As you read the success stories here, let’s be really clear about one thing – these were companies that were already performing well. They had good market positioning, loyal clientele and were trading profitably and to this day continue to do so. What the stories demonstrate however is the impact that resulted from having Gael as part of their team.
A long-established import-export business with solid presence trading throughout the Pacific region.
Gael quickly identified that while the employees were delivering satisfactory work, there was no synergy between them. They each operated within their own ‘bubble’, were overly protective of ‘their’ work, didn’t communicate amongst themselves and effectively came to work, did their job and went home. Day in, Day out. Classic “disengaged employee” syndrome!
It soon became apparent too that the overall culture within the organisation was not conducive to healthy inter-personnel communication.
Over the coming months, Gael created the foundation for a cultural revamp. This first involved building their trust and allowing them to see they were being supported. Individuals were encouraged to speak openly with respect and without fear of reprisal. They learned to appreciate the work their fellow colleagues did and the value of working as a team. They also learned it was ok – in fact it was imperative – that they had fun at work.
In the first full financial year, this organisation not only delivered 180% of the Director-approved net profit budget (a significant 6-figure amount), it also became the ‘darling’ of the wider Group of companies to which it belonged, and the transformation in the entire culture was acknowledged by the Board.
Delivering this financial result was pleasing. What made it more so however, was seeing the transformation that took place within each of the people in that organisation. They were highly engaged in their work, they went above and beyond what was expected of them, they had fun – and above all, they were happier.
This company was 7 years old and had grown steadily from a zero base. It had 4 vehicles (critical for the service provide) of which 2 were under-utilised. Gael was brought in to take the business to the next level.
The first thing she did was to have a private conversation with every employee, a measure that quickly enabled a level of trust and understanding to be forged. Paramount to Gael was being transparent, fair, consistent and open with the team.
Within 18 months, the fleet had expanded to 6 vehicles and six months later a 7th vehicle was commissioned. Operational staff had increased almost three-fold. The business had outgrown its original premises and moved into a significantly larger facility. Where previously it had been a well-run operation, in the words of the owner, it was now a fully fledged “real” business. Throughout her time, Gael remained adamant that it was the way in which the teams were lead, the communications that had taken place and the relationships that had been built with the people that laid behind the business success.
Words written in Gael’s farewell card on the day Gael’s contract came to an end say so much:
“I always knew you had my back”
“Thank you for honestly sticking to your word and looking out for us”
“You always wanted the best from us, and for us”
© 2026 Gael Gordon Ltd