GOLD LEAF CONSTRUCTIONS DEC 2025 VOL 07 BUSINESS VIEW OCEANIA ALSO IN THIS ISSUE METCALF GROUP (SA) • REAL ESTATE INSTITUTE OF NEW ZEALAND CRAFTING HIGH-END HOMES WITH PRECISION KYLE GRABBE, DIRECTOR
WWW.BUSINESSVIEWMAGAZINE.COM Email for all inquiries: info@businessviewmagazine.com 2422 Palm Ridge Road, Suite 820 Sanibel FL, 33957 239.220.5554 CONTACT US TITLE SPONSORS GREAT NEWS! Business View Publishing was named to the 2020 Inc. 5000 list of America’s Fastest-Growing Private Companies! Read the press release Editor in Chief Karen Surca Editor Veronica Enair Research Directors Dylan Tenbrink Clementine Walton Contributing Writers Dan Macharia Director of Production Jared Ali Director of Marketing Nora Saliken Director of Administration Michelle Siewah Digital Strategist Jon Bartlow Art Director Renée Yearwood Managing Director Alexander Wynne-Jones COO Matthew Mitchell Executive Publisher / CEO Marcus VandenBrink 1 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 12
EDITOR’S NOTES This time of the year always carries a hint of magic. Whether you are spending the holidays in a snow filled winter wonderland, or celebrating with family on the beach, there is no denying that the holidays bring out a little bit of the child in all of us and a sparkling of wonder as we cherish times with those we care about. As we try to hold on to some of the feelings of the holiday season, we are also quickly moving towards a new year and all that it will bring. This is also the time of year that companies, organizations and the civic governments of municipalities of every size are reviewing the year that is quickly coming to a close. Thoughts are now turning to implementing business and civic agendas for the year that beckons. Against a backdrop of continued strength in economic sectors throughout the Oceania region, there is much to celebrate and much to look forward to in 2026. We were fortunate to capture some of these dynamic initiatives in our December Oceania edition as we sat down with some successful organizations to talk about all things business. We were pleased to profile the Metcalf Group (SA) and Gold Leaf Constructions. Both companies are examples of innovation and possess the innate ability to capture the construction and housing market’s demands, remaining one step ahead of the competition. Always putting the client first, 2026 is sure to bring continued success for these leaders in the field. December’s issue also brings our readers a profile feature of All Saints Anglican School and St. Aidans Anglican Girls School as part of our ongoing focus on leading school systems throughout the Oceania region. With career tech and academic excellence in focus, these three schools remain top of the class and are geared for student success while serving the community. We also caught up with Springhill Farm, a powerhouse in the snacks industry and H3C Plus, an innovator in the security field, to get a peak into their successful business models that have led to continuing growth and opportunities. Continuing our focus on leading trade associations and organizations, we also bring you in depth profile features with Family Business Network Asia and the Real Estate Institute of New Zealand. Representing their members with passion and knowledge, both organizations offer invaluable guidance, educational resources and relevant industry advice. As always, our editorial team looks forward to bringing you exciting developments across all business sectors in the region, and we enjoy producing leading sector-focused features that engage and inform our valued business readership. We hope that our valued business leaders learn a little something new about their relevant business sector, as well as key developments in other industry sectors that may help drive their business model forward. Happy Holidays from everyone at Business View Publishing! Karen Surca Editor in Chief Dear Readers, 2 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 12
VOLUME 07, ISSUE 12 35 ALL SAINTS ANGLICAN SCHOOL Educating for Tomorrow 45 ST AIDAN’S ANGLICAN GIRLS’ SCHOOL Educating Future-Ready Young Women with Heart, Rigor, and Vision 13 GOLD LEAF CONSTRUCTIONS Crafting High-End Homes with Precision 23 METCALF GROUP (SA) Building with Purpose COVER GOLD LEAF CONSTRUCTIONS 2 EDITOR’S NOTES 5 OPENING LINES EDUCATION CONSTRUCTION ST AIDAN’S ANGLICAN GIRLS’ SCHOOL 45 3 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 12
57 57 SPRINGHILL FARM Flying High with its Brand 81 REAL ESTATE INSTITUTE OF NEW ZEALAND A century of data, professionalism, and support for a changing industry 69 FAMILY BUSINESS NETWORK ASIA Guiding Legacy and Stewarding Wealth FOOD & BEVERAGE REAL ESTATE PROFESSIONAL SERVICES The articles in this publication are for information purposes only. Business View Publishing assumes no liability or responsibility for any inaccurate, delayed, or incomplete information, nor for any actions taken in reliance thereon. The information contained about each individual or organization has been provided by such individual or organization without verification by us. The opinion expressed in each article is that of its author and does not necessarily reflect the opinion of Business View Publishing. SPRINGHILL FARM 4 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 12
CONDITIONS FAVOURABLE FOR AUSTRALIA’S LIVESTOCK SECTOR –RABOBANK 2026 OUTLOOK Source: www.arr.news, New Editor, First Published December 18th, 2025 Export market demand has supported elevated prices for Australian lamb, mutton and beef through much of 2025, with favourable market conditions expected to continue into the new year, according to agribusiness banking specialist Rabobank. In its Global animal protein outlook 2026, the bank’s RaboResearch division says high cattle inventories will maintain elevated Australian beef production, while sheepmeat production takes time to recover. SHEEP AND LAMB PRODUCTION Report co-author, RaboResearch senior animal proteins analyst Angus Gidley-Baird said Australian lamb and sheep output is expected to contract in 2026 after dry seasonal conditions hit large areas of the country’s sheep-producing regions in 2024 and into 2025. “The smaller flock, following high sheep slaughter in 2024 (the highest in over 15 years) and 2025, is likely to result in lower lamb slaughter in 2026. And improved seasonal conditions will spark efforts to rebuild the flock, further compounding the reduction in lamb slaughter,” Mr GidleyBaird said. “Meat & Livestock Australia projects lamb slaughter to contract two per cent in 2026 after a six per cent tumble in 2025 and sheep slaughter to plunge 18 per cent in 2026 after a 15 per cent drop in 2025,” he said.