TENSION WOODS COLLEGEEVERY LEARNER WILL SHINE. OCT 2025 VOL 07 BUSINESS VIEW OCEANIA ALSO IN THIS ISSUE CONSTRUCTION PLUS • SILVERCHEF • GOODNATURE DAVID MEZINEC PRINCIPAL
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 10
EDITOR’S NOTES October has snuck up on us once again. I was just getting into the groove of the month of September and we are now switching gears as we enter a new calendar month. This month families all over the Oceania region are turning their thoughts to the festivities of Halloween at the end of the month, and companies, municipalities and organizations are gearing up for the last few months of the fiscal year. We were fortunate to capture some of these dynamic initiatives in our October Oceania edition as we sat down with some successful organizations to talk about all things business. We were pleased to profile Stroud Homes, Freedom Property, Beaumont Property and Construction Plus this month. The real estate and construction sectors across the Oceania region continue to see gains and increased demand. These companies have proven to be leaders in the sector with the right business platform, attention to clients and design/construction expertise that is second to none. October’s issue also brings our readers a profile feature of Catholic Regional College Sydenham, the Calrossy Anglican School and Tenison Woods College 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 DB Results, SilverChef and Goodnature to get a peak into their successful business models that have led to continuing success. Business View also sat down with Jurlique International to see what is fueling its ongoing growth and success in the medical field. 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 10
VOLUME 07, ISSUE 10 79 SILVERCHEF Renting the Future 37 AUSTRALIAN PRIMARY PRINCIPALS ASSOCIATION (APPA) Scholastic Excellence 47 CALROSSY ANGLICAN SCHOOL A Regional School with a Big Vision 57 CATHOLIC REGIONAL COLLEGE SYDENHAM Every Student, Every Pathway 67 TENSION WOODS COLLEGE Every Learner Will Shine: Tenison Woods College 15 CONSTRUCTION PLUS Building Legacy, Craft, and Connection in Queensland 25 STROUD HOMES Building Family-Focused Homes COVER TENSION WOODS COLLEGE 2 EDITOR’S NOTES 5 OPENING LINES FOOD AND BEVERAGE CONSTRUCTION EDUCATION STROUD HOMES. CALROSSY ANGLICAN SCHOOL 25 47 3 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 10
123 155 91 AWABAKAL Empowering Community Through Culture, Health, and Innovation 101 JURLIQUE 40 Years Going Strong 113 DB RESULTS Profit for Purpose at Enterprise Scale 123 GOODNATURE Rewiring Pest Control — Toxin-Free, Humane, and Data-Smart 177 EXODAS TRANSPORT (EXODAS) Driving Growth with Purpose: Inside the Success Story of Exodas Transport 135 PROPERTY FUNDS ASSOCIATION OF AUSTRALIA Proudly Representing its Members 145 BEAUMONT PROPERTY GROUP Building a Legacy 155 REAL ESTATE BUYERS AGENTS ASSOCIATION OF AUSTRALIA The Voice for a growing real-estate-based segment 165 FREEDOM PROPERTY A Hybrid Playbook HEALTHCARE AND BEAUTY PROFESSIONAL SERVICES SUPPLY CHAIN AND LOGISTICS REAL ESTATE 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. GOODNATURE REAL ESTATE BUYERS AGENTS ASSOCIATION OF AUSTRALIA 4 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 10
IKARA-FLINDERS RANGES AND OUTBACK NAMED IN WORLD’S TOP PLACES: BETTISON Source: arr.news, News Editor, Oct 23, 2025 South Australia’s Ikara-Flinders Ranges and Outback has been named one of the world’s top travel destinations for the year ahead; the only Australian place to make the list. Global travel authority, Lonely Planet, unveiled its top destinations with the release of its Best in Travel list for 2026 today with the Flinders Ranges & Outback listed among globally renowned tourist destinations, such as Peru and Mexico City, reinforcing its place as a world-class tourism destination. Available globally,the annual bestseller Lonely Planet’s Best in Travel list names the top 25 destinations and top 25 experiences for the year ahead and includes local advice and essential experiences. The Ikara-Flinders Ranges has long attracted travellers for its dramatic outback scenery, rich Aboriginal cultural heritage, and ancient geological wonders, being home to one of the world’s most significant fossil sites holding the earliest evidence of complex life on earth. The international listing adds to the State’s recent accolades including Adelaide being named the #1 Best Place to Travel in 2026 by yahoo!creators and South Australia crowned Best Event State at the 2025 Australian Event Awards. Opening Lines 5 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 10
Quotes attributable to Chris Zeiher, Senior Director of Trade Sales and Marketing Lonely Planet I’m ecstatic to see the epic Ikara-Flinders Ranges and wider South Australian outback on our prestigious list, it’s one of the world’s most breathtaking environments perfectly primed for the world to discover in 2026. Each entry in Best in Travel 2026 reflects a personal experience from Lonely Planet’s vast community of staff, contributors from around the world, publishing partners and more. Quotes attributable to Ross Fargher Prairie Hotel Coowner See Lonely Planet’s Best in Travel list for 2026 at lonelyplanet.com/best-in-travel. Quotes attributable to Minister for Tourism, Zoe Bettison South Australians know the Flinders Ranges and Outback is one of the world’s best destinations, and now it’s official. Being named a top destination by Lonely Planet brings Ikara-Flinders Ranges global recognition on a monumental scale and comes as it moves one step closer to a UNESCO World Heritage listing. As one of the world’s best places to visit – the only one in Australia to make the list – this accolade will bolster the Ikara-Flinders Ranges’ reputation as a must-see destination for travellers everywhere. 6 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 10
