I build brands that redefine how we experience food.

As Founder & CEO of Three Mills Bakery, I’ve spent over a decade turning a small Canberra bakery into one of Australia’s most respected challenger food brands known for its world-class sourdough, pastries, and bake-at-home range that’s changing how people eat at home.

After nearly two decades in the food business, my obsession is with what happens behind the scenes: the systems, supply chains, and storytelling that separate lasting food brands from the ones that fade. I believe the future of food will be built by founders who master all three: craft, tech, and culture.

Through Fix Before You Scale (my weekly newsletter), I share what I’ve learned with operators trying to grow without losing their soul. 

And through upcoming ventures, I’m building an ecosystem designed to back the next generation of challenger food brands.

My mission is simple:

To help ambitious founders build better food businesses. Ones that nourish people, reward craft, and respect the planet.

As for LinkedIn, I share the behind-the-scenes journey along the way. 

Thanks for reading.

Jarrod Deaton

Yesterday I got asked how we grew to 130 people. Here's the quick answer: 
 
The food industry is known for being challenging to find people. 
 
The good ones rarely stay in the industry long enough to coach the next generation. 
 
We knew we had our work cut out for us if we were going to attract all the talent and keep growing. 
 
So we built a magnet. 
 
A business that attracted people to it instead of always chasing. 
 
It all starts with a big problem. 
 
In our case, no one wanted to service our area with good bread and pastries. Certainly not in the wholesale space. 
 
So we focused on: 
 
𝗣𝗥𝗢𝗗𝗨𝗖𝗧 
 
Something world class that people couldn't help but talk about and share with others. 
 
When you nail it, it becomes your best marketing weapon for finding clients and employees to join the cause. 
 
 
𝗕𝗥𝗔𝗡𝗗 
 
Wrap a good product nicely and it's like giving it a superpower. 
 
I'm not just talking physically wrap them. 
 
I'm saying: 
 
- How you make people feel 
- Your online customer experience 
- The time you take to solve problems 
- Your outreach strategies to gain clients 
 
Everything customers see, smell, touch, taste and hear needs to represent you. 
 
And when it does, people you never thought would join you come knocking. 
 
Next is... 
 
𝗖𝗨𝗟𝗧𝗨𝗥𝗘 
 
Everyone goes on about it in the corporate world. 
 
𝗕𝘂𝘁 𝗮𝘁 𝘁𝗵𝗲 𝗲𝗻𝗱 𝗼𝗳 𝘁𝗵𝗲 𝗱𝗮𝘆 𝗶𝘁'𝘀 𝗮𝗯𝗼𝘂𝘁 𝗽𝘂𝗿𝗽𝗼𝘀𝗲, 𝗼𝗽𝗽𝗼𝗿𝘁𝘂𝗻𝗶𝘁𝘆 𝗮𝗻𝗱 𝗽𝗿𝗼𝗴𝗿𝗲𝘀𝘀. 
 
You can have all the ping pong tables and perks imaginable but still have crappy culture. 
 
So find interesting problems to solve, start working on them, and talk to other people about it. 
 
The right people hear about it and come and find you to help. 
 
--- 
 
Obviously there's more to it than that. 
 
But it's about building a business that attracts people so you're not always chasing. 
 
Make your brand, products and culture magnetic.

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Curious Founders NL

I share stories and tips from growing my business to 140 people in an email every Sunday.

You might like to join 1677 other business owners already reading it.

Here's where to find it:

www.jarroddeaton.com.au

three-mills-bakery

Founder & CEO, Three Mills Bakery | Building the next generation of food brands through craft, tech & culture | Writer of Fix Before You Scale

I baked these in my home oven on the weekend. 

They're a new version of our bake-at-home croissants.

Stored frozen. 

Ready to bake in one hour instead of doing them overnight.

You just gently egg-wash the top. 

And bake for 15 minutes. 

Pretty spectacular results in the home oven.

My house smelled so damn good.

I used to be afraid of sucking at things. 
 
Always practicing in private before revealing a skillset in public. 

But the problem is, when you keep it a secret, you miss out on rich feedback that can help you level up faster. 

Most people genuinely want to help you succeed.
 
The key is to switch to a student mindset, and not an expert.

Being prepared to suck at something first and make tiny rapid improvements using loads of feedback. 

That type of vulnerability has helped me so much in my career. 

Not to mention the accountability it's added to my life as an entrepreneur.

Apart from the occasional idiot who laughs at you from behind the screen, it's been all upside.

