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DESIGN & BUILD — SENIOR LEADERS

LEAP
State of Play

Where we are. Where we're going. What growth means for you and your team.

May–June 2026  |  Confidential

#BuildingTrust

Context

We've Already Started. This Is a Progress Conversation.

POSITION
LEAP is not being launched today. Client lists are built. Action plans are live. The first QBR cycle is underway. This session is about inspecting progress, sharpening your leadership accountability, and making sure the model delivers — for your team, for your office, and for your own trajectory.

✓ Done

30-company target lists built by every consultant. Advance and Protect client classifications applied. 90-day action plans confirmed across all four offices.

→ In Progress

First QBR cycle underway. Monthly value touchpoints being delivered. Pipeline conversations beginning. Advance scorecard in weekly leader reviews.

↑ What Comes Next

Roadshow (May–June) builds momentum and handles resistance. July operating rhythm locks LEAP as permanent. EOFY celebrates the foundation across the group.

THE RISK
The system does not fail because of poor strategy. It fails when leadership inspection drops under billing pressure. That is the single variable we control — and the one this session addresses directly.
The Business Ambition

Where We Are. Where We're Taking This Business.

$18.1m
FY26 GP Baseline
+25%
Per consultant uplift required
$22.6m
FY27 GP Target
$28m+
Scale Goal FY28–29
$32k
Current avg GP p/h p/m
Target: $40k
16.5%
Net profit margin today
Target: 20%
47
Billing consultants FY26 avg
stable + performance
$4.5m
FY27 net profit target
vs ~$3m today
THE LOGIC
The path from $18.1m to $22.6m does not require significant headcount growth. It requires 47 consultants averaging $40k p/h instead of $32k. A 25% uplift per consultant. LEAP is the mechanism. Adoption depth and inspection consistency sit with this group.
FY27 Scenarios

The Outcome Depends on Adoption Depth

PARTIAL ADOPTION
~50% of consultants
Total GP$21.4m
Net Margin~17.5%
Net Profit$3.7m
Avg p/h p/m$38k
Repeat Biz+10–15%

Risk: Inspection fade under billing pressure

FULL ADOPTION
80%+ — OUR TARGET
Total GP$22.6m
Net Margin20%
Net Profit$4.5m
Avg p/h p/m$40k
Repeat Biz+20–25%

★ THIS IS WHAT WE ARE BUILDING

TOP QUARTILE
LEAP + top-biller habits
Total GP$28.2m
Net Margin22%+
Net Profit$6.2m+
Avg p/h p/m$50k+
Repeat Biz+35%+

FY28–29 scale — built on FY27 proof

Your Growth Opportunity

What Business Growth Means for You Personally

THE LINK
As D&B grows its GP and its consultant base, the leadership structure grows with it. Bigger teams require more leadership. More leadership means more Director-level roles, bigger earnings, and the ability to build something genuinely significant under your name.
↑

Team Growth

As GP per consultant rises and the model proves itself, we grow headcount with confidence. Bigger teams under your leadership means a bigger platform — and a stronger case for Director-level designation.

Target: each state team grows 20–30% in headcount as the model scales into FY28–29
★

Director Pathway

The Director level is not a tenure decision — it is a performance and scale decision. State Managers who build high-performing LEAP-executing teams, grow their GP contribution, and demonstrate the leadership behaviours we are building right now are the ones who reach Director.

Progression driven by: GP growth, team size, LEAP adoption, and leadership inspection quality
$

Earnings Upside

As GP per consultant grows from $32k to $40k p/h, and team size increases, the overriding revenue contribution from your state grows significantly. That growth directly impacts your earnings ceiling — both in short-term incentives and in your longer-term package as you move toward Director.

Your earnings trajectory tracks directly to GP per consultant and team GP — both driven by LEAP
Leadership Accountability

What I Need from Each of You — Non-Negotiable

WEEKLY — Every Consultant

  • Advance scorecard reviewed — 15 mins per consultant, every week
  • Ask: value delivered, M.A.N contact, opportunity created, next move
  • Red Flag rule enforced: 2+ Nos = coach immediately, not next week
  • QBR calendar inspected — booked and held, not rescheduled

MONTHLY — With Andrew

  • GP per consultant vs $40k target — trending up or down and why
  • Repeat business from Advance clients — growing quarter on quarter?
  • Advance client list integrity — all 6 still qualifying?
  • Name a specific win this month: the client, the behaviour, the outcome

QUARTERLY — All Leaders

  • Protect list integrity — account plans current, risks documented
  • GP per Advance client trending — is the model compounding?
  • Lapsed — Recoverable: how many converted to Advance this quarter?
  • Team GP contribution vs state target — are we on track?
THE LINE
If the weekly check-in gets skipped when the pipeline tightens — that signal travels through your team faster than any message I can send. The cadence does not flex. These meetings stay in the calendar regardless of what else is happening.
What You'll Face

Three Resistance Profiles — Know Them Before the Roadshow

🕒

THE TIME-POOR BILLER

Billing well. Sees LEAP as admin overhead. Uses “I don’t have time” as a shield. The risk is invisible to them — the client loss hasn’t happened yet.

Reframe around risk, not workload. Book the QBR in the room, today.
?

THE CAPABILITY DOUBTER

Willing in principle. Genuinely unsure how to run a QBR well. Avoids booking because the client “isn’t ready.” This is a skills gap, not a motivation problem.

Practise the QBR opening in the room. Pair with a senior peer. L&D owns the follow-up.
✗

THE SCEPTIC

Technically executing but no belief. Quietly undermining with junior colleagues. Has seen initiatives fade before. Their scepticism is rational — it’s based on evidence.

Name it privately. Keep the cadence publicly. They shift when they see it hold through a tough month.
YOUR JOB
Identify which profile each of your consultants sits in before the roadshow session in your office. The conversation opener is different for each one. Do not use the same message for all three — it will land for one and miss the other two.
The Directive

Five Things I Need Confirmed Before You Leave

1

Weekly check-ins are in your calendar — recurring, protected, non-negotiable

Not ad hoc. Recurring calendar items from this week. Show me the invite before the roadshow session in your office.

2

Every consultant’s Advance client list has been reviewed and challenged by you

Not self-reported. You have looked at each list, applied the criteria, and challenged any client that doesn’t pass the three questions.

3

Your Protect clients have active account plans — reviewed within the last 30 days

If any Protect client in your region does not have a current plan, it gets done before your roadshow session.

4

You have identified your early adopter for the roadshow — the consultant who presents a win

One per office. A specific win — client, conversation, outcome. Unscripted. Brief them before the session.

5

You know which resistance profile each of your consultants sits in before the roadshow

Time-poor biller, capability doubter, or sceptic. Different conversation for each. Not a one-size-fits-all session.

The opportunity in front of each of you is real and significant.

A growing team. A Director pathway that is earned through performance, not tenure. An earnings trajectory that reflects what you build — not just what you bill personally. That is what LEAP makes possible. It starts with how you lead your team in the next 90 days.

Let’s make it count.

#BuildingTrust  |  designandbuild.com.au