OPENING LINES RESUSCITATED REX MUST DEL SERVICE, NOT SAME OLD FAILU Source: arr.news, News Editor, Oct 22, 2025 Gulf and North West deserve service, not continued failures, Katter’s Australian Party (KAP) Leader and Member for Traeger Robbie Katter has said. Mr Katter reiterated his call for genuine reform to air transport services in the region, noting that the fleet that the new American owners have acquired is not fit for purpose in the Gulf. “We have seen too many operators and owners come and go, and it’s remote and rural Queenslanders who suffer the most when services abruptly stop or just don’t arrive as scheduled,” the Member for Traeger said. “The aircraft and the operating model simply don’t deliver up here.There are Australian based operators more than ready to pick up the routes, if only the Queensland government tipped Rex off the contract. “Reliability is key when it comes to attending medical appointments or attracting specialist staff to remote communities,” he said. Mr Katter also called on the State Government to introduce set priced resident-only fares to ensure accessibility for local community members. “Brisbane can have their 50c fares, but there is no 50c bus from Doomadgee to Mount Isa or from Hughenden to Townsville,” Mr Katter said. “The price should be in the order of $200, and that would be the price regardless of the demand from out-of-town service providers. “This would connect communities, drive usage by residents, and provide greater sustainability for the operators of the Gulf and North West routes. “There comes a time when we must have a good look at existing policy and ask the hard questions – is this really working? “Both State and Federal Governments cannot keep putting their head in the sand and hoping that an operator will miraculously be able to run these routes sustainably. “A new, fit for purpose model, focussed on remote and rural communities and service delivery is urgently needed. 7 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 10
LIVER URES: KATTER 8 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 10
OPENING LINES NEW JOB PLATFORM AIMS TO EXPAND RURAL ACCESS TO JUSTICE: LAW SOCIETY OF NEW SOUTH WALES Source: arr.news, News Editor, Oct 22, 2025 Law practices in country NSW have embraced a new ‘regional jobs board’ for the state’s legal profession seeking to attract solicitors wanting a tree-change and brighter career opportunities. President of the Law Society of NSW Jennifer Ball said that of the 43,620 solicitors holding practising certificates as of 30 June this year, fewer than 5,000 (or 11 per cent) were based in rural NSW. “If early response to the Careers in the Country platform is any guide, it could change that statistic. In the platform’s first week a little over a month ago, rural practices advertised for 25 vacancies across 13 NSW Regional Law Society areas, indicating healthy demand for solicitors in the bush,” Ms Ball said. “The Law Society has long advocated for improved access to justice in rural, regional and remote (RRR) communities because they are among the areas of greatest legal need in our state.The breadth and depth of country legal work can provide early career lawyers with a strong foundation of practice experience on which to build a thriving career in the law, as well as lifestyle benefits of living and working in the regions.” Careers in the Country is a free platform for Law Society member practice principals in RRR communities to post vacancies, and for solicitors and legal support staff to look for opportunities to make a move to country NSW.The site will also host listings to country 9 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 10
“Participants in this program undertake complex work on behalf of the most vulnerable clients in our communities. Given Legal Aid NSW’s continuing reliance on dedicated private solicitors, especially in the regions, we look forward to Careers in the Country helping to improve access to justice in these areas.” Dubbo-based President of the Orana Law Society Jennifer Spear said new legal talent can bring real benefits to local communities. “I join the enthusiasm for Careers in the Country with my colleagues in Regional Law Societies from across NSW. Solicitor newcomers will not only bring fresh perspectives to their new workplaces but will also add to the vitality and diversity of their new communities,” Ms Spear said. jobs available in the Office of the Director of Public Prosecutions, Aboriginal Legal Service NSW/ACT, and Legal Aid NSW. Chief Executive Officer of Legal Aid NSW Monique Hitter said Careers in the Country will be a valuable tool to recruit solicitors who want to make a real difference in areas of high legal need. “The Law Society’s regional jobs board complements Legal Aid NSW’s existing strategies to attract solicitors to the country. Our Criminal Law Regional Graduate Program is providing early career lawyers with intensive training in the city, before a 12–18-month placement in one of our regional offices across country NSW,” Ms Hitter said. 10 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 10
OPENING LINES AUSTRALIAN LIVESTOCK MARKETS BECOMING INCREASINGLY VOLATILE – INDUSTRY REPORT: RABOBANK Source: arr.news, News Editor, Oct 22, 2025 Australian livestock producers have been facing an unprecedented period of market volatility over recent years, with swings in cattle and sheep prices reaching record extremes, Rabobank says in new research. In the report Managing increased volatility in Australian livestock markets, the bank’s RaboResearch division says while volatility has long been a feature of livestock markets, both the scale and frequency of price swings have intensified significantly over the past five to 10 years. And the agribusiness banking specialist believes this high level of volatility is likely to persist for Australia’s livestock sectors in the “short to medium term”. In the past five years, the report says, both cattle and sheep prices have reached repeated record highs – each exceeding previous peaks by around 20 per cent – only to then fall to the lowest levels seen in the past decade. Prices have been on another upward trend since 2023. Report author, RaboResearch senior animal proteins analyst Angus Gidley-Baird said the increased level of volatility seen in Australian livestock markets has not been consistent across