in recruitment at the age of 19, she wasn’t aware of Blue Collar Trades at Nobul, nor had experience in the joinery industry.
“It was extremely daunting, to be honest,” she admits.

“I would spend so much time studying it and learning about it and since then I have learnt so much working within the industry, I’m now at a point where people come to me for advice which is very rewarding.” Currently studying for a Diploma in HR & Business, Ashlea is committed to continuous learning and development.

Over the past 12 months, Ashlea’s team has grown by an additional two people, and she was named in Nobul’s high achiever club last year.
Ashlea’s passion for the job comes from being a people person. She finds it extremely rewarding to help tradespeople find jobs that best suit their skill sets and help businesses find staff.
Nobul Directors Tim Killian and Mark Lee have been a significant source of support and inspiration, treating her like family since she joined the company.

“Ashlea is one of the most driven and determined individuals I have had the pleasure of working with,” Mark says.
“She is incredibly respected by her clients and our team internally because of her ability to deliver and her proven track record as a consistent high performer.”

As one of the few females in the industry, the Brisbane-based recruiter understands the challenges of working in a male-dominated field. However, she believes in Nobul’s genuine and honest approach to recruitment, which aligns with her own values.

Looking to the future, Ashlea has big plans. In 10 years, at almost 40, she hopes to be managing a team at Nobul.
Ideally, she would like to see Nobul extend its presence across Australia, and it’s clear that Ashlea is one to watch in the industry. Watch this space!

Meika Doonan From DECO Australia

The indomitable spirit of the Doonan family is woven in DECO Australia’s tale of success. Established in 2004, DECO Australia is celebrating 20 years in the building industry – the brainchild of CEO and visionary Ross Doonan. In its next chapter, Ross’s three daughters are helping to steer the national business in the dynamic and ever-changing world of aluminium building products.

One of Ross’s daughters – Meika DOONAN – leads the strategy and governance side of the business. Her trajectory from ‘business chat’ around the family dining table to joining the ranks among industry leaders epitomises her dedication. We talked to Meika about what it’s like growing up in a family business, innovation within the fast-paced construction world and how she thrived in a male-dominated industry.

“I remember moments around the dining table when dad first started the business where he would bring home business names and logos and we’d evaluate and decide which ones we liked best,” Meika remembers.

Propelled by her father’s bold ambition, a desire to help the family and soak up her dad’s business acumen, Meika embraced the opportunity to spearhead operations at DECO at just 21 – a decision that would define her career journey.

“I had been working since finishing high school for another business and saw it as an opportunity for career growth and development – and boy it sure did that.
“I was 21 and thought I could help get the business up and running and figured I would then move onto something else. Nineteen years later, I’m still here,” she laughs.

Navigating family dynamics and embracing change

Admitting that working with family can be a delicate balance, Meika wouldn’t have it any other way.
“Working with family can be challenging, but also rewarding. I’m lucky to see my parents most days and I get to see my sisters Ella and Clare’s involvement and growth in the business as well as other family members – it is a different dynamic to a typical workplace.

“One of the biggest challenges is trying to avoid letting business talk take over at family gatherings. There are always little things that bob up and the temptation to just quickly discuss is hard to ignore, but it is something we actively do otherwise it’s a slippery slope and we end up in an unscheduled meeting during a Sunday lunch.”

Nearly two decades in the business, Meika stands as a stalwart champion of DECO’s ethos, her unwavering commitment navigating the company through tumultuous waters during the GFC and a global pandemic, and triumphant victories alike.

“DECO started at a time when timber alternatives didn’t exist in the Australian market, we were the best kept secret in the architectural building sector with limited resources and it was a hard slog to overcome barriers and carve out the market. It was something I believed in – to my core.”

Boasting around 120 employees, DECO is known for quality, customer service, and innovation in the marketplace.
“When I look back on the past 20 years at DECO, what stands out the most is the collective effort of our team and the strong reputation we’ve built.
“We also have such a positive and motivated team culture. It’s funny, because at one stage we were known and referred to as the ‘happy orange people’ – also due to the colour of our work uniforms and branding at the time.”

