We help owners build resilient and sustainable businesses that give them what they really want. Businesses which are excellent at decision making and leadership, creating safe and motivating environments for their employees, where they get to do their best work.
We are passionate about helping Small Medium Enterprise (SME) Owners improve the stewardship in their businesses. This means:
So, we’ve built an Australian IP business taking Succession Thinking® logic to the world through technology. We power thousands of independent SMEs to improve their stewardship. And we work with many coaching and advisory partners globally.
It’s the core R&D hub for the execution of our vision.
Our delivery business is well recognised as a benchmark for all Succession Thinking® practitioners to learn from and model.
We always upheld the 3 E’s (Entry, Engagement & Exit) and maintained authenticity about our values. We were honest and called out BS when we saw it.
Maximising trust was core to our vision, and we kept a laser focus on that value. It was written in stone. While we adapted to markets and trends, we refused to adapt this core value, so central to our reason for being.
Our teams are growing in step with the organisation, and we have people beating down our door to join us. We’re known as a wonderful place to work, where values are part of the business fabric, cultural data is measured, and a healthy culture is continually cultivated.
We have a stakeholder ownership model where employees can become owners and have the opportunity to build their own financial security and family legacy.
It was written in stone.
Maximising trust was core to our vision, and we kept a laser focus on that value.
Our leaders are advocates and practitioners of Succession Thinking®. They developed talent to rise from within, and handed over roles at the right time.
They built roadmaps to align personal aspirations with adapt’s vision. These were Total System Leaders, embedding leadership and innovation capability daily.
Team Assessment scores remain strong.
Our operational leaders run their teams with high acumen and are intrinsically motivated. They bring entrepreneurial spirit to their roles, systemising, innovating, and empowering teams consistently.
Team assessment scores remain strong.
We’ve maintained a culture of high-integrity exits. Most who leave adapt either:
For rare exceptions, we rest assured that we did everything we could to enable high-integrity exits.
We’ve paid our dues without incident. We’ve built trusted relationships at state and federal levels and are actively working to improve the SME landscape.
We aim to be an environmentally conscious business and do what we can do to positively contribute to our environment.
Our technology and IP has lifted the societal water level of trust.
Founders and owners achieve their goals through great, distributed leadership, creating sustained wealth.
Communities benefit from SMEs spreading across the world, bringing clarity, trust, and greater equality of opportunity.
We’ve challenged traditional short term corporate logic by building long-term, future-proof SMEs. Our SME-dense communities show higher levels of trust and authenticity in everyday life.
Our stakeholder ownership model provides long-term, vision-aligned investment opportunities. This model supports liquidity and capital injection, and seeds the creation of patient capital mechanisms.
Stakeholders that qualify are employees, users of adapt, or highly aligned supporters of what we do, all able to pass our ROV due diligence model and happy to participate in a patient capital endeavour.
Our system is thriving. Capital providers receive healthy dividends and have recouped their investments.
Our decision to remain private (controlling vision and sustaining wealth) has proven successful. Profits have been reinvested to accelerate the vision.
Our Capital Call Owners and vision custodians remain a small, tightly aligned group, committed and supported by clear shareholder agreements.