I'd encourage you to put yourself out there, openly try new things and be prepared to ask for help along the way.

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This is the reason I exercise as much as I can. 

The more I work out, the more of these I can eat!

It's that simple.

Here's how growth can make a business better:

For years I watched other food businesses grow and sacrifice quality to achieve scale. 

Not wanting to fall into the same trap we started asking how growth could make us better.
 
- Better product 
- Better team culture 
- Better customer experience 
 
Instead of the alternative where all joy is lost and money is the only objective.
 
I've always felt that there's an opportunity to do the opposite. 
 
It's more of a feeling of responsibility. 
 
The bigger you grow, the more resources you have to do good with. 
 
Things like: 
 
- attracting better talent 
- hearing more customer feedback 
- utilising access to excellent equipment 
 
And that last one -optimising industrial equipment has changed the game for us. 

When you select the right piece, it not only makes the product better and increases efficiency, it removes unnecessary load on the team's body.

It's especially important in an industry like ours where you're lifting 25kg bags of flour and dough all day. 
 
This is our Rheon stress-free divider from Japan. 
 
It helps us cut precise dough weights without lifting the 20kg tubs or over-handling the dough. 
 
It means less load on the team and less impact on the dough which drives up our quality. 

Indirectly, a piece of equipment like this then improves culture by making the day better. 

And a better culture attracts better people. 
 
You start to realise that focusing on quality and team culture as you scale a business is always the best route. 

What are your thoughts?

I spent years behind the coffee machine. 
 
I miss the action and daily connections. 
 
These days I'm in the office for hours. 
 
-Meeting 
-Planning 
-Deciding 
-Documenting 
 
Sometimes I think it's such a shift away from the idea of building a hospitality business. 
 
But it's about empowering, training and trusting others to do it in your absence. 
 
It's also something I've seen other food entrepreneurs struggle with. 
 
"Getting off the tools" so to speak. 
 
Office work and corporate life are something we're all probably trying to avoid by staying in this world in the first place! 
 
Thought work 
People work 
Strategy 
Culture 
 
Are often things that are put on the 'To-Do' list as you prioritise opening the store and serving customers. 
 
But there's a responsibility for owners to change their role as the company grows. 
 
Even though it'd be great to get back on the machine and pump out some coffees, I know it'd take my focus away from other important things that need doing. 
 
Things the rest of the team are expecting will get done at a high level so they can do their best work.

We had a fierce competitor land on our doorstep a few years back who threatened to gobble up a huge part of our business.

They were:

- Bigger
- Well funded
- Aggressive on sales
- Undercutting us on price

They were relentless.

Our strategy?

𝗢𝘂𝘁 𝘀𝗲𝗿𝘃𝗶𝗰𝗲 𝘁𝗵𝗲𝗺.

So here's what we did:

- Increased consistency
- Extended our contact hours
- Rapidly fixed problems for clients
- Treated people like our best mates and bent over backwards to help them.

The result?

We only lost 3 clients over 12 months.

And two of them came back within the first 30 days due to crappy service.

We used it again this year to grow instead of retaining clients and it worked just as well.

There's literally no downside to over-servicing your clients by building a culture around long-term customer delight.

If your company is struggling to retain clients or hasn't seen enough growth over the past 2 years, I'd love to understand more.

Drop me a DM sometime.

Maybe I can help.

My company didn’t fail. But it almost did.

Three Mills scaled faster than we were ready for.

Culture frayed. 
Margins eroded.
Ops got complex.

And the story that once inspired our team stopped working as well.

I could’ve raised more capital or blamed the market (or covid again)...

Instead, the team dug in. 

Together we:

→ Rebuilt our margins
→ Fixed the financial foundations
→ Reconnected our team to the mission
→ Rewrote the future story from the inside out

And after 2 decades in business, learning how to fix instead of just grow has been one of the biggest learning experiences of my life. 

Easily the most valuable thing I've ever done.

If you've followed my content before, you'll know that I keep things practical.

But recently, I made the decision to start sharing more about fixing. Not building. 

It's less sexy, but way more valuable. 

I hope you enjoy it. 

And as always, if you want to go deep on this topic, you can jump on my weekly newsletter. 

(link in the comment section)

Let’s get to work!

After recruiting over 1000 people, here's one insight that's transformed how we hire going forward:

When we started, we would recruit for tasks. Jobs that needed to be done. 

This sounds obvious, but the result is everyone reported to a handful of highly organised leaders. 

