• AUCKLAND ITP-ITO ALLIANCE

    AUCKLAND ITP-ITO ALLIANCE

    This project aimed to develop a supply model of graduates from six training providers in Auckland for the region’s building and infrastructure sector, which is expecting an ongoing influx of work. Scarlatti worked directly with the six providers and the Tertiary Education Commission to develop a robust supply model using reconciled data sets. Forecast supply showed that the providers and government have not been responding sufficiently to skills shortages in these sectors and strategic changes are required to address them.

  • BUILDING AND CONSTRUCTION INDUSTRY TRAINING ORGANISATION (BCITO)

    BUILDING AND CONSTRUCTION INDUSTRY TRAINING ORGANISATION (BCITO)

    Our work with BCITO aims to evaluate the value of training to the building, painting and decorating industry. Scarlatti uses a value driver tree and economic factor analysis to accomplish this. This involves defining a quantifiable measure of success in the industry (usually profitability), identifying factors that contribute to this success, and assessing the impact of training to each of these factors. The process is calibrated and influenced by the output from interviews with professionals in the industry.

  • PLANNING TOOL (MCDONALDS LIME)

    PLANNING TOOL (MCDONALDS LIME)
    In partnership with Incremental, Scarlatti has built a spreadsheet tool that is used to record the operations of McDonald’s Lime processing plants in Otorohanga and Te Kuiti. The tool is also designed with features that enable the monitoring and analysis of the plants’ economic performance. Visit the Incremental website here: www.incremental.co.nz

  • WORKFORCE MODELLING (PRIMARY ITO)

    WORKFORCE MODELLING (PRIMARY ITO)
    Scarlatti used the Inchworm tool to models the impact of training level and volume on the skill profile in the beef and sheep and horticulture sectors.

  • WORKFORCE MODELLING (DAIRYNZ)

    WORKFORCE MODELLING (DAIRYNZ)
    The dairy industry Inchworm has identified the need for significant improvements in the number of farmers undertaking management training to achieve national dairy industry targets. These conclusions have subsequently motivated the Farm Business Management project, also managed by Scarlatti.

  • INVESTMENT TRACKERS (THE ICEHOUSE)

    INVESTMENT TRACKERS (THE ICEHOUSE)
    Since 2006 Scarlatti has developed and maintained database, tracking and modelling tools for investments made by The ICEHOUSE (an Auckland-based start-up incubator) and its associated investors. These tools allow The ICEHOUSE to monitor its investment portfolio of start-up companies and forecast future equity values.

  • FUTURE CAPABILITY REVIEW (MINISTRY OF PRIMARY INDUSTRIES)

    FUTURE CAPABILITY REVIEW (MINISTRY OF PRIMARY INDUSTRIES)
    Scarlatti acted in a peer review role for a key industry and government-funded study of the future workforce needs in the primary sector. Scarlatti also provided links with the dairy industry’s previous work including our own modelling.

  • FINANCIAL MODELLING AND INVESTMENT PRESENTATION (PHOTONZ)

    FINANCIAL MODELLING AND INVESTMENT PRESENTATION (PHOTONZ)
    Photonz has developed a business selling highly purified omega-3 derivative fatty acids as a pharmaceutical for the management of heart disease. Scarlatti prepared a business plan and financial model to present Photonz to investors and to find commercial partners for its products.

  • WORKFORCE ANALYSIS AND INDUSTRY LEADERSHIP STRATEGY (PRIMARY SECTOR GROUP OF ITOs)

    WORKFORCE ANALYSIS AND INDUSTRY LEADERSHIP STRATEGY (PRIMARY SECTOR GROUP OF ITOs)
    The Primary Sector Group (PSG) of industry training organisations (ITOs) was an alliance of ITOs that has since some together as the Primary ITO. Scarlatti used Inchworm to conduct a complete workforce analysis of the 32 different primary sector industries represented by the then seven member ITOs. As part of this work, Scarlatti was tasked with reconciling and completing existing datasets, developing a forward-looking analysis of workforce skill requirements, identifying training synergies between different primary sectors and identifying best practice for the various activities undertaken by primary sector ITOs. This work assisted the PSG in its development of an aligned approach and identification of opportunities and barriers to eventual convergence of the ITOs.

  • FINANCIAL MODELLING AND INVESTMENT PRESENTATION (NU FRUITS)

    FINANCIAL MODELLING AND INVESTMENT PRESENTATION (NU FRUITS)
    Scarlatti has had a long association with food ingredients company Nu Fruits. We have undertaken a range of project for them including detailed financial modelling for a range of new ventures under consideration. One result has been the acquisition of a food processing operation in Brazil.

  • FEASIBILITY OF A MAIZE ETHANOL BUSINESS (LANZAFUELS)

    FEASIBILITY OF A MAIZE ETHANOL BUSINESS (LANZAFUELS)
    Scarlatti contributed to the feasibility study of a bioethanol in New Zealand. Scarlatti was part of a team working to evaluate the feasibility of the maize ethanol fuel business for the New Zealand market, at a time when government policy mandated the use biofuel mix within the New Zealand fuel market (this policy has since changed). The feasibility of local production to serve that market was assessed. This was a major project conducted over an eight month period.

  • FEASIBILITY OF A BIOMASS ETHANOL BUSINESS (LANZATECH AND EECA)

    FEASIBILITY OF A BIOMASS ETHANOL BUSINESS (LANZATECH AND EECA)
    LanzaTech have developed a proprietary platform for producing lowest-cost fuel ethanol. Scarlatti developed a financial model for the application of their technology to a plant using biomass (wood) as the primary feedstock. Scarlatti helped LanzaTech to secure grant funding from EECA to partially fund the work.

  • FINANCIAL MODELLING AND INVESTMENT PRESENTATION (RIOLIFE)

    FINANCIAL MODELLING AND INVESTMENT PRESENTATION (RIOLIFE)
    Scarlatti built a financial model for this Australian health food company to project future financial information under a range of possible scenarios. This analysis was used to produce an Information Memorandum that RioLife distributed to potential investors when it was seeking a significant capital injection.

  • FINANCIAL MODEL AND BUSINESS PLAN (GENAVIA THERAPEUTICS)

    FINANCIAL MODEL AND BUSINESS PLAN (GENAVIA THERAPEUTICS)
    Genavia was a start-up bio-tech venture whose business plan featured considerable market and technical risk along with an opportunity for spectacular returns. Scarlatti developed a financial model that dealt with this uncertainty and assigned probabilities and value projections to the extensive range of potential outcomes. This allowed Genavia to communicate appropriately the potential risks and returns from its business plan to investors.

  • FARMER WELLNESS AND WELLBEING

    FARMER WELLNESS AND WELLBEING
    The Farmer Wellness and Wellbeing programme began in 2011 to promote the health and wellbeing of dairy farmers after both were established as direct factors that contributes to farmers’ ability to manage their farm business profitably and sustainably. The programme aims to develop systems that are able to address the health needs of the farm workforce before they limit farm performance.

    Scarlatti worked with the DairyNZ and Farmer Wellness and Wellbeing Programme stakeholders to develop an evaluation framework and dashboard tool to be used for evidence-based monitoring of the physical and mental wellbeing of dairy farmers.