Schrole Develop - Interview Talking Points

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Presentation Q&A (10-Minute Discussion)

Q: Balancing Rio Tinto & New Customers?

  • Acknowledge Rio Tinto as a critical, top-priority stakeholder.
  • Detail specific account management actions for Rio (regular check-ins, dedicated coordinator).
  • Explain balanced resource allocation – new BD efforts won’t compromise Rio’s projects.
  • Highlight Rio as a reference asset for winning new clients.

Q: Most Promising New Customer Segments & Why Schrole?

  • Identify: Tier-2 mining, major engineering/construction firms, government infrastructure agencies.
  • Justify: Similar compliance/training needs, aligning with Schrole’s strengths.
  • Schrole’s Advantages: Track record (Rio proof), contextualized approach, premium high-contact model (35% more contact time, better outcomes), trust factor (police/federal agency experience).

Q: New Products/Courses in Next Year & Decision Process?

  • Process: Data-driven (client feedback, industry trends).
  • Examples: Project management in mining/infra, expanded safety training (Cert IV WHS), leveraging TES Institute for vocational "train-the-trainer."
  • Key: Market demand + synergy with expertise.

Q: Measuring Success at 12 Months & KPIs?

  • Primary Metrics: Revenue growth (>10% YoY), new significant clients (2+ >$50k each), reduced Rio reliance (e.g., to ~50%).
  • Operational/Quality KPIs: Client satisfaction scores, course completion rates, trainer utilization, repeat business from new clients.
  • Foundation Building: Defined sales pipeline, marketing presence, brand recognition.
  • Alignment with TES: Contribution to broader solutions, piloting scalable innovations.

Q: Anticipated Challenges in Diversification & Mitigation?

  • Customer Diversification Challenges: Long sales cycles, competition. Mitigation: Relationship building, leveraging references/networks, publicizing Rio success (with permission).
  • Product Diversification Challenges: Resource/development time, regulatory standards. Mitigation: Prioritize low-hanging fruit (repurpose content, scope extensions), strategic hires/partnerships for new expertise.
  • Maintaining Quality Challenge: Mitigation: Trainer PD, gradual scaling, LMS for outcome monitoring.
  • Regulatory Compliance: Maintain "bullet-proof compliance" (ASQA).
Deep Dive for Max (Chief Product & Transformation Officer)

Focus: Executional capability, operational leadership, turnaround experience, high-growth environment management.

Executional Capability

  • Translate strategy to action: Skill Hire (revenue +42% to $1.7M/month, loss to profit in 1yr). How: new sales processes, team refocus, efficiency.
  • Project management: Prioritize, milestones, tracking (dashboards, weekly sales huddles, monthly reviews).
  • Detail-oriented, follow-through. Using data (CRM, LMS analytics) for execution.
  • Building commercial processes given current team (3 in-house, 6 contract trainers, admin, compliance) and aXcelerate LMS.

Operational Leadership

  • Style: Hands-on, people-focused, empowering experts with clear direction.
  • Example: Leading team through challenge (e.g., "XYZ company - one-on-ones, daily stand-ups, clear SOPs -> built trust, increased throughput").
  • Communication & coaching: Mentoring trainers, performance feedback.
  • Small team context: Comfortable wearing multiple hats (sales, quality assurance).
  • Experience with RTO systems (aXcelerate) and compliance (ASQA).

Turnaround Experience

  • Skill Hire GTO: Situation (losing money, admin risk), Actions (restructured product, cut costs, re-negotiated contracts, won national clients - Coles, Lendlease), Result ($50k loss to $1.45M EBITDA in 1yr, 100% client retention).
  • Demonstrate: Analytical diagnosis, decisive action, making tough decisions, inspiring team.
  • Handling resistance/uncertainty: Transparent communication, quick wins for confidence.

High-Growth Environment Management

  • MEGT: Scaling national client account by 40% (onboarding trainers, standardizing delivery).
  • Braden Group startup: Business model from $3.3M to $16.4M projection (planning for staffing, tech growth).
  • Systems & Culture for Growth: Scalable processes (CRM, trainer onboarding), hiring talent that fits culture and can grow.
  • Personal effectiveness: Prioritization, delegation, customer-centric focus.
  • Align with TES: Thriving in environments where growth and transformation are the norm.
Deep Dive for Rod Williams (CEO of TES Global)

Focus: Strategic alignment with TES Global, commercial & cultural leadership fit, long-term transformation plan.

Strategic Alignment with TES Global’s Vision

  • TES Vision: "Power schools, enable great teaching worldwide," "world-class software provider."
  • Schrole Develop's Fit: Expands TES into workforce development, part of lifelong learning ecosystem. Bridges K-12 and vocational (e.g., training for school staff, insights on skills demand).
  • Not a side business, but strategic extension. Leverage TES tech for innovation.
  • Successful Schrole Develop AU sets stage for TES vocational solutions globally. Scalable impact.
  • Onex-backed context: Drive for growth, innovation, ROI.

Commercial & Cultural Leadership Fit

  • TES Values: Entrepreneurial, results-driven, collaborative.
  • Embody values: "Take ownership" (initiative examples), "continuous improvement" (tech/process examples), "we do it for them" (customer/learner-centric).
  • Bridge-builder, team player, comfortable in diverse international environment.
  • Transparency, integrity. Adaptability (experience with PE ownership changes, admin).
  • Resilience, steady hand.