They were expected to think strategically, align teams, and ensure that everyone was working on the right thing at the right standard. 

It can get overwhelming for those people to wear so many different hats and lead big teams.

Instead, we flipped our approach. 

We stopped recruiting for frontline roles and started recruiting leaders.

We gave them the freedom to select their own team and align on what needed to be done.

At that point, everything clicked up a gear. 

- We started to distribute the leadership responsibility. 

- Our best people got to focus on their core strength instead of being spread thin

- And we noticed that those new A players started to recruit other A players. 

I can't say if we should have done this earlier or not. We often didn't have the cash for high-level roles back then. 

But I do know that we'll always be looking to recruit the team leader first from here on. 

What are your thoughts on recruiting key roles first or later?

If your margin is thin, your standards are about to get thin too.

When there's no cash left over, you have no choice but to make tough calls that crush your standards. 

No cash for training, repairing, recruiting, marketing. being generous. 

It's a crappy game from there. 

The fix is simple, 

Increase your margin

Often you've just got to start the journey before setting a goal. 
 
Here's what I mean: 
 
This afternoon I missed the gym because I was held back at work. 
 
Instead, I decided to walk up a gnarly part of a nearby hill I'm used to running around. 
 
Halfway up I noticed that the sun would be setting any minute and thought it's be cool to see it from the top. 
 
So I pushed hard and caught it just before it dipped over the horizon. 
 
(freaken beautiful) 
 
But my point is, I didn't set out to catch the sunset. 
 
The goal became clearer after I started. 
 
In the beginning, I just started walking. 
 
And this same thing applies to nearly any goal worth pursuing. 
 
1. Start moving in the general direction 
2. Goals and milestones become clearer. 
3. Lock in on a goal 
4. Adjust your direction, movements and speed to get there. 
 
Get after it!

“We’re scaling” is often code for we haven’t fixed the business model. 

In a world where revenue gets more attention than profit, most entrepreneurs are still chasing the applause (revenue) instead of the proof (profit). 

Unless that was just me up until a few years ago...?

Growth doesn’t fix margins. It hides them until it kills you.

(hindsight's a wonderful thing)

Most founders only tell the story after they’ve won.

I’d rather share mine before the ending gets too shiny.

We were losing $40K cash a week and I thought selling more would fix it.

It didn’t.

If you’re in the messy middle, this one’s for you.

Swipe through these lessons would’ve saved me years.

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Most founders try to be better.

Faster. Cheaper. Louder.

That’s a race to nowhere.

The best brands don’t compete. They create. 

They name the problem. They try to own the language.

If your customers can swap you for a similar option, you’re not building a brand. You’re building a commodity with a logo.

This is a reminder (to self) to stop competing and start creating new categories with less competition. 

Love to know if this resonates?!

When I started my bakery, I was done being a “small business.”

I wanted to build something bigger. 

Something that could thrive without me doing it all.

But somewhere between 30 and 40 employees, I hit a wall.

I was still solving every problem.

Still the one everyone came to.

What changed everything wasn’t working harder... it was finding the right person to take the reins operationally and empowering them to lead.

If you’ve been stuck in the grind, wondering how to scale without burning out, this one’s for you.

Swipe through to see how one hire changed everything.

One hire multiplied our growth overnight

Busy doesn’t mean effective.

Stacked calendars look productive, but they’re a dreadful way to operate.

Lunch gets skipped. The gym gets pushed.

And the worst part? There’s no time left to think.

Thinking isn’t a perk. It’s the job.

If this sounds familiar, read the carousel.

Carving out time to think. Here's what happens.

Here's how our team changed as we grew: 
 
𝗣𝗵𝗮𝘀𝗲 𝗢𝗻𝗲 (𝗦𝘁𝗮𝗿𝘁 𝗨𝗽): 𝗔𝗹𝗹 𝗥𝗼𝘂𝗻𝗱𝗲𝗿𝘀 
 
Everyone is doing anything and everything to growth the business, handle challenges and find a way to deliver on the work. 
 
It's important that the people on the team can jump into any role. 
 
𝗣𝗵𝗮𝘀𝗲 𝗧𝘄𝗼: 𝗛𝗶𝗴𝗵𝗹𝘆 𝗦𝗸𝗶𝗹𝗹𝗲𝗱 
 
You need an extra layer of management so you start to pull in a few more high level team members to share the load and gain greater leverage. 
 