Championing diversity

Amid the backdrop of industry evolution and innovation, keeping up with the trends in the market has played a big part in DECO’s success and Meika admits that it is encouraging to see more acceptance of timber alternative as consumers see the benefits of sustainable, durable and low-maintenance products.
“As the first in the market with our timber-look product range, today there is definitely more saturation of timber-alternatives. Our product team are continuously working on new product designs to ensure we can meet the current design styles and remain the market leaders at the forefront.

“People are increasingly time poor these days and if we can help by providing good quality, aesthetically pleasing and durable products that require very little maintenance and lets them enjoy life more, then that makes us happy.”

As well as products evolving, so too has culture and gender equity in the industry over the past two decades – albeit at a much slower pace in Meika’s opinion.
As she reflects on her role as a woman in a traditionally male-dominated industry, Meika says she “sees things changing”.
“I can recall many instances in the early days – 18 plus years ago – where I would explain something to a male customer or supplier and would get pushback – only to have my male cousin jump on the phone and re-iterate this exactly with the wording I would have used, and suddenly it was acceptable.

“These situations would drive me nuts!
“The landlord of the site we were on at the time refused to speak to me if dad was away. I could recount many other instances of similar nature that were incredibly difficult to navigate how best to approach, overcome, educate, and not let it derail my confidence in my ability and position in the business.”

But Meika maintains DECO is different – a topic she is passionate when discussing.
“We’ve always employed many women in our factory since day one. Whenever we give factory tours, there is always a comment from our visitors that they’ve noticed how many women we employ and how impressive that is.

“I feel a strong sense of pride on this and equally pleased that it is noticed.
“I really do believe that industries benefit from the diversity of thinking of women in our industries alongside men, and the different natural strengths that different genders possess. I think businesses flourish if this is recognised equally and structured to complement each other.
“I grew up with my dad always challenging the norm. As the father of all daughters – he was also very insistent that a girl can do anything a boy could do.”

Volunteering within the sector also gave insight into how the wheels turn slowly when it comes to gender representation.
“I was on one of our industry boards for a few years, and I was very aware that I was not only the youngest person but also the only female.

“I was pleased to represent a different perspective on matters that perhaps for years hadn’t experienced the diversity. I got along well with everyone, we all were volunteering our time, so the passion of the group was great to be a part of, and I was very proud to end up as the first female president on the board.
“More recently I have come across female tradies owning what they do and doing it well and this excites me.”

The great balancing act

Referred to by a business coach as a ‘pace-setter’, Meika says her leadership has evolved over the years and she has learnt the importance of ‘letting go’ – both at work and at home.
Inspired by Australian author and editor Mia Freedman, Meika says she has also gained insights into often unattainable work-life balance.
“In one of her books, she calls bluff on the concept of work life balance. It is not possible to achieve a true equal balance always – there will always be something demanding more of your time from one sphere – sometimes it will be work, sometimes it will be family,” Meika explains.

As a mum of three, she felt enlightened by the concept and realised she was trying to achieve the unachievable.
“I am much calmer about these pressures and the juggle. I put more time into work and go over and above when I need to, and equally into my family life when I need to.
“Life outside work these days mostly revolves around my kids, and we are building a new house – so this is sucking up a lot of time. When I can, I take time out with extended family and friends.”

As Meika navigates the complexities of leadership and parenthood, her strategic awareness alongside DECO’s commitment to innovation and customer-centric solutions will no doubt illuminate a path of possibility and progress for the next decade and beyond.

Cameron Blacker of Nexvia

In an era driven by digital transformation, industries worldwide are seeking innovative solutions to streamline their operations and enhance productivity.  The construction services industry, often grappling with complexities, project management challenges and the all-important ‘dollar’ following the COVID boom, is no exception.

Enter Nexvia, a cloud-based platform specifically tailored to meet the unique needs of businesses in the interior fitout and residential construction sector.

We caught up with Chief Product Officer and Co-Founder of Nexvia Cameron Blacker to explore how Nexvia is revolutionising the industry by providing a comprehensive suite of tools to optimise project management,
collaboration, and efficiency.

For Cameron Blacker, it all started with supporting shopfitters in his 20s.

“I was doing everything from tech support to software and website services – information technology (IT) back then was a very different space,” he begins.

Spearheading his own small business at just 23 and developing a “few apps”, it was when Cameron met his business partner and now-Nexvia co-founder Rob Rower that things started to take off.

At the time, Cameron was supporting and building software solutions for use in Rob’s construction business.