other markets, either locally or globally. And this suggests that while macro geopolitical and economic developments do have an impact, there are particular factors affecting Australian livestock markets which have led to this higher price volatility. Mr Gidley-Baird said while there is a clear relationship between rainfall and livestock prices – with good seasonal conditions driving demand and prices higher, and dry conditions having the opposite effect – increased price volatility is not simply a reflection of more variable rainfall. “While rainfall and confidence are important, they don’t account for the magnitude of recent price swings,” he said. “Other factors – including industry structure, debt levels, and global market dynamics – are increasingly influential.” CONTRIBUTING FACTORS RaboResearch says a combination of these contributing factors are likely behind the extremes in livestock market volatility. They include increased exposure to geographically larger markets, growth in information flows, an increasingly unstable global trade environment, changing industry structure and increasing debt levels. “All of which we believe contribute to increased volatility,” Mr Gidley-Baird said. The report said in recent years, the Australian livestock sector had become more exposed to geographically larger markets, with the closure of a number of small local saleyards and the increasing presence and throughput of larger regional saleyards, as well as the advent of online sales channels. In addition, feedlots and processors are no longer just sourcing from local markets, with movement of cattle across state borders a common occurrence. 11 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 10
“It is no longer just local, smaller market conditions that influence buyer and seller behaviour, but rather the larger broader market that causes bigger market movements,” the report said. Mr Gidley-Baird said greater exposure to a wide selection of information for market participants was also likely contributing to price volatility. “With information and sentiment flowing faster and further than ever before, producers are now reacting to a wider array of signals, from weather forecasts to global trade headlines, which amplifies market movements,” he said. The report said an increasingly unstable geopolitical environment, including a general move away from globalisation and trade liberalisation, had contributed more recently to an unstable livestock market. “Added to this ‘complex’ is a growth in global protein consumption, increased global trade of proteins and the increased presence of diseases, which affect not only production but also trade arrangements,” Mr Gidley-Baird said. In addition, the report proposes that the livestock industry has changed in structure, including becoming more “polarised” with an increasing proportion of livestock numbers in large or small farms and less in mediumsized operations. “This leads to different decision making,” Mr GidleyBaird said. “Smaller farmers may not be driven by the same profit motives or have access to alternative income streams and larger more corporate-style operations may have different reporting responsibilities and decisionmaking processes, impacting their participation in the market and possibly adding to more pronounced market movements.” Mr Gidley-Baird said increased debt levels and financing costs may also be contributing to livestock producers making more “dramatic decisions”. The streamlining of the supply chains, particularly for cattle, may also be a contributor to market volatility, the report says, with more livestock now going through private sales – including direct consignment to feedlots or processors – reducing the volume and quality sold through saleyards. “Due to the more exaggerated supply and demand movements in these saleyard markets, we expect to see greater volatility resulting,” Mr Gidley-Baird said. And it is saleyard auction prices which are used for livestock market reporting – and on which RaboResearch’s report is based, he noted. MANAGING VOLATILITY While “volatility is not inherently negative”, RaboResearch says, and “simply represents risk, and potentially opportunities” it is likely to persist in the Australian livestock sectors for the short to medium term. And industry participants should at least prepare to manage it. “This requires a strategic approach that reinforces adaptability, promotes resilience and improves predictability,” Mr Gidley-Baird said. “There is a renewed case for embedding resilience and predictability into business planning, which can help producers navigate uncertainty with greater confidence and avoid reactive decisions that may carry long-term consequences.” 12 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 10
CONSTRUCTION PLUS BUILDING LEGACY, CRAFT, AND CONNECTION IN QUEENSLAND construction STROUD HOMES BUILDING FAMILY-FOCUSED HOMES 13 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 10
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BUILDING LEGACY, CONNECTION IN QU CONSTRUCTION PLUS AT A GLANCE CONSTRUCTION PLUS WHAT: A well-know and respected home builder specializing in custom builds and creative designs WHERE: Brisbane, Australia WEBSITE: www.constructionplus.com.au 15 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 10
Y, CRAFT, AND UEENSLAND In the heart of Redlands Coast Queensland’s vibrant construction industry, Construction Plus stands as a rare blend of legacy, craftsmanship, and forward-thinking leadership. What began as a small, family-run operation under the vision of founder Leo Bax has evolved—through loyalty, respect, adaptability, and an unrelenting commitment to clients—into a bespoke home builder that embodies both tradition and innovation. 16 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 10
