It was still in freefall when he joined the company around Feb...

It was still in freefall when he joined the company around Feb 2021.

Shortly after joining he ditched Peter Nathan's strategy of giving incentives to his daigou friends to stimulate sales (which is a large part of why there were so many downgrades). By May 2021 the excess inventory was written off to prevent any further damage to the brand and pricing. Later that year they mapped a strategy to turn the company around and move away from reliance on daigou.

Since then the company has achieved that channel diversification whilst continuing to grow revenue, market share and profit. I would say that phase of correcting the old business model is largely complete. The focus now seems to have shifted to expanding market share through more differentiated products (i.e. A2 Gold, A2 Platinum and the new higher end one that will come out soon).

While this is progressing I think it is more contingent on supply chain factors which, without rehashing everything that's been said about Synlait already, I would say DB and management's main weak point has been.

However overall what he has done for shareholders is stop the damage that was being done to the company by its former management, develop a sensible strategy for sustainable growth and then execute well against it. There are some things outside of management's control such as China birth rates that are pretty hard to blame management entirely for. But look at how the company financials have performed relative to the market conditions.