𝗣𝗵𝗮𝘀𝗲 𝗧𝗵𝗿𝗲𝗲: 𝗦𝗽𝗲𝗰𝗶𝗮𝗹𝗶𝘀𝘁𝘀 
 
At this point hyper specific people become very important for doing the work that needs to be done. 
 
You shift from generalists to a team of specialists. 
 
𝗣𝗵𝗮𝘀𝗲 𝗙𝗼𝘂𝗿: 𝗜𝗻𝘁𝗿𝗮𝗽𝗿𝗲𝗻𝗲𝘂𝗿𝘀 
 
You begin to invest in other people who can unlock growth. 
 
Up to this point there's only room for one or two people looking externally and everyone else is looking internally at things to be done. 
 
Intrapreneurs are like entrepreneurs who want to find new things that can help the business grow, diversify, vertically integrate and create new opportunities. 
 
𝗣𝗵𝗮𝘀𝗲 𝗙𝗶𝘃𝗲: 𝗢𝗽𝗲𝗿𝗮𝘁𝗼𝗿𝘀 
 
I'm not there yet so I'll keep you posted... 
 
--- 
 
Each one has been linked to the team size and the revenue. 
 
It's different for each business and how it's structured but based on a few conversations with other entrepreneurs, every business seems to go through these phases in some form.

You know those big faceless companies that grow nicely but sacrifice product quality and culture along the way? 

I'm trying to avoid that as I grow.
 
Instead, we're growing something that unlocks greater potential for good and impacts the world positively. 
 
(permission to kick me in the shin if I get off track) 
 
I love the idea that a business can get better with age. 
 
You move from the selfish days of bootstrapping and pure survival, to a place where you can flourish and contribute to leaving this world better than we found it. 
 
I believe businesses can be a platform to do so much good. 
 
Not only for the people who engage with it, but the communities around it, and the people who contribute to it. I doubt it's easy to manage or maintain at scale but I'm all in.
 
And there are some key reasons why I like trying: 
 
𝗨𝗻𝗹𝗼𝗰𝗸𝗶𝗻𝗴 𝗳𝗿𝗲𝗲𝗱𝗼𝗺 - Many hands make light work. 
 
𝗖𝗼𝗻𝗻𝗲𝗰𝘁𝗶𝗻𝗴 𝗽𝗲𝗼𝗽𝗹𝗲 𝘁𝗼 𝗽𝘂𝗿𝗽𝗼𝘀𝗲 - Solve something bigger than our own. 
 
𝗢𝘄𝗻𝗶𝗻𝗴 𝗼𝘂𝗿 𝗶𝗺𝗽𝗮𝗰𝘁 - Nudging the world in the right direction means having a bigger reach. 
 
There's plenty more. 
 
But for many business owners, growth scares the pants off them. 
 
It means: 
 
- More people to deal with 
- Greater complexity 
- Bigger problems 
- More risk 
 
And I get it...But for me, just the reward of flexibility and freedom that comes with having more people to help carry the load is enough of a reason to grow a little. 
 
Whatever your business goals are, my hope is that by sharing some insights with you along the way we can grow together and learn from each other. 
 
If you're reading this, I appreciate you. 
 
Thanks for being here. 
 
--- 
 
Drop me a comment if you're heading in the same direction and building something bigger.

We spend so much of our time at work trying to get on the same page as each other. 

Meetings, slack, email, presentations, offsites, briefings all geared towards making sure a few people understand what good looks like, align on how to get there, and deciding what happens when you don't. 

When you think about it, that's pretty silly.

No action required here. Just an observation that we're pretty inefficient communicators. 

Makes sense why a company vision needs to be so clear and so messaging simple. 

If you do that, everyone gets on with it sooner. 

Thoughts?

Not many people share the tough times in business... It's always the postcard moments and winning photos.

I completely understand what drives it. 

All the normal mindsets are at play:

- No one wants to back a losing horse.
- It's not good for business.
- Weakness is a flaw.

Not to mention the whole 'fake it 'til you make it' approach that most entrepreneurs subscribe to in the early days.

(That included me)

But fast-forward two decades and I've always learned more during the rough patches that the good bits.

The hardest moments in business taught me more about myself, my business and the people around me. 

And you don't just magically learn things without going through the crappy bits, yet the business world still doesn't value talking about them openly.

When I shared our bumpy journey in front of a few hundred distillers, brewer and bakers at a recent event, a remarkable thing happened. 

It opened the door for so many amazing conversations and new connections. By opening up, others did too. 

Since the event, I've received loads of emails and DMs from really incredible people. 

Easily one of the best things I've ever done. 