Today, Leo’s daughter Leanne Bax carries that legacy forward as the company’s director and licensed builder, shaping not only homes but also the next generation of family leadership in construction. A FOUNDATION BUILT ON RESPECT AND FAMILY VALUES “When my father started the company, everything was about respect—giving it and earning it,” Bax reflects. “That foundation has never changed.” Those early principles continue to guide Construction Plus today, anchoring a workplace that feels more like a family than a firm. Many of the company’s tradespeople and suppliers have worked with the Bax family for more than three decades—relationships that began when Leanne herself was a child. “Some of the trades have been with us since 1994,” she shares. “Their fathers worked with my dad, and now their sons are working with me. It’s very much a generational business.” That continuity—paired with mutual loyalty and commitment —has allowed Construction Plus to grow organically without losing its human touch. “We’re small, but we build big,” Bax laughs. “Our office has just four people, yet we produce 35 to 40 bespoke homes a year.” BESPOKE FROM THE GROUND UP Unlike high-volume home builders, Construction Plus takes a deeply personal approach to every project. Each build starts with a conversation, not a catalog. “When a customer comes in, they sit down with me,” Bax explains. “I listen to what they want, how they live, what matters to them. From there, I translate that story into a home design tailored entirely to their lifestyle.” The process is intimate and iterative—refining the design through back-and-forth collaboration until every detail fits. From initial concept to final handover, clients work directly with the same small team, ensuring consistency, trust, and accountability. “There’s no tiered system here,” Bax emphasizes.“The 17 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 10 CONSTRUCTION PLUS
people you meet at the beginning are the same ones guiding you all the way through construction.That’s part of what makes the experience so personal.” FEMALE LEADERSHIP IN A TRADITIONALLY MALE INDUSTRY Bax is proud to be both a builder and a business owner in an industry still largely dominated by men. But she’s quick to note that her approach isn’t about proving a point—it’s about precision. “Customers are often surprised when they realize I’m the builder and the supervisor,” she says. “But they appreciate it. I think women bring a special attention to detail—where some might overlook small things, we tend to focus on them. That makes a big difference to our clients.” Her style combines direct honesty with genuine care. “I’ll always be upfront with clients. If something doesn’t make sense, I’ll say so. My goal is for them to leave every meeting with full clarity—no gray areas, no surprises.” That transparency has earned Construction Plus a fiercely loyal client base. “We’ve built three, four, even five homes for some of our repeat clients,” Bax says.“We don’t advertise—everything we do is word of mouth.” NAVIGATING INDUSTRY CHALLENGES WITH STRATEGY AND GRACE Like every builder, Construction Plus faced its share of challenges during and after COVID-19—from supply chain disruptions to fluctuating costs and new building code changes. “In the last year and a half, we’ve gone through four NCC code updates,” Bax notes. “That’s a lot of adjustment for both builders and clients.” Add to that ongoing land shortages and delays in concrete supply—fueled by Queensland’s construction boom and weather disruptions—and the logistical hurdles are significant. But the company’s proactive planning has kept projects moving. “We manage time obsessively,” Bax explains. “We book multiple concrete slots for each slab, so if 18 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 10
one gets rained out, we have backup dates ready. It’s about thinking ahead, programming everything right.” Even amid these challenges, Construction Plus continues to thrive by focusing on quality over quantity.“We’re not trying to be the biggest,” she says. “We just want to be the best at what we do—and make sure every client feels like they’re our only one.” DESIGN TRENDS AND TIMELESS TOUCHES Today’s homeowners are increasingly driven by both functionality and style—and Construction Plus delivers both in spades. “Designs are always evolving,” Bax says. “The musthaves now are things like butler’s pantries, large open showers, and clever storage. Storage is huge— people always need space for the Christmas tree or the suitcases.” She approaches each design from a lived-in perspective. “I picture myself in the home, asking: where would I put things? What would make daily life easier? That’s how we make every design both beautiful and functional.” While some trends come and go—like media rooms giving way to flexible family lounges—the company’s emphasis on practical luxury remains constant.“We design rooms that will fit a queen bed, even for children, so the house grows with the family,” Bax notes. “It’s about longevity.” FUTURE FOCUS: PASSING THE HAMMER TO THE NEXT GENERATION For Construction Plus, the future is as much about family as it is about expansion. Bax’s husband, a head carpenter and supervisor, plays an integral role in daily operations, and now their two sons are stepping into the business as well. “My eldest is a third-year carpentry apprentice working with his dad,” Leanne says proudly. “And my youngest, who’s still in school, spends two days a week in the office learning the ropes. He loves 19 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 10 CONSTRUCTION PLUS
