Clearer choices. A path to decision.

While working at Telstra, Jim helped lead a corporate portfolio review spanning domestic and international businesses. The review considered market attractiveness, relative performance, risk and the advantages the group could bring as an owner. It used these perspectives to distinguish businesses requiring investment, improvement, restructuring or further consideration of ownership. Jim helped connect the analytical findings with practical questions for management and the corporate planning process. The experience shows how he brings different business models into a coherent discussion of strategic focus and resource allocation.

As an executive in a major telecommunications and technology group, Jim built a strategic development capability spanning strategy, acquisitions, alliances, integration and divestment. He led teams across Australia and international markets and helped connect individual acquisition opportunities with a broader growth agenda. The work included a series of technology acquisitions across enterprise services, mobility, networks and security. This experience combines strategic selection with the organisation and management capability needed to integrate businesses and sustain momentum after a transaction. It informs his work on acquisition strategy, operating models and practical integration planning.

Jim worked with the CEO, CFO and COO of a diversified not-for-profit group to develop an objective strategic rationale and board paper alongside a wider operating model programme. The work examined how closely the businesses were related and connected their differences with the case for autonomy, common stewardship and shared services. It provided a logical basis for the board to examine the proposed direction, its trade-offs and its fit with the group’s mission.

Min worked on a full potential growth review for an established small business communications provider. The engagement examined the addressable market, customer segments and how changes in communications technology affected the existing proposition. Her contribution supported the market and growth assessment behind options including different routes to market and a simpler recurring-service offer. The team compared preliminary estimates of opportunity, investment requirements, timing and risk so management could prioritise further work. The review produced a clearer set of growth choices and highlighted the assumptions that needed validation, including customer acquisition economics and the potential effect on the existing business.

Min worked on a strategy exploring smart spaces and sustainability opportunities for a technology services provider. She contributed to the industry and value chain mapping that clarified how different organisations participated in emissions-related activities and smart-building markets. The work helped distinguish potential customer needs, partner roles and areas where the provider could credibly add value using its existing capabilities. That market view supported comparison of use cases and the development of a phased opportunity roadmap. The contribution gave management a more structured basis for selecting where to investigate, validate and potentially build new services.

Before joining KA, Min led commercial due diligence assignments for private equity investors considering businesses in consumer goods, healthcare and industrial sectors. Her experience includes market intelligence, market sizing and margin analysis, supported by structured expert interviews. She used explicit hypotheses to guide research and translated qualitative and quantitative evidence into insights relevant to the investment case. The experience covers both pre-acquisition and vendor-side work, including testing growth forecasts and commercial narratives. It provides a strong basis for assessing how a target’s market position and growth prospects compare with the assumptions being presented to decision-makers.

Michael led major corporate strategy assignments at a telecommunications group, translating analytical work into recommendations for senior executives and the board. His experience included examining growth options, reviewing capital expenditure priorities, developing the corporate plan and coordinating specialist external input. The work connected growth ambition with commercial modelling and practical choices about where to invest. It gives him experience in bringing complex strategic questions into a form that leadership teams can assess and act on.

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.

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.