A pre-meeting brief on what DBM has built with Boral in Sydney, and how we'd like to take it national, alongside you.
Before we sit down, I wanted to put something on paper so the conversation starts at the right altitude.
DBM is a different kind of customer for Boral. We don't have sales reps. We have software developers. We've built the supplier portal that now handles 100% of our Boral order flow. It was designed in partnership with your Sydney operations team, evolving on their feedback. Over the years, we've grown the Boral account from a $100k starting point to $2.01M per month in April. We did it by building the tech, not by hiring sellers.
We're inviting you to look at what we've built, and to help us take it national. Alongside Boral. Prioritising Boral. With Boral co-investing through a volume-based rebate that funds the rollout.
You don't have to commit to anything today. Just see what's there, and tell us where to point it next.
A wholesale building materials distributor running on its own technology stack, not on its own sales floor.
DBM operates a technology-led model. Every order, every customer interaction, every supplier handoff runs through the DBM Partner Portal, a system we've built ground-up specifically for the concrete and building materials supply chain.
We're concrete-tech, not generic SaaS. Every feature in the portal is built for the supply chain we actually live in: orders, dispatch, dockets, lead times, wait times, post-pour visibility. Purpose-built infrastructure for the way concrete actually moves.
We don't have a sales floor. We have a developer team building infrastructure, and a small operational team that the portal makes powerful. Where competitors hire more reps, we ship more code.
The Boral account has grown from $100k to $2M+/month. Not by adding headcount. By building tech that customers and Boral both wanted to use.
Foundations are now in place. Credit policy, operations policy, multi-entity finance structure, Xero integration, Stripe Connect, MOU-ready. The portal is architected for national. Postcode-keyed routing means adding a state is a configuration, not a rebuild.
A custom Boral supplier portal. Boral owns the roadmap, DBM executes. The operating model has changed.
Not just how much we route through Boral, but the quality of demand we route. Bigger pours, disciplined sites, fewer driver-hours wasted.
A strict priority cascade that keeps volume inside the Boral group, even when Boral can't fulfil directly.
Why slot allocation isn't an operational complaint. It's a joint revenue recovery opportunity, with the data already in your dashboard.
The story behind the number. 44% of all "No Booking Available" (NBA) events in April came from just two plants: Enfield and Artarmon. The data lives in our system, surfaced in real time, ready to inform pre-allocation conversations with the two plants creating the bottleneck.
The opportunity for Boral national: Joint pre-allocation conversations at the depot level. Priority slotting for high-discipline resellers like DBM. Real-time NBA monitoring as a partnership KPI. Recovery dashboards built into Stewart's Insights Portal.
Same architecture, same waterfall, same data discipline, replicated state by state, in partnership with you.
What stays the same in every state. Custom-built portal extension. Boral-first waterfall. Boral-owned concrete (where available) as second priority. Trade customer acquisition through DBM's existing tech-led playbook. Real-time data feeding into Stewart's national Insights Portal.
What we need from Boral, state by state. Account access. Plant integration (postcodes, depot contacts, dispatch APIs). Introduction to Boral-owned concrete companies for the waterfall. Co-investment through the rebate mechanism.
Built specifically for one user. You. A live, national, real-time dashboard giving Boral's National Major Accounts function complete visibility into the partnership across every state we operate in.
What you see when you open it. National overview. Every state, every plant, every cubic metre. Plant-level drill-down with completion rates, NBA rates, volume by depot. Mix-level analysis. Suburb and customer profiles. Cancellation and NBA tracking. The $714k question, in real time. Goal tracker against shared KPIs. Alerts and joint conversation opportunities, surfaced automatically. Pipeline and forecast for May, Q3, Q4, and 2027.
Why this matters. You'll be the first national account manager in the Australian concrete industry with a live data feed into one of your strategic partners. This isn't a quarterly business review printout. It's a working tool you can open on your phone in the car, in a meeting, at a depot site visit.
It's already built. Not a wireframe. Not a mockup. The dashboard runs on the same data flowing through the Boral Sydney supplier portal today. The only thing that changes when you log in is the lens. Built for your role, your decisions, your altitude.
Not a contract today. A framework that takes the next twelve months from "interesting pilot" to "national strategic partnership."
DBM funds the portal build, customer acquisition, and ops setup for each new state. Boral contributes via a volume-based rebate, structured against quarterly targets, reviewed every six months.
Open on structure. For context: CSR uses a tiered percentage model with us, scaling with volume hit. Happy to mirror that, or work to whatever model fits Boral's commercial structure best.
The rebate isn't profit for DBM. It funds the next state's build.
The portal already captures real-time NBA data. The system surfaces priority issues automatically, in real time, with the depot data attached.
As a national strategic partner, DBM expects to be prioritised at the depot. The portal provides Boral national ops the visibility to ensure it happens automatically.
This isn't a request for special treatment. It's an operational feature of the partnership architecture.
DBM commits to volume thresholds in writing. Boral-first routing committed in writing. Boral-owned concrete waterfall committed in writing.
Boral has comfort that the build is not a stepping stone to a competitor, with both sides aligned on the same growth curve and proper protections.
Term, exclusivity-of-effort, and review cadence agreed jointly.
We're builders, not strategists with Boral's national footprint in our heads. You are. We want you in the cockpit on this.
Stewart, we're not the loudest supplier in Boral's portfolio. We're not going to take you to dinner.
What we offer is a fundamentally different operating model: concrete-tech, built for Boral, designed to grow with you. Every dollar Boral has invested in operational excellence is amplified through our portal. Every cubic metre of demand we generate stays inside the Boral group. Every state we open is one more strategic moat for Boral's market position.
We'd be honoured to do this with you. Tell us where to go.