The EDS Independent Review involved a comprehensive optimisation assessment of the EDS function within Sydney Metro, undertaken to support the Executive Team and Chief Executive Officer in enhancing operational effectiveness, governance and delivery performance across the organisation. The engagement included a detailed review of contractual and operational documentation, extensive interviews with key public and private sector stakeholders, and the analysis of existing processes, interfaces and organisational arrangements. The findings informed the preparation of a comprehensive report outlining strategic recommendations for improvement across the EDS function. Following endorsement of the recommendations, involvement continued through the collaborative development of a detailed implementation plan in conjunction with the Sydney Metro team, supporting the practical execution of organisational, process and operational improvements across the program.

The Social and Affordable Housing Fund Tranche 1 program involved the delivery of approximately 3,200 new dwellings through five PPP-style, service-based contracts with Community Housing Providers across New South Wales. The initiative represented a significant transformation in the delivery and long-term management of social and affordable housing services, requiring the implementation of new operational, contractual and organisational frameworks. The engagement included undertaking an organisational review to assess the structures, processes and capabilities required to effectively manage the newly established contractual arrangements. Involvement extended to the development of change management recommendations and the leadership of system implementation and organisational changes necessary to support ongoing contract administration and performance oversight. Following implementation, the role also included conducting post-implementation reviews with all five Community Housing Providers, facilitating stakeholder feedback and identifying opportunities for continued operational improvement and contract management optimisation.

The engagement involved the management and strategic transition of the approximately 130-person Capital Projects Advisory business within Advisian as part of a broader asset sale process. The business comprised a substantial advisory capability spanning infrastructure, transport, commercial and project delivery services across multiple sectors and jurisdictions. The role encompassed a year-long program of ongoing business management and operational leadership throughout the transaction process, including engagement with private equity participants and the broader consulting market to support evaluation and transition activities. A key focus of the engagement was maintaining business continuity, preserving team cohesion and supporting staff engagement during a period of significant organisational change, while also ensuring the successful transition of personnel, client relationships and active projects into the eventual acquiring organisation.

The engagement involved providing post-acquisition commercial advisory support to a niche embodied carbon software and consulting business operating within the sustainability and built environment sector. The business specialised in software-enabled carbon assessment and advisory services supporting environmentally sustainable project planning and infrastructure delivery outcomes. Involvement focused on providing commercial and strategic support in the negotiation and development of software licensing agreements, including the alignment of contractual structures with the business’s operational and growth objectives. The role also included advisory input into broader strategic business positioning, supporting the refinement of market engagement approaches, commercial frameworks and long-term value proposition development following acquisition.

The Hunter Street Station development formed a key component of the transformative Sydney Metro West program, involving the complex brownfield redevelopment of a constrained site in the heart of the Sydney CBD. The project incorporated the delivery of two commercial towers exceeding 50 storeys, integrated above multi-level podium structures and directly interfacing with critical transport infrastructure. Acting in the role of Bid Director on behalf of Brookfield Properties, involvement commenced during the intensive 16-week Expression of Interest (EoI) phase and continued through to the Request for Tender (RFT) stage following successful shortlisting to one of two remaining proponents. The role encompassed leadership of the bid strategy, coordination of multidisciplinary technical and commercial inputs, stakeholder engagement, and management of complex procurement processes until the eventual suspension of the procurement.

The Martin Place Station opportunity involved an unsolicited approach to the NSW Government for the delivery of a major integrated transport and over-station development as part of the Sydney Metro City and Southwest program. The proposal centred on the transformation of a landmark CBD precinct through the integration of station infrastructure with premium commercial and retail development above and around the transport interchange. Acting on behalf of Dexus, involvement included the provision of strategic, commercial and management support across the development of two separate unsolicited proposals. The role required extensive engagement with senior executives and key government stakeholders, including Transport for NSW, Sydney Metro, NSW Treasury and the Department of Premier and Cabinet, supporting the advancement of complex commercial, planning and delivery considerations associated with one of Sydney’s most significant transport-oriented development opportunities.

