Summary of the Podcast Transcript – Employer Rebuyer/Born Good
(Part 1)
This podcast is part of an assessment module (MGT 303) and features an
interview with Simon Watson, the CEO of Rebuyer (now rebranded as Born
Good). The discussion revolves around organizational change, challenges,
and strategies in the business.
Key Discussion Points:
1. Operational Challenges:
o The company has recently implemented several new systems,
including an ERP (Enterprise Resource Planning), CRM (Customer
Relationship Management – HubSpot), and a data system.
o These changes were necessary to meet compliance and
accreditation standards.
o The transition has caused disruptions as employees must adapt
processes to fit the new software, which is not ideal.
2. Sales & Marketing Changes:
o A new marketing team has been onboarded, including a
graduate with videography skills.
o The company is launching an email marketing campaign using
HubSpot to enhance sales engagement.
o Concerns remain about ensuring a smooth workflow between
marketing, sales, and operations.
3. External Market Challenges:
o COVID-19 led to increased demand for laptops, creating a surplus
in the market.
o Prices of used laptops have significantly dropped, affecting
profitability.
o The introduction of Windows 11 may drive future demand as
older models become obsolete.
o India and Pakistan have restricted the import of refurbished IT
equipment, impacting global demand.
4. Value Maximization Strategy:
o Instead of focusing on high-volume, low-margin sales, the
company is considering a shift towards refurbishment and high-
value resales.
o Plans include implementing processes such as battery
replacement, cosmetic improvements, and high-quality
refurbishing.
5. Supply Chain & Market Uncertainty:
o A major wholesale partner has paused purchasing due to
oversupply issues.
o External factors, including the Russia-Ukraine war and shifting
global trade policies, are influencing market conditions.
6. Internal Organizational Diagnosis:
o The CEO is focused on diagnosing inefficiencies by analyzing
financial metrics (P&L statements) and operational flow.
o While employees are committed, performance metrics indicate
that productivity is below expectations.
o The company needs clearer goal-setting and process
optimization.
7. Communication & Management Structure:
o Communication within the organization is seen as a weak area.
o Meetings have been inconsistent and sometimes ineffective,
focusing too much on information-sharing rather than decision-
making.
o The CEO is considering ways to improve meeting efficiency and
communication without adding unnecessary bureaucracy.
Conclusion:
The company is undergoing significant change in operations, sales strategy,
and market positioning. While new systems and structures have been
introduced, challenges remain in adapting workflows, optimizing
communication, and navigating external market shifts. The CEO is focused
on diagnosing problems and ensuring long-term sustainability through value
maximization and process clarity.
Analysis and Summary – Employer Rebuyer/Born Good (Podcast Part
2)
Overview
This second part of the podcast series focuses on feedback loops,
communication processes, and how the company (Rebuyer/Born Good)
collects and utilizes information internally and externally. The discussion
explores challenges related to clarity in organizational objectives, process
efficiency, and employee engagement.
Key Discussion Points:
1. Internal Feedback Loops and Communication Structure
The company has an open-plan office, which naturally facilitates
communication.
A daily huddle takes place among frontline employees, allowing them
to share updates and challenges.
Senior management discussions are informal but frequent, though
lacking structure and an agenda.
The CEO acknowledges the need to formalize leadership meetings to
ensure clarity and direction.
2. Importance of Clarity and Measurement in Operations
Clarity in job roles and expectations is seen as a critical improvement
area.
Employees often lack precise definitions of their responsibilities,
leading to inefficiencies.
A push for simplified key performance metrics rather than tracking
excessive data is being considered.
Measuring too many aspects creates noise, making it difficult to focus
on the most critical objectives.
3. External Feedback Loops: Customers and Compliance
Customer feedback is gathered through:
o Surveys for specific services, though responses tend to be
polarized (either very positive or very negative).
o E-commerce feedback from platforms like Amazon and eBay,
which directly affect sales rankings and business performance.
Regulatory Reporting:
o The company reports waste disposal data to government
agencies.
o Compliance with industry standards like ISO and potential
accreditation with ADISA (a data protection and IT asset disposal
certification) is under consideration.
o Meeting these requirements could introduce additional costs,
such as needing GPS-tracked vans and dual-driver
requirements.
4. Identifying and Acting on Process Inefficiencies
The CEO recognizes inefficiencies in the workflow but struggles to
pinpoint clear measurements.
There is a bottleneck in production speed, causing a backlog.
New ERP and tracking systems provide data but also create
complexity—leading to information overload rather than actionable
insights.
The company is debating whether to outsource certain refurbishing
tasks or develop in-house expertise to improve efficiency and profit
margins.
5. Diagnosing Value Maximization Opportunities
A significant realization came when reviewing sales performance:
o Products sold for £100 were being resold by buyers for
£400 after minor refurbishing.
o The company lacked a systematic process to identify and
prioritize such high-value refurbishments.
Plans are now being considered to introduce a dedicated
refurbishment process to improve profitability.
6. Leadership Style and Decision-Making Approach
The CEO aims for a balance between structured planning and
organic problem-solving.
Recognizes the importance of delegation but acknowledges that some
critical strategic decisions still rely too heavily on personal
intervention.
The CEO wants employees to internalize the company’s value
maximization strategy rather than needing direct instructions.
