NOV 2025 VOL 07 BUSINESS VIEW OCEANIA ALSO IN THIS ISSUE CONSTRUCTION ZONE • THE KNOX SCHOOL TRINITY ANGLICAN SCHOOLINSPIRING THE CURIOUS IN FAR NORTH QUEENSLAND PSC Insurance Brokers Adelaide Insurance That Keeps Your Business Moving Pg. 85
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 11
EDITOR’S NOTES 2026 is right around the corner as the fall months seem to be slipping through our fingertips. There is no denying that we are at that time of year where companies, municipalities and everything in between are reviewing the year and taking stock for the year that lays before us As we leap towards the end of the year, the organizations we were privileged to profile for our November issue reinforce that only good things are in store as productivity hits a high and economic prospects continue to impress. We were fortunate to capture some of these dynamic initiatives in our November Oceania edition as we sat down with some successful organizations to talk about all things business. We were pleased to profile Construction Zone and Groove Properties for this issue. Both companies are on a construction and real estate high as the sectors continue to see growth and demand across the Oceania region. Putting the client first, attention to construction expertise have put these companies in the construction drivers seat and the new year is set to continue this trend. November’s issue also brings our readers a profile feature of John Septimus Roe Anglican Community School, the Knox School and Trinity Anglican 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. We also caught up with J T Johnson & Sons and Premier services Group to get a peak into their successful business models that have led to continuing growth and opportunities. 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. Karen Surca Editor in Chief Dear Readers, 2 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 11
VOLUME 07, ISSUE 11 13 CONSTRUCTION ZONE Constructing a Fast Moving and Successful Future 23 GROOVE PROPERTIES Designing for the High End, Delivering at Scale 33 PREMIER SERVICES GROUP From a specialist fire protection firm to a multi-discipline powerhouse COVER TRINITY ANGLICAN SCHOOL 2 EDITOR’S NOTES 5 OPENING LINES CONSTRUCTION CONSTRUCTION ZONE 13 3 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 11
69 49 JOHN SEPTIMUS ROE ANGLICAN COMMUNITY SCHOOL Faith, Hope, Love—and a Future-Ready Education 59 THE KNOX SCHOOL Learning Beyond Borders 69 TRINITY ANGLICAN SCHOOL Inspiring the Curious in Far North Queensland 81 J.T. JOHNSON AND SONS A Century of Feed, a Future of Innovation EDUCATION MANUFACTURING 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. TRINITY ANGLICAN SCHOOL 4 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 11
NATIONAL STRATEGY LAUNCHED TO CONNECT AUSTRALIAN STUDENTS WITH FOOD AND FIBRE EDUCATION: AGRIFUTURES AUSTRALIA Source: www.arr.news/news, contributor, First Published Nov 20th, 2025 The National Schools Food and Fibre Education Strategy was launched today, marking an unprecedented collaboration between 15 rural research and development corporations to transform how Australian students learn about the nation’s $80 billion food and fibre sector. The Strategy aims to inspire and equip the next generation with knowledge about modern food and fibre production, while highlighting the diverse career opportunities in one of Australia’s most vital industries. Research shows nearly 80 per cent of primary students cannot identify current dairy farming practices, and three quarters of Australians live in major cities, increasingly disconnected from food production. This Strategy addresses a critical knowledge gap that threatens the sector’s future workforce and social licence. Troy Setter, Chief Executive Officer of Consolidated Pastoral Company, said the Strategy is a significant step forward for the sector. “This Strategy is a game-changer for Australia’s food and fibre sector. By embedding food and fibre education in schools, we’re not just teaching kids where their food comes from, we’re opening doors to dynamic careers in agtech, sustainability, and global trade,” Mr Setter said. “It’s about inspiring the next generation to see agriculture as innovative, aspirational, and vital to Australia’s future workforce. The collaborative approach outlined in this Strategy will help bridge the urban–rural divide, build trust, and ensure our sector remains at the forefront of global challenges and opportunities.” The Strategy sets an ambitious vision: Australian students and educators informed and empowered to Opening Lines 5 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 11
Together, these organisations will deliver professional development for teachers, curriculum-linked resources and hands-on learning experiences that connect students directly with modern food and fibre production. With the food and fibre sector employing an estimated 1.7 million Australians on and off farm, addressing workforce challenges is critical. Research shows personal connections with rural industries significantly increase community trust, making school engagement essential for maintaining the sector’s social licence. The Strategy was developed through extensive consultation, involving more than 900 engagement touchpoints with teachers, principals, government representatives, industry leaders and education experts across all states and territories between November 2024 and September 2025. The feedback and insights gathered have directly shaped the priorities and actions outlined in the Strategy. Implementation planning is underway, including governance structures and a multi-year investment plan, due for release in early 2026. This is just the beginning. Through ongoing engagement and collaboration, the Strategy will continue to evolve, ensuring it delivers meaningful outcomes for schools, educators, and the broader sector. Our goal is to build on the effectiveness of existing programs such as those led by Primary Industries Education Foundation Australia (PIEFA) and introduce new initiatives that are modern, hands-on, and accessible to schools in urban, rural, and remote communities. By fostering curiosity, challenging outdated assumptions and showcasing