When he launched his business, Kurt Saunderson was committed to remaining true to his values. Now, just eight years later, the Founder and CEO of KASE Group can point to the important role authenticity has played in achieving rapid growth.

Being named a finalist in the Construction, Transport and Logistics category at The CEO Magazine’s Executive of the Year Awards confirms that his impressive work has not gone unnoticed.

“Growth isn’t valuable on its own. What matters is how you grow: with integrity, focus on service, clarity of culture, intentional decisions,” Saunderson tells The CEO Magazine.

“I want people to know that even when scaling fast, it’s possible to maintain quality, transparency and trust. Investing in people and doing things right – not cutting corners – builds a business that not only performs but is resilient and respected.”

With offices in Sydney and Brisbane, KASE is an insurance repair and restoration company that specializes in rebuilding homes and businesses after fire, flood or storm damage. Saunderson credits its caring approach when dealing with the sensitive issues of its clients as the bedrock of its success.

“KASE is more than a success story of revenue or acquisition,” he says. “It’s a story of better standards, of transforming industry expectations, building something enduring, and doing so with heart and purpose.”

Humble origins

KASE has come a long way in a short time since its founding in 2017.

“Starting with almost no safety net, relying heavily on family and grit, we’ve grown into a national leader in insurance and restoration work,” Saunderson says.

He’d long had a lingering desire to start his own company, but it was a piece of advice that sparked him into action.

“It was, ‘If you don’t do it now, you probably never will,’” he remembers. “That pushed me to start the business in 2017. At the time I was comfortable, even safe, but I knew the gap in the market and the chance to build something different.

“That advice gave me permission to move from comfort into purpose.”

From the beginning, Saunderson had support from those closest to him, which gave him yet more impetus to realize his vision.

“We started as a family. My mother, father and brothers were among the first to join,” he says. “That instilled a sense of shared responsibility, of ‘we rise together, we fall together.’”

This family connection provided the ideal foundations to build a solid company culture, which has remained integral to the business ever since.

“The culture at KASE is tight, intentional and grounded in ownership. Transparency and honesty are non-negotiable. We don’t hide problems; we examine them and fix them,” he says.

Similarly, Sauderson explains, he is proud of the way his employees at KASE embrace progression.

“We have a continuous improvement mindset,” he says. “We challenge outdated norms, always looking for better ways, whether through technology, process or service.”

But coupled with this healthy obsession of constantly moving the needle is making sure staff are treated like family.

“It’s high performance and people care. Yes, efficiency, margins and results matter, but we equally invest in our people, ensure they have clarity, opportunity and feel they own their part of the mission,” he says.

“This culture has been central to our success because it’s what differentiates us. Trust from clients and insurers, loyalty from staff, ability to rapidly integrate acquisitions – they all come from having a strong, coherent culture. It’s also helped maintain service consistency as we’ve expanded.”

Major trends

In terms of expansion, KASE is making sure its growth plans are riding the wave of major market trends.

One of these big trends is the adoption of technology and automation.

“Administrative inefficiencies have long been a drag in insurance and restoration – things like long lead times, reactive work, poor communication,” Saunderson says.

“Tools like AI, robotics, chatbots, automation for reporting, inbox management and diary and calendar handling are becoming table stakes.”

Saunderson is wary that in response, it is not just investing in technology for the sake of it, but in a way that guarantees operational lift.

“We are looking at a wider adoption of technology and process improvements so claims and restorations are done faster, more reliably and with less waste,” he says. “We are freeing up supervisors from back-office duties so they can spend more time on site, meaning that trades and clients feel connected.”

Another key trend, Saunderson explains, is greater consolidation in the market, with smaller players being absorbed or even pushed aside.

“The ones that will thrive are those who can scale efficiently, maintain high quality and manage margins well,” he says. “In response, we are taking an aggressive but calculated acquisition strategy.

“This means bringing in businesses that align, integrating them well and expanding our geographic footprint. More consolidation in a healthy way – smaller players that can scale, integrate well and maintain quality.”

Recent acquisitions include the purchase of both Adelaide Building Insurers and Townsend Building Services in late 2024.

“These are not just acquisitions for size, but for capability and alignment. Not growing for growth’s sake, but growing to deliver better and more efficiently,” Saunderson explains.

Raising customer expectations

The need to deliver efficiently is even more significant considering that another key market trend Saunderson lists is rising customer expectations.

“Insurance companies, property owners, loss adjusters all expect faster turnarounds, better communication and greater reliability,” he says. “Delays or lack of service hurt reputation fast.

“Looking forward, we are focusing on consistent performance, margin control and service quality. This means having stronger standards of service and professionalism. We have to keep raising the bar so customers get better outcomes and less reactive, inefficient or delayed work.

“This will ensure that, as we scale, we don’t lose what made us valued in the first place.”

Although Saunderson is laser-focused on the wider market, he doesn’t want the company to see itself as a passive entity, subject to the whims of others. Instead, he wants KASE to adopt the mindset of market leaders.

“I want us not just to participate in these trends but help lead them,” he says. “We can be among the top four players in Australia – not just by revenue, but by reputation, service and innovation.”

Among the bold growth ambitions, Saunderson isn’t losing sight of the non-negotiables he decided on when he launched KASE.

“We will continue investing in our people and culture so that as we grow, we don’t lose what made us special,” he says.

On this note, he goes back to another piece of advice that has stuck with him.

“Be honest, always. It’s simple, but it’s powerful,” Saunderson acknowledges. “Being honest with clients, with your team and with yourself builds trust, reputation and avoids having to cover up things later.

“I’ve seen that honesty pays off in the long-term, even when it’s tough in the short-term.”