But in 2016, the product grew into what is now known as Nexvia – one centralised platform for interior fitout and construction companies to provide solutions for project management, estimating and tendering, customer management and reporting on financial performance.

“We were born out of the interior fitout space and have since grown into mid-tier residential and speciality contractors,” Cameron says.

One of the core features of Nexvia is its robust project management capabilities.

With the platform’s intuitive interface, construction companies can seamlessly oversee every aspect of a project, from initial planning to completion.

Nexvia gives project managers the tools to track, tasks, variations, defects and live budgets, making it easy to spot cost issues as and when they occur, enabling managers to deal with them before they have the chance to affect project profitability.

“A big thing happened when Covid hit,” Cameron remembers.

“When businesses had to shut down their people, our customers – who already had our platform – were able to work from home on day one.

“While half of the IT community was scrambling to get remote servers going, our Nexvia customers were already online and could work from home and it basically helped their businesses.”

Solving problems: Visibility at every stage

With many contractors relying heavily on Excel spreadsheets, Cameron saw a problem to be solved.

“A lot of people will buy a piece of software in the hope it makes life better – a silver bullet – but it’s just not true,” he explains.

“You have to get in there and ask the business what and how they are doing things – do they make purchase orders for example?

“A lot of people start businesses and they are really good at what they do, then they get a few employees and need processes.

“Often they run into the same problem every business owner falls into – they don’t know where their budgets are at, where their money is at. We try and give them a tool where their project managers and estimators can plug their numbers in and the owners can see what is going on.”

Recognising the dynamic nature of construction projects, Nexvia extends its functionalities beyond the office walls. The platform’s mobile app empowers field workers to access project data, submit reports, and capture site progress directly from their smartphones or tablets.

“When you have hundreds of jobs going on at once, it’s a lot of money and a lot of risk, so we wanted to build a budget-checking culture so project managers aren’t just about the build – they are about safety, project scheduling, the money, and delivering quality on time.

“Construction has its complexities and niches, but when you do find something that is built for the industry to solve your problems – that’s what you want to get onboard for.”

The future: solution-oriented processes

Cameron says there will always be problems to solve and his leadership style is heading up a team that doesn’t shut down ideas.

“A big thing we would hear from clients would be ‘we just lost money on variations – we were making variations, but we weren’t invoicing them’, so we built a variations module.

“Then there was time tracking – it was taking too long to build timesheets and do payroll, so we built a process to do that.

“Then there was a need to communicate with clients and engage with them, so we built client reporting.

“All we kept doing was getting a new problem and finding a new solution.”

Cameron admits there will never be a time where development stops at Nexvia, and a big focus right now for the team is developing innovative tools to ensure safety on job sites and tapping into a shifting market of businesses showing their costings to build transparency and trust with clients.

He is also looking at how Nexvia connects with other third-party systems, and how artificial intelligence (AI) can be used to create efficiencies within the industry.

“We are focusing on how we get more data to customers, and how we integrate with third-party software systems,” he says.

“I do a lot of research on AI and automation to figure out how AI right now can help within our industry.

“There is a research team in Brisbane who are looking at how AI can predict if a construction job is at risk. They have worked out an algorithm and are running this on tier 1 and tier 2 sites.

“Then there is optical character recognition (OCR) programs for scanning bills and invoicing – that space is evolving and manual data entry is disappearing.

“Who knows what new technology is just around the corner, but it’s about working out what is noise and what is of value to our customers.

“It’s an interesting landscape and we keep watching it, keep supplying tools and upgrading.”

Business learnings after two decades in the industry

Growing up in Logan, south of Brisbane, Cameron was fortunate that his parents invested in his education.

“Not being well off” and his father having health issues, this was by no means a small thing. Their narrative laid the foundational cornerstone for Cameron’s determination and passion that led him to start his own business at such an early age.

It’s a time Cameron looks back on with mixed feelings.

“When you are young, you don’t know any better. I didn’t know what I was doing and I look back now and think ‘would I make that decision?’.

“Over time, I learned a lot of lessons.

“If you listen to the stories of successful entrepreneurs, they always say there is a lot of hard work, a little bit of luck, and perseverance.

“I love the technical side of software, I love process, but you have to step outside of your comfort zone – and it’s the same for builders or construction – you have to step into the business side, you have to network and find mentors to learn from.”