diverse career pathways, the Strategy will inspire young Australians to engage with an industry at the forefront of addressing global challenges such as climate change, food security and sustainability. This project is a joint RDC initiative with, AgriFutures Australia, Australian Eggs Ltd, Australian Meat Processor Corporation, Australian Pork Ltd, Australian Wool Innovation Ltd, Cotton Research & Development Corporation, Dairy Australia, Fisheries Research & Development Corporation, Forest & Wood Products Australia, Grains Research & Development Corporation, Hort Innovation, LiveCorp, Sugar Research Australia, Meat & Livestock Australia and Wine Australia. champion a sustainable, thriving food and fibre sector. It focuses on three priorities: • Strengthening school–industry connections • Providing targeted support for educators • Securing government backing for curriculum development and infrastructure Currently, food and fibre education lacks consistent traction in schools despite excellent isolated examples. Only 25 per cent of educators find it easy to access industry contacts, while misconceptions persist that the sector offers limited or outdated career opportunities, beliefs this Strategy aims to challenge. This collaborative approach unites expertise from across agriculture, fisheries and forestry, including grains, livestock, dairy, horticulture, wool, cotton, wine, seafood and forestry industries. 6 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 11
OPENING LINES LIFEFLIGHT RECORDS INCREASE IN ANIMAL-RELATED INCIDENTS Source: www.arr.news/news, contributor, First Published Nov 20th, 2025 LifeFlight has recorded an increase in animal-related rescues with 155 people airlifted this year across the state. The figures, released on the eve of National Agriculture Day tomorrow (November 21), have more than doubled in the past two years with a 120 per cent increase from 2023. This year, animal-related missions have made up eight per cent of trauma taskings statewide. The LifeFlight Toowoomba-based aeromedical crew have airlifted the most patients this year with 28, due to the diverse agricultural landscape of the region. Bases at Roma, Brisbane and Bundaberg have also recorded strong numbers. The incidents are often related to horses and cattle, bull strikes, agricultural machinery and rodeos. Others include snakes, sharks, a dog, a dingo, a pig, a crocodile, a donkey, a kangaroo and lion. LifeFlight patient and Queensland beef cattle veterinarian Sandra Jephcott has seen firsthand the impacts of farming and remote location emergencies. Getting up close to livestock is all in a day’s work for the Warwick resident and part-time vet who has been airlifted six times. Ms Jephcott has an animal-related injury list as long as a country driveway given the often dangerous and challenging nature of her work. Cattle stations have been Ms Jephcott’s outside office for three decades. She has been trapped under and flung off horses, kicked and butted by bulls and slammed against metal fencing. Her most recent accident was two years ago, when an angry 1000kg bull trampled her foot. In June 2023 Ms Jephcott was working on a Yulabilla property in the Western Downs Region loading two bulls from a small yard into a truck for the Roma Sale when they started fighting. “They had their heads together pushing against each other and one of the bulls stepped on my right foot and he had all his weight on it,” she said. “He tried to take my foot off my leg; he screwed it down into the ground. “I’ve had so many accidents, I have a high pain threshold, but the bull had broken my fibula in two places and dislocated my ankle plus it was a compound fracture exposing the bone. I wanted to swim in pain relief. “I was incredibly relieved with how quickly LifeFlight arrived. The doctor and paramedic in the chopper were just excellent, they distracted me, and they made me as comfortable as possible.” She was worried the 15cm open wound would become infected. 7 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 11
“Without LifeFlight, I could have lost my leg,” she said. In 2008 she was airlifted after a near fatal horse accident while mustering cattle. “I was mustering cattle on my property near Condamine and the young horse I was riding somersaulted, trapping me underneath her,” she said. “The horse weighed 380kg and her head was on my legs and her rump was on my head.The person mustering with me resuscitated me as I wasn’t breathing. “They called Triple Zero (000) and an ambulance came from Miles. A LifeFlight helicopter landed at the Miles airstrip and flew me to Royal Brisbane and Women’s Hospital. “I was in intensive care and an induced coma for eight days with bleeding on the brain and spent three months in the Brain Injury Rehabilitation Unit (BIRU) at Princess Alexandra Hospital with a partly paralysed left side, both leg and arm. “Because LifeFlight was able to get me to good medical care, I have regained eight per cent of the use of my left leg and arm but have permanent left peripheral blindness.” LifeFlight Toowoomba-based clinical lead and critical care doctor Chris Jarvis, said livestock-related incidents were becoming more common. “At the Toowoomba base we fly out to traumatic farming accidents regularly,” Dr Jarvis said. “We probably attend more in Toowoomba given our geography. We are surrounded by farming land. Many of these involved people injured by large animals like cows and horses.” SANDRA’S TIPS FOR WORKING SAFELY AROUND FARM ANIMALS • Wear appropriate personal protective equipment (PPE) like boots always and helmets while riding. • Know the temperament of the animals you are working with. Cranky, agitated cattle cause human injuries and so do young, nervous horses. • Animal temperament is heritable and repeatable. That means if an animal is difficult at a muster or in the yards this time, it will be the same next time, and their offspring will have similar temperament. Keep records and identify animals with poor temperament. • Move calmly and slowly around them so you don’t agitate the animals. • Understand that their temperament can change when you change their environment. Bulls will happily graze together in a paddock but when the same bulls are brought into close confines of a cattle yard, they will fight. Try to keep them separate in individual yards to stop them fighting and hurting humans. • Don’t allow yourself to get distracted or have someone watching out for you if possible. • Always be aware of where the animals are in relation to where you are. • Plan an escape route if you need to get away from the animal. • Ensure you aren’t working alone – having someone to call for help is essential. • Have a basic first aid kit in your car or in a bag that you carry around with you and understand basic trauma training. Knowing what to do in the first minutes of a medical emergency can be the difference between life and death. LifeFlight’s free First Minutes Matter workshops teach communities what to do should the unexpected happen. 8 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 11
