Our Track Record

We do not ask clients to take our word for it. Here is the work.

Port of Auckland

Building Programme Governance From a Standing Start Across a NZD 400M Portfolio

100% operating model adoption across 15 transformation programmes

The Situation

Port of Auckland, New Zealand's primary infrastructure gateway, operates under significant political and public scrutiny as a Board-governed organisation. Following a 2022 leadership transition and Board-mandated governance reset, the organisation had a new CEO and Board, but no PM practice and no governance framework.

What We Did

Brought in as Strategic Portfolio Manager, established a Programme Management operating model from zero, governance structure, reporting cadence, and accountability frameworks, across all 15 ELT-overseen transformation programmes. Partnered directly with the CEO and ELT to turn portfolio complexity into Board-ready monthly decisions.

The Outcome

100% adoption of the operating model across all 15 programmes. Five high-risk projects lifted to Good or Good-Great health status. A prioritisation tool built ranking the top 40 projects by impact, risk, and sustainability. Framework retained internally after the engagement ended.

HP Asia-Pacific

ERP Transformation Across a USD 3B Business Unit

70% process harmonisation across 12+ markets

The Situation

Following the merger of HP's Print and PC business units, a USD 3B Print business was consolidated onto PC's ERP systems across Asia-Pacific, including Japan and South Pacific. Cross-business order orchestration, data lags, and inconsistent internal processes needed to be resolved to create a truly integrated new business.

What We Did

Led a 150-person global programme spanning Customer Service, Manufacturing, Planning, Procurement, Logistics, Finance, IT, and third-party providers. Harmonised 70% of end-to-end processes including Quote to Order, Order to Cash, Procure to Pay, and Business Intelligence Reporting, integrating Print onto the combined operating model.

The Outcome

Consistent, governed processes across the region. A single source of truth established, improving customer experience and enabling both business groups to leverage each other's development. The programme laid the foundation for HP's subsequent global SAP S/4 HANA transformation.

HP Asia-Pacific

Trade War Response: Protecting USD 280M in Revenue

USD 280M in revenue at risk - fully mitigated

The Situation

The 2018 US-China trade war imposed tariffs of 10-25% on Chinese-manufactured electronics, placing a significant portion of HP Asia-Pacific revenue at immediate risk. Speed of response was critical.

What We Did

Led a cross-functional taskforce to develop both short and long-term solutions simultaneously. In the short term, restructured trading entities to leverage operations outside China. In parallel, initiated the strategic groundwork for factory relocation beyond China for long-term protection.

The Outcome

USD 280M in revenue protected. Business continuity maintained throughout the tariff escalation period. Long-term structural risk substantially reduced.

Fisher & Paykel Healthcare

COVID-19 Crisis: Enabling USD 800M in Protected Revenue

Solution live in six weeks, at the peak of a 400% demand surge

The Situation

During COVID-19, US demand for Fisher & Paykel Healthcare's Hospital Treatment devices surged 400%. Customer Service teams were manually managing order allocation, a process that doubled in volume and pushed the team to 60-80 hour working weeks.

What We Did

Orchestrated and architected a Supply Allocation capability, working across technical, operational, and commercial teams simultaneously. The solution was designed, built, and implemented within six weeks.

The Outcome

Manual allocation eliminated almost immediately after go-live. Overtime disappeared. The capability underpinned USD 800M in Hospital Treatment revenue protected across the two-year COVID period.

Fisher & Paykel Healthcare

Mexico Distribution Centre: Building the Case for a USD 4M Annual Saving

Business case approved, transition directed through to go-live

The Situation

Fisher & Paykel Healthcare's US Free-Trade Zone arrangement was creating compounding problems: double-handling delays, high operational cost, and material regulatory risk to medical device inventory during COVID.

What We Did

Evaluated two strategic options, a US warehouse and a Mexico Distribution Centre, and built the case for the Mexico solution as the only option that addressed all three problems simultaneously. Directed the transition to Mexico DC with Direct-Ship capability to US domestic customers, working closely with the delivery lead through to go-live.

The Outcome

Business case approved and funded. Mexico DC transition directed through to go-live, with Direct-Ship capability to US domestic customers established. Projected annual savings of USD 4M, with regulatory risk to inventory addressed by design.