“Lamb production is expected to fall one per cent to 607,000 million tonnes in 2026 after a three per cent reduction in 2025.” Mr Gidley-Baird said with lower supplies, better seasonal conditions and ongoing strong demand from export markets, RaboResearch expected lamb prices to remain strong, though lower than the current historic highs. “Given current conditions, we believe lamb prices of AUD9 to AUD10 a kilogram would be more sustainable,” he said. BEEF PRODUCTION Mr Gidley-Baird said successive favourable seasons have allowed Australia’s cattle breeding inventory to build, and cattle were now flowing through to markets. “Even southern areas – which experienced dry conditions throughout 2024 and into 2025 and offloaded stock at the time – are likely to have seen production levels recover in the second half of 2025,” he said.“As such, 2025 production is projected to reach 2.86 million tonnes, up 11 per cent year-on-year and a new record.” Mr Gidley-Baird said with large cattle inventories in Australia, “we anticipate beef production in 2026 to remain steady at historically-high levels, reaching 2.85 million tonnes – the second highest production volume in Australia’s history”. “Substantial production volumes will translate to ongoing elevated export volumes, with the US likely to remain the key market, accounting for 29 per cent of total Australian Opening Lines 5 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 12
influence dietary choices. “Price pressures within animal protein categories may lead consumers to trade down or switch between proteins, while consumers seeking protein-rich foods will potentially boost animal protein demand,” she said. TRADE RESILIENCE Despite disruptions, the Rabobank report said animal protein trade has shown resilience, with strategic frontloading, like shipments of Brazilian beef into the US, helping to sustain volumes amid volatility and shifting tariffs that are reshaping global flows. Meanwhile, supply-demand imbalances continue to seek equilibrium, a trend that is likely to persist in 2026. Geopolitical tensions and evolving policies will continue to influence trade, but new trade agreements may provide a boost. DISEASE CHALLENGES Global disease outbreaks have also disrupted trade, squeezed margins and pressured productivity in the animal proteins sectors, the report said. Disease outbreaks such as African swine fever and avian influenza continue to disrupt trade and squeeze margins, RaboResearch said.“Combined with emerging diseases like New World screwworm and Bluetongue, these challenges are driving greater adoption of biosecurity measures and increased focus on new approaches to managing disease pressure, though implementation remains complex,” it said. SUSTAINABILITY AND TECHNOLOGY In an uncertain operating environment, sustainabilityrelated risks linked to climate and nature are increasingly critical, the outlook said. Regulatory momentum is pushing sustainability to the forefront of strategic planning for animal protein companies, it said. The report said technology,particularly artificial intelligence, offers potential benefits for managing operational risks and advancing sustainability goals, though investment remains weak. “While not all AI applications will transform the industry, strategic integration into existing workflows could spark meaningful progress in a sector that is traditionally slow to adopt new technologies,” it said. “Maintaining consumer trust is paramount. In times of heightened risk, consumers continue to prioritise animal welfare, supply availability, price, food safety and quality, and these demands are driving advancements in transparency and traceability,” Ms Gocsik said. beef exports in 2025,” he said. “South Korea (which accounted for 15 per cent share of Australian beef exports in 2025) and Japan (16 per cent) will remain important markets, while volumes to China (18 per cent) are expected to rise, given the ongoing tensions between China and the US.” With sizable volumes of beef in the market, Mr GidleyBaird said, cattle prices in 2026 will depend on producer sentiment and seasonal conditions. “We believe that cattle prices will remain close to current levels, with some potential upside given the strong US market, and that the National Young Cattle Indicator will sit around AUD 4.30 to AUD 4.80/kg. However, if seasonal conditions deteriorate and producers lose confidence, high cattle inventories and increased slaughter numbers will see prices contract,” he said. GLOBAL PROTEIN OUTLOOK According to the RaboResearch outlook, the global animal protein industry is set to experience a slowdown in production growth in 2026, driven by both cyclical and structural factors. Seafood and poultry will lead growth, while pork and beef production will contract.The sector faces challenges from disease outbreaks, trade disruptions and sustainability pressures, requiring strategic adaptation and technological integration from industry players. RISING COSTS RaboResearch global strategist animal protein Éva Gocsik said globally, while the bank expected feed costs to remain steady, a combination of lower protein supplies, rising volatility and trade costs and disease pressure will weigh on margins. “Processors (in regions where supplies are limited) may face ongoing challenges around capacity utilisation, as well as trade disruptions resulting from tariffs and other protectionist measures. All of this could raise costs, pressure demand and ultimately squeeze margins. In both mature and developing markets, a focus on increasing efficiency and productivity will be critical at the farm and processor level,” she said. PRICE SENSITIVITY According to Ms Gocsik, with global gross domestic product growth projected to decelerate, consumers are likely to become increasingly price-sensitive, altering their consumption patterns. At the same time, the rising use of glucagon-like peptide-1 agonists (GLP-1) weight loss medications is also likely to 6 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 12
