Real Impact. Real Results.

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At Winston Gray, we pride ourselves on delivering measurable outcomes for our clients across diverse industries. From streamlining processes at large financial institutions to empowering leadership at mid-sized enterprises, we’ve worked hand-in-hand with our partners to overcome challenges, drive efficiency, and achieve sustainable growth.

The following case studies are just a small glimpse into the transformative work we’ve done. Whether you’re looking to improve operations, build stronger teams, or scale your business, these examples demonstrate the depth of our experience and the impact we can create together.

Industry: Financial Services
Employees: 53,000 +

Revenue: AUD 26.12 billion 

Consultants: 1

Executive Summary:

The project aimed to reduce the average time to settlement for business banking loans by streamlining processes, eliminating inefficiencies, and improving cross-departmental coordination.

Root Cause:

1. Redundant checks performed across four departments and an external law firm created delays and inefficiencies.
2. Sequential task execution meant significant waiting times between steps, especially for legal approvals.
3. Inconsistent ownership of tasks led to overlapping responsibilities and duplication of work.

Solution:

The focus was to simplify the process by removing unnecessary steps, reallocating tasks to the appropriate departments, and ensuring each step added value. The changes aimed to reduce handling time, improve risk alignment, and enhance customer satisfaction.

1. Remove unnecessary checks performed by non-specialised departments.
2. Reallocate the task of requesting trust deed reviews to an earlier stage in the      process.
3. Streamline the review process to ensure critical tasks were performed by the right expertise only.

Included Actions:

• Training Plan: Comprehensive training for impacted staff on updated roles and responsibilities, particularly around legal and compliance requirements.
• Communications Plan: Frequent updates to all stakeholders on process changes, timelines, and benefits.
• Risk and Change Impact Assessment: Full analysis of risk exposure due to the elimination of redundant checks and mitigations to ensure compliance.
• Standard Operating Procedures (SOPs): Updated SOPs to reflect new task ownership and process flow.
• Metrics & Reporting: Established tracking metrics to monitor time-to-settlement improvements and team efficiency.

Results:

• Reduced average customer waiting time from 45 days to 38 days.
• Decreased end-to-end handling time by 15%.

Enhanced efficiency and customer satisfaction through clearer task ownership and streamlined processes. 

Industry: Financial Services
Employees: 200+
Revenue: AUD 35 million 

Consultant: 1

Executive Summary:

This initiative targeted delays in the loan verification process by addressing inefficiencies and redundancies between Department 1 (initial checks) and Department 2 (credit approvals). The goal was to eliminate bottlenecks and reduce overall processing times for customer loans.

Root Cause:

1. Tasks were unnecessarily split between Department 1 and Department 2, leading to significant hand-offs and delays.
2. A 24-hour waiting period was required for Department 1 to complete basic compliance checks before Department 2 could proceed.
3. Lack of end-to-end ownership created inefficiencies and frustrated customers with repeated back-and-forth communications.

Solution:

The process was restructured to eliminate unnecessary hand-offs, consolidate responsibilities, and improve team accountability.

1. Transitioned all compliance-related checks to Department 2, giving them end-to-end ownership of loan applications.
2. Rewrote processes to streamline workflows while ensuring compliance with AML/KYC regulations.
3. Addressed stakeholder concerns through structured communication and change management.

Included Actions:

• Training Plan: Delivered targeted training to Department 2 staff on new responsibilities, including AML/KYC compliance tasks.
• Communications Plan: Ensured transparent communication with all teams about process changes, timelines, and expected benefits.
• Risk and Change Impact Assessment: Evaluated risks of transitioning tasks and mitigated potential compliance risks.
• Standard Operating Procedures (SOPs): Updated to include the new workflow and responsibilities.
• ADKAR Change Model: Used to guide change adoption, ensuring teams understood the need for and benefits of the new process.

Results:

• Eliminated the 24-hour delay previously caused by hand-offs between Department 1 and Department 2.
• Reduced customer processing times by 20%, significantly improving satisfaction.
• Improved overall efficiency and productivity by removing redundant steps.

Industry: Financial Services
Employees: 200+
Revenue: AUD 35 million 

Consultants: 1

Executive Summary:

The goal of the project was to equip leaders with essential leadership skills to improve team performance, employee engagement, and organisational alignment. A six-week leadership bootcamp was implemented to achieve these objectives.

