A stronger business behind the expertise.

Michael provided strategy and implementation support within the management team of a major commercial law firm. His work included helping a national practice leader manage a partner group while working overseas, supporting regular leadership meetings and progressing strategic initiatives. He also contributed to growth and succession discussions, practice scorecards and collaboration across specialist teams. This experience is relevant where strategic execution depends on senior stakeholder relationships, shared priorities and a practical leadership cadence.

Jim supported a technology services group’s CEO, CFO and board as it considered the next phase of growth. He helped connect market conditions and business performance with choices about portfolio focus, organic improvement and selective acquisitions. The work brought different business lines into a consistent discussion of capabilities, customers, synergies and risk. Jim also helped structure board materials and strategy discussions so directors could examine the assumptions behind the alternatives. The contribution gave the leadership team a coherent basis for considering strategic direction and connecting it to business planning.

Jim helped an acquired portfolio of managed IT and cyber services businesses examine how it should operate as a more integrated group. He used a common activity model to connect offer development, sales, delivery, support and customer success, making overlapping capabilities and systems dependencies easier to assess. The proposed design distinguished customer-facing responsibilities from specialist and shared delivery capabilities. A phased transition plan addressed operational risks, performance visibility and communication with staff and customers. The work gave executives and the board a practical picture of the intended operating model and the sequencing required to move towards it.

Jim helped the CEO of an Australian cyber security and managed IT services group develop a staff-facing explanation of the company’s strategy. The presentation connected changes in customer needs with the logic of bringing the group’s capabilities together. It also addressed what the direction meant for employees through career opportunities, collaboration, near-term changes and an invitation to contribute. Jim’s contribution was to help shape a coherent executive narrative and communication tool that linked the commercial strategy with the practical experience of organisational change. The work supported the CEO’s staff communication and engagement.

Thao worked on a technology services group’s most recent board strategy day, including the financial modelling and strategy analysis supporting the discussion. The work connected business-line forecasts and market context with alternative growth and portfolio choices. It made operating assumptions, earnings and cash implications easier to compare, while supporting the preparation of a coherent set of board materials. The contribution helped the CEO, CFO and directors examine the trade-offs behind the strategic options and relate them to the planning cycle. Her role combined financial analysis with the synthesis needed to make complex choices accessible for executive and board discussion.