OPENING LINES FARMERS LAUNCH PETITION TO PROTECT IRREPLACEABLE FARMLAND: VFF Source: www.arr.news/news, contributor, First Published Nov 18th, 2025 The Victorian Farmers Federation (VFF) is calling on Victorians to pledge their support to grow and protect the State’s prime farmland by signing a new petition as part of the new ‘Help protect Victorian farmland’ campaign. VFF President Brett Hosking said Victoria’s farmland represents a huge asset that needs protecting. “Our farmland is an economic powerhouse that underpins more than 150,000 jobs and contributes in excess of $20 billion to the Victorian economy each year.” “Victoria is Australia’s food bowl and our farmland is a National treasure, producing almost a quarter of the Nation’s food, from just three per cent of arable Australian land.” “Our farmers protect and conserve our State’s incredible biodiversity, as well as being industry leaders in the emissions reduction our planet needs so urgently.” “Farmers and the soil they farm are irreplaceable and I’m urging everyone to back our farmers. We must send this message loud and clear to governments right across the Nation,” Mr Hosking said. Across Victoria, productive agricultural land is facing challenges for competing land use, such as housing estates, mining approvals, transmission corridors and large-scale energy projects. The rate of our prime farmland loss is staggering. We’ve lost well in excess of 100,000 hectares to housing alone in the past 10 years, that’s 6,500 times the area of the Melbourne Cricket Ground. The petition is designed to remind governments and decision makers that farmers and the rural communities they support are vital to our State’s success. The VFF is calling for a change in how land use decisions are made, with a particular focus on food security, local communities, and long-term sustainability. The VFF is urging the Victorian Government to develop a Statewide strategy that: 9 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 11
• Protects high-value agricultural land from fragmentation; • Ensures real consultation with local communities; • Provides fair compensation for landholders and communities; and • Guarantees shared benefits for regional areas impacted by development. “We’re not asking for development to stop. We’re asking for it to be planned with?intelligence, respect and an eye to the future.” “It’s time we looked at our Victorian farmers and rural communities as an icon to be celebrated for all they provide to our economy, community and environment. I’m asking you to join us and help celebrate them with me,” Mr Hosking said. 10 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 11
CONSTRUCTION ZONE CONSTRUCTING A FAST MOVING AND SUCCESSFUL FUTURE construction GROOVE PROPERTIES DESIGNING FOR THE HIGH END, DELIVERING AT SCALE 11 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 11
PREMIER SERVICES GROUP FROM A SPECIALIST FIRE PROTECTION FIRM TO A MULTI-DISCIPLINE POWERHOUSE 12 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 11
CONSTRUCTING A AND SUCCESSFUL CONSTRUCTION ZONE AT A GLANCE CONSTRUCTION ZONE WHAT: A leading construction company specializing in fast moving construction projects focused on the client’s needs WHERE: Melbourne, Australia WEBSITE: www.constructionzone.com.au 13 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 11
A FAST MOVING FUTURE In the high-velocity world of interior construction and fit-outs, speed often comes at the expense of nuance. For Melbourne-based Construction Zone Commercial Interiors, the opposite is true. The company has built a national reputation for delivering complex, fast-paced projects while maintaining a deeply personal, relationship-driven approach that keeps clients coming back again and again. Founded in 2003 as part of a combined design and FAST-TRACK FIT-OUT SPECIALISTS WITH A PERSONAL TOUCH 14 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 11
construction business, Construction Zone has evolved into a specialist interior construction firm with a sister company, Zone Design, operating in parallel. Together, they offer a seamless concept-tocompletion service – or can plug into external design and delivery teams – depending on what best serves the project and client. “We started as a design and construction business,” recalls Director Cavin Chait. “Over time, we made a strategic decision to split the two components. That allowed the design team to work with other contractors and the construction team to work with other architects and designers. You just get more knowledge in the industry that way – more ideas, best-practice policies, and smarter ways of delivering projects.” Today, Construction Zone operates across every Australian state, with projects ranging from compact quick-service restaurant (QSR) rollouts to large-format entertainment venues and workplace interiors. Growth has been steady and deliberate, and the business now turns over approximately $35 million annually, with financial performance that outpaces many much larger firms. BUILT FOR A FAST-PACED INDUSTRY If traditional tier-one construction is a marathon, Construction Zone’s world is more of a sprint. The company specialises in internal fit-outs and refurbishments where timeframes are measured in weeks, not years. “In the larger construction game, it’s quite a slow process,” explains Leigh Gathercole, who was brought into the business as general manager to spearhead the construction side after years of experience on major high-rise and tier-one projects. “Just getting a planning permit can take six months to a year. Our clients want projects delivered in six to fifteen weeks. It’s fast, high-paced, and not everybody is suited to it.” That speed shapes everything: the way project managers are resourced, the way suppliers are engaged, and the way decisions are made. There’s simply no room for long delays appointing consultants or waiting weeks on trade pricing. 15 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 11 CONSTRUCTION ZONE