YDL Stone inspires Australia’s industry professionals, including designers, architects, builders, cabinet makers and fabricators, with a growing selection of premium surfaces. Specialising in Crystalline Silica-Free (Mineral), Porcelain and Natural Stone, we combine durability, safety and design versatility to meet the demands of modern projects. This year, five new colours have been added to our Crystalline Silica-Free Range, created specifically for the Australian market. The range now exceeds 40 options, giving professionals the freedom to create bold contrasts or subtle harmonies while maintaining the highest standards of safety and durability. Our natural stone collection continues to expand, featuring marble, granite, quartzite, dolomite, limestone and travertine sourced from the world’s most respected quarries. Each slab is carefully selected for its unique character, geological integrity and lasting beauty, offering endless opportunities for striking, high-impact designs. From statement kitchens and feature walls to commercial and hospitality spaces, YDL Stone delivers surfaces that inspire and perform. Visitors to our Melbourne, Sydney and Brisbane showrooms enjoy expert guidance and hands-on experience, supported by strict quality control and certifications including Greenguard Gold, NSF and SGS. With every project,YDL Stone champions the beauty, versatility and potential of natural stone and premium surfaces. INSPIRED SURFACES Creating a space you love starts with the right materials. At YDL Stone, we supply high-quality Crystalline Silica-Free stone, porcelain, and natural stone to bring your vision to life. Trusted by professionals across Australia, our surfaces are designed for durability, style, and innovation. Explore the Five New Colours in Our Mineral Range Watch the Video CONTACT US View Miniral Range
computers and will probably take on my role one day.” That continuation mirrors the company’s own multigenerational DNA. “My dad always said he didn’t need sons because girls can do anything boys can—better,” Bax smiles.“Now, I’m passing that same belief to my boys.They’re learning that this business is about respect, hard work, and doing things right.” As the company looks ahead, Bax plans to balance custom client builds with more in-house development projects, particularly dual occupancies and townhouses, which reflect changing land availability and housing needs. “Land is getting tighter and more expensive,” she says. “So the future is in smarter design—smaller footprints, dual occupancies, and maximizing space. We’re already doing a lot of that.” RECOGNITION WITHOUT THE SPOTLIGHT Despite its impressive track record, Construction Plus has never relied on advertising or award submissions. 21 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 10 CONSTRUCTION PLUS
“We’ve never entered a competition or done paid promotion,” Bax says.“We don’t need recognition for doing what we love.” Yet recognition still finds them. Their builds have been featured in James Hardie and Weathertex publications such as Queensland Homes, showcasing the company’s impeccable use of materials and design.Their architect has also won multiple awards for townhouse projects completed with Construction Plus—proof that excellence naturally draws attention. Still, for Bax, the most meaningful recognition comes from the clients themselves.“When a client says,‘You built exactly what I imagined,’ that’s the best award you can get.” A LASTING IMPRESSION From the outside, Construction Plus is a bespoke builder. But at its core, it’s a story of family, respect, and evolution—of a daughter carrying forward her father’s principles while paving her own path in the industry. 22 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 10
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Every home tells a story,and so does every relationship the company builds.As bax puts it,“I always want to be the first person to see the customer, and the last person to see them when we hand over the keys. That’s what makes it personal. That’s what makes it Construction Plus.” PREFERRED VENDOR/PARTNER n YDL Stone www.ydlstone.com.au Australia’s leading supplier of premium mineral (crystalline silica-free), porcelain, and natural stone surfaces. Pioneers of Australia’s innovative Crystalline Silica-Free Range, setting new standards in safety, performance, and sustainability. 24 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 10
BUILDING FAMI HOMES STROUD HOMES AT A GLANCE STROUD HOMES WHAT: A highly successful home builder built on communication and award-winning designs. WHERE: Franchise opportunities available across Australia and New Zealand WEBSITE: www.stroudhomes.com.au 25 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 10
ILY-FOCUSED A RESILIENT FRANCHISE WITH COMMUNICATION AS ITS CORNERSTONE From a cold-start brand in 2011 to a Top-10 builder in Queensland, Stroud Homes has grown on disciplined finances, relentless communication, and designs that keep families connected. ROOTS, GRIT, AND A CUSTOMER-SERVICE EDGE Founder James Stroud’s earliest building memories trace back to Alberta, Canada—sweeping sites, fitting 26 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 10
out basement suites, and, as he puts it, “learning the industry from the ground up.” After studying Construction Engineering Technology and a stint as a carpenter in minus-30 winters, he moved to Australia, earned local qualifications, and began running crews. A pivotal lesson arrived on a residential job for an architect: “You do good work, but you need to get more work done.” Translation—build teams, build systems, and manage. Stroud later bought a G.J. Gardner Homes franchise, poured every dollar into it, and leaned into what set him apart: customer service. “I found that the way to move forward was to out-communicate—to make the experience feel controlled and considered.” In his fifth year, he held 25% market share in his territory and won Franchisee of the Year. But the relationship frayed over “too many ideas,” and in 2011 he founded Stroud Homes. The early days were brutal. Agents said they’d only work with established names.A banker feared for his mortgage. Fast-forward: in the latest Queensland Top 50 list, Stroud Homes ranks in 9th place up from 15, and by James’s estimate, is “doubling the volume of our old franchise competitor” in the state. Nationally, Stroud placed number forty-four in the HIA Top 100 last year and has grown since. A BRAND BUILT ON COMMUNICATION (NOT SLOGANS) Most builders say communication matters; Stroud turned it into process that include: • Friday call rule: After 2:30 p.m. every Friday, site managers and contract admins stop operations and call every client. Three prompts: what happened last week; what’s happening next week; what’s not going to plan. • A weekly pulse survey: By 5–6 p.m., each of 800 active clients receives a 1–5 “how are you feeling?” check-in by text/email—plus open feedback. “You can’t build 800 homes without the occasional issue,” James says. “We want to hear it weekly, not read it online later.” It sounds simple. It isn’t.The cadence requires teams to be ahead on scheduling and documentation— 27 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 10 STROUD HOMES