Long-Term Business Transformation Plans (3-5 Years)

  • Vision: Schrole Develop from niche mining trainer to diversified training solutions provider (multi-industry, APAC region). Expanded catalog (online/blended), content provider at scale.
  • Digital Products: Training portal/app, AI for personalized learning.
  • International Scaling: Refine AU model, then deploy in other markets (MENA, Africa via partnerships).
  • Future-Proofing: Stay ahead of trends (automation, renewables reskilling).
  • Internal: Build commercial engine (sales, marketing, product innovation). Package Schrole IP (curriculum licensing via TES platform).
  • Align with TES Strategy: Integrate with TES ecosystem, offer vocational pathways for school customers, contribute skills trends data.
Strategic Landscape Summary

TES Global’s Positioning

  • Leading global EdTech, K-12 focus, expanding to integrated ecosystem.
  • Growth via digital product innovation & acquisitions (e.g., Education Horizons, Schrole).
  • Schrole acquisition: Strategic move into vocational/corporate learning. PE-backed (growth/ROI focus).
  • Competitive edge: Vast educator user base, strong brand in education. Newer to vocational.

Schrole Develop’s Positioning

  • Specialist RTO, niche dominance in mining. Differentiates via bespoke solutions.
  • Advantages: Deep industry expertise (resources), high-quality/high-touch training (35% more contact, better ROI), contextualization & flexibility (global delivery - Mongolia, Guinea), blue-chip clients (Rio, BHP, FMG, Govt), tech modernization (aXcelerate, TES backing).

Market Competitors (Australia & International)

  • Australia: TAFEs, private RTOs, industry training centers (e.g., Site Skills Training, Civil Safety). Many compete on price/compliance. Schrole's edge: premium service, customization.
  • International: Global training firms (SGS, Bureau Veritas), consultancies (KPMG Banarra).
  • Schrole's Niche: Potential for unique leadership in high-quality vocational for resource/infra. Position as premium, safety-focused partner improving productivity/compliance.

Customer Base Diversification – Opportunities

  • Mining & Resources: Target other majors (Newcrest, South32, Glencore), mid-tiers, contractors. Offer leadership, supervisor training.
  • Infrastructure & Construction: Large projects (transport, urban dev, renewables). Target Lendlease, CPB, John Holland, state agencies. Focus on safety, efficiency. Leverage utility experience (Western Power, Horizon Power).
  • Education & International Schools: PD for international schools, vocational for students/staff. Align with Tes Institute.
  • Global Expansion: Leverage TES network for MENA, Asia (construction, O&G). Market existing international delivery experience.

Product/Course Growth Opportunities

  • New Accredited Qualifications: Cert IV WHS, Diplomas (Quality Auditing, Project Management), RII training package quals (Surface Extraction).
  • Micro-Credentials & Short Courses: Hot topics (Safety Leadership, FIFO Workforce, Mining Tech Refreshers). Online/webinar delivery.
  • Blended & Online Learning: Convert theory to eLearning (aXcelerate), in-person practicals. Leverage TES digital expertise (AR/VR potential). License eLearning content.
  • Consulting & Advisory: Training needs analysis, curriculum design, competency frameworks. Build on Rio Guinea consulting.
  • Outcome-Based Training Solutions: Sell "outcomes" (e.g., "improve safety audit scores by X%") vs. just courses. Justify premium pricing.

Revenue Strategy and De-risking

  • Key Account Growth: Maximize share from existing/past clients (BHP, FMG). Cross-sell within Rio Tinto divisions/sites.
  • Partnerships & Alliances: Industry associations, complementary service providers.
  • Marketing & Brand Elevation: Website revamp (SEO), content marketing (newsletters, blogs, LinkedIn thought leadership), industry conferences (Africax, Austmine).
  • Utilizing Government Funding: Tap into subsidies (Smart and Skilled, User Choice) to make sales easier and diversify revenue.
  • Set Revenue Targets & Tracking: Non-Rio revenue goals, new contract targets. CRM and pipeline reviews.
Practical Recommendations for Growth & Risk Mitigation
  1. Rapid Client Diversification: Target 2-3 new anchor clients (1 major mining, 1 non-mining industrial). Offer pilot programs. Aim for Rio <50% revenue in 12-18 months.
  2. Sector-Specific Propositions: Tailor Capability Statements/brochures. ROI in sector language. Update website for segments.
  3. Client Referral Program: Systematically ask for referrals/testimonials. Co-present with Rio on success.
  4. Expand Course Offerings (Low Capex): Activate existing scope, modularize Diplomas into short courses. Scope extension for Cert IV WHS. License content from partners.
  5. Enhance Marketing & Visibility: Smart budget. Website SEO, newsletter/blog, LinkedIn leadership. Attend/speak at industry events.
  6. Utilize Data & Client Feedback: Collect feedback post-training. Analyze data to demonstrate impact (quantitative results). Turn outcomes into a selling tool.
  7. Strengthen Sales Function: Hire BDM or repurpose staff. Consultative selling training. Simple CRM & pipeline reviews.
  8. Key Account Management & Upselling: Account plans for Rio, BHP, etc. Propose multi-year roadmaps. Expand wallet share.
  9. Strategic Partnerships (Content/Delivery): TES Institute content. External RTO/Uni for higher credentials. JVs for new regions.
  10. Maintain Rigorous Quality & Compliance: "Bullet-proof compliance," internal audits, high trainer standards. Showcase quality as non-negotiable.