Every strong business reaches a point where it must look ahead and ask: what do we need to become in order to better serve our people, our customers and the industries that rely on us?
For us, this is one of those moments.
We are entering a new chapter from a position of strength. Our foundations are solid, our reputation has been built over 30 years, and our commitment to the resources industries remains as strong as ever.
But progress requires more than experience. It requires the willingness to evolve.
This next stage is about building a sharper, more connected and more future-ready Lincom. It is about improving how we work, how we communicate, how we make decisions and how we deliver value to our customers every day.
To do that well, we need the right foundations behind the scenes.
Across sales, service, parts, finance, technical support, administration and operations, we are strengthening the way our teams work together. Clearer pathways for decision-making, stronger internal communication and more focused support across each area of the business will help us move with greater confidence and consistency.
These improvements may not always be visible from the outside, but they matter. They shape how quickly we respond, how smoothly we deliver and how confidently our people work. Most importantly, they influence how customers experience Lincom.
As part of this new chapter, Stephen Watterson’s title has moved from Chief Executive Officer to Managing Director. This better reflects the nature of our family business: hands-on, accountable, close to the operation and deeply connected to the people and customers we support.
We have also strengthened our leadership structure with the appointment of three new General Manager roles covering Operations, Finance and Sales. These positions will provide greater focus across key areas of the business, helping improve internal coordination, decision-making and long-term support for our teams and customers.
Raising the Standard of Customer Experience
Our customers operate in industries where performance matters. Downtime is costly, conditions can be demanding, and the right support can make a significant difference to productivity.
This next chapter places the full customer journey at the centre of how we work.
From the first conversation to equipment selection, delivery, commissioning, training, spare parts, service and long-term technical support, every touchpoint matters. Customers need confidence that the team behind their machinery understands their operation and is ready to support them when it counts.
Most importantly, they need to know they have a partner who is invested in their success well beyond the point of sale.
That has always been part of who we are. Now, we are placing even greater focus on making that experience more consistent across every part of the business.
We are focused on long-term growth, not short-term demand. That means investing in capability, improving processes, supporting our teams and continuing to strengthen the services that matter most to our customers.
Our goal is not simply to grow bigger. It is to grow better.