Agile Group | Founder / General Manager / Chief Architect of Innovation
Status: Commercialised Multi-System Construction Platform
Origin: Research & Development Arm of CIS Group + Auckland Flashing Solutions (AFS)

Executive Summary & Strategic Origin

Agile was born inside the fire of real-world failure.
As the dedicated research and development arm of CIS Group (a boutique, high-risk remedial contractor) and Auckland Flashing Solutions (AFS, its manufacturing division), Agile was tasked with solving deeply embedded problems:

Leaky buildings from wet-sealed systems
Installation rework from material tolerances and trade conflicts
Delays caused by subcontractor bottlenecks
Overexposure to weather, cost blowouts, and margin erosion

Where others built workarounds, Agile built new systems.

From the outset, Agile was never a side project—it was a mission-critical innovation function inside two interdependent companies whose survival depended on better answers.

Ecosystem Architecture

Agile evolved into a fully integrated construction platform, but every system it developed began as a field-tested solution to a live problem faced by CIS or AFS.

System/Product

Agile Unified Cavity System

Agile Flashings

Agile Cladding (Eco, Home, Premium)

Agile Decks

Agile Fence

Agile Toilet Block Units

Agile Home

Real-World Problem Solved

Wet seal failures, cavity junction leaks

Window and door leak points, poor termination logic

Poor install tolerances, expensive reclads

Timber rot, warping, install rework

Long install times, design inconsistency

Amenity compliance on tight timelines

Site inefficiencies, high-risk framing systems

CIS/AFS Context

High-risk reclads and legacy buildings (CIS)

AFS manufacturing complexity

CIS site delays, AFS production mismatch

Multi-project scope creep at CIS

Value-add and boundary control

Rapid deployment needs across projects

Inspired by CIS’s high-defect remediation

Every system in the Agile suite was validated under live project pressure, then refined in-house, then industrialised.

Problem Space & Market Conditions

CIS Group, as a remedial contractor, was exposed to the worst-case scenario in the industry. It faced:

Non-compliant façade interfaces
Disconnected systems that couldn’t scale
High material waste
Time-consuming installs
Lack of supplier accountability

AFS, as the fabrication arm, was stuck with:

Manual manufacturing bottlenecks
Inconsistent job specs
Missing digital integration
Constant need for rework due to site-side misalignment

Agile was the glue. The fixer. The design lab. The validator.
And eventually—the product line.

Core Innovations & Field-Driven Engineering

a) CNC-Driven Systemisation

CNC-cut panels were first tested by AFS to solve flashing inconsistency
Result: a digitised manufacturing standard that cut waste by 25% and install variance by over 50%

b) Mechanically Drained Systems

CIS kept dealing with sealant breakdown, leading to failures
Agile eliminated wet seals and reworked junction design into a mechanically drained format
Outcome: compliant, low-maintenance, and repeatable

c) System Compatibility Across Products

Agile ensured everything shared install logic, material finishes, tolerances, and assembly flow
This resolved CIS's job delays and AFS's machine changeover issues

d) ERP-lite Automation

Using Trello, SharePoint, ClockShark, and Xero, Agile created a pseudo-ERP for AFS
This connected site, manufacturing, and back office—improving real-time transparency and reducing admin friction

Operational & Commercial Impact

Validated Under Pressure

All Agile systems were implemented across CIS Group’s most complex projects
From reclads and heritage restorations to rapid social housing builds

Doubled Manufacturing Output (AFS)

With no staff increases
CNC + Agile design logic = 2.5x revenue in under 24 months

Field-Proven Install Speed

Agile Home: from 16 weeks to 6 week
Agile Cladding: no packers, zero reliance on wet trades
Flashings and decks installed with zero post-rework

Toyota Consultant Validation

Agile’s manufacturing logic reviewed by a consultant trained in Toyota lean systems

Verdict: “Nothing to improve”—he waived his fee

Strategic Leadership & Design Philosophy

Agile doesn’t just solve problems—it prevents them.

Everything in Agile was developed in response to frontline project failures. That’s why the philosophy is built around mechanical logic, dry tolerances, and material integrity—not adhesives, gaskets, or improvisation.

Leadership Strategy:

Build platforms, not products
Design for offsite-first installation
Use feedback from site teams and manufacturing floor, not just architects
Measure efficiency in hours saved, not widgets made

Philosophy in Action:

If a detail takes more than 5 minutes to teach, it’s wrong
If a system can’t be installed by two people in bad weather, it’s not ready
If a product doesn’t work together with others—it doesn’t belong in Agile

Legacy & Next-Stage Strategy

Agile is the structural brainchild of two companies who couldn’t afford failure.
Now, it’s a standalone platform poised for expansion.

Next Moves:

Licensing to other manufacturers or facade installers
Exporting flat-packed Agile systems internationally
Partnering with social housing or modular developers for high-speed builds
Embedding Agile logic into third-party ERP and BIM frameworks

Legacy:

From problem-solving lab to product leader
From internal toolset to external ecosystem
From contractor survival to platform scalability

"Agile didn’t start in a boardroom. It started on the jobsite—when things were going wrong."

Disrupt. Refine. Optimize. Elevate. Beyond Building or Maintaining. Driven by Agility.