Work that had to land
Background and job only. Client names stay in the room.
Energy
Nine months on a $400 million energy group. The objective was clear but they were stuck getting started. Merger, branding and simplification, Strategy and Digital Transformation.
Health
A health services organisation. EMR and HRIS program and commercial advisory. Technology development capability and support-function development. Clinical systems, the commercial chair, and a technology function that had to be built.
Offshore Senior Living
An aged care and senior living project, offshore. The objective was clear. The work was to stand the project up in a new geography.
Retail Group
A supermarket group. They needed to rethink how they should evolve to remain competitive and relevant. Growth, Financial consolidation, supply chain, and corporate development strategy.
Major Tender
A services business in a major tender. Commercial and services strategy for the response. They knew the objective. They did not have the strategy. We wrote the path.
Community Care
A community care organisation. Technology capability and development strategy. They needed the technology path before they needed a build.
Rail Transport
Procurement, contracts, supply chain and digital capability. Spend was fragmented; vendors were off operations. Operations overwhelmed by process. Path written and landed.
Mining
Equipment consumables were set to double in cost as production targets doubled. Product life doubled — cost almost halved. Inspection intervals cut 15%, a near-10% production opportunity.
Fleet Operations
Maintenance and remediation ran to 10× the original value. Vendor, supply chain and governance. What landed: a process tracker the program could see, rebuilt supply chain, reshaped operating forums.
Capital Types
Investment projects and holdings across smart health devices, brewery and pubs, consumer electronics, blockchain and De-Fi, property development, mining and construction equipment, and equipment maintenance and repairs operations.