Cameron says listening to other people, building a good culture, having a great team and employing those who are smarter than you is also his top tip “because they need to know the stuff you don’t know”.

While Nexvia’s powerful platform is addressing clients’ unique challenges head-on, the future is looking even brighter.

As the industry continues to embrace digital transformation, Nexvia stands as a powerful tool for businesses seeking to stay ahead of the curve and achieve success in an increasingly competitive landscape.

The Manapan Story

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Lightbulb moments can happen at any time and for Ramvek owner, Mark White, it was flying over Arnhem Land in the far north of Australia on his way to Europe with his wife, when he decided it was time to give back after a successful career in shopfitting for more than 30 years.

“There are a lot of things that can be done within Australia and especially when it comes to Indigenous people and unemployment,” White explains.

“I had a contact within the Arnhem Land Progress Aboriginal Corporation (ALPA), a non-for-profit Aboriginal-owned corporation which runs a number of community stores throughout Arnhem Land and I got involved with them in an advisory role.”

However, he wanted to do more and get his hands dirty so to speak and use his skills to create some employment in the area. When he put this to the ALPA board, which consists of all Aboriginal people, they liked the idea and so Manapan was born.

Manapan is located 500kms East of Darwin on Milingimbi Island in Arnhem Land, which is one of six islands that form an archipelago known as the Crocodile Islands.

It is a self-sufficient, self-funded enterprise owned and operated by the Yolngu people and backed by ALPA. It was launched to create industry and training pathways for the Yolngu people of Milingimbi Island and Arnhem Land and produce high-end furniture and office furnishings.

‘‘In my mind was a vision of beautiful, handmade Australian timber furniture, which could sit comfortably in the foyer of a corporate office or in the sitting room of a luxury apartment. I also wanted the furniture to incorporate Indigenous Australian art and showcase the local skills and beautiful materials found in Arnhem Land,” he says.

“We found this old shed in the middle of the island and refurbished it. We got some old machinery, etc. and set up a little workshop. Getting all our materials and machinery there was quite the challenge as we had to barge it all in and out.”

While the aim was to provide employment, because many in the community were reliant on social welfare and there was so much social pressure on people not to work, White says they had to work really hard to convince people this was a good thing.

“Today we have people working at Manapan who will stay back if needed because they love working there so much, which is fantastic, but it has taken many years to get to that stage.”

In the last couple of years, Aboriginal art and design has widely gained more traction with companies collaborating with various Indigenous artists to create unique ranges and at the same time create opportunities for the artists and their communities.

Manapan has established itself as one of the only Indigenous companies that produces high-end furniture for both private and corporate clientele. It has undertaken projects for the Australian Government, Australia Pacific Airports Melbourne, Royal Flying Doctor Service, Monash University, and one of the big four banks. Manapan’s next project is for Medibank, building a community table for each of Medibank’s stores throughout Australia.

For Manapan’s first collection, White travelled around Australia to meet with several architects and get them to design a piece of furniture that was going to be cutting edge but had an influence of Arnhem Land. They all jumped at the opportunity and he ended up with some great designs.

“This range of furniture just kicked it all off for us, everyone wanted it,” White enthuses. “We got the guys at the workshop involved and that’s how they learned their skills. A lot of them didn’t, for example, know how to measure things, so we had to really start with the basics.”

One of the people to teach them was Rob Crisfield, who has been with Manapan from the beginning of its journey, creating premium furniture pieces with his tightly-knit local Milingimbi crew.

“Under his guidance and using the talents of the best Australian designers and creatives, we believe we have the formula right. This furniture showcases the talents of some of our great Australian designers along with the skills of the Arnhem Land people.”

The timbers used to create the pieces are a mixture of locally sourced timbers that fell over during cyclone Lam in 2015, timber from Gumaj Aboriginal Corporation in Nhulunbuy and complemented with a mixture of sustainably harvested Australian timbers, creating unique pieces that are in high demand with appearances on the Block and a visit to the Milan furniture fair.

To keep the momentum going, the Manapan Academy was established to train people in the art of furniture making. This is not just for kids coming through the school and providing work experience but also people that have been unemployed for a long time.

Indeed, Manapan endeavours to empower local people with full-time employment. It is also building relationships between Indigenous and non-indigenous people by working together. It is the Yolngu people’s dream to see their children and grandchildren working here and gaining the skills and qualifications that will sustain their community for many future generations.