habits that also improve cost control and cycle time. “We’re not purely technical builders. Families are out of their depth on a build. We aim to make the journey clear, human—and even enjoyable.” DESIGNS THAT KEEP FAMILIES TOGETHER (BUT NOT CROWDED) Stroud’s product philosophy is clear: open-plan living that keeps families connected, sunlight and breeze as first-class citizens, and fewer dead-end rooms. “Too many plans try to squeeze too many rooms into too few square meters,” Stroud says.“We prefer separate but together—partial walls instead of boxes, more external walls, larger windows to promote airflow, and fewer dark internal corners.” Studies lose doors. Living areas gain line-of-sight. The result is easy-to-live-in spaces that suit Australian family life. A simple signature touch—inviting kids to hand-print wet concrete (often the dog, too)—creates emotional buy-in. Another ritual, “The Last Nail,” lets young children “help” on frame day. “I’ve had mums tell me a three-year-old couldn’t sleep the night before,” Stroud laughs. “These moments matter.” CULTURE: PRIDE, CLARITY, AND A LOT OF FACE TIME Stroud’s head office team totals ten talented team members,the company boasts 40 franchises operating across Australia and New Zealand, with several new teams currently in the deposit and due diligence stages. Stroud points out that subcontractors are treated as brand ambassadors—Stroud prints 3,000 shirts at a time that read “Valued member of the Stroud Homes construction team.” Most don’t wear them on site—“They save them for the footy or the pub,” Stroud smiles. “There are two takeaways from work: a paycheck and a sense of pride. Pride often matters more.” On training & development, Stroud runs a 24/7 online academy: Loom-based walk-throughs, site videos, interactive tasks, and quizzes. New hires spend their first week mostly in the system; franchise support managers close gaps and monitor outcomes. Regular conferences (now multi-day) cover operations, sales, 28 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 10
leadership, and peer learning. “Training is a magic bucket—put $20 in, $200 comes out,” Stroud says. Face time counts, too. Commercial flights were too unreliable—so Stroud invested in business aviation to visit franchises freely and frequently. “It’s not glamour; it’s access. You learn more walking their sites and meeting their teams than you ever will over Zoom.” The stickiness shows: franchises are signing third five-year terms; several are now eight-figure net profit businesses. On the Good Builder podcast, Stroud’s Wide Bay franchise was cited as the largest franchise of any kind in Australia, with 144 housing starts in 12 months. FINANCIAL DISCIPLINE—AND WHY STROUD KEEPS CLIMBING Two shocks defined Stroud’s operating philosophy: the GFC (2009) and the post-COVID cost spike (from 2022), which James estimates shuttered 50% of Australian builders. “We focused hard on financial management. We’re not the loudest discounter; 29 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 10 STROUD HOMES
BUILDING BETTER TOGETHER: WHY EVERY BUILDER NEEDS REECE In today’s construction landscape, builders face growing pressure to deliver projects faster, smarter, and more sustainably. Whether you’re a boutique operator shaping bespoke homes or a large-scale builder driving volume projects, partnering with the right supply chain is critical. That’s where Reece comes in. With over a century of experience, Reece has built more than just Australia’s largest plumbing and bathroom supply network -- it has become a trusted partner to the building industry. Its 800+ branches across Australia, New Zealand, and the United States mean builders can access products and expertise wherever their projects take them. Beyond scale, Reece delivers consistency, reliability, and a service ethos that ensures materials arrive on time and to specification. What truly sets Reece apart is its commitment to innovation and sustainability. From energyefficient HVAC solutions to water-saving technologies, builders can confidently align with a partner that supports compliance with evolving codes and the growing demand for greener homes. For builders of all sizes, Reece is more than a supplier. It’s a partner invested in your success— helping you save time, reduce risk, and enhance client satisfaction. In a competitive market, that’s the edge every builder needs. The home of bathroom experts. At Reece, we know bathrooms. As Australia’s largest plumbing and bathroom supplies business, we’re your home of global products, exclusive brands and service tailored to help boost your business. Partner with us on your next project, explore the possibilities online, or visit your nearest showroom. REE1661 - Builder Press Ad_06.indd 1 25/9/2025 2:44 PM
we’re the steady one that keeps the shop open,” he says, invoking the Australian speed-skater who won Olympic gold by not falling when others did. That steadiness informs supplier relationships. The promise to vendors is simple: be easy to do business with first, then negotiate. Orders are clean, errors reduced at the source, and back-office systems minimize friction.“Once we’ve shown diligence and predictability,” Stroud says, “we’ll ask for the best price—and we earn it.” RECRUITING FRANCHISES—DELIBERATELY During the most turbulent months of COVID and its aftermath, Stroud slowed recruitment to protect and support existing builders. With markets stabilizing, franchise marketing is back on. Australia and New Zealand are 50% subscribed—meaning prime territories remain. What Stroud looks for: builders who want to run a business, not just a job; leaders who value process; and teams that buy into the Friday-call culture.“We 31 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 10 STROUD HOMES
