A construction company breaking ceilings on revenue, margin and culture.
CIP Constructions had the technical expertise to build industrial facilities for brands like Bunnings and Coles across Australia. But they needed more management training to match. Their leadership team—all technical managers who’d come up through the ranks—wanted to understand what makes businesses tick beyond the mechanics of construction. They needed sustainable structures and systems to scale—and someone to hold everyone to account. Enter P7.
THEIR
STORY
400% Revenue Growth
400% Margin Growth
100% Leadership Buy-in
Problem
Mark Hendry and his leadership team at CIP Constructions were technical managers, not trained business leaders. They’d spent 40 years building actual structures for Australia’s businesses—from food processing facilities, to logistics centres, to refrigerated warehouses—but hadn’t fully mastered the business structures behind the builds.
They weren’t looking to scale recklessly—they first wanted to bed down and understand everything that makes businesses tick. Focusing on customers, satisfying staff, and systematising the client experience they’d built success on.
They needed what Mark though of as a personal trainer: someone to bring rigorous analysis, challenge assumptions, and hold everyone accountable—even when things got uncomfortable.
Solution
Anna and the Performance 7 team introduced discipline that felt foreign at first. Meeting rhythms. Quarterly reviews. Daily huddles—which the team initially rejected outright. “We don’t do huddles,” they said. “This is Australia. We ain’t doing that.”
P7 didn’t flinch. Anna kept showing up. Weekly updates became non-negotiable. The first quarter, the leadership team failed on every priority because they weren’t taking it seriously. But when they realized Anna wasn’t going anywhere—that she’d be back next month expecting results—they got focused, fast.
Quarterly reviews became the main driver. The team embraced daily huddles—even rebranding them as CIP Chats. The structure cascaded through the entire company—with every team member knowing exactly what was expected.
P7’s Full BenchTM approach brought subject matter experts across legal, financial, people, and operations—challenging assumptions, reconfirming gut instincts, and building a culture of leadership buy-in that’s taken CIP further than it could have otherwise achieved.
“Our breakthroughs? 4x turnover and 4x margin with P7—we should have done it years ago.”