“My main reason for starting Manapan was to create employment, for young and old, and we’ve accomplished that and at the same time we have been able to create some beautiful furniture and get the word out about Aboriginal art and the stories behind it.

“But during this process we learned a lot of things too. They provided some beautiful carvings and the stories behind a lot of the furniture, so it really developed all from there.”

For White, now is the time to take a step back after 10 years with Manapan. While he will still be involved, he needed to get the business to a point where it could run by itself with the backing of ALPA and the guys at the workshop doing things on their own.

“The only way this was going to work was it had to be done in a commercial way. We build a bit of furniture, we make some money, we make enough and we buy another machine. This is a really important way to run the business if we want to be around for a while. We have been around for 10 years, we want to be around for many more years.”

Manapan is a 100 per cent Aboriginal-owned enterprise with all surpluses invested back into Indigenous communities and is proud of the fact it is not reliant on government money. In fact, when a government agency asks ‘how much money the business wants’, White always replies with ‘we don’t want your money, just give us some orders’.

“A lot of companies come into these places with a heap of money and when the money runs out the business goes. We don’t want to do that. We now have the community support as well, because they know we are here for the long run.”

So where does White see Manapan in 10 years? “I’d like to think by then we are self-sufficient. I’d like to think that the kids from the original teams are working there, I’d like to think we have some Indigenous designers doing their own stuff. And I’d like to think that what we have created can be replicated in other Aboriginal communities.

“It will take some time and effort but it is very fulfilling and it is a great way to create employment and a purpose for everyone.”

Josie Harrison from Dynamic Closures

When Josie Harrison embarked on her career as an Office Junior a decade ago, little did she know that her journey would lead her to become a highly-respected National Project Manager for Dynamic Closures, a renowned manufacturer of shopfront security door solutions.

Now 30, Josie reflects on the investment of time and mentorship which has propelled her to new heights in her profession.

“In an age when many of my peers change employers every three years or so seeking career development, I chose to cultivate my opportunities internally, achieving goals during a period of market growth,” Josie says.

“Now I manage projects for financial institutions Australia-wide, acting as a conduit between our sales team, manufacturing division, installers and end user.”

Josie’s responsibilities as a National Project Manager are diverse and demanding. Working with architects, designers, structural engineers, builders and shopfitters, she designs door layouts, approves site drawings and manages budgets – tackling each task with unwavering dedication.

“Relationships in this large market segment have been nourished by time and consistency – I have known many of these contacts since I joined Dynamic.

“We tackled the challenges of managing the on-going building and fitout program for this sector during the COVID lockdowns and complications posed by varying State restrictions throughout the country with honesty and teamwork.”

Dynamic Closures Founder and Director Robert Horner says Josie is an asset to the team.

“Since the day Josie was employed, she has always been a committed employee, willing to learn more and do what she can. This is the sort of attitude that gets noticed,” Robert says.

Recognising the value of personal growth, Josie has found herself increasingly engaged with IFA – attending events such as golf days, conferences, and meetings allows her to expand her professional network and stay updated on the latest developments in her field.

“It’s rewarding to see her confidence grow as she enjoys socialising and participating in IFA activities and events,” Robert adds.

Furthermore, Josie is currently pursuing a Bachelor’s degree in Business Studies to enhance her knowledge and skills, and learning CAD to broaden her expertise in plan and product detailing.

Beyond her professional pursuits, Josie embraces spending time with loved ones. Originally from Albury but having lived most of her life in Sydney, she cherishes visits to her family in Orange and enjoys socialising with friends.

When asked about her source of inspiration, Josie proudly acknowledges her father as her mentor.

He instilled in her the values of excellence and attention to detail, always encouraging her to “measure twice, cut once.” Following in his footsteps, Josie aspires to chart her father’s success as an IFA member and a member of the NSW committee.

As Josie continues to navigate the challenges and opportunities that lie ahead, she looks forward to the evolving landscape of Dynamic Closures. The company’s commitment to continuous improvement and teamwork resonates with her own values, and she is excited to contribute to the creation of a stronger, more successful team.

“I take a lot of pride in my work and I believe my passion comes from that. I ensure that each job I do is to the best of my ability.”

As the years unfold, we eagerly anticipate the future accomplishments of this IFA Rising Star in the sector.