OPENING LINES ALGAE MONITORING BUOYS AHOY!: SCRIVEN Source: www.arr.news, New Editor, First Published December 19th, 2025 Six hi-tech monitoring buoys which will automatically detect future harmful algal blooms before they reach our shores are being deployed across South Australian waters. The state-of-the-art oceanographic moorings are equipped with specific sensors for early detection of key harmful algal bloom (HAB) species such as Karenia. If a HAB species is detected, an immediate alert is sent to scientists via satellite communication. They also provide real-time, continuous monitoring of critical parameters including temperature, salinity, chlorophyll, dissolved oxygen and turbidity. Part of the State and Federal Government’s $102 million Summer Plan, the sophisticated monitoring system strengthens South Australia’s ability to detect, track, research and forecast coastal water quality and harmful algal blooms. The moorings will form a core component of the South Australian Integrated Coastal Water Quality Monitoring and Forecasting System, a comprehensive scientific program led by the new Office for Algal Bloom Research in conjunction with CSIRO. The monitoring system builds on the existing Integrated Marine Observing System moorings which have been in place in open waters off the coast since 2008, with the new moorings enabling coverage in inner coastal areas. The first two monitoring buoys are being installed at St Kilda and Stansbury in Gulf St Vincent today, with the remaining four sites to be finalised in consultation with industry. QUOTES ATTRIBUTABLE TO CLARE SCRIVEN While the algal bloom has presented many unprecedented challenges, it has also provided opportunities to learn from this event to ensure optimal preparedness for the future. By integrating world leading technologies from SARDI, CSIRO, and other research partners, we are building one of the most advanced coastal monitoring systems in the country. This is about using the best science available to protect our marine ecosystems for the future. This investment strengthens our ability to detect 7 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 12
harmful algal blooms earlier and respond more effectively, protecting our aquaculture industries, marine ecosystems and coastal communities, providing confidence that emerging risks can be identified weeks in advance. QUOTES ATTRIBUTABLE TO SARDI EXECUTIVE DIRECTOR, PROFESSOR MIKE STEER What’s really exciting about this, is it means realtime updates and the information collected by these devices will be sent straight to the scientists so rapid response measures can be activated. These monitoring buoys are an invaluable asset for South Australia and give us further confidence that we have a sophisticated monitoring and surveillance program in place that can rapidly detect any Karenia species. In the event of another harmful algal bloom, these impressive devices will help provide an earlier heads up for aquaculture industries and the community. 8 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 12
OPENING LINES DROUGHTS LASTING LONGER ACROSS AUSTRALIA, STUDY SHOWS: UNSW SYDNEY Source: www.arr.news, New Editor, First Published December 12th, 2025 A study tracking not only the forces that drive drought but the damage it leaves behind has revealed that droughts have lasted longer in Australia in recent decades, especially in areas with the most people and farms. UNSW researchers analysed drought trends across Australia between 1911 and 2020 based on rainfall shortages and falling river and dam levels. Their analysis showed that, since 1971, the time spent under drought conditions has increased across most of Australia, especially in the southeast and southwest, which are densely populated and key breadbaskets. The increasing dryness was especially felt during winter and spring, which are critical seasons for growing crops like wheat. Lead author, UNSW PhD student Matt Grant, says the trend, which is expected to continue, is especially concerning because the regions where drought is more severe are also some of the most important to Australia’s economy and people’s welfare. “Across early parts of the last century, it was wetter, but we can see that pattern has reversed since the 70s. “In recent years, we’ve had this general sense that droughts are lasting longer. Our work puts data behind the intuition and confirms it. “We expect this trend to continue, which increases water security risks for some of Australia’s major cities and rural towns and puts serious pressure on farming.” He says it’s not yet possible to say whether these conditions are caused by climate change, because Australia has historically had large variation in rainfall. “It’s not to say that climate change isn’t influencing drought, it’s that the natural swings in Australia’s climate are so large that it may take longer for a clear signal to emerge from the noise.” THE AI UNRAVELLING AUSTRALIA’S DROUGHT SECRETS The researchers used AI to find relationships between these conditions and hundreds of official drought records of crop losses and threats to important water reservoirs in the southeast of the country. Co-author Dr Sanaa Hobeichi, who pioneered an earlier “impact-based metric” in Texas says the approach helps answer long-standing questions in drought science. “It wasn’t really understood how closely weather was reflected in actual drought impacts, but we could 9 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 12
show they clearly mirror one another,” she says. “The model links all the steps of a drought, from a lack of rain to documented consequences.” She says the research also shed new light on some of the less visible drivers of drought. The study shows that what is happening in the soil and atmosphere is usually a better indicator of drought risk than rainfall across a month. Evaporation on hot, dry days was the strongest predictor of crop failure, particularly in the driest regions like the Rangelands, which cover more than 80 per cent of Australia’s total landmass. Whether or not water levels would run low, in turn, often hinged on soil moisture, because very dry soil soaked up rain before runoff could reach rivers and dams. Dr Hobeichi says the results build on a growing body of research showing that drought risk is incredibly complex and can’t always be predicted by major weather systems like El Niño. “Different droughts have different profiles,” she says. “AI lets us understand the complex dynamics of each one.” “We used what’s called a Random Forest model, because it doesn’t just look for one simple answer, like ‘if rain is low, it’s a drought’. “It creates an enormous number of decision trees, which ask whether certain conditions have been met in terms of ocean systems, temperature or