Root Cause:

1. Leaders lacked foundational skills in coaching, managing performance, and      conducting effective conversations.
2. Inconsistent leadership approaches created misalignment and confusion across teams.
3. Absence of structured leadership development initiatives led to gaps in capability and confidence.

Solution:

The bootcamp focused on providing practical tools and frameworks to address skill gaps and align leadership styles across the organisation.

1. Designed a 6-week interactive program tailored to real-world challenges faced by leaders.
2. Delivered training on coaching, accountability, and performance management techniques.
3. Standardised leadership practices to ensure consistency across all teams.

Included Actions:

• Training Plan: Comprehensive 6-week program with interactive workshops and practical exercises.
• Communications Plan: Engaged leaders early with a clear outline of program goals, expectations, and benefits.
• Risk and Change Impact Assessment: Assessed the impact of leadership changes on team dynamics and implemented mitigation strategies.
• Standard Operating Procedures (SOPs): Developed frameworks for conducting effective 1:1 meetings, coaching sessions, and performance reviews.
• Post-Program Support: Provided ongoing resources and mentorship to reinforce learning and sustain improvements.

Results:

• Improved employee engagement scores by 25%.
• Increased team performance metrics by 18%.
• Leaders reported feeling more confident, equipped, and aligned in managing their teams.

Industry: Financial Services
Employees: 53,000 +

Revenue: AUD 26.12 billion 

Consultants: 3

Executive Summary:
Tasked with leading the end-to-end implementation of a system to streamline customer checks across four major business units within a large banking organisation: Small Business Banking, Corporate Banking, Major Banking, and Franchise Banking.

Root Cause:

1. Each business unit had unique customer checks and workflows, leading to inefficiencies.
2. Lack of centralised processes created delays and risks due to missed high-risk steps.
3. Existing systems lacked the ability to adapt to complex processes without disrupting operations.

Solution:
Led a multidisciplinary team (developers, OCMs, business analysts) to design a dynamic system that reduced operational complexity while maintaining compliance.

1. Split the team to work with SMEs in each business unit, ensuring the system accommodated unique needs.
2. Managed legal, compliance, and risk sign-offs to meet regulatory requirements.
3. Developed a phased training and staggered rollout plan over two months to avoid operational disruptions.

Results:

• Reduced end-to-end handling time by 36% across departments.
• Decreased operational risks and improved quality checks across all units.
• Successfully delivered a compliant, user-friendly system, increasing employee satisfaction and customer experience.

Industry: Financial Services
Employees: 53,000 +

Revenue: AUD 26.12 billion 

Consultants: 0.5

Executive Summary:
Identified and resolved a lack of visibility for frontline teams in settlement bookings.

Root Cause:

1. Frontline teams had no access to real-time booking data, leading to communication gaps with customers and internal employees.
2. Disjointed systems caused delays in addressing customer inquiries.

Solution:
Enabled read-only access to a well-known third-party system already used by back-office teams.

1. Secured stakeholder buy-in to extend access permissions.
2. Rolled out training sessions for frontline staff to navigate the system      effectively.
3. Created a feedback loop to monitor system usability and refine processes.

Results:

• Improved visibility and responsiveness for frontline teams, reducing customer wait times.
• Enhanced communication between frontline and back-office teams.
• Achieved a quick turnaround with minimal investment and significant impact.

Industry: Construction
Employees: 105
Revenue: AUD 40 million

Consultants: 1

Executive Summary:
Reorganised a construction business suffering from operational bottlenecks, lack of accountability, and unclear roles.

Root Cause:

1. Overlapping tasks and responsibilities created inefficiencies.
2. No clear middle management structure, with all decisions routed to the CEO.
3. Lack of governance on roles and accountability hindered productivity.

Solution:
Designed and implemented a structured organisational model:

1. Created departments for Spare Parts, Service, Accounts, and Trade Support.
2. Revised job descriptions and implemented title changes to align with new responsibilities.
3. Delivered leadership training for new and promoted managers, along with updated contracts.

Results:

• Reduced bottlenecks and decision-making delays.
• Enhanced productivity and job clarity, empowering employees at all levels.

Streamlined operations, positioning the business for scalable growth. 

Industry: Financial Services
Employees: 245+

Revenue: AUD 90 million 

Consultants: 1

Executive Summary:
Restructured departments and made necessary redundancies in a financial services company to adapt to changing business needs.