A cultural shift is needed to empower employees to recognize and
act on high-value opportunities independently.
Key Challenges Identified:
1. Lack of Structured Internal Communication:
o Leadership discussions lack formal agendas, leading to potential
misalignment.
o Employees sometimes lack clarity on their roles and
responsibilities.
2. Operational Bottlenecks and Productivity Concerns:
o The company is struggling to measure and optimize workflow
speed.
o New ERP systems provide extensive data but need refining to
track meaningful metrics.
3. Profit Maximization Through Refurbishment:
o A significant opportunity exists in refurbishing select
products to increase revenue.
o Current processes do not efficiently identify or act on these
opportunities.
4. External Compliance and Industry Regulations:
o New accreditation (ADISA) might introduce additional
operational costs.
o Government regulations require more structured tracking
and reporting.
5. Cultural Alignment and Employee Engagement:
o Employees need to be more aligned with the company’s value-
driven strategy.
o The CEO aims to shift the mindset from "sell quickly" to
"maximize value per unit."
Conclusion:
The company is making significant strides in improving operations, but
communication, measurement, and value maximization remain key
challenges. Moving forward, structured leadership meetings, refined
performance metrics, and a clear refurbishment strategy will be essential for
sustainable growth.
Analysis and Summary – Employer Rebuyer/Born Good (Podcast Part
3)
Overview
This podcast is the third part of a discussion about Rebuyer (now rebranded
as Born Good) and focuses on how the company utilizes diagnostic
information to drive change, manage challenges, and strategize for the
future. The CEO, Simon Watson, discusses how change is planned and
implemented, highlighting key challenges, decision-making strategies, and
the company’s evolving approach to leadership and organizational growth.
Key Discussion Points:
1. Use of Diagnostic Information for Planning and Change
Management
The organization employs various analytical frameworks (e.g., SWOT
analysis, forcefield analysis, gap analysis) to diagnose issues and
opportunities.
Change processes involve cross-functional team meetings where
different perspectives (finance, operations, commercial, executive)
contribute to roadmap planning.
Prioritization of key initiatives ensures that resources are allocated
effectively.
Despite structured planning, not all objectives have been achieved
within the desired timeframe (approx. 90% completion rate).
2. Leadership Approach to Change Management
The CEO follows a mixed leadership approach:
o Top-down (directive) for large-scale strategic changes.
o Bottom-up (collaborative) for operational improvements
driven by frontline employees.
Major decisions, especially those with financial implications, require
CEO involvement.
Operational changes, such as workflow modifications, are managed by
department heads with oversight but not micromanagement from
senior leadership.
Recent challenges have prompted a shift toward more structured
oversight, particularly in financial planning and operational efficiency.
3. Organizational Growth, Efficiency, and Structural Adjustments
The company is undergoing rapid transformation, implementing new
software (ERP, CRM, and data systems).
A key challenge is improving productivity while ensuring employees
understand and effectively use the new systems.
Clarity on performance metrics is lacking, making it difficult to
measure efficiency accurately.
The CEO expresses concern that if current productivity is the maximum
achievable, the company’s financial and growth models may need re-
evaluation.
4. Financial and Market Challenges
A major wholesaler has stopped purchasing from the company,
resulting in a £20,000/month revenue loss.
Market conditions (e.g., restrictions on refurbished IT imports in India
and Pakistan) are creating supply chain issues.
The organization is diversifying revenue streams by offering new
services such as leasing and maintenance contracts to create stable,
recurring income.
Budgeting processes are being introduced to control costs, ensure
accountability, and improve financial forecasting.
5. Communication and Employee Engagement
Communication remains a weak point within the organization.
Meetings have been inconsistent and often ineffective in addressing
key issues.
The CEO acknowledges the need for structured feedback loops but is
cautious about adding excessive bureaucracy.
Employee reactions to change vary, with some struggling to adapt.
One long-standing employee has decided to leave due to discomfort
with the evolving work environment.
There is an ongoing effort to balance efficiency with maintaining a
positive workplace culture.
6. Change Strategy: External Expertise vs. Internal Development
The company determines whether to manage changes internally or
seek external expertise based on:
o Complexity of the change
o Available skill set within the company
o Time constraints
o Financial implications
Examples:
o Branding and marketing were outsourced to specialists.
o Email marketing and sustainability reporting are being managed
externally due to a lack of in-house expertise.
o Operational improvements and internal process refinements are
managed internally to ensure practical implementation.
Key Challenges Identified:
1. Operational Bottlenecks: Productivity levels are below expectations,
and inefficiencies in processing workflows remain unresolved.
2. Financial Pressures: Declining market prices, supply chain
disruptions, and loss of key buyers threaten revenue.
3. Communication Barriers: Lack of structured and consistent
communication is limiting clarity and coordination.
4. Employee Adaptation to Change: Not all employees are
comfortable with the pace of change, leading to attrition.
5. Balancing Efficiency and Culture: The need to optimize processes
without creating an overly rigid, factory-like environment.
Conclusion:
The organization is in a critical phase of transformation, facing both internal
operational challenges and external market uncertainties. While leadership is
actively diagnosing issues and implementing structured planning, gaps
remain in productivity measurement, communication, and long-term
financial sustainability. Moving forward, the company aims to refine its
processes, improve clarity on performance expectations, and create stable
revenue streams to support growth.