John Dalla Via from ForestOne

In the ever-evolving world of interior design and sustainable building solutions, John Dalla Via, the National Business Development Manager (Decorative) of ForestOne, emerges as a trailblazer with over two decades of industry experience.

His journey is marked by dedication and a knack for strategic thinking which has significantly contributed to ForestOne’s rise as a prominent player in the field.

THE JOURNEY TO THE TOP

John’s career took a decisive turn after five years with EGGER Wood Products.

Driven by a desire to expand his work, he found a new home at ForestOne which allowed him to continue selling and promoting EGGER products while adding further brands and products to his portfolio.

“The role itself did not exist within the business, so for me and ForestOne, it embarked on a new chapter in my career, but a new role direction for ForestOne,” he says of the transition.

With a keen eye for industry shifts, John has witnessed significant transformations, especially in timber and decorative materials.

The industry’s shift towards a more globalised market has brought both opportunities and challenges.

“We are living in world where product is being sourced from multiple regions across the world,” he said.

“Seeing all the great things that have come to the market is an opportunity, but there is also a dark side of the industry where some companies take shortcuts.

“This has allowed non-compliant product into the country because of cost-cutting.

“At ForestOne, we have adapted a step-by-step verification process in a bid to combat this, and while no company is perfect, transparency and continual improvement is key.”

As the driving force behind ForestOne’s growth in the decorative side of the business, John has targeted national companies in both the design and trade markets.

This strategic move, particularly in segments like education, healthcare, commercial, and retail, has resulted in substantial growth and exposure.

“Some of the key milestones in the past 20 years for me has been working on some of the early Green Star buildings in Australia, and also working with some of the best people in the industry through the good and hard times when the industry was looking for solutions.”

innovation for a sustainable future

Sustainability is not just a buzzword for ForestOne but a company-wide ethos.

From sourcing responsible forest-managed products to reducing their environmental footprint, the company takes a holistic approach in what it calls ‘doing business responsibly’.

“We try to find a holistic solution rather than one part.

“Whether this is through the many decors and products from EGGER, Meganite Acrylic Solid Surface, or the many decorative and structural plywood elements in a project – we are fortunate to partner with brands dedicated to delivering to the market a more sustainable solution.”

This commitment extends to the validation of supply chains, local supply chain evolution, and embracing eco-friendly practices in day-to-day operations like using hybrid trucks for deliveries, installing solar panels on their warehouses and diving into water usage and lighting efficiencies.

“We always need to look further as we transition to a more sustainable practice.”

Leadership and business aside

In his role as National Business Development Manager, John stands out with a unique position—staff don’t directly report to him but he actively collaborates with internal and external colleagues on a national scale.

“Working with all the different areas, I see how the business works and flows.

“I encourage people to make their own decisions and learnings, and I assist where needed – to learn you must succeed and fail.

“I think that it’s through our failures that we learn the most and nobody can expect to have success all the time.”

Beyond the boardroom, John finds solace in his family – married with two daughters and four grandkids.

He jokingly adds: “The grandkids are what I love the most, but don’t tell my wife that!”

His childhood fascination with Marvel comics has transcended generations, shared with his daughters, even if their enthusiasm varies.

Outside of family life, John partners with his wife and brother-in-law in a Black Angus cattle farm near Tatura in Victoria, finding relaxation in the countryside.

As ForestOne continues its trajectory, driven by leaders like John and his strategic vision, it seems poised to become a go-to company for sustainable building and interior design solutions in Australia.

With a commitment to transparency, sustainability, and a willingness to embrace change, ForestOne is well-positioned to navigate the evolving landscape of the industry.

“One of the challenges we face in the specification, design and joinery industry is that we have to think differently, and we have to be open to all options from the market,” he explains.

“We have some of the best transparent sustainability options in several product categories and market segments, and with the market changes for achieving better embodied carbon construction, I sincerely believe this will be one of our biggest opportunities in the future.”

 

Lauren Hooper from WA Sign & Print Management (WASP)

Perth’s vibrant business scene has produced its fair share of remarkable individuals, and among them shines Lauren Hooper, Operations Manager at WA Sign & Print Management, also known as WASP.

With a diverse range of talents and an unwavering dedication to her craft, Lauren has swiftly risen through the ranks, leaving an indelible mark on the signage industry.

