Unleash speed. Eliminate waste | Unleashed Operations

Unleashing Performance through alignment between strategic intent and daily execution.

Boosting productivity by eliminating hidden waste and empowering staff to make faster, customer-focused decisions.

I’m Conan Magill, and I founded Unleashed Operations to tackle a silent performance killer: the process compliance fallacy.

Too often, organisations mistake "following the rules" for "getting results." While rigorous compliance has its place, applying it blindly to every task creates a culture of risk aversion that slows down decisions and hides inefficiency in plain sight. This results in normalised, invisible habits that actually defeat your strategic goals.

Based on a philosophy I call 'Adaptive Mastery', my approach bridges the gap between private-sector agility and public-sector accountability. Having led startups through high consequence trade-offs in risk, quality, and cost, I help organisations strip away hidden waste and empower staff to make fast, customer-focused decisions.

To achieve this, we take a holistic view of how your organisation actually functions. We look beyond just the surface level, analysing how processes, policies, and both formal and informal performance measures interact. By identifying where these elements conflict or inhibit speed, we help you run at the pace your stakeholders demand—without compromising service integrity.

For the Local Government Sector:

Flags for your organisation

If you answer yes to a few of the below questions, it is likely your organisation is not meeting your performance potential...

Does the leadership team frequently feel frustrated at how long it takes to deliver simple objectives?

Do staff commonly appear to feel low levels of concern for below par performance or late projects (excluding the LTP itself)?

Does performance reporting focus far more on the quantum of outcomes delivered rather than efficiency (time/resource required) to deliver?

Has your communications team growth outpaced the rest of the organisation in the last 10 years?

Have you run a public consultation where a low number of submissions has not caused the Council any concern?

Is the vetting time and resource for an internal support service required by your Procurement policy of a similar value to the potential benefits? Do you have processes to evaluate this trade off?

Do you commonly have spatial plans where the cost/resource to create the plan (eg, a playground) is a significant proportion of the capex budget needed to actually deliver the plan?

Can the staff time executing a conservative interpretation of a relevant Act often be disproportionate to the real legal, financial or reputational risks faced?