INTHEBLACK April 2025 - Magazine - Page 17
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“It was a challenged business, and the
margins were quite concerning early on.
I literally came in at ground zero in terms
of bringing a focus on margins and
rebuilding the business,” he says.
Turner points out that bringing in
wholesale change can be confronting for any
business, and rushing the process will not
get the desired outcomes. The secret to the
company’s success has been in the planning.
“The story for Callaway Golf over the
last nine years has been exciting. The first
two years were focused on setting up the
business. We probably wouldn’t have been
as successful if we hadn’t worked to get the
communication and relationships with the
business in a positive space upfront, which
takes time.
“We were also supported by strong
processes, procedures and reporting rhythms,
which enabled business partnering
to flourish. We had to deliver on what
we said we were going to do. Once we started
delivering, partnering effectively and adding
value, the magic happened,” he says.
COMMUNICATION AND TRANSPARENCY
One area Turner focused on was
communication, particularly to educate
others in the broader team about the
benefits of visibility and transparency across
the business.
“I had some folks in the business who
weren’t aware of their budgets, so the first
step was to create the forums for reporting
rhythm, visibility and openness of numbers.
“From day one, the mantra was H.O.T —
honesty, openness, transparency — because
if you share the problems together, you get
to the solutions a lot quicker,” Turner says. ■
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intheblack.cpaaustralia.com.au 17