Hailing from the beautiful city of Perth, Lauren’s passions extend far beyond the confines of her office. When she’s not spearheading projects at WASP, she can be found competing on the netball court, sweating it out at the gym, or renovating her first home with her partner.

Lauren’s journey at WASP began humbly in 2011 when she joined the company as a receptionist. Little did she know that this would be the first step on a remarkable path towards professional success.

Through her efforts and commitment, she was soon rewarded with promotions that saw her ascend to the positions of Project Manager and Production Manager before landing the role of Operations Manager at age 25.

Transitioning from Receptionist to Project Manager was a pivotal moment in Lauren’s career, and it came with a baptism by fire. “It was a big step… I got a call on a Saturday night that on Monday, I would be handed three land development accounts,” she says.

“I had no senior to ask questions, I had to learn it all myself and looking back I am so grateful I was thrown in the deep end. I believe this has had a big impact on gaining knowledge.

“The Production Manager position saw me take on scheduling, which then provided me with all aspects of managing the business, and then the promotion to Operations Manager.”

Lauren’s passion for her work is evident when she speaks about the diverse and exciting projects she encounters regularly.

“No signage is the same, and it is so rewarding creating and rolling out a new brand, fitout or land development estate.”

Throughout her journey at WASP, Lauren has been fortunate to have encountered several influential figures.

Both Mark Robertson and Edi Bolzicco, Directors of WASP, have played instrumental roles in her development.

“Mark doesn’t stop, his passion for the signage industry is second to none and watching him succeed is my biggest motivation. Edi can talk to anyone, which is one of the biggest win factors in business.”

Another influential figure in Lauren’s life is Nita Davey, with whom she has worked closely at Trilogy Advertising and Marketing for an impressive eight years. Nita stands as a paragon of success in Lauren’s eyes, a role model who embodies the qualities of a thriving businesswoman.

Lauren aspires to follow in her footsteps, harnessing her experiences, talents, and unwavering determination to carve out her own path to success.

What sets Lauren apart is her belief that every challenge holds a solution, not a problem.

This mindset, coupled with her tireless work ethic, has led to several noteworthy achievements over the past year including the Karrinyup Shopping Centre redevelopment in Perth, and implementing the new Work Health and Safety Act legislation to meet Australian standards and become compliant.

“I worked very closely on all 71 plus projects from start to finish and ensuring all fitouts were completed for handover and the grand opening of Karrinyup Shopping Centre.”

WASP Director Mark Robertson, who has closely witnessed Lauren’s meteoric rise within the company, speaks highly of her exceptional qualities. “It became apparent very early on that Lauren was destined for a far greater role in our company,” Mark says.

“Her can-do positive attitude to everything she does, her attention to detail, fostering of client relationships, team building and love of what she does has seen her grow to become our Operations Manager and be a highly-respected and valued member of our team. “Her future here is sure to be very bright like the star she is.”

Cameron Blacker from Nexvia

In an era driven by digital transformation, industries worldwide are seeking innovative solutions to streamline their operations and enhance productivity.  The construction services industry, often grappling with complexities, project management challenges, and the all-important ‘dollar’ following the Covid boom, is no exception.

Enter Nexvia, a cloud-based platform specifically tailored to meet the unique needs of businesses in the interior fitout and residential construction sector.

We caught up with chief product officer and co-founder of Nexvia, Cameron Blacker to explore how Nexvia is revolutionising the industry by providing a comprehensive suite of tools to optimise project management, collaboration, and efficiency.

For Cameron Blacker, it all started with supporting shopfitters in his 20s.

“I was doing everything from tech support to software and website services – information technology (IT) back then was a very different space,” he begins.

Spearheading his own small business at just 23 and developing a “few apps”, it was when Cameron met his business partner and now-Nexvia co-founder Rob Rower that things started to take off.

At the time, Cameron was supporting and building software solutions for use in Rob’s construction business.

But in 2016, the product grew into what is now known as Nexvia – one centralised platform for interior fitout and construction companies to provide solutions for project management, estimating and tendering, customer management and reporting on financial performance.

“We were born out of the interior fitout space and have since grown into mid-tier residential and speciality contractors,” Cameron says.

One of the core features of Nexvia is its robust project management capabilities.

With the platform’s intuitive interface, construction companies can seamlessly oversee every aspect of a project, from initial planning to completion.