want them to enjoy their business,” Stroud says. “When they do, the client experience follows.” A quiet marker of cultural health: many franchisees’ adult children are joining—taking apprenticeships, stepping into operations, and in one case buying the franchise from dad. Stroud’s own son is a Construction Manager at Toowoomba, alongside a childhood friend. Stroud points out that the secret to their client success lies in key initiatives including weekly calls & surveys reduce surprises and venting in public, open-plan, family-first designs feel good to live in and photograph well (useful for resale value), site rituals create memories (and social content) that tie families to the brand. THE NEXT 3–10 YEARS: TOYOTA, NOT TESLA Looking down the real estate path, Stroud wants to prioritize stability and reliability when one thinks of Stroud Homes. 32 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 10
33 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 10 STROUD HOMES
PREFERRED VENDOR/PARTNER n Reece www.reece.com.au We’re the Reece Group. We operate Australia’s largest plumbing and bathroom supplies business, as well as 8 others in allied industries. Our plumbing and bathroom products are sourced both locally and internationally which you can find in over 200 showrooms across Australia and New Zealand. We’re continually expanding into fresh areas, developing new technologies and systems and pioneering innovative plumbing and bathroom products. Our expansive team of experts are here to help build dream bathrooms. Where many builders chase the flashiest deal, Stroud wants distribution and reliability. “Think Toyota,” Stroud says. “We want to be the dependable builder in every Australian and New Zealand community.” That means steady geographic fill-in, measured franchise growth, and financial stability over faddish incentives. “When the market turns, the public rewards whoever keeps the lights on,” he says. “We plan to be here,” he concludes. 34 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 10
AUSTRALIAN PRIMARY PRINCIPALS ASSOCIATION (APPA) SCHOLASTIC EXCELLENCE education CALROSSY ANGLICAN SCHOOL A REGIONAL SCHOOL WITH A BIG VISION 35 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 10
TENSION WOODS COLLEGE EVERY LEARNER WILL SHINE: TENISON WOODS COLLEGE CATHOLIC REGIONAL COLLEGE SYDENHAM EVERY STUDENT, EVERY PATHWAY 36 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 10
AUSTRALIAN PRIMARY PRINCIPALS ASSOCIA THE UNITED VOICE FOR THE COLLECTIVE INTERESTS OF PRINCIPALS ACROSS ALL SCHOOL DIVISIONS AT A GLANCE AUSTRALIAN PRIMARY PRINCIPALS ASSOCIATION (APPA) WHAT: T he advocacy, educational and resource-based voice representing principals across Australia’s school divisions WHERE: Working across Australia WEBSITE: www.appa.asn.au CONTACT: info@appa.asn.au SCHOLASTIC E 37 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 10
ATION (APPA) As Australia navigates the complexities of a changing education landscape, one voice continues to unite leaders across all school systems — Catholic, independent, and public — in the pursuit of better outcomes for children. That voice belongs to the Australian Primary Principals Association (APPA), the nation’s peak body representing the collective interests of primary school leaders. Now in its 51st year,APPA stands alone globally as a sectorwide association, providing a platform for collaboration, EXCELLENCE 38 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 10
advocacy, equity and professional support for school leaders who sit at the heart of Australian communities. “We’re absolutely committed to the advocacy of children to be at their best through having leaders who are well supported, well connected, and professionally sustained,” says Angela Falkenberg, APPA President.“When principals thrive, schools and communities thrive.” A VISION FOR ESTEEMED, CONFIDENT, AND THRIVING LEADERSHIP Guided by its Strategic Plan 2025, APPA’s vision is clear: To see primary principals esteemed, confident, and thriving in their leadership. Its mission: As the national voice for primary school principals, APPA enhances the education and wellbeing of primary leaders, students, and communities through advocacy and support. To achieve this, the Association’s work is structured around four strategic pillars: 1. Advocacy and Policy Co-design APPA supports community leaders, educators, and policymakers to better understand the realities of contemporary primary leadership. Beyond traditional notions of principals as “nurturers,” today’s school leaders are strategic, data-driven, and community-embedded professionals navigating increasingly complex challenges. “We’ve been saying for some time that effective policy requires a shared understanding of the problem before designing solutions,” Falkenberg explains. “Too often, strategies are built on assumptions. For example, if we think school attendance is about teacher engagement, but the real issue is parental mental health or housing insecurity, we won’t get the results we need.” A cornerstone of APPA’s advocacy is the annual Principal Health and Wellbeing Survey, conducted in 39 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 10 AUSTRALIAN PRIMARY PRINCIPALS ASSOCIATION (APPA)
partnership with the Australian Catholic University. Now in its 12th year, the longitudinal study continues to reveal concerning trends — including a 75% increase in reported violence against principals since the research began. “The role has become more complex and more exposed,” Falkenberg notes. “We need a system that protects and sustains our leaders so they can continue to give their best.” 2. Growing and Developing the Profession APPA provides professional learning opportunities through its annual national conference, ongoing webinars, and position papers on key issues — from NAPLAN reform and curriculum renewal to principal wellbeing and support for students with additional needs. These initiatives help principals reflect on best practice, strengthen their professional identity, and build leadership capability across the sector. “We’re about connection, collaboration, and professional growth,” says Falkenberg. “Our conferences bring together leaders from every corner of the country to share ideas and innovations that genuinely improve outcomes for children.” 