The redevelopment of the Sydney Convention, Exhibition and Entertainment Centre represented a landmark $2.5 billion public-private partnership brownfield transformation, delivering a new world-class entertainment and convention precinct integrated with hotel, residential, commercial and retail development. The project involved the complete renewal and activation of a significant waterfront precinct, combining major civic infrastructure with a highly complex mixed-use urban development outcome. Acting on behalf of Infrastructure NSW, involvement spanned the full transaction lifecycle from Expression of Interest (EoI) submissions through to financial close and into development. The role encompassed transaction management responsibilities in procuring the successful consortium for what was considered one of the most complex PPP projects undertaken in Australia at the time. This included the development and implementation of a fully integrated and interactive tendering process designed to manage the significant commercial, technical, stakeholder and delivery interfaces associated with the precinct-wide redevelopment.

The redevelopment of Roma Street Station formed a critical component of the broader Cross River Rail initiative, focused on transforming one of Brisbane’s most significant transport hubs into an integrated, future-ready civic and commercial precinct. The engagement involved the development of the business case for the station redevelopment, including the assessment of delivery and procurement pathways capable of supporting the project’s operational, commercial and urban renewal objectives. Acting as a strategic advisor to the business case team on behalf of the Cross River Rail Delivery Authority, involvement included providing specialist input into procurement methodologies, commercial structures and delivery models to support informed decision-making for this complex, city-shaping infrastructure opportunity.

The Social and Affordable Housing Fund Tranche 1 initiative involved the delivery of approximately 3,200 new dwellings across New South Wales through five PPP-style, service-based contracts with Community Housing Providers. The program represented a significant shift in the long-term delivery and management of social and affordable housing infrastructure, requiring the implementation of sophisticated commercial and operational management frameworks. Engagement involved advising the Family and Community Services NSW on the contract management structures, governance changes and supporting tools required to effectively administer the newly executed agreements. The role included reviewing and refining the payment mechanism and KPI regime, developing operational processes, providing change management recommendations, and overseeing the implementation of associated systems and organisational changes necessary to support ongoing contract administration and performance management.

The engagement involved a comprehensive review of the asset management framework governing 2,026 public primary, secondary and specialist schools across New South Wales on behalf of School Infrastructure NSW. The review examined the effectiveness, consistency and operational performance of asset management practices across one of Australia’s largest and most diverse education property portfolios. The scope of involvement included leading a structured stakeholder engagement process with school principals and key operational representatives to assess existing asset management challenges, priorities and opportunities for improvement. Detailed analysis of the findings informed the preparation of a comprehensive report and strategic recommendations presented to the executive team, supporting future improvements in asset planning, maintenance, governance and long-term portfolio management.

The Adelaide Metropolitan New Technology Bus Purchase initiative involved the procurement of approximately 400 next-generation buses to support the modernisation and future sustainability of Adelaide’s public transport network. The program focused on the introduction of new vehicle technologies and enhanced operational performance outcomes aligned with evolving transport and environmental objectives. Acting as Technical Procurement Advisor, involvement included leading the development and coordinated review of the technical specifications, supply and support requirements, and returnable schedules associated with the procurement process. The role also encompassed the development of the commercial incentive framework, including Key Result Areas (KRAs), Key Performance Indicators (KPIs) and the associated abatement regime, supporting the establishment of a robust performance-based commercial structure designed to incentivise operational reliability, fleet performance and long-term service outcomes.