“Everything’s got to be done chop-chop,” Chait says. “You have to be flexible, move quickly, and still keep quality front and centre. Leigh’s come in and done exceptionally well in that environment.” Construction Zone’s construction team includes four project managers and four contract administrators, supported by two full-time estimators and shareholders who remain deeply involved in day-today operations.Another group of 10–30 contractors is typically active on site at any given time, depending on workload. FLAGSHIP PROJECTS IN ENTERTAINMENT AND RETAIL While Construction Zone works across retail, hospitality, workplace, and large-format interiors, its sweet spot is high-impact, brand-driven environments – the kinds of spaces where customers form immediate impressions and operators can’t afford downtime. One current standout is a flagship entertainment facility in Melbourne’s CBD for The Entertainment and Education Group (TEEG). Located on the lower ground floor of a major Collins Street centre, the 3,500-square-metre venue combines bowling, dancing, digital arcade experiences, dining, and bar areas into a single, immersive destination. “It’s a very bougie, luxe facility, and it’s right in the heart of Melbourne’s finance and legal precinct,” Gathercole says. “You’ve got investment bankers, finance houses, and major law firms all around. The idea is to create a place where they can go after work for corporate events, drinks, and entertainment.” The central CBD location brings its own complexity, from constrained access to the challenges of moving materials and trades through a busy, multi-tenanted building. It’s also Construction Zone’s highest-value project to date, reinforcing its ability to manage large-scale, fast-tracked builds without sacrificing quality. Beyond entertainment, the company maintains deep relationships with some of the biggest names in fast food and QSR. Construction Zone and Zone Design collectively work with around 90 percent of 16 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 11
Australia’s major fast-food retail brands, including McDonald’s, Hungry Jacks, Nando’s, El Jannah, Schnitz, Guzman Y Gomez, Oporto, Red Rooster and more recently, Wendy’s Australia, operated by the Flynn Group. “The last few years have been all about food retail,” Chait notes. “Drive-through sites have been a huge focus since COVID, and there’s a premium on getting those right. But the industry is cyclical. When that tails off, our workplace interiors and retail projects come into play. We’re fortunate to be diversified across those sectors.” Current retail brands include inter alia Timezone, Zone Bowling, Adidas, Koko Black, Kate Spade, Coach, Petbarn and Ama Collision Centres The design side is working country wide with big box retailer Super Cheap Retail Group on their BCF (Boating, Camping, Fishing) and SCA (Super Cheap Auto) brands. INTEGRATED MANUFACTURING AND SMART CAPITAL INVESTMENT Underpinning Construction Zone’s fit-out capabilities is a dedicated joinery manufacturing facility located off-site from the company’s main Melbourne office. The 700-square-metre plant houses high-end machinery, including CNC equipment, and a team of five to seven specialists focused on cutting, assembling, and dispatching bespoke joinery. “It’s become a really important extension of what we do,” says Gathercole. “So much of our work involves high-quality joinery, and having that in-house gives us control over quality, timing, and logistics.” The factory is run by an experienced factory manager, with trucks on the road ensuring efficient delivery across project sites. Looking ahead, the business is actively considering expanding the joinery operation to increase capacity and take more work in-house. Capital investment is a recurring theme, not just in 17 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 11 CONSTRUCTION ZONE
At Architectural Floor Coverings Pty Ltd, we understand that every great space begins from the ground up.As a leading commercial flooring contractor, we deliver excellence across vinyl, timber, and carpet installations, along with comprehensive floor removal and remediation services. With installation teams operating nationwide, we bring consistency, precision, and professionalism to every project—no matter the scale or location. Our experience spans retail, hospitality, entertainment, government, healthcare, education, and multi-residential developments, where quality craftsmanship and reliable delivery are essential. We are proud to work with many of Australia’s leading flooring manufacturers and suppliers, ensuring access to premium products, innovative materials, and the latest industry solutions. This allows us to provide our clients with tailored, high-performing flooring systems that meet both design and durability requirements. At Architectural Floor Covering, we believe in long-term partnerships built on trust, performance, and shared values. We collaborate closely with clients, builders, and designers to deliver seamless results that stand the test of time. We don’t just install floors—we create lasting foundations for Australia’s most dynamic spaces, driven by quality, integrity, and a passion for excellence. Your trusted partners in commercial flooring. Concrete | Sheet and Safety Vinyl | Luxury Vinyl Plank | Timber | Carpet