3. Influencing Primary Education APPA plays a vital role in national advisory groups and research collaborations, providing insight on issues such as literacy, bullying prevention, mental health, and equity. The Association partners with organizations like The Smith Family, the Murdoch Children’s Research Institute, the Australian Catholic University, and the International Confederation of Principals, ensuring Australia’s school leaders remain part of the global dialogue on education reform. A major focus of current advocacy is underinvestment in the early years — particularly the first 1,000 days of life. Research shows that one in four Australian children starts school developmentally vulnerable, and these gaps often persist throughout schooling. “Early intervention isn’t just an education issue — 40 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 10
it’s a national priority,” Falkenberg stresses. “If we invest wisely in those first years, we change lifelong outcomes.” 4. Effective Governance and Transparency With just 2.2 full-time equivalent staff,APPA runs a remarkably lean operation. Falkenberg serves as the only full-time employee, supported by two part-time staff and a highly active National Advisory Council composed of state and territory presidents from all sectors. “We’re small, but we’re mighty,” Falkenberg says with a smile. “Our board is strategic, task-oriented, and deeply connected to what’s happening in schools. Through our federated model, we can reach more than 8,000 schools nationwide.” PRINCIPALS AS LITERACY LEADERS One of APPA’s landmark programs, Principals as Literacy Leaders, began in the early 2000s as part of a national effort to strengthen literacy outcomes through more effective resource use and leadership focus. 41 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 10 AUSTRALIAN PRIMARY PRINCIPALS ASSOCIATION (APPA)
“It grew from our recognition that if literacy outcomes were to improve, we needed clarity about what worked,” says Falkenberg. “By focusing on the ‘Big Six’ of reading — oral language, phonemic awareness, phonics, fluency, vocabulary, and comprehension — schools could better target their efforts and resources.” The initiative exemplifies APPA’s commitment to evidence-informed practice, collaboration, and practical professional learning that improves teaching and learning outcomes. CHAMPIONING EQUITY AND ACCESS A central focus for APPA is equity in education. Australia’s “long tail of underachievement” continues to reflect the persistent gap between students in affluent communities and those in disadvantaged, regional, remote, or First Nations contexts. “Achievement shouldn’t be determined by postcode,” Falkenberg says.“But too often, children affected by poverty or isolation start behind — and the system isn’t structured to help them catch up.” APPA highlights the compounding effects of inequity, from limited access to healthcare and early assessments to housing instability and parental stress. She recalls an example from South Australia where a collaborative study found that one in four children in low-SES schools had undetected vision issues, compared to far lower rates in wealthier areas. “These are children who are being underserved — not because schools don’t care, but because they’re already stretched,” she says. “Schools are filling the gaps left by other systems, often coordinating health or social services without additional resources. It’s unsustainable.” Through advocacy and research, APPA continues to call for cross-sector partnerships and wholeof-society approaches that support schools as community hubs — places where families can access educational, health, and wellbeing services in one trusted environment. THRIVE BY FIVE AND BEYOND In 2019, APPA launched Thrive by Five, a national discussion paper emphasizing five foundational pillars of early development — play, talk, eat, read, and sleep — in response to increasing developmental vulnerability among young children. The initiative underlines the association’s belief that education reform must begin long before formal schooling. “Early investment pays dividends,” says Falkenberg. “Countries like Finland, which spend nearly three 42 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 10
times as much on early years as Australia, consistently show stronger outcomes. We need to look seriously at what that tells us.” PARTNERSHIPS WITH PURPOSE Whether collaborating with the Australian Medical Association on child wellbeing or working with Scholastic to promote reading engagement, APPA’s partnerships are deliberately purposeful. “We don’t have time for token relationships,” Falkenberg says. “Our partnerships have to align with our purpose — supporting children, empowering leaders, and improving learning.” A recent Primary Education Summit, held at Parliament House, exemplified this focus.The event brought together educators, health professionals, and community partners to explore practical solutions for early intervention, student wellbeing, and systemwide equity.The outcomes will inform a forthcoming 43 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 10 AUSTRALIAN PRIMARY PRINCIPALS ASSOCIATION (APPA)
APPA report on next steps for policy and practice. REDEFINING SUCCESS AND RECLAIMING PURPOSE Looking to the future, Falkenberg believes Australia must rethink what success in education means. The overemphasis on standardized testing, she argues, has skewed priorities and undermined teacher and student engagement. “We’ve moved from assessment for learning to assessment for comparison,” she says. “NAPLAN has become high-stakes. We’re calling for it to return to sample-based testing — saving time, reducing stress, and reinvesting those resources where they’ll have real impact.” Beyond metrics, Falkenberg emphasizes the growing importance of human connection, emotional literacy, and student agency. 44 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 10
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