Nexvia gives project managers the tools to track, tasks, variations, defects and live budgets, making it easy to spot cost issues as and when they occur, enabling managers to deal with them before they have the chance to affect project profitability.

“A big thing happened when Covid hit,” Cameron remembers.

“When businesses had to shut down their people, our customers – who already had our platform – were able to work from home on day one.

“While half of the IT community was scrambling to get remote servers going, our Nexvia customers were already online and could work from home and it basically helped their businesses.”

Solving problems: Visibility at every stage

With many contractors relying heavily on Excel spreadsheets, Cameron saw a problem to be solved.

“A lot of people will buy a piece of software in the hope it makes life better – a silver bullet – but it’s just not true,” he explains.

“You have to get in there and ask the business what and how they are doing things – do they make purchase orders for example?

“A lot of people start businesses and they are really good at what they do, then they get a few employees and need processes.

“Often they run into the same problem every business owner falls into – they don’t know where their budgets are at, where their money is at. We try and give them a tool where their project managers and estimators can plug their numbers in and the owners can see what is going on.”

Recognising the dynamic nature of construction projects, Nexvia extends its functionalities beyond the office walls. The platform’s mobile app empowers field workers to access project data, submit reports, and capture site progress directly from their smartphones or tablets.

“When you have hundreds of jobs going on at once, it’s a lot of money and a lot of risk, so we wanted to build a budget-checking culture so project managers aren’t just about the build – they are about safety, project scheduling, the money, and delivering quality on time.

“Construction has its complexities and niches, but when you do find something that is built for the industry to solve your problems – that’s what you want to get onboard for.”

The future: solution-oriented processes

Cameron says there will always be problems to solve and his leadership style is heading up a team that doesn’t shut down ideas.

“A big thing we would hear from clients would be ‘we just lost money on variations – we were making variations, but we weren’t invoicing them’, so we built a variations module.

“Then there was time tracking – it was taking too long to build timesheets and do payroll, so we built a process to do that.

“Then there was a need to communicate with clients and engage with them, so we built client reporting.

“All we kept doing was getting a new problem and finding a new solution.”

Cameron admits there will never be a time where development stops at Nexvia, and a big focus right now for the team is developing innovative tools to ensure safety on job sites and tapping into a shifting market of businesses showing their costings to build transparency and trust with clients.

He is also looking at how Nexvia connects with other third-party systems, and how artificial intelligence (AI) can be used to create efficiencies within the industry.

“We are focusing on how we get more data to customers, and how we integrate with third-party software systems,” he says.

“I do a lot of research on AI and automation to figure out how AI right now can help within our industry.

“There is a research team in Brisbane who are looking at how AI can predict if a construction job is at risk. They have worked out an algorithm and are running this on tier 1 and tier 2 sites.

“Then there is optical character recognition (OCR) programs for scanning bills and invoicing – that space is evolving and manual data entry is disappearing.

“Who knows what new technology is just around the corner, but it’s about working out what is noise and what is of value to our customers.

“It’s an interesting landscape and we keep watching it, keep supplying tools and upgrading.”

Business learnings after two decades in the industry

Growing up in Logan, south of Brisbane, Cameron was fortunate that his parents invested in his education.

“Not being well off” and his father having health issues, this was by no means a small thing. Their narrative laid the foundational cornerstone for Cameron’s determination and passion that led him to start his own business at such an early age.

It’s a time Cameron looks back on with mixed feelings.

“When you are young, you don’t know any better. I didn’t know what I was doing and I look back now and think ‘would I make that decision?’.

“Over time, I learned a lot of lessons.

“If you listen to the stories of successful entrepreneurs, they always say there is a lot of hard work, a little bit of luck, and perseverance.

“I love the technical side of software, I love process, but you have to step outside of your comfort zone – and it’s the same for builders or construction – you have to step into the business side, you have to network and find mentors to learn from.”

Cameron says listening to other people, building a good culture, having a great team and employing those who are smarter than you is also his top tip “because they need to know the stuff you don’t know”.

While Nexvia’s powerful platform is addressing clients’ unique challenges head-on, the future is looking even brighter.

As the industry continues to embrace digital transformation, Nexvia stands as a powerful tool for businesses seeking to stay ahead of the curve and achieve success in an increasingly competitive landscape.