crop failure, and in complicated combinations. “At the end, it combines all these different outcomes to give you the most likely result.” She says there is growing interest in developing impact-based approaches to better manage future climate risks. “People want metrics that reflect conditions on the ground, not just anomalies in a single variable, because a lot of the risks we’re facing are cascading and compounding.” However, she says, the AI would need further research and testing to adapt it for use as a tool to assess drought risk in a hotter future. “Rainfall patterns, soil moisture and ocean drivers will all shift under climate change, altering the ‘recipe’ for drought. “Any future applications will require stress-testing the model under conditions that resemble projected climates.” Even so, she says, the model has real potential for climate resilience planning. “The AI could one day tell us not only when conditions are dry, but when it’s going to start affecting people’s lives, letting us make better decisions about where we need to allocate resources to adaptation.” Dr Hobeichi is part of a research team currently working on a nationwide drought-impact database, extending beyond NSW to all major cropping regions 10 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 12
GOLD LEAF CONSTRUCTIONS CRAFTING HIGH-END HOMES WITH PRECISION construction METCALF GROUP (SA) BUILDING WITH PURPOSE 11 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 12
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CRAFTING HIGHHOMES WITH PR GOLD LEAF CONSTRUCTIONS AT A GLANCE GOLD LEAF CONSTRUCTIONS WHAT: A leading and high end custom home builder that puts its clients first WHERE: M ooloolah Valley, Sunshine Coast, Australia WEBSITE: www.goldleafgroup.com.au 13 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 12
-END RECISION When Kyle Grabbe launched Gold Leaf Constructions back in 2010, he walked away from the security of the family business and straight into the unknown. He had already spent a decade working alongside his father, delivering everything from residential homes to commercial builds, multi-res developments and high-rise projects. It was a solid foundation and a broad education in how the construction industry really works. BUILT ON LEGACY, CRAFTSMANSHIP AND THE BEST MINDS IN THE BUSINESS 14 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 12
But on one of his final projects under his father’s banner – a series of high-end renovations in Noosa Heads – something clicked. Each apartment had a different designer, many from Melbourne and all with strong reputations for high-end, architectural work.That experience, working closely with multiple designers across complex, bespoke renovations, crystallised the direction he wanted to pursue. “I knew that was the angle I wanted to go in,” he recalls. “High-end, architectural builds. That’s where my passion was.” The feeling wasn’t entirely shared at home. His father and business partner weren’t keen on changing direction, and Grabbe made the call to step away and start again under his own name. Or more accurately, under a name that declared his intent: Gold Leaf Constructions. From day one, the focus has been on detailed, design-led, high-end builds and renovations. Fifteen years later, that’s exactly where the business sits. FROM TENDERS TO TRUE PARTNERSHIPS Like many builders, Gold Leaf initially operated in the traditional tender model – pricing jobs off completed drawings and competing in a race to the bottom. Too often, Grabbe saw that the “winning” builder was simply the one who had missed the most in their costings. “Whoever made the most mistakes seemed to get the job,” he says. “We were always thorough with our costing and could explain to clients what we had allowed for. That helped, but the whole tender model didn’t align with the quality and service we wanted to deliver.” Over time, the company completely shifted its approach. Instead of stepping in once plans were finished and budgets already misaligned with reality, Gold Leaf now positions itself right up front at the concept stage. Clients engage the team under a preliminary agreement, and builder, client and designer walk the journey together from early vision through to turnkey handover. 15 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 12 GOLD LEAF CONSTRUCTIONS
That collaborative model has become a defining feature of the business. It allows Gold Leaf to help clients shape their ideas early, manage expectations, protect budgets and guide designers toward solutions that are both beautiful and buildable. “We keep the designer on the leash a little,” Grabbe says with a smile.“We want them to be creative, but not to deliver a dream that’s double the budget and breaks everyone’s heart. Being involved early means we can shape a design that hits the vision and the numbers.” Today, the company primarily focuses on new builds in the AUD 2.5 to 3 million range and above, with a clear emphasis on detailed, one-off architectural homes rather than volume projects. Renovations still feature, particularly when they align with the brand’s high-end, highly detailed ethos, but the core of the business is complex residential new builds. SIGNATURE HOMES AND LASTING RELATIONSHIPS Among recent work, one standout project is an 1,100-square-metre residence in Minyama, complete with a full basement carpark that is larger than many homes. With completion expected in early 2026, it is already an example of the scale and complexity Gold Leaf is comfortable delivering. Another project that sits close to Grabbe heart is the James Street home at Dicky Beach.The property feels like a retreat nestled in rainforest, yet it is only a few hundred metres from the shoreline and fronting the creek. The block itself is unique; the house was designed to amplify that natural setting. “The clients were amazing,” he says. “We built a really strong relationship through the process. Now we catch up for a beer, and they’ve referred us to a number of other people. That word-of-mouth is huge for us.” Those sorts of relationships are not an accident. With a team of around 12 – heavily weighted toward on-site carpenters and site supervisors, backed by a construction manager, contracts admin, sales and admin – Gold Leaf keeps quality and communication tightly controlled.The sales function essentially acts 16 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 12
