When to Be an ‘Owner Builder’ vs. When to Partner
In today’s increasingly complex operating environments, executing business change has never been more challenging. The irony, of course, is that those responsible for driving transformation are often also the ones running the business—yet the day-to-day demands of running a business don’t slow down to accommodate these significant changes.
Sometimes, executives are ‘pulled out’ to oversee delivery of transformation. In these cases, they can bring together the right teams, define success, and drive the process to achieve the desired outcome. And in rare cases, there is experienced, internal capability that can heighten the chances of success.
However, in many instances, there’s a more reliable solution. Bringing in external expertise—not just individuals, but a team that has worked together before in similar environments and challenges — can significantly improve the chances of success. When transformation is critical, experience matters in ensuring the right outcomes.
When to Lead the Change Yourself (and When to Bring in the Experts)
In certain scenarios, particularly if you're a subject matter expert with sufficient time and limited competing priorities, taking on the role of an ‘owner builder’—leading the team and overseeing the process—can be effective. This works best when:
You can afford the time commitment required to manage disparate teams
You have the experience, capability and clarity to define the goals and govern the process
Your expertise allows you to troubleshoot effectively
But, more often than not, today's executives are balancing transformation with the pressures of running the business. The day-to-day doesn't pause for the sake of change. And that’s where bringing in a proven team becomes not only practical but critical to success. These teams have worked together before, know how to hit the ground running, and can deliver outcomes more efficiently. Experience matters because it allows teams to move beyond the storming and forming stages of development, move into immediate execution, and mitigate risks before they impact timelines.
Case Study: Large-Scale Superannuation Fund Merger
A recent example of how experience matters can be seen in the case of a large superannuation fund merger. In this time-sensitive transaction, Entregar Partners was able to deploy a team with strong experience in similar assignments. This allowed us to:
Clearly define roles and responsibilities from day one
Establish governance and operating rhythms quickly and efficiently
Integrate known dependencies directly into the delivery plan
Leverage our up-to-date knowledge of regulatory requirements across business entities
Maintain an unwavering focus on conditions precedent and business readiness
The result? The transaction was delivered on time, on scope, and on budget—while avoiding many of the pitfalls that often arise during the “storming and forming” phases of team development. Experience mattered in ensuring smooth execution and avoiding unnecessary delays.
Conclusion: Knowing When to Bring in a Proven Team
Building internal capability should always be a priority. However, when critical transformations are at stake, being able to source a team with proven experience—both in delivering outcomes and in working together to accelerate progress—is not just warranted, but often essential to success.
This is when experience matters—knowing when to lead the change internally and when to bring in a seasoned team that can ensure delivery.
About the Author
Tom Garde is an Executive Director of Entregar Partners, a senior executive with a wealth of experience in managing superannuation and platform businesses. Known for his deep expertise in transformational initiatives and delivery, Tom has a track record of driving successful outcomes for organizations facing complex changes.