Make the important conversations count.

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 supported the CEO of a diversified not-for-profit group through an operating model review involving other advisers. He helped the CEO articulate the rationale for change and communicate what it meant for leaders and staff, connecting the strategic argument with questions of autonomy, accountability and shared services. Working with the COO, he also mapped the practical considerations associated with shifting responsibilities, including capabilities, service levels, processes, systems, dependencies and sequencing. This brought the leadership narrative and the work required to implement change into the same discussion.

While working at Telstra, Jim helped prepare a board strategy session that brought corporate performance, industry change and potential sources of growth into one discussion. He contributed to materials that connected analytical evidence with clear questions for directors. The experience illustrates the work needed to move from a large body of research to a board discussion about the company’s choices and the assumptions behind them.

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.

Thao’s earlier telecommunications strategy roles included leading strategic and productivity-improvement projects, running an enterprise group’s planning process and supporting board and investor communications on strategy and execution. She also worked on corporate initiatives on the CEO and board agenda, with a strong focus on business-to-business portfolios. Her experience combines cross-functional coordination, strategic insight and the preparation of clear recommendations for senior decision-makers. It is relevant to clients needing both sound analysis and the ability to bring complex work together into planning and communication material that executives and directors can use.

While at Telstra, Thao helped prepare a board strategy session. The materials brought performance and market evidence into a discussion of the existing business, growth possibilities and the assumptions behind corporate ambition. Her contribution sits within her broader experience of preparing clear strategy analysis and communication for senior decision-makers. It is relevant to leadership teams that need a well-structured evidence base for their own strategic discussions.

Michael was closely involved in preparing pivotal board strategy sessions at a leading telecommunications carrier. The work connected industry and corporate economics with the prospects of the core business and the choices for new growth. It organised the analysis into a narrative and discussion questions that directors could use to examine ambition, priorities and assumptions.

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.