Online Business Manager (Rural Business) Case Study


A large rural organisation required a business and operations manager to take over the role of the previous CEO who was moving onto becoming the Chairman of the newly formed board. 

This was a new position that was advertised as requiring a rural woman in heart, geography and spirit. A person who knew the challenges of living and working rurally in Australia. 

A systems thinking, creative, manager of projects and systems, natural collaborator who can see opportunities others might miss. 

  • Organised
  • Proactive
  • Solution orientated
  • Outstanding attention to detail
  • Confident and coachable
  • Enjoy creating and implementing systems

It was a contract position that reported to the CEO (whenever the new one was appointed) and the board.

I worked in the position from 1/12/21 until 8/4/22


  • Streamline their systems and processes to move them into a not for profit board driven organisation
  • Identify and implement the systems and processes that were not in place previously
  • Maintain the existing online infrastructure
  • Support existing contractors whilst also redefining their jobs descriptions
  • Onboarding three new positions – CEO, BDM, BA)


  • Perform a full system audit to document current systems and find ways to streamline
  • Write and implement SOP across all job roles
  • Document all policies and procedures currently in place
  • Help the new CEO (appointed in early April 22) to settle into her role.

The Results

A complete audit of their very complicated, messy and out dated system was performed.

  • Website was reorganised and updated
  • Landing page rebuilds had commenced
  • New contractors (Business Development Manager and Business Analyst) had been integrated and assisted
  • Previous contracts had been helped to understand changes occurring
  • New job descriptions written
  • Team meetings run 
  • New client facing programs implemented
  • Social media management has been run (as the person working in that position was MIA)
  • VA team (offshore) management processes had been improved and implemented
  • SOP had been written and were starting to be implemented
  • Internal systems were being overhauled
  • Training programs were written
  • Board had been updated on all changes.

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