Energy & utilities
We connect industry economics, portfolio choices and asset decisions with the operational and regulatory questions that make change practical.
How should you invest, adapt and deliver?
EXPERIENCE IN PRACTICE
Selected work in context.
Explore the detail where it is available.
A major energy business
Strategy reviews brought together industry structure, long-term growth drivers, scenarios and portfolio choices for board consideration.
Board-endorsed strategy reviews gave the organisation a common basis for considering portfolio direction, long-term scenarios and the practical requirements for strategy execution.
An electricity distribution network
Asset information, maintenance modelling and regulatory engagement were connected to a practical approach for managing and replacing meters.
The work connected asset information, operational capability and technology choices with a practical basis for planning regulatory delivery.
An energy business assessing an acquisition
Advice from more than 50 internal and external specialists was coordinated to support an energy acquisition assessment and board discussion.
The board could consider the opportunity with a fuller evidence base and a more coherent view of the specialist issues and assumptions requiring attention.
THE PEOPLE BEHIND THE WORK
Consultants who bring a useful perspective
to the questions you are facing.
Michael brings extensive experience in corporate strategy and network economics, including senior roles with nbn and Telstra. Previously a consultant with McKinsey and Bain, he also has strategy experience across digital infrastructure, energy, financial services and professional services.
Relevant experience
Michael jointly developed a series of board-endorsed strategy reviews at a major energy business. The reviews connected industry structure, long-term growth drivers, scenario modelling, portfolio choices and the organisation’s ability to implement its strategy. He also contributed to a review of infrastructure holdings and led a specialist study of greenhouse-gas issues and their implications for the electricity and gas industries. This earlier experience brings together industry analysis, portfolio thinking and board-level strategic discussion.
Michael advised an electricity distribution network on conventional and smart metering. He developed a strategic approach to meter asset management and replacement, helped improve the completeness of the asset register, and modelled the resources and costs needed to meet meter-maintenance requirements over different timeframes. He also engaged with the regulator on a feasible compliance timetable. The assignment connected asset information, operational capability, technology choices and the practical delivery of regulatory obligations.
On a $1.4b renewable energy acquisition, Michael headed an analysis of the implications of future carbon constraints, and helped coordinate input from more than 50 internal and external specialists supporting the overall acquisition assessment. His contribution ensured that the board could consider the commercial opportunity with a fuller evidence base. The experience is relevant to the coordination, analytical synthesis and leadership required when strategic decisions depend on many specialist inputs.
A critical decision ahead?
Let’s discuss the strategic choices, operational challenges or opportunities that matter to your organisation.
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