plant and equipment but also in systems and people. Construction Zone prides itself on strong financial management and a conservative, sustainable approach to growth. “Our external accountants – one of the top four firms in Australia – have told us that the net profit we achieve on our turnover is higher than some of their clients turning over $100 million,” Chait shares. “At that scale, margins are razor thin. We can be slightly higher, while still being very competitive, and that gives us a better result at the end of the day.” The company occupies around 380 square metres of office space under a recently renewed lease, and the leadership team is deliberately cautious about rapid expansion. Modest staff growth of 10–15 percent is on the table over the next few years, but there is no rush to become a significantly larger organisation. “Do we want to get real big? Probably not,” Gathercole admits.“We’re at a good size.The question is whether we add another project manager and coordinator when things are hectic, knowing the market can ease in three months. For now, we’re more focused on motivating the team, rewarding high performance, and delivering great outcomes so our clients stay with us.” 19 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 11 CONSTRUCTION ZONE
A DIVERSE, FAMILY-ORIENTED CULTURE Behind Construction Zone’s delivery capability is a company culture that feels more like an extended family than a corporate machine. The combined construction and design businesses bring together roughly 15–20 office-based staff on the construction side and around 20 interior architects, interior designers, architects and brand specialists on the design side. The workforce is notably diverse, with origins from around 20 different countries. “It reflects the multi-ethnic nature of Australia,” Chait says. “We’ve got people whose roots are Chinese, Vietnamese, South African, New Zealand, Colombian, Ukrainian, and many others. That diversity brings different ways of thinking and adds a lot to our culture.” The workplace balances structure with flexibility. Construction Zone and Zone Design come together monthly for themed social events – from Easter and the Australian Grand Prix to uniquely Australian themes. Four times a year, the team holds a multicultural food day where employees bring dishes from their country of origin or cultural background. It’s a chance to share more than just a meal. 20 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 11
“It’s fun, but it’s also educational,” says Gathercole. “People learn about each other’s heritage and what ‘home’ tastes like. We’re small enough to be informal, but everyone understands there’s a serious side to the business as well.” PARTNERSHIPS, SUPPLY CHAIN, AND A 200-PLUS SUPPLIER NETWORK In an industry where the end product is only as strong as the weakest subcontractor, Construction Zone has invested heavily in building a resilient, trusted supply chain. Across Australia, the company works with an estimated 200 to 500 suppliers and subcontractors, covering everything from joinery, carpentry, and metalwork to electrical, stone, and specialised trades. Many of these relationships stretch back years. “It’s constant communication and constant feedback,” Gathercole explains. “Those partners represent us in front of our clients. Their success is our success. When they consistently deliver on time and to the standard our clients expect, we make sure to reward that loyalty with ongoing work.” At the same time, the company is careful not to become overly reliant on a single contractor – even a high-performing one. Competitive tendering remains an important discipline, and Construction Zone intentionally rotates opportunities so that new firms can build familiarity with key brand standards and scopes. “You might have an electrical contractor who knows a particular client inside out,” Gathercole says. “They win many tenders because there’s no reinvention required. But if you never give others a chance, they stop pricing altogether. We need flexibility and agility. That means having several capable partners ready when you suddenly have four or five projects to deliver for the same brand.” NAVIGATING RISING COSTS, LABOUR CONSTRAINTS, AND REGULATION Like the rest of the construction sector, Construction Zone has had to navigate a volatile environment in recent years. Post-COVID supply disruptions pushed material costs up by 20–25 percent, forcing difficult conversations with clients. “When you price a project at 25 percent more than it cost two years earlier, clients naturally ask why,” Chait notes.“Our answer was,‘Do you read the newspaper?’ It’s been a global issue. Those costs have eased a bit, but the focus now is on value engineering and cost management so clients still feel they’re getting strong value.” Labour availability is another headwind. While conditions have improved, the looming Brisbane 2032 Olympic Games are already pulling trades and construction expertise toward Queensland, where major stadium and infrastructure projects will be ramping up in the years ahead. That migration puts pressure on labour supply in Victoria and other states. Regulation remains a longstanding challenge as well. Approvals and permit processes can still be slow, a contrast to the rapid delivery windows clients 21 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 11 CONSTRUCTION ZONE
For Construction Zone, the answer is simple: relationships. “We like to pick up the phone instead of just emailing,” Hayden Hamuaha, Zone Designs, design manager of 11 years contributes.