But, you don't need to speak in front of hundreds of people to make the same thing happen.

You can start small, group coffee meets with other business people. A nice dinner with a dozen like-minded folks in industry. It's always worht it.

Business can be a lonely game. But that's also a choice.

Twenty Mile March Pty Ltd

I am an experienced entrepreneur, CEO, coach, facilitator, corporate director and investor. Over 30 years, I have started and grown a number of my own businesses in IT Training, Publishing, elearning and large scale systems, technology and process change.

Since my first successful exit (2007), I have worked exclusively with founder/operators in growing their businesses.  In many cases these leaders are the bottleneck in their own business.  They  simply reach their capacity to personally work in every area of their firm, from sales to delivery, accounts to marketing, etc. and they just get worn out and/or stuck.  Many get to quite a large size before this occurs.

Being the bottleneck has nothing to do with their abilities, their intelligence or their passion, but everything to do with learning how to leverage their strengths into the business to grow it to that next level.

The businesses that I work with range from well-funded startups in the tech space with little revenue, to large established skilled service firms with just under $1B in revenue.  Most organisations I work with are in the $5M to $100M revenue range.  

Regardless of size, if we work together, we can successfully grow the top and more importantly the bottom line of the business.  We achieve this in a consistent way and free the founder/operator to work in the areas of their strengths, or to have more time for life.  By doing this we also significantly increase the value of their business.

If needed, I can also help in capital raising, preparing a business for an exit, and in some cases, co-investing alongside the founder/operator.

I love what I do, and I am lucky to work with some amazing CEO/MD/Founders and their teams.  But most of all I love seeing the people I work with learn how to successfully grow their firm to that next level.  

If you would like to grow your firm, and want to do it in a structured and manageable way, I  would love chat to you.  Just send me a LinkedIn Inmail.

Founder & CEO, Scaling Up Expert

Paul is currently winding down his direct work with entrepreneurs and their teams for s short period of time with his intent to develop a new way in which he can support even more entrepreneurs and businesses in the coming decades ahead; to learn quicker, achieve even better results and be better equipped to deal with the coming challenges that are unfolding globally.   
Entrepreneurs today need to operate in a rapidly changing world while tackling many new challenges, including sustainability, climate change, and the shifting demography in life and work.

Research, Study & Development

Acorn

Founded by Blake Proberts, and Sam Garnett, Acorn has grown from humble beginnings in Canberra to becoming a major player in the Performance LMS space throughout many countries in the world.  The Acorn PLMS (performance learning management system) is a dynamic AI-powered platform for learning experiences synchronized to business performance.

Blake and Sam realised that corporate learning was broken, and so developed Acorn as the antidote. It’s the only solution that guides learners step by step to master the specific capabilities of their roles that will accelerate organizational performance.  And While a very complex thing to achieve, Acorn’s AI collects tangible evidence of behaviour change, creating a comprehensive record of individual learning experiences mapped to their impact on performance.  

Despite its humble beginning in Canberra, growth has been phenomenal for Acorn and it has grown to provide an amazing platform for many, many customers throughout ANZ, North America and Europe.  

I have been a business coach, advisory board member, and a believer in Blake, Sam and all the team at Acorn from it's early days.  And have recently become an investor to back this conviction!

Business Coach, Advisory Board Member, Co-owner

Access4

Founded in 2016, Access4 started as a vision from our Managing Director, Tim Jackson, to bring telecommunications and collaboration software to the MSP market.

Coming from the managed services industry, Tim knew MSPs were best suited to sell voice solutions for small to medium businesses, but for any single MSP attempting to enter the market, the resources and cost requirements were impossibly high. Gathering a small group of talented and dedicated technical experts,  the founders developed an automated, singular platform to sell, provision and invoice customers. Today, this platform is known as SASBOSS and offers product development with best of breed providers and end-to-end partner enablement to succeed in the market.

From these beginnings and with 100% growth year on year, Access4 is the leading provider of enterprise communications to suit evolving technology and growing business needs.

I have been a business coach, investor and director with Access4 since it's early days, and really love working with Tim and the amazing team at Access4.

Co-Owner

Grid Ventures

Appointment and transition to new director structure for next stage of Fund growth.

Director

The Yield

The world needs to produce 60 per cent more food by 2050 to feed the planet. This is happening during a time of unprecedented resource constraints and climate change. Our vision is to help meet this challenge without compromising the future.

It’s this challenge that brings us together.