Root Cause:

1. A specific department became redundant due to shifts in business priorities.
2. Overstaffing created unnecessary overheads.
3. Lack of streamlined processes led to inefficiencies.

Solution:
Strategically downsized and reorganised operations:

1. Identified overlapping roles and assessed team performance to determine key areas for      downsizing.
2. Created a detailed redundancy plan, including fair severance packages and communication plans to mitigate employee concerns.
3. Realigned remaining teams to ensure no gaps in operations while reducing headcount.

Results:

• Reduced operational costs while maintaining service quality.
• Improved efficiency by streamlining workflows.

Successfully managed the change process with minimal disruption. 

Industry: Financial Services
Employees: 245+

Revenue: AUD 90 million 

Consultants: 1

Executive Summary:
Turned around underperforming teams, increasing productivity and employee satisfaction.

Root Cause:

1. Lack of motivation and clarity in roles and responsibilities.
2. Skills gaps preventing employees from meeting performance expectations.
3. Overreliance on leaders for day-to-day decision-making.

Solution:
Implemented a tailored performance improvement strategy:

1. Assessed individual and team-level performance, identifying specific improvement areas.
2. Provided coaching, training, and weekly one-on-one sessions to address skills gaps.
3. Empowered employees by setting clear expectations, building independence, and fostering accountability.

Results:

• Achieved 90%+ productivity levels across teams.
• Improved employee satisfaction and confidence in decision-making.
• Established a high-performing culture with reduced reliance on leadership for minor tasks.

Industry: Financial Services
Employees: 200+
Revenue: AUD 35 million 

Consultant: 1

Executive Summary:
Reduced loan onboarding time and improved customer retention by streamlining application processes.

Root Cause:

1. The onboarding process was 40% longer than competitors, leading to a      high abandonment rate.
2. Redundant questions and inefficient workflows created delays for both customers and back-office teams.
3. Non-compliance with APRA guidelines created risks during onboarding.

Solution:

1. Conducted market research and competitor analysis to identify optimal workflows.
2. Redesigned the application process to collect essential information upfront while minimising delays in post-submission requirements.
3. Held client focus groups to ensure the process was user-friendly and compliant.

Results:

• Reduced onboarding time by 30%, aligning with competitor benchmarks.
• Increased application completion rates by 20%.
• Enhanced customer satisfaction without adding pressure to back-office operations.

Industry: Apparel (Retail)
Employees: 200+
Revenue: AUD 25 million 

Consultant: 1

Executive Summary:
Optimised business operations by closing underperforming retail stores and reducing company overheads, resulting in an 18% cost reduction and improved profitability.

Root Cause:

• Several retail stores were operating at a loss, with overhead costs exceeding      revenue.
• High fixed costs from maintaining unprofitable locations drained resources from profitable business areas.
• Limited focus on e-commerce hindered the company’s ability to adapt to changing consumer habits.

Solution:

• Conducted a performance analysis to identify underperforming stores.
• Developed and executed a closure plan that minimised customer disruption and included redundancy support for affected employees.
• Invested in e-commerce platforms to enhance online sales capabilities.
• Reallocated resources to higher-performing areas of the business.

Results:

• Reduced overall overheads by 18%.
• Strengthened profitability and reinvested savings into growth areas.
• Enhanced online presence, increasing e-commerce revenue by 30% within 6 months.

Industry: Construction
Employees: 105
Revenue: AUD 40 million

Executive Summary:

Consultant: 1
Turned around a construction company on the brink of administration by restructuring departments, creating a cash flow plan, and renegotiating contracts, leading to financial stabilisation and long-term growth.

Root Cause:

• Poor cash flow management and high operational inefficiencies.
• Overlapping roles and unclear responsibilities created bottlenecks and low productivity.
• Unsustainable overheads and unprofitable contracts drained resources.

Solution:

• Developed a cash flow management plan, renegotiating supplier contracts and deferring non-essential expenses.
• Conducted a full departmental restructure to streamline operations and clarify accountability.
• Reduced redundancies and reallocated responsibilities to maximise efficiency.
• Revisited contracts and pricing models to ensure profitability and compliance.

Results:

• Stabilised cash flow and avoided administration.
• Increased operational efficiency by 30% through streamlined roles and      responsibilities.
• Within 12 months, the company generated sufficient profit to reinvest in growth, leading to long-term success.