Selected engagements
Three cases that illustrate the approach in practice - different sectors, different problems, the same underlying discipline.
The problem
Multiple Big Four cyber security assessments had been conducted but never synthesised. No consolidated view of enterprise risk existed at board or CEO level. Critical risks were identified in various reports but not prioritised, resourced, or tracked as a single programme.
The approach
Consolidated all existing assessments into a unified enterprise-wide risk register with direct board and CEO visibility. Developed an executable cyber security strategy with clear prioritisation logic. Directly remediated critical risks within the two-month engagement window, rather than handing a report to the client and leaving.
The outcome
Board-visible risk register delivered. Critical risks remediated within the engagement. Executable strategy in place for ongoing programme delivery. Engagement designed explicitly for handover - the client inherited capability, not dependency on a continuing retainer.
The problem
NAB's wealth management division was undergoing major divestment. The technology organisation needed a digital strategy and a target operating model capable of functioning as a fully independent entity post-separation - on a compressed timeline, with significant uncertainty about the shape of the final structure.
The approach
Enterprise technology strategy across applications, data, integration, and infrastructure. Target digital engineering operating model covering organisation design, delivery methods, governance, and capability roadmap. Independent assessment of the transformation programme and benefit realisation alignment.
The outcome
Enterprise technology strategy delivered and ratified. Target operating model approved. Risk identification and mitigation in place. Clear, board-approved roadmap for the technology function through divestment - giving the incoming leadership team a foundation to execute from day one.
The problem
One of Australia's most recognised member organisations - transitioning from century-old motoring club roots to a modern multi-service provider - had a digital function that had grown without a coherent operating model. Product portfolios, vendor relationships, and delivery capacity were fragmented across business units. No shared prioritisation, governance, or investment logic existed across the function.
The approach
Led 180+ people across product management, software development, UX, agile delivery, business partnerships, social media, content, and analytics - spanning Motoring, Home Services, Leisure, and Insurance business units. Developed the Digital Operations Strategy and Target Operating Model. Consolidated the enterprise-wide digital product portfolio and vendor relationships. Implemented demand management, prioritisation frameworks, and governance processes to create a coherent operating rhythm across all business units.
The outcome
Digital Operations Strategy and Target Operating Model delivered. Demand management, prioritisation, and governance frameworks in place across the function. Vendor and portfolio consolidation completed. The initial transitory mandate was extended to nine months on the strength of transformation progress - the clearest signal that the work was landing.
A problem worth solving?
If you recognise something in these cases, it is worth a conversation.
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