Mitchell Nunn

The brief: give owners and buyers an honest read on a business before they make a big call. Trading as Nunn & Co Pty Ltd.

• Built the assessment method I use on every job: how much the business depends on its owner, around 40 checks on whether the revenue and margin are real, and what a new owner would inherit in the lease and liabilities.
• Three services come off it: reviews for people buying a

The brief: bring an established entertainment and hospitality venue up to date without losing what already works.

• Advising on the renovation, the staff structure and the systems, so new and existing revenue both pay their way.
• Run business development, and built the CRM out of the venue's booking system.
• Planning where AI fits once the venue reopens on modern systems. Today's software can't

The brief: buy a restaurant that looked profitable on paper, and make it profitable for real. A two level restaurant and function venue, about 15 staff.

• The books showed a profit only because the previous owners weren't paying themselves. Like for like, it was breaking even.
• Fixed margin first, taking gross margin from 58.5% to 68.2%. Then rebuilt the reputation, cut ad spend that wasn't reac

Contract role. The brief: lift revenue and move stock that had been made for wholesale and wasn't selling. A 100 hectare estate, about 50 staff, 2,167 wine club members.

• Wrote the plan the owners adopted: a cellar door blueprint, tour operator partnerships, a second wine club tier, a quiet period restaurant offer, and wholesale and export.
• Built a stay package around the stock: wine waiting i

Started on the cellar door at 18. Wine club manager, then wholesale manager, then general manager at 22 in 2021.

The brief: grow through COVID, then hand the estate over well when it sold to developers. A 140 acre vineyard, cellar door and retail, team of 12.

• Reported monthly and six monthly to the owners' director.
• Grew the wine club 37% (323 to 443) through the lockdowns. Tour operator boo