Typical Assignments

Strategy, Commercial & Stakeholder Alignment

When direction is clear but execution is not

• Resetting strategy so it holds up commercially. Pressure test strategy against market reality, funding requirements and delivery constraints, so it reads as credible and investable rather than aspirational.
• Aligning boards, management, investors and partners around a shared view of priorities, risk and pace, reducing the friction that comes from different parties pulling in different directions.
• Resolving unclear risk ownership, misaligned incentives and stalled decision making, so accountability is clear and decisions move at the speed the business needs.

Investment Readiness, Transactions & Partnerships

When capital or strategic partners are required

• Preparing businesses and projects for equity or debt raises, sharpening the narrative, financials and governance so they stand up to investor and lender scrutiny.
• Structuring capital, offtake and partnership arrangements that protect long term value, not just get a deal done, balancing near term funding needs against future flexibility and control.
• Providing board level leadership through capital events and transactions, from origination through to close, so momentum is maintained and value isn’t eroded during execution.

Project Development, FID & Delivery Reset

When projects stall or risk increases

• Providing executive leadership through development, Final Investment Decision and early delivery, keeping projects on track through the phases where most value is won or lost.
• Navigating feedstock, offtake, regulatory and supply chain complexity, turning tangled dependencies into a workable path forward.
• Stabilising projects under time, cost or confidence pressure, rebuilding a credible plan and restoring stakeholder confidence when a project has gone off track.

Commercialisation & Scale-Up

When technology is proven but growth is uncertain

• Leading the transition from R&D or pilot to commercial operations, translating technical proof points into a repeatable, revenue generating business.
• Designing go to market strategies and partner models that fit the technology, the customer base and the capital available, rather than defaulting to a generic playbook.
• Establishing early revenue, distribution channels and strategic alliances that give the business its first real commercial traction.

Energy Transition & Operational Transformation

When decarbonisation and performance must deliver real economics

• Providing commercial leadership across renewables, storage, fuels and green materials, ensuring transition initiatives are financially sound, not just directionally right.
• Integrating decarbonisation into core business strategy so it strengthens the commercial model instead of sitting alongside it as a separate initiative.
• Leading digital, automation and operational efficiency initiatives that improve margin and resilience, converting transformation efforts into measurable performance gains.