The Challenge:

The IVF market was becoming competitive with consolidation occurring amongst IVF service providers.

The business was a 100% owned subsidiary of Monash University. The clinicians and specialist service providers to IVF clients were contractors to the company. While management was committed to its clients and staff, there was no link to shareholder value for either management or contracted clinicians.

There was also no growth strategy to enable the business to meet competition challenges and the aggregation of competitors. While a form of partnering had developed, the opportunity to leverage the brand, business process and technology was not advanced.

The Monash IVF management team recognised the growth potential if an appropriate business plan and corporate structure could be developed.