as a client liaison role, ensuring homeowners are supported and informed throughout the build. CLIENT EXPECTATIONS, DESIGN TRENDS AND COASTAL REALITIES On the design front, a few trends stand out. Natural materials are back in demand in a big way, fuelled in part by the industry’s shift away from high-silica products. Natural stone is being specified more frequently, and joinery has exploded as a share of total project cost. It’s no longer unusual to see AUD 200,000 to 300,000 invested in built-in joinery alone in a single home. Small format tiles are also re-emerging as a strong aesthetic trend, especially in bathrooms and feature spaces. Layered textures and meticulous detailing are increasingly important as clients seek individuality and a richer, more bespoke feel in every room. At the same time, expectations around quality have never been higher. Clients are heavily influenced by 17 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 12 GOLD LEAF CONSTRUCTIONS
social media, particularly Instagram, and arrive at the design table with an endless stream of reference images – many of them drawn from international climates, materials and building codes that do not necessarily translate well to the Sunshine Coast or broader Queensland environment. For Gold Leaf, that creates both opportunity and responsibility.The team frequently finds itself in the role of advisor, steering clients away from products that won’t perform in coastal conditions, or do not meet bushfire or durability requirements, while still delivering the look and feel they want. “Instagram is super influential,” Grabbe says. “But a lot of those designs are in completely different climates or regulatory environments. We can usually find an alternative product that delivers the same aesthetic and meets compliance and durability needs – but it takes more work upfront, and more planning.” Balancing sustainability and luxury is another ongoing challenge. Many clients want an environmentally conscious builder, yet the project brief involves knocking down an existing home to build new. Where possible, Gold Leaf encourages renovation over replacement as the most sustainable option, and incorporates environmentally minded options into new builds wherever practical. SUPPLIERS, SUBCONTRACTORS AND THE POWER OF LOYALTY The company’s reputation is anchored not only in its internal team but also in its long-term relationships 18 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 12
with key suppliers and subcontractors. Those partnerships proved particularly important during COVID-era supply chain disruptions, when materials and products were difficult to secure. “Some suppliers really helped us get through that,” Grabbe explains. “When people look after you in those times, you remember it. Loyalty goes both ways.” Durability, warranty strength and aftercare service are all crucial when selecting suppliers. Gold Leaf prefers to work with businesses that will stand behind their products over the long term, even if that means paying slightly more upfront. Subcontractors are chosen with similar care. The company places a premium on reliability, quality and service, reinforcing the idea that a consistent team produces consistent outcomes. THE BUSINESS BEHIND THE BUILDS For all the attention on design and finishing details, Grabbe is equally passionate about something that many builders neglect: financial management. He has watched too many construction companies collapse in recent years, particularly in Queensland, and believes that weak financial literacy is often at the root. “The industry has improved massively in terms of project management,” he says. “There are so many good software platforms now. But I think a lot of builders are getting complacent with understanding their numbers. That’s why we’re seeing so many go bust.” Gold Leaf runs weekly business coaching through the Association of Professional Builders, with a strong focus on financial metrics, cashflow, margins and 19 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 12 GOLD LEAF CONSTRUCTIONS
pricing discipline. The company uses Procore as its core project management and financial platform, integrating safety, quality checks, documentation, estimating and client communications into one system. The client portal allows homeowners, including those overseas, to log in and see live updates, daily site photos, variation approvals and upcoming milestones. “Working on the business, not just in it, is key,” Grabbe says. “Understanding your finances is probably the biggest key to having a successful company.” STRATEGIC FOCUS: REFINEMENT, NOT OVERREACH In an era where growth is often equated with success, Gold Leaf is intentionally selective. The goal over the next 12 to 24 months is not to double revenue or open multiple new offices, but to refine systems, deepen expertise and keep improving how existing work is delivered. “We don’t really intend to take on more work than we currently have in our pipeline,” he says.“We want to constantly improve how we do what we do. The industry and materials are changing so fast that staying ahead on technology, safety and best practice is a full-time job in itself.” Weekly business coaching, ongoing training for staff and a willingness to explore new technologies and building systems all feed into that ongoing refinement. Safety management is a particular area of focus, as new materials and products bring new exposure risks and regulatory requirements. Integrating safety processes directly into Procore allows the team to manage risk alongside programme and cost, rather than as an afterthought. 20 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 12
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A HIGH-END BUILDER WITH BOTH HEART AND DISCIPLINE Fifteen years in, Gold Leaf Constructions has found its lane and is doubling down on it: highly detailed, design-led, high-end residential projects, delivered through close collaboration with clients and designers, backed by strong supplier and subcontractor relationships, and underpinned by serious business discipline. The culture is relaxed and laid-back on the surface – the team enjoys what they do and the atmosphere on site reflects that – but beneath it is careful planning, weekly forecasting, and a relentless commitment to understanding the numbers. It’s an approach that has allowed Gold Leaf not just to survive a turbulent period for the construction industry, but to position itself as a trusted partner for clients seeking something special: a home where craftsmanship, creativity and sound business sense all meet. PREFERRED VENDOR/PARTNER n Pools by Design www.poolsbydesign.net.au Pools By Design specialises in creating luxurious, custom concrete swimming pools across the Sunshine Coast and Hinterland. With over 40 years of experience, our expert team designs and builds bespoke pools to suit every home and lifestyle — transforming backyards into stunning, resort-style retreats. Luxury awaits you with every detail. 22 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 12