“In talking to people, you learn what’s going on in the industry, who’s doing what, and you build rapport. We’re not trying to be everyone’s best friend, but we do want that connection where, when a client thinks ‘new project,’ Construction Zone or Zone Design is front of mind.” That relationship mindset filters down into the small details the leadership team coaches into its project managers and brand managers – such as never sending a large project variation on a Friday afternoon. “Rather call them during the week, explain what’s coming, give them time to absorb and understand it,” Gathercole says. “Without the relationship, you don’t have the sale. With it, you’ve earned the right to keep working together.” It’s that personalised approach – layered over deep experience in a fast-paced sector, a diverse and engaged workforce, strong supply chain partnerships, and disciplined capital investment – that keeps Construction Zone well-positioned in a dynamic Australian construction landscape. “We don’t need to be the biggest,” Chait concludes. “We just want to be the team our clients trust to get it done – quickly, properly, and with a human touch.” now expect once projects get the green light. “Labour, material costs, and expertise – those are the constraints that can hold you back,” Gathercole says. “The demand is there, but the industry has to keep finding smarter ways to deliver.” THE CONSTRUCTION ZONE DIFFERENCE: RELATIONSHIPS AND A PERSONAL APPROACH For all the sophistication in Construction Zone’s project management, manufacturing, and financial controls, Chait is quick to point out that most construction and design firms ultimately do similar work. “At the end of the day, construction companies, shopfitting companies, architecture and design companies – we all kind of do the same thing,” he reflects.“We’re all trying to deliver the best outcome we can, on time and on budget. So what really differentiates us?” PREFERRED VENDOR/PARTNER n Architectural Floor Coverings PTY LTD www.arcfloors.com Architectural Floor Coverings Pty Ltd is a trusted commercial flooring contractor offering expert installation of vinyl, timber, and carpet, along with floor removal and remediation services. With nationwide installation teams and a commitment to quality and long-term partnerships, we deliver reliable, high-standard flooring solutions for projects across Australia. 22 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 11
DESIGNING FOR T DELIVERING AT S GROOVE PROPERTIES AT A GLANCE GROOVE PROPERTIES WHAT: A n innovative builder that works to scale and utilizes tech to enhance its work WHERE: Brisbane, Australia WEBSITE: www.grooveproperties.com.au 23 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 11
THE HIGH END, SCALE BUILT AN 18-YEAR REPUTATION FOR QUALITY, VALUE ENGINEERING, AND RELATIONSHIPS THAT LAST —THROUGH CYCLES, CONSTRAINTS, AND THE GFC ITSELF. In Southeast Queensland’s most coveted postcodes, Groove Properties has made a habit of turning complex urban sites into elegant places to live. The Brisbane-based developer-builder first came to prominence with high-end spec homes, establishing a design language that prized clean lines, premium materials, and meticulous detailing. When the Global Financial Crisis squeezed margins and 24 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 11
stalled speculative sales, Groove didn’t wait it out— they pivoted, taking on contract work for families and then accelerating into townhouse communities and land subdivisions. “Those GFC years were about survival—but also discipline,” says Director Nick Madden. “We learned how to keep quality high while making the numbers work. That mindset still guides us.” Today, Groove balances its own developments with long-standing developer collaborations, delivering everything from three- and four-storey luxury townhomes with private lifts to 35-plushome communities, childcare centres, and mixeduse projects that activate retail at street level with apartments above. The throughline is constant: do the planning early, manage every consultant, and build it the right way—the Groove way. FROM BESPOKE TO MULTI-SITE— WITHOUT LOSING THE FINISH Groove’s early reputation was forged in one-off, highend homes. As market dynamics evolved post-GFC, the company moved decisively into townhouses— first in blue-chip, inner-city suburbs like Bulimba, Hawthorne, Coorparoo, and Ascot, and then into larger, more affordable communities across Greater Brisbane (including Bracken Ridge and Everton Hills). The portfolio has since broadened to include: luxury townhomes (three and four storeys, many with private lifts), with individual construction costs north of $1 million and sale prices in the $2.6–$2.9 million range for select projects, volume townhouse communities (25–35+ dwellings), built to a high spec while meeting strict program and feasibility targets, mixed-use buildings (e.g., Wynnum DA in progress) featuring ~450 sqm of ground-floor retail and 26 apartments above as well as boutique coastal apartment buildings on the Gold Coast (five to eight storeys, near the beach) with single-floor luxury layouts. Groove also includes childcare facilities (110-place centre completed) in his portfolio, a template Groove intends to repeat. To underpin speed and control, Groove built out Groove Civil, the company’s in-house earthworks and civil contracting arm. “Owning the civil means we 25 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 11 GROOVE PROPERTIES
control the early critical path—earthworks, drainage, civil electrical,” Madden explains. “It removes handoffs and keeps programs honest.” WHY HIGH-END LEADS THE MARKET RIGHT NOW If there’s a single factor reshaping residential development post-COVID, it’s build cost inflation. With “cheap product” no longer economical to deliver, the market has drifted up-market—a zone Groove knows well. “To make a project stack today, most developers are moving to higher-end finishes and specifications,” Madden says. “That aligns with our DNA. We’ve always preferred to design well and build beautifully.” It’s not only a response to cost. Buyers—particularly downsizers and executive families—are prioritising location, amenity, and craftsmanship over raw size. Groove’s infill townhomes, often with internal lifts and premium kitchens/bathrooms, meet that brief while offering lower-maintenance living in established suburbs. At the same time, Groove continues to deliver volume communities—a dual capability that few builders sustain.“We can run four to six projects concurrently,” Madden notes,“and we’ll scale to 100–150 dwellings a year across townhouses, units, and select housing, without compromising standards.” A TEAM THAT GROWS FROM WITHIN Culture shows up in tenure. Groove’s construction manager has been with the business 13 years; two of the site supervisors joined as apprentices and have grown through to leadership over eight years; the project manager and accounts lead each ~eight years. Even during COVID’s labour churn, the core stayed. “I’m on site every day,” Madden says.“Sometimes one site, sometimes two. You can’t lead a construction business from a distant desk. The companies where the owner is visible—talking to teams, walking the work—those are the ones that last.” The delivery model is lean and direct: six office staff support four concurrent sites, each led by a supervisor 26 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 11
