Garth Lidbetter
UX & Systems Designer
Location
Sawtell
NSW, Australia
Connect
© 2002-2025 Garth Lidbetter
Garth Lidbetter
UX & Systems Designer
Location
Sawtell
NSW, Australia
Connect
© 2002-2025 Garth Lidbetter
Forest Built
Consulting
2025
BA, Systems, UX
Forest built is an award winning, boutique, building company in Coffs Harbour. Forest Built has over fifteen years’ experience in both commercial and residential projects. They are in high demand because of their high quality craftsmanship and being a trustworthy, reliable and positive team to work with.
Forest Built are victims of their own success – finding themselves in strong demand, while struggling with the ebbs and flows of incoming work, consistencies of practices and dealing with variable client expectations.
I was involved in working with the co-owners in finding efficiencies in the business and transfer of knowledge from the top down.
Forest built is an award winning, boutique, building company in Coffs Harbour. Forest Built has over fifteen years’ experience in both commercial and residential projects. They are in high demand because of their high quality craftsmanship and being a trustworthy, reliable and positive team to work with.
Forest Built are victims of their own success – finding themselves in strong demand, while struggling with the ebbs and flows of incoming work, consistencies of practices and dealing with variable client expectations.
I was involved in working with the co-owners in finding efficiencies in the business and transfer of knowledge from the top down.
Forest built is an award winning, boutique, building company in Coffs Harbour. Forest Built has over fifteen years’ experience in both commercial and residential projects. They are in high demand because of their high quality craftsmanship and being a trustworthy, reliable and positive team to work with.
Forest Built are victims of their own success – finding themselves in strong demand, while struggling with the ebbs and flows of incoming work, consistencies of practices and dealing with variable client expectations.
I was involved in working with the co-owners in finding efficiencies in the business and transfer of knowledge from the top down.
Role & team
Role: Systems designer and Coach
Team: Flying solo on this one
Client: Leadership team of 6
Role: Systems designer and Coach
Team: Flying solo on this one
Client: Leadership team of 6
Role: Systems designer and Coach
Team: Flying solo on this one
Client: Leadership team of 6
Tasks
Stakeholder interviews
Business analysis
User journey mapping
Success metric setting & tracking
Process documentation
Coaching sessions
Stakeholder interviews
Business analysis
User journey mapping
Success metric setting & tracking
Process documentation
Coaching sessions
Stakeholder interviews
Business analysis
User journey mapping
Success metric setting & tracking
Process documentation
Coaching sessions
Deliverables
System map
Change management plans
Prioritisation matrix
Sales scripts
Client onboarding packages
System map
Change management plans
Prioritisation matrix
Sales scripts
Client onboarding packages
System map
Change management plans
Prioritisation matrix
Sales scripts
Client onboarding packages
5
in-depth user interviews
137
blockages identified
9
solutions prioritised and actioned
10
hours per week freed up for directors
Background & Brief
With a growing business comes growing pains. Forest Built had seen rapid growth, which had seen
I facilitated monthly consulting sessions with the two directors over an 18 month period. The time was spent on:
Identifying primary blockages
Developing solutions
Prioritising the order of actioning these solutions
Setting metrics and expectations on the team to make change
With a growing business comes growing pains. Forest Built had seen rapid growth, which had seen
I facilitated monthly consulting sessions with the two directors over an 18 month period. The time was spent on:
Identifying primary blockages
Developing solutions
Prioritising the order of actioning these solutions
Setting metrics and expectations on the team to make change
With a growing business comes growing pains. Forest Built had seen rapid growth, which had seen
I facilitated monthly consulting sessions with the two directors over an 18 month period. The time was spent on:
Identifying primary blockages
Developing solutions
Prioritising the order of actioning these solutions
Setting metrics and expectations on the team to make change
Challenges
Ensuring a team of high-energy, reactive individuals are keeping on-track. In my initial unearthing conversations, it became apparent that the leadership of Forest Built was not adverse to trying new things or attempting to make positive change. The challenge was to ensure that these changes were the correct changes, and, that when made, that they stick – becoming habit.
The age old adage of prioritising 'working on the business, instead of working in the business' was a real battle. The co-owners were constantly pulled back on to the worksite physically or mentally. While this was a requirement for this season, we actively worked on this not becoming the long-term norm.
Ensuring a team of high-energy, reactive individuals are keeping on-track. In my initial unearthing conversations, it became apparent that the leadership of Forest Built was not adverse to trying new things or attempting to make positive change. The challenge was to ensure that these changes were the correct changes, and, that when made, that they stick – becoming habit.
The age old adage of prioritising 'working on the business, instead of working in the business' was a real battle. The co-owners were constantly pulled back on to the worksite physically or mentally. While this was a requirement for this season, we actively worked on this not becoming the long-term norm.
Ensuring a team of high-energy, reactive individuals are keeping on-track. In my initial unearthing conversations, it became apparent that the leadership of Forest Built was not adverse to trying new things or attempting to make positive change. The challenge was to ensure that these changes were the correct changes, and, that when made, that they stick – becoming habit.
The age old adage of prioritising 'working on the business, instead of working in the business' was a real battle. The co-owners were constantly pulled back on to the worksite physically or mentally. While this was a requirement for this season, we actively worked on this not becoming the long-term norm.
Solution
To affect meaningful and long-lasting change, I implemented a change management framework for the leadership to follow on any new initiatives. This slowed down their progress, but ensured that attempts at business improvements are thoughtfully considered, methodically actioned, measured and reviewed.
New initiatives I initiated with Forest built include:
UX refinements of end-to-end user journey
Weekly, Monthly and Quarterly structured rhythms
Project Management system
Sales scripts and processes
Translation filter for clients assisting with project scoping
Client onboarding packs
Prioritisation matrix
Scope change guide
To affect meaningful and long-lasting change, I implemented a change management framework for the leadership to follow on any new initiatives. This slowed down their progress, but ensured that attempts at business improvements are thoughtfully considered, methodically actioned, measured and reviewed.
New initiatives I initiated with Forest built include:
UX refinements of end-to-end user journey
Weekly, Monthly and Quarterly structured rhythms
Project Management system
Sales scripts and processes
Translation filter for clients assisting with project scoping
Client onboarding packs
Prioritisation matrix
Scope change guide
To affect meaningful and long-lasting change, I implemented a change management framework for the leadership to follow on any new initiatives. This slowed down their progress, but ensured that attempts at business improvements are thoughtfully considered, methodically actioned, measured and reviewed.
New initiatives I initiated with Forest built include:
UX refinements of end-to-end user journey
Weekly, Monthly and Quarterly structured rhythms
Project Management system
Sales scripts and processes
Translation filter for clients assisting with project scoping
Client onboarding packs
Prioritisation matrix
Scope change guide
5
in-depth user interviews
137
blockages identified
9
solutions prioritised and actioned
10
hours per week freed up for directors
Conclusions
Feedback
Caleb Johnston
Founder & Co-Owner
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Christian Parkes
Co-Owner
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