Accelerate success through people

NILO's scalable technology converts problematic waste plastic into a reusable, low-energy binding agents which are used to make safer and environmentally friendly products.

Problem

Following a recent capital injection and an urgent need to recruit hard-to-find talent, NILO turned to Sprout. What began as a partnership to secure ambitious problem solvers for their bold goals has since evolved into an embedded Head of People function.

“We had a burning bridge and we needed to get talent on board really quickly. We weren’t making necessary progress. Michael Maunsell, CEO, NILO

Solution

This was never about a single hire. It was about designing a long-term talent strategy to support NILO’s bold ambitions. Together, we developed a comprehensive recruitment approach that defined how NILO attracts, engages, and evaluates top-tier talent. This included crafting ideal candidate profiles, setting salary benchmarks, simplifying the application process, and building a strong talent pipeline for future growth. It also involved defining NILO’s vision, values, organisational structure and continually working with the team to ensure a bold and innovative culture. 

Impact

Through this partnership, we’ve set the people foundations for scale and established NILO’s R&D function - securing high-impact team leaders and deeply specialised expertise that are now propelling the business toward scalable innovation.=

“NILO is on a pathway to substantial growth, and Sprout is a crucial partner to achieve that growth.

Michael Maunsell, CEO, NILO

Inugo is a New Zealand tech company transforming parking and access management in the transport and property sectors with its smart, cloud-based platform.

Problem

As Inugo entered a period of rapid growth, they needed to scale their tech team quickly without compromising on skill or culture fit. Traditional recruitment approaches weren’t cutting it. They needed a partner who could move fast and think long-term.

Solution

Over six months, Sprout placed six key hires into critical tech roles. But the value extended beyond hiring, Sprout crafted onboarding plans to help each new team member hit the ground running and align with Inugo’s pace and vision.

Impact

With the right people in the right roles, Inugo has built a stronger, more capable tech team ready to deliver on its ambitious roadmap. The partnership helped turn recruitment from a pressure point into a growth enabler.

Sprout goes beyond recruitment. Their holistic approach helped us build a team that’s already delivering real impact.

Matt Jones, VP of Product, Inugo

Dodson Group is a leading supplier of high-performance transmission components for motorsport and high-end vehicles, trusted by workshops and racers worldwide. As a fast-growing, family-founded business operating at the cutting edge of automotive engineering, they know what it takes to deliver precision under pressure on and off the track.

Problem

The Dodson Group had experienced impressive, organic growth over several years. But with greater scale came complexity and the need to move from reactive to strategic. As they prepared for the next phase, the leadership team wanted to operate with more alignment, clarity, and intent.

Solution

We started by listening. Discovery interviews across the business helped surface what was working and what was getting in the way. Leadership insights gave us the clarity to shape a tailored plan focused on unlocking performance and preparing for what’s next. Through a structured and collaborative process, we worked alongside The Dodson Group's leadership team to define what they stood for, how they wanted to lead, and what the business would need to thrive at the next level.

Impact

The result was a step-change in leadership clarity and business readiness. The leadership team aligned around a shared charter and ways of working, supported by an organisation design that matched their future goals. Strategic hiring plans were developed to address capability gaps, succession planning was tackled with practical development pathways, and individual coaching ensured leaders had the confidence and tools to lead through growth. What was once informal became intentional, laying the groundwork for a more scalable and resilient organisation.

"What you did really well was listen. Even on my bad days, you understood what I was trying to say, made sense of it, and delivered exactly what I needed even when I wasn’t sure I’d explained it clearly."

Dave Sweas, CEO, The Dodson Group

Clarksons is a leading New Zealand provider of nationwide property maintenance, electrical, and fuel services. With a strong reputation for reliable, hands-on solutions, Clarksons supports a wide range of commercial and industrial clients. As their business expanded rapidly, developing the leadership capabilities of their middle managers became a vital strategic focus.

Problem

As Clarksons grew nationwide they saw the need to support their middle managers in stepping up as future senior leaders. Building internal capability became a strategic priority.

Solution

We partnered with Clarksons to design a bespoke two-day Growing Leaders programme, delivered across three months with structured check-ins to embed learning. Every element was tailored to reflect their business realities using their language, addressing the specific challenges their leaders face, and grounded in a deep understanding of their operational context. The programme focused on 15 of their most promising middle managers, blending practical tools, leadership frameworks, and peer learning to accelerate development.

Impact

The result: stronger leadership confidence, clearer communication, and better team management. Participants left the programme better equipped to lead people, navigate difficult situations, and contribute at a higher strategic level. Participants rated the programme 4.5 stars on average, with feedback highlighting its relevance and impact.

“Highly informative and well-structured,” said one. “I’d recommend it for all managers and supervisors,” said another.

For Clarksons, this was more than a course, it was a tangible investment in their people and the future of their leadership bench.