Derek Thomson

GAICD

Experienced Executive & Director

Commercial and strategic executive with more than 25 years’ experience leading growth, investment readiness, capital structuring, and project development across the clean energy, alternative fuels, digital operations, and broader industrial sectors. Available for on-demand executive assignments, including interim, fractional, and special situation leadership roles.

Career spans CEO, Director, and Advisory positions, with a proven track record of translating technology and strategic vision into commercially viable outcomes, preparing organisations for capital investment, and guiding complex projects from concept through to execution and delivery.

Through this experience, I have observed that many organisations possess strong technical capability or clear strategic ambition, but lack integrated commercial leadership capable of aligning strategy, capital, partnerships, and execution.

This is where I deliver the greatest value, providing the commercial structure, investor alignment, and disciplined execution required to move opportunities from potential to realised outcomes.

Bach. Business (Finance)
M.B.A

Core Expertise

Strategic & Commercial Alignment:

Proven ability to define strategy, align stakeholders, and structure high-value commercial models for emerging technology, energy, and industrial businesses.

Energy & Decarbonisation:

Sector leadership roles across bioenergy, BESS, solar, wind, green materials, and alternative fuels. Strong understanding of supply chains, feedstock strategy, offtake structuring, regulatory frameworks and industry economics.

Investment Readiness & Capital Structuring:

Led multiple capital raises, including $30M for ASX-listed AnteoTech, and currently support green steel, low carbon liquid fuel and solar / battery businesses to prepare for equity and debt-based transactions.

Commercialisation & Go-to-Market:

Successfully commercialised advanced technologies, including rapid diagnostics and Li-ion battery materials, securing global distribution networks and major industry partnerships.

Project Development & Delivery:

Deep experience developing and delivering projects across bioenergy, low-carbon fuels, batteries, digital rail systems, automation, mining, and industrial optimisation.

Data, Digital & O&M Transformation:

Led major digital and automation initiatives for mining, transport, utilities and energy companies.

Experience

Director – Clean Energy | InterFinancial / Clairfield (2024–Present)
Leader of clean energy and decarbonisation advisory for Australia and global leadership for Clairfield International across renewables, storage and emerging technologies. Originated and executed transaction mandates in low-carbon fuels including strategic and investment readiness prepartion for over $150m in capital.

Chief Executive Officer | AnteoTech Limited (ASX:ADO) (2019–2022)
Led transformation from R&D to global commercial operations. Launched European diagnostics platform, commercialised lithium-ion battery technology, raised $30m, and delivered a 10x+ increase in market capitalisation (35x peak from commencement).

Non-Executive Director | Help Enterprises (2018–2025)
Board director of a $50m+ purpose-led organisation, contributing to governance, risk and strategy.

Director – Digital Transport | ATI Solutions Group (2015–2019)
Established east coast operations, achieving >100% revenue growth, creating a transport practice and securing anchor clients including ARTC, Metro Trains Melbourne and BHP.

Senior Advisory & Sector Leadership | RISC, KPMG, IBM
Led market expansion, capital-led advisory and large-scale transformation across energy, resources, utilities and infrastructure, delivering 150%+ revenue growth, $6m+ first-year revenues, and multiple $5m+ engagements.

Earlier Career
Commercial and finance leadership roles at Oracle, Capgemini Ernst & Young, Telstra, and CFO of Time Inc. South Pacific ($150m business).

Typical Assignments

Strategy, Commercial & Stakeholder Alignment

When direction is clear but execution is not

  • Resetting strategy so it is commercially credible and investable.
  • Aligning boards, management, investors and partners.
  • Resolving risk ownership, incentives and decision bottlenecks.

Capital Readiness, Transactions & Partnerships

When capital or strategic partners are required

  • Preparing businesses and projects for equity or debt raises.
  • Structuring capital, offtake and partnerships to support long-term value.
  • Board-level leadership through capital events and transactions.

Project Development, FID & Delivery Reset

When projects stall or risk increases

  • Executive leadership through development, FID and early delivery.
  • Navigating feedstock, offtake, regulatory and supply-chain complexity.
  • Stabilising projects under time, cost or confidence pressure.

Commercialisation & Scale-Up

When technology is proven but growth is uncertain

  • Transitioning from R&D or pilot to commercial operations.
  • Designing go-to-market strategies and partner models.
  • Establishing early revenue, distribution and strategic alliances.

Energy Transition & Operational Transformation

When decarbonisation and performance must deliver real economics

  • Commercial leadership across renewables, storage, fuels and green materials.
  • Integrating decarbonisation into core business strategy.
  • Leading digital, automation and operational efficiency initiatives.

How I Engage

Executive & Board Advisory

Best suited when: strategic decisions carry material downside risk or long-term consequences.

This model supports boards and senior executives facing high‑stakes commercial decisions, capital allocation, partnerships, market entry, or delivery risk where independent judgement and experience are required.

How I work:

  • Act as a trusted, independent commercial sounding board to the board and executive team.
  • Pressure‑test strategy, assumptions, and risk allocation.
  • Support decision‑making on capital, partnerships, and governance-sensitive issues.
  • Provide clarity where internal incentives or politics may cloud judgement.

Interim Executive Leadership

Best suited when: momentum, confidence, or continuity is at risk.

Interim roles arise during transitions, leadership change, capital events, rapid growth, or delivery stress, when experience is required immediately and the cost of delay is high.

How I work:

  • Step into senior executive roles with immediate effect.
  • Stabilise teams, priorities, and external stakeholder confidence.
  • Own critical decisions through periods of uncertainty or reset.
  • Prepare the organisation for a permanent appointment or next phase.

Objective‑Based Fractional Executive

Best suited when: a defined commercial outcome is required, but a full‑time hire is unnecessary or premature.

In this model, I operate as a senior executive with clear accountability for specific objectives across commercial, capital, or strategic delivery functions. Long‑term costs are optimised for organisational efficiency and alterations to suit changing commercial circumstances are easily executed.

How I work:

  • Take ownership of clearly defined commercial objectives.
  • Integrate with the leadership team as a functional or enterprise‑wide executive.
  • Build internal capability and decision frameworks alongside delivery.
  • Exit once objectives are achieved and capability is embedded.

Project Executive for Complex Initiatives

Best suited when: projects are large, novel, or exposed to commercial and stakeholder risk.

This model applies to major projects, capital deployment, infrastructure delivery, energy transition initiatives, or commercialisation programs where executive‑level oversight is required but not needed indefinitely.

How I work:

  • Provide executive ownership of complex projects or workstreams.
  • Align strategy, commercial structure, and delivery reality.
  • Manage interfaces between boards, investors, partners, and delivery teams.
  • De‑risk decisions at critical project milestones.

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