BUILDING WIT METCALF GROUP (SA) A SOUTH AUSTRALIAN BUILDER PUTTING PEOPLE FIRST AT A GLANCE METCALF GROUP (SA). WHAT: A leading builder built on long term, sustainable relationships and unparalleled expertise WHERE: Based in South Australia WEBSITE: www.metcalfgroupsa.com.au 23 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 12
TH PURPOSE Nearly three decades after opening its doors the Metcalf Group (SA), a family-owned South Australian construction company continues to quietly shape communities across the state. From humble beginnings refurbishing retirement units in the mid-1990s, the business has evolved into a trusted partner for retirement living providers, government agencies, and the disability housing sector. Throughout that journey, one constant has remained at its core: a deep commitment to building with purpose. 24 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 12
Founded in 1996, the company’s earliest work focused on refurbishing retirement village units. Those first projects opened a window into a highly specialised and sensitive area of construction. The team was not just renovating bricks and mortar; they were upgrading the homes of older Australians at pivotal stages in their lives. That experience planted the seeds of what would become a defining theme for the business: working with vulnerable communities, delivering quality and dignity, and doing it in a way that feels personal and trustworthy. From those beginnings, the Metcalf Group (SA) progressed into larger home renovations and extensions before expanding again into the construction of complete retirement villages. Over time, its capabilities grew in both complexity and scale. Today, the company’s portfolio spans government contracts with Housing Trust homes, ongoing maintenance and renovation work for public hospitals and other state facilities, and a meaningful presence in disability housing through the NDIS Specialist Disability Accommodation (SDA) sector. It also holds a significant contract with a major eastern seaboard private wealth organisation, building specialist disability homes in South Australia while continuing its long-standing retirement village refurbishment program. For Managing Director Gary Metcalf, that mix of work is a source of pride as well as responsibility. In the disability sector alone, the company has completed twenty new build SDA homes and currently has around eleven homes nearing completion that have and will soon become permanent, purpose-built residences for people living with disability. “We’re really excited about what we’ve been able to deliver to that community,” he says. “We’ve built a reputation for platinum-level homes in the disability space, and seeing people move into environments that truly support an independent, comfortable life – that matters to us.” The retirement living arm is equally active. The company recently completed a retirement unit project that has been entered into the HIA Awards, underscoring the quality and attention to detail that 25 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 12 METCALF GROUP (SA)
have become hallmarks of its work. BALANCING CHALLENGES WITH LONG-TERM RELATIONSHIPS Working across retirement living, disability housing, and government projects brings both challenges and opportunities. Metcalf is quick to point out that the communities they serve – older residents, people living with disability, and tenants in social housing – often sit at the more vulnerable end of the spectrum. That reality shapes how the business operates and the standards it sets for itself. One of the biggest priorities is continuity. The firm has worked hard to build a stable, loyal workforce and a tightly knit network of subcontractors. In an industry where labour shortages and turnover are constant talking points, this company stands out for its longevity of relationships. Employees tend to stay. Subcontractors have been with the team for many years, often becoming part of the extended business family. “We’re very fortunate that we don’t have a high turnover,” Metcalf says.“Our clients deal with us year in, year out, and they like to see the same faces.They know the quality of work they’re going to get. So we put a lot of energy into maintaining that continuity.” In-house, the team has grown to around thirty to thirty-five people, with three new site staff recently coming on board, and regular access to approximately fifty subcontractors. Maintaining clear sector specialisation within that network is key. Trades working on disability projects, for example, stay within that niche, because the builds are highly specialised and demanding. The same applies to retirement village work and government contracts. That segmentation allows the team to deliver consistency for clients while giving subcontractors confidence that their expertise is recognised and valued. There is also an explicit commitment from the company not to constantly pit its subcontractors against outside bidders purely on price. If new firms approach seeking work, they will be considered carefully, but loyalty is a two-way street: existing subcontractors are expected to deliver high 26 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 12