with a carpenter and apprentice (often two and two), plus the roving construction manager who bridges office and site. It’s flat, fast, and accountable. RELATIONSHIPS THAT PROTECT THE PROGRAM (AND THE MARGIN) Groove’s supplier relationships are as long-standing as its staff. During the COVID supply crunch, a key timber partner pre-ordered and warehoused full frame packages for a 35-townhouse project—locking price and supply when others were scrambling. “That’s trust built over 18 years with the same rep,” Madden says. “We pay on time; they communicate early. If there’s a delay, we move the program around it. The worst thing is silence—just tell us the truth quickly, and we’ll solve it.” 27 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 11 GROOVE PROPERTIES
It’s a philosophy applied across trades, professional services, and collaborating developers. Groove has delivered a dozen-plus projects for one long-term developer partner alone—rare continuity in a projectby-project industry. INNOVATION WHERE IT MATTERS: PLANNING, PRODUCT, AND PROOF If the construction sector is notorious for red tape and admin loops, Groove’s response is pragmatically tech-forward. Not afraid to utilize innovative platforms, Groove’s tech focus includes Procore.The company is adopting the platform to unify accounts, procurement, site reporting, document control, and programming—with AI features that streamline routine communications. “The goal isn’t flash,” Madden says. “It’s minutes saved multiplied by team size.”3D component visualisation: On site, teams now scan plan codes to open interactive 3D assemblies (e.g., colour-coded floor joists, brackets, nail/screw counts). “A supervisor can remove walls virtually, check sequencing, and verify quantities on a phone. That’s rework we avoid.”Design-led value engineering: Groove’s signature advantage is front-end redesign. A recent nine-townhouse luxury project arrived as a full blockwork and suspended concrete scheme.“We re-engineered it to lightweight construction while preserving the rendered aesthetic,” Madden says. QUEENSLAND (07) 3299 9000 35 Ellerslie Road Meadowbrook Qld 4131 NEW SOUTH WALES (02) 4343 4000 211 Wisemans Ferry Road Somersby NSW 2250 FRAMES • FLOORS • TRUSSELS ROOF TRUSSES PREFABRICATED WALL FRAMES TIMBER FLOOR SYSTEMS STEEL FLOOR SYSTEMS LAMINATED STRUCTURAL BEAMS PRESSURE TREATMENT We appreciate and acknowledge Trussmaster is a family-run business, and this is demonstrated through reliable scheduling, onsite support and competitive pricing, all of which coincides with our core values. - Ownit Homes TRUSSMASTER.COM.AU 28 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 11
“Outcome: ~$1.3 million saved with no compromise to the sale-side vision. That project only proceeded because the redesign restored feasibility.” This “plan smarter, then build smarter” approach is why many developers now retain Groove from land purchase through design, documentation, consultant management, civil, build, and even sales. “We’re the one-stop project office they can hold to account,” Madden says.“It’s faster, cheaper, and the outcomes are cleaner.” AI’S COMING OF AGE IN CONSTRUCTION For all the talk of AI, Groove is focused on useful applications: email triage and drafting, RFI patterning, schedule variance detection, document control, and site reporting. The point is time recovery—moving hours from admin back to decision-making and supervision. “The industry is drowning in compliance,” Madden says. “If AI can compress the paperwork trail, our supervisors spend more time building and less time typing. That’s where quality lives.” Despite nearly two decades of steady work, Groove historically spent little on advertising beyond signage. Most new work came from what people could see—built results in the right suburbs—and word of mouth among developers. Over the past 12– 24 months, the company has invested in social media and SEO—not as vanity, but to document quality and educate the market on what sets Groove apart. 29 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 11 GROOVE PROPERTIES
“We’re careful with content,” Madden notes. “We’ll show select high-end homes (often our own family projects) to demonstrate finishes and workmanship, but we’re not pitching to be a one-off home builder for mums and dads. Our focus is multi-dwelling, mixed-use, and community scale.” WHERE GROOVE IS GOING NEXT Pipeline momentum is real: six of Groove’s own developments are now in train—some in planning, some on site, some at sales—up from just two 18 months ago. Madden outlines his near-term strategy. Looking ahead, he would like to rebalance the mix from roughly 30% own / 70% external to ~80% own / 20% strategic developer collaborations—retaining a handful of long-term partners for cash-flow balance and portfolio diversity. Madden is also looking to scale responsibly from four concurrent sites to five or six, maintaining directorlevel visibility across every job. Groove would like to target 100–150 dwellings a year across townhouses, 30 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 11
boutique apartments, and select housing, with childcare and mixed-use as complementary verticals. Madden notes that he would like to embed Procore and 3D tools across all sites, driving consistency in data, program, and quality and Madden would like to double-down on value engineering, especially as costs remain elevated. “Feasibility lives or dies in the first six weeks,” Madden says. “That’s when smart redesign pays for itself.” Ultimately, the aim is recognition: buyers and developers who can spot a Groove project on sight— and associate it with better planning, better finishes, and better outcomes. 31 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 11 GROOVE PROPERTIES