The Greenfield component of the Sydney Metro City and Southwest project represented one of Australia’s most significant rail infrastructure delivery programs, incorporating major tunnelling, rail systems and station infrastructure works across a complex urban environment. The engagement involved the Independent Certification of the Greenfield works, providing assurance and oversight throughout the delivery lifecycle of the project. Involvement commenced during the bid phase, including support for consortium establishment and procurement activities, and continued through into the project’s five-year delivery phase. The role included active leadership responsibilities in the management of the Independent Certifier consortium, with particular focus on the OTS2 and station components, coordinating technical, commercial and stakeholder interfaces while supporting compliance, certification and delivery assurance across this highly complex transport infrastructure program.

The Regional Rail Project involved the delivery of a major rolling stock and maintenance depot program designed to support the expansion and modernisation of regional rail services across New South Wales. Engagement on the project commenced during the bid phase, providing specialist support to the Momentum Trains consortium through technical due diligence and lender advisory services associated with the project financing process. Acting in the capacity of Lenders Technical Advisor on behalf of the project financiers, the role involved assessment of delivery risks, technical compliance, project interfaces and commercial considerations supporting financial close. Following procurement, the engagement transitioned into the ongoing Financier’s Certifier role, providing continued strategic input to the consortium and maintaining close engagement with financier representatives throughout project delivery to support oversight, compliance and performance assurance.

The Department of Transport and Main Roads Intelligent Transport Systems Lifecycle Framework initiative formed part of the broader ITSLife program, focused on establishing a robust and integrated framework for the management, operation and optimisation of transport technology assets across Queensland’s road network. The engagement involved providing strategic asset management and engineering framework advisory services to support the effective implementation of technologies aligned with TMR’s operational and service delivery objectives. The framework was developed through a comprehensive review process incorporating existing technical and operational documentation, detailed stakeholder engagement across multiple areas of TMR, and collaboration with a senior advisory team drawing on both Australian and international best practice experience. The resulting framework supported improved lifecycle management, governance, operational consistency and long-term performance outcomes for critical intelligent transport systems infrastructure.

The Townsville Eastern Access Rail Corridor Freight initiative involved the development of a strategic business case to support enhanced freight connectivity and long-term transport capacity outcomes for the Townsville region. Undertaken on behalf of Building Queensland, the engagement focused on providing an independent peer review of the business case, with particular emphasis on the technical and engineering components developed by Building Queensland’s specialist advisors. Acting in the role of Case Lead Peer Reviewer, involvement included the independent assessment of the engineering methodology, technical assumptions, project development approach and supporting analysis to ensure the robustness, accuracy and overall integrity of the business case documentation supporting this significant freight infrastructure initiative.

The Parramatta Light Rail project involved the delivery of a 12-kilometre light rail network connecting Westmead to Carlingford via the Parramatta CBD and Camellia, supporting the transformation of Greater Parramatta into a key economic and transport hub for Western Sydney. Engagement on behalf of the Great River City Light Rail consortium members included bid-side advisory support during the development phase of the project, with responsibilities spanning project planning, interface management and technical coordination across multiple delivery streams. The role incorporated acting as Interim Interface Director during the bid phase, supporting the management of complex stakeholder, systems and construction interfaces associated with the integrated transport corridor. Toward the completion of the development phase, involvement expanded to include Testing and Commissioning and Completions and Handover reviews, together with specialist support relating to stray current management and track engineering, contributing to delivery assurance and operational readiness outcomes for this significant urban rail infrastructure project.

The Transport for NSW Bus Specification Strategic Review formed part of the broader Panel 5 bus procurement program and ongoing bus reform initiatives, including the transition toward zero-emission fleets and the integration of emerging transport technologies. The engagement involved providing specialist technical fleet advisory services to support the assessment of proposed changes to vehicle fire performance standards within the evolving procurement framework. Acting on behalf of Volvo Group Australia, the role focused on undertaking a strategic review of the proposed transition from conventional bus fire performance standards to fire performance requirements more closely aligned with rolling stock and rail-sector standards. The engagement included technical assessment, strategic analysis and advisory support relating to compliance implications, operational impacts and broader fleet integration considerations associated with the adoption of new safety and technology standards across future public transport fleets.