Mistake one: competing on price for two years
We opened in 2009 into a recession and did the obvious thing: undercut everybody. It worked in the sense that we survived, and failed in the sense that it taught customers to see us as the cheap option and taught us to accept marginal stock.
Climbing out took three years and a deliberate decision to publish a grade specification we could be held to. Revenue dipped. Then it did not.
Mistake two: buying a grinder too early
In year three we bought a grinder because the fibre-recovery story was compelling. It was the right machine four years too soon. We did not yet have enough core volume to feed it and the payments nearly ended us.
The lesson was about sequencing rather than strategy. The grinder is now central to the zero-landfill rule; it simply needed to arrive after the volume, not before.
Mistake three: not having a phone policy sooner
For years we ran a phone line and drowned in it. Quotes given verbally got remembered differently. Commitments made on a noisy yard phone got missed. Two people spent their days on hold.
Moving to email only was the single best operational decision we have made. Every quote is written, every commitment is searchable, and nothing depends on who happened to answer. Customers who hate it at first almost universally come round within a month.
The decision that saved us: publishing a racked load rating
Nobody asked us to. We did it because a customer had a near-miss in a beam rack with somebody else's pallets, and the conversation afterwards was horrifying.
Publishing a racked rating forced us to grade properly, and grading properly turned out to be the product. Every serious customer we have won since came from that decision.
The decision that changed the culture: the Passport
Stamping an ID into every pallet started as a traceability feature for a winery. What it actually did was make scrapping a pallet into a decision somebody had to justify, and our scrap rate fell.
Culture is mostly about what gets noticed. Naming things makes them noticeable.
What is still unresolved
We do not have a good answer for plastic pallets in wash-down applications. We refer that work out, and referring work out is not a business model.
We also have not solved the February cash-flow trough, which is structural in an agricultural region. Fifteen years in, we plan around it rather than fixing it, and some problems are like that.