PREFERRED VENDOR/PARTNER n Trussmaster www.trussmaster.com.au Trussmaster is a highly-regarded Australian manufacturer providing housing solutions to builders since 1984. From our facilities in Queensland and New South Wales we supply prefabricated building products, glue-laminated products and timber treatment to major east coast cities and regions. Our business is built on long-longstanding relationships with our staff, suppliers and customers. Over many years we’ve honed our offering to focus on cost-effective quoting, precise manufacturing processes and comprehensive site support. n Woodstock Timber Specialists www.woodstocktimber.com.au Woodstock—Australia’s composite decking specialists—introduces EvoDek. Timber beauty, minus the hassle: low maintenance, splinterfree, fade/stain/termite resistant, slip-safe, eco-conscious, built for Aussie weather. Enquire about our special launch price of $19.18. “If it’s our badge on the hoarding, it has to be beautiful, efficient, and sale-ready,” Madden concludes. “That’s the promise—whether it’s five townhomes or fifty.” 32 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 11
PREMIER SERVICES GROUP AT A GLANCE PREMIER SERVICES GROUP WHAT: A leading multi-discipline building services leader across Australia and New Zealand WHERE: Offices in Newcastle, Victoria, Brisbane, Sydney, Mackay, Airlie Beach and Townsville. WEBSITE: www.premierservicesgroup.com.au FROM A SPECIALIST FIR TO A MULTI-DISCIPLINE 33 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 11
When Gordon Stalley, Managing Director, founded what was then Premier Fire Protection in 1987, the business was a small operation serving clients across New South Wales, which focused exclusively on the design, supply, and installation of fire protection systems. Over time, Premier earned a strong reputation for its technical expertise and reliability, leading to steady, organic growth across the Sydney region. BUILT ON ISO-ACCREDITED SYSTEMS, ORGANIC GROWTH, AND CLIENT TRUST, THE COMPANY IS NOW EMBRACING A NEW ERA OF PREDICTIVE MAINTENANCE AND SEAMLESS SERVICE INTEGRATION. RE PROTECTION FIRM E POWERHOUSE 34 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 11
Within the first decade, the company expanded its service offering to include maintenance and servicing—a move that would prove transformative. “We didn’t grow through acquisitions or mergers,” Stalley reflects. “We grew organically, through hard work, and by delivering consistently high-quality results for clients who trusted us.” Today, that steady foundation supports a national footprint and has evolved into a multi-discipline building services leader across Australia and New Zealand. Built on ISO-accredited systems, organic growth, and client trust, the company is now embracing a new era of predictive maintenance and seamless service integration. Premier Services Group now operates directly in New South Wales, Victoria, and Queensland, while also managing projects across Australia’s remaining states and territories and maintaining a presence in New Zealand. Its service offering has expanded to include fire protection, mechanical/HVAC, and electrical systems, positioning it as a tier-one, fullservice building systems provider. “Our growth has been client-led and organic. We follow where trusted relationships take us, ensuring the same quality and culture at every site,” Richard Stalley, Premier’s Executive Leader states. CORE CAPABILITIES: FULLSPECTRUM BUILDING SERVICES Premier’s expertise extends far beyond traditional fire protection. The company delivers a comprehensive suite of building services that includes, fire protection: Design, installation, testing, and maintenance for large-scale residential, commercial and industrial buildings, mechanical services / HVAC: Complete mechanical system installation and servicing, ensuring efficiency and compliance across large facilities as well as electrical services: from power systems to integrated building controls, delivered under the same ISO-certified quality standards. This service combination enables Premier to offer clients a single point of accountability across disciplines — streamlining coordination and compliance for major infrastructure and property portfolios. 35 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 11 PREMIER SERVICES GROUP
The company’s focus remains on tier-one and largescale clients, including institutional property owners, commercial and residential strata’s and developers. Premier’s team manages major commercial buildings, complex mixed-use developments, and critical industrial sites, setting it apart from firms that focus solely on smaller, residential-scale projects. THE CULTURE BEHIND THE SUCCESS A key differentiator for Premier Services Group is its company culture, which combines professionalism with approachability. “We’ve always wanted to be a tier-one business without losing the sense of camaraderie and pride that comes with being familyfounded,” Stalley shares.“People come to work proud of what they do. That’s how we know the culture is right.” This environment has proven magnetic for both seasoned professionals and ambitious newcomers. The company maintains a healthy balance between long-term employees with decades of experience and new recruits bringing modern perspectives and energy. This intergenerational exchange has become one of Premier’s greatest strengths, fostering innovation without losing the institutional memory that defines its quality. “It’s about balance—legacy staff who know where we came from and new team members who know where we’re going.” Richard Stalley notes. ISO-ACCREDITED EXCELLENCE: QUALITY, SAFETY, AND ENVIRONMENT Premier Services Group is ISO-accredited across three major standards—Quality Management, Safety Management, and Environmental Management— ensuring a consistent framework across every project, site, and office. While many competitors pursue ISO certification to satisfy client requirements, Premier has embedded it deeply into its DNA. INVESTING IN PEOPLE: TRAINING AND ACCREDITATION Premier’s leadership has long understood that excellence in service requires excellence in skills. Stalley notes that the company is deeply invested in training, apprenticeship programs, and accreditation 36 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 11
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