standards, and in return the company backs them and provides security. A FAMILY BUSINESS WITH AN INCLUSIVE CULTURE At its heart, this is very much a family business. Gary’s children work in the company, and now those children have families of their own.That layered family reality brings all the normal joys and complexities, but it also informs how the company treats its people. “We understand the challenges of having young families,” Metcalf notes. “We try to be inclusive and recognise that family life is important.” That inclusivity plays out in a variety of ways. Monthly company barbecues give staff a chance to connect outside of the daily rush. A couple of larger functions each year bring not only employees and subcontractors together, but their partners as well. The idea is simple: if spouses and families can experience the atmosphere and dynamics of the company firsthand, they gain confidence in where their loved ones spend so much of their time. “It doesn’t always work perfectly – you’re dealing with a lot of different individuals – but we try,” Gary says with a laugh.“At the end of the day, we want our employees to want to turn up to work and to want to do a good job.” COMPLIANCE, PRECISION, AND TECHNOLOGY Working in heavily regulated sectors means staying ahead of compliance requirements. Government contracts, particularly with housing and public infrastructure, come with a constant stream of regulatory updates. Gary says the relevant departments are proactive in communicating changes, often on a daily basis, allowing the company to cascade that information quickly to staff and trades. The disability housing space is even more exacting. SDA builds are “to the millimetre,” he explains, with strict standards on everything from corridor 27 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 12 METCALF GROUP (SA)
ELEVATE YOUR ROOFING STANDARDS WITH ROOFERS OF ADELAIDE. Since its inception in 2013, Roofers of Adelaide has set a new benchmark for quality, care, and customer experience within South Australia’s roofing industry. Founded by Jarred Cannon, who identified critical gaps in genuine service and consistent craftsmanship, raising industry standards while staying true to core values of integrity and excellence. Roofers of Adelaide uphold the highest standards of professionalism, safety, and compliance. Their reputation is built on delivering durable and reliable metal roofing solutions across both residential and commercial sectors. The company’s dedicated team brings a wealth of experience, precision, and pride to every project, whether re-roofing family homes or managing complex, large-scale residential developments. Backed by a workmanship guarantee and a manufacturer’s material warranty, clients can be confident in the longevity and quality of every installation. A recent collaboration with construction leader Metcalf Group on a multi-dwelling NDIS development in Morphett Vale, South Australia, highlights the team’s ability to deliver fast, coordinated, and flawless results. For Roofers of Adelaide, excellence isn’t just a goal, it’s the standard on every project.
widths to doorway clearances. To stay current, the company aligns itself with the right alliances and industry groups. Membership in bodies such as the SDA Alliance keeps the team plugged into evolving requirements and best practice. On the technology front, the business is continually exploring new tools and systems that can enhance construction and project management. While Gary is the first to admit that he is not naturally drawn to technology, he has deliberately surrounded himself with people who are. A business manager and other leaders monitor emerging opportunities, from software to training, and bring forward options that can streamline operations or improve outcomes. Staff who want to upskill through courses or certifications are actively supported, reinforcing a culture of ongoing improvement. SECURING THE FUTURE Looking ahead, the company’s priorities are grounded and pragmatic. The first is security: the security of BUILT ON EXPERIENCE. GROUNDED IN QUALITY. Established in 1994, we offer 31 years of licensed, certified expertise in industrial, residential, and commercial earthworks—specializing in foundations and retaining walls. Festival State EARTH MOVERS fsearthmovers@gmail.com 29 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 12 METCALF GROUP (SA)
staff, the security of the business itself, and the security of the relationships that underpin it. That means maintaining strong ties with clients and suppliers, ensuring that the firm remains a trusted partner for the long term. It also means building a business that will endure beyond the current leadership. “The goal is to make sure it’s around for a long time,” Gary says. “When it is time for me to step down – and I don’t have plans to do that for a while yet – I want there to be a secure business for the people in it to continue.” Growth is not off the table.The phone rings regularly with new opportunities, and the company is in the fortunate position of being able to evaluate them carefully, deciding where they align with capacity, capability, and values. But Gary is clear that the business will not say yes to something it cannot deliver. Steady, sustainable growth, underpinned by integrity, is non-negotiable. dynamicinteriorlinings.com.au Luke@dynamicIL.com.au 0474 188 156 PROUDLY SERVING ALL OF SOUTH AUSTRALIA AND BEYOND. We specialise in all internal linings from new builds to renovations and extensions. Our services include the supply and installation of insulation, plasterboard (including decorative, water-resistant, and various types), as well as thorough flushing, cornice work, and sanding, all prepared for painting. QUALITY LININGS. QUALITY LIVING. A Family Business You Can Trust! 30 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 12
MEANINGFUL WORK AND COMMUNITY SUPPORT For this South Australian builder, the type of work it takes on is as important as the volume. Both disability housing and retirement living can be controversial sectors at times, and the company entered them only after doing its homework and ensuring it could meet the ethical, technical, and regulatory demands involved. The same applies to government projects, which often involve hospitals, police and fire stations, and public housing. “You’re dealing with people who are vulnerable,” Metcalf says. “You’ve got to have your ducks in a row and make sure you’re doing the right thing along the way. For us, the work gives us a purpose. Whether it’s disability, retirement, or government buildings, we feel like we’re giving something back to the community.” That sense of community involvement extends beyond the building site. The company supports a range of charities and local organisations, including sporting clubs and Backpack For Kids, for which it serves as a drop-off point, collecting donated items and transporting them to the charity’s warehouse. Gary himself has previously served as chair of a charity, and that mindset of service still permeates the business. RECOGNITION AND AWARDS While the company does not chase awards for their own sake, it is enjoying a moment in the spotlight. A recently completed retirement unit, built for longterm partner Living Choice, has been prepared “over and above normal” specifically for entry into the upcoming HIA Awards. At the same time, two of the company’s own disability housing developments have also been entered into the awards program. Together, those entries will showcase the firm’s capabilities across both retirement and disability sectors to a wider audience. “We’re very proud and honoured to be asked to do 31 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 12 METCALF GROUP (SA)
