“My main goal has always been to eventually make myself redundant. Me stepping back allows the managers to grow, become leaders themselves, and really take ownership.” 

When John Lamont took five weeks off earlier this year to drive across the country from Nowra to Fremantle, he wasn’t just taking a well-earned break. He was also putting into practice something he’s been working towards for years: stepping back from the day-to-day running of Nowchem to give his leadership team the space to step forward. 

As owner and Managing Director of the advanced manufacturing business with around 100 employees, John has always been clear about his long-term goal: “My main goal has always been to eventually make myself redundant,” he says. “That means moving from a managerial position to a leadership position, where I focus on high-level strategy and mentoring, while the next generation of leaders run the business.” 

This transition has been deliberately gradual. Over the past five years, John has been giving his team increasing autonomy – first through shorter breaks, then longer ones. “Last year I went to Europe for seven weeks. That was the big first test,” he recalls. “I wanted them to make decisions without me, with their own autonomy. Things like negotiating finance, managing HR, setting KPIs, and making cultural decisions.” 

One standout example was when John left a major decision in his team’s hands: “I literally bought an $800,000 block of land on the Thursday night, and Friday I drove to Sydney and said, ‘Right, you guys can decide how much we’re paying in cash, how much we’re borrowing, and the terms you want with the bank.’ The feedback I got from people at the bank was excellent.” 

For John, success lies in ensuring his leaders are prepared. “It was about making sure they had the educational background, then the understanding of the whole business – from the P&L to HR requirements, to culture. And most importantly, the flexibility to implement the changes they decide on as a leadership group.” 

The process is designed not just for continuity, but for growth. “Me stepping back allows the managers to grow and become leaders themselves, to improve their management skills, and to really take ownership.” 

Nowchem’s leadership structure reflects that philosophy. The Leadership Team – John alongside Casey, Eliza, Savannah, and Melissa, sets the five-year strategy. They then work with the broader management team to shape six-monthly KPIs that keep operations running smoothly. “We’ve even split our management days and our leadership days,” John explains. “The leadership team is focused on long-term strategy, while the management team is focused on operations and technical aspects.” 

For employees, this approach creates real opportunities for professional development and autonomy, hallmarks of Nowchem’s employee value proposition. Leaders are supported, mentored, and trusted to make big decisions. “The good thing with stepping back slowly is I am still here mentoring the leaders,” John says. “It’s genuine mentoring, asking lots of questions, giving feedback, but letting them take responsibility.” 

The journey isn’t over yet. John plans to continue the transition for another five years, taking up to 12 weeks out of the business each year in big blocks of time. “It’s not going to be a quick process,” he says. “We started about five years ago, and we’ve got another five to go. Over this time, it’s about constant mentoring and assessment. I obviously don’t want them to fail at what they’re doing.” 

For Nowchem, that steady handover isn’t just about succession planning, it’s about investing in people, building leadership capability from within, and ensuring the business thrives well into the future.