The Yield is an agricultural technology company on a mission to transform food and farming practices with scalable digital technology. 
‍
We use real-time data and AI to power our technology to solve real challenges at the farm level and throughout the food chain.

Our solutions help customers to drive profits and sustainability, scale faster and reduce risk.

The Yield has a highly-focused team combining leading engineers, data scientists, agriculturists and technologists. We have a deep commitment to open innovation, collaboration and diversity. 

I have been working with The Yield since its inception, and have seen it go through the various stages of growth.  I have been proud to be a Business Coach, Director and investor and to work directly with Ros as the visionary CEO, and the capable and growing management team as we continue to scale up and make a significant and positive impact on the world.

As of July 1st, 2024, The Yield has been strategically acquired by Yamaha Motor Co. Ltd.

Moving forward, The Yield will be known as Yamaha Agriculture Australia, a subsidiary of Yamaha Agriculture Inc.  So it’s business as usual in our dedication to delivering on our customers’ crop management goals and our product roadmap, and continuing our partnerships seamlessly.

The Yield’s Precision Yield Management Platform will be at the heart of Yamaha’s new agricultural ecosystem strategy, underpinning our ongoing commitment to innovation.

Former Co-Owner (Exit to Yamaha Motor Co. Ltd)

Industrie&Co

In 2007, we were a small but ambitious team led by Con Zeritis, together we founded Industrie&Co with a simple vision. A technology company that would help build tomorrow’s best software-powered businesses.

We began our journey tackling challenging projects with Macquarie Bank and National Australia Bank, with that we established early foundations in the financial services sector.

With the support of our first strategic partner Amazon Web Services, we set out to build one of Australia’s first large-scale public cloud platforms. Our partnership today stands stronger than ever alongside others like Microsoft Azure and Google Cloud Platform.

As we ventured into new terrains, we expanded our Engineering roots to include Cloud, User Experience, Design Thinking and Agile Delivery, intertwining both innovation and engineering practices.

We have since launched exciting trading and payment platforms, helped enterprises transform their digital experiences, and advised and invested in 20+ high-growth start-ups.

From that small team, we are now a team of 150+ diverse thinkers, innovators, builders and leaders working across Asia Pacific with offices in Sydney, Melbourne, Hong Kong and Singapore.

Today, we embrace the same values and vision in building tomorrow’s best software-powered businesses.

In May 2021, Industrie&Co was acquired by Accenture. We are excited by the next phase of our growth including the opportunity to drive innovation, for both our clients and our team.

Former Co-Owner - (Exit to Accenture)

SMS Management & Technology

This role is responsible for running the ACT Branch and go-to-market for Australian Federal Government.  The ACT Branch has grown considerably during Paul's tenure in this position.  During this time, a number of new technical service offerings have been successfully launched in this marketplace.  And despite the current challenges in the current Federal Government market, the strategies and go-to-market focus that Paul has brought to the role have proved very successful.

Interim Regional Director - ACT

Paul's role was to integrate and grow the Total Learn team nationally.  The practice was doubled in size over a 2 year period and still continues to grow.

National Practice Director (Earn Out)

Total Learn

Total Learn was a specialist professional services firm which was founded in the ACT and grew to being one of Australia's largest and most effective providers of customised system and process training companies in large scale change programs across Federal & State Government and Large Corporate organisations.

We successfully exited to Publicly listed (ASX) SMS Management & Technology

Founder & CEO (Exit to SMS Management & Technology)

O'Dwyer Technology Training Pty Ltd

Paul provided training and training development services for IT based courses in Microsoft, Borland and Lotus products.  This ranged from spreadsheet and word processing programs, through to database design and programming.  During this time, Paul ran over 500 1 and 2 days courses for government and corporate organisations through Computer Power Education, Ferntree Computer Services, BHP IT, Computerland and several organisations directly.  This time really honed Paul's curriculum development, writing and training delivery skills.

Founder & CEO

Paul has 30+ years of building businesses and working with hundreds of entrepreneurs and their teams by supporting entrepreneurs and businesses; to learn quicker, achieve even better results and be better equipped to deal with the coming challenges that are unfolding globally.   

Entrepreneurs today need to operate in a rapidly changing world while tackling many new challenges, including sustainability, climate change, and the shifting demography in life and work.
​
Paul remains involved with a number of great businesses that he has invested in over the past 10+ years and is still open to supporting other entrepreneurs and teams through 12-month programs, 2-3 day workshops, strategy council establishment & short-term internal team programs.  Please contact him directly for further details.

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