PREFERRED VENDOR/PARTNER n Roofers of Adelaide www.roofersofadelaide.au Roofers of Adelaide is a locally owned roofing company established in 2013, dedicated to delivering exceptional metal roofing with a focus on quality, reliability, and customer satisfaction. We offer expert workmanship, honest advice and lasting results across Adelaide, South Australia and surrounding regions. n Festival State Earth Movers fsearthmovers@gmail.com n Dynamic Interior Linings www.dynamicinteriorlinings.com.au Quality Linings. Quality Living. Transforming spaces with precision and pride. With 18+ years’ experience, our family-owned business delivers premium internal linings for new builds and renovations. From insulation and plasterboard to flawless finishes, we guarantee exceptional workmanship and reliability. Choose quality you can trust — proudly servicing South Australia and beyond. Contact Luke: 0474 188 156 or Luke@dynamicIL.com.au n Burns Ceillings and building supplies www.burnsceilings.com.au/products For over 50 years, Burns Ceilings & Building Supplies has supplied high-quality plasterboard & building materials for residential & commercial projects across South Australia. Suited for general builders, tradesmen, developers and DIY home improvements, we provide not only the materials, but also the tools, equipment & consultation advice you need to get the job done. that,” Metcalf says of the Living Choice project.“And to have our own developments recognised as well is exciting for everyone here.” As the business moves toward its thirtieth year, it stands on foundations built from more than concrete and steel. Employee loyalty, long-standing subcontractor relationships, careful compliance, and a genuine desire to contribute to the community all underpin its work. In a sector where projects can sometimes feel purely transactional, this South Australian builder has chosen a different path – one where purpose, people, and long-term trust take centre stage. 32 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 12
ALL SAINTS ANGLICAN SCHOOL EDUCATING FOR TOMORROW education ST AIDAN’S ANGLICAN GIRLS’ SCHOOL EDUCATING FUTURE-READY YOUNG WOMEN WITH HEART, RIGOR, AND VISION 33 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 12
34 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 12
ALL SAINTS ANGLICAN SCHOOL WHERE STUDENT-CENTERED SUCCESS AND AT A GLANCE ALL SAINTS ANGLICAN SCHOOL WHAT: A n innovative and inclusive educational jewel celebrating 40 years of academic excellence WHERE: Merrimac, Queensland, Australia WEBSITE: www.asas.qld.edu.au EDUCATING FOR 35 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 12
On a rapidly growing Gold Coast, where towers push higher and suburbs sprawl outward, All Saints stands in quiet contrast. Spread across one hundred green, leafy acres, the school feels more like a botanical park than a campus, with line-of-sight to the buildings of Broadbeach and Surfers Paradise but a distinctly calm, grounded atmosphere. It is a rare pocket of space and serenity in what is arguably one of the fastest-growing regions in Australia. ACADEMIC EXCELLENCE CONVERGE R TOMORROW 36 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 12
That physical setting is more than just a backdrop. For All Saints, a coeducational Anglican school now approaching its 40th anniversary, the campus reflects its broader ambition: to give young people room to grow, to think, to move, and to become “good humans ready for the world.” Principal Matt Corbett, who joined the school in January 2025 and also chose All Saints as the place for his own children, describes it as a genuinely happy place.There are approximately 1,900 students enrolled, including around 120 international students, supported bynearly 300 staff. As the school prepares to celebrate its 40th year, a growing number of current families are second-generation, with parents who once walked the same grounds now watching their own children follow in their footsteps. The alumni base is rising, and with it, a deepening sense of community continuity and pride. What is striking, however, is what All Saints does not do. It does not heavily market itself. Any communication or content on social media is aimed almost exclusively at existing parents and alumni, not external recruitment. And yet its wait lists are among the strongest in South East Queensland. Corbett sees that as the clearest proof of what truly defines the school: reputation, culture, and character. When asked about the school’s reputation, Mr Corbett is quick to downplay his own perspective. “What matters most is what I hear from our families,” he says.“Parents talk about the growth of their children’s character, the genuine care and support they experience, and the sense of fun that runs through the school.” This is not an exam factory. Academic outcomes are a by-product of the environment we create. When wellbeing, joy, connection, and highquality teaching come first, strong results follow naturally.” His own children, who started at All Saints this year, settled within weeks. ” “They are thriving,” he says. “They feel comfortable, supported and happy.” He suspects that is how most students feel when they arrive. THREE SUB-SCHOOLS, ONE ALL SAINTS All Saints is structured into three distinct sub-schools: Junior, Middle, and Senior, each designed to support students at different stages of their development. While each sub school has a tailored approach to learning, they all sit firmly within a shared culture, ethos and set of values. The school follows the Australian Curriculum but, as an independent school, has the flexibility to shape how learning is delivered. This autonomy has given rise to several innovations that are now central to its model. In the Junior School, which runs from Pre Prep through to Year 6, the school has invested in something that Corbett describes as both distinctive and 37 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 12 ALL SAINTS ANGLICAN SCHOOL
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