Portfolio Operating Model
A major iron ore portfolio operated without an integrated structure across scheduling, reporting, and assurance. We redesigned the operating architecture, creating a single source of truth for capital decisions across more than $11 billion in committed and pipeline investment.
Closure Liability Governance
Mine closure liabilities exceeding $5 billion across multiple Pilbara assets sat without coherent governance, carrying material reputational and financial exposure. We established the steering committee that brought decision rights, risk appetite, and long-term liability provisioning into board-level oversight.
Investment Acceleration
A $3.1 billion iron ore investment was carrying timeline risk and study cost escalation. Independent due diligence brought the timeline forward by more than 18 months and avoided approximately $15 million in study costs.
Joint Venture and Co-management
A $2.7 billion iron ore joint venture between a Tier 1 Australian miner and a Chinese steel partner required partnership architecture built to hold across decades. We established Australia's first nationally recognised co-management framework with Traditional Owners, embedded inside the governance of the joint venture.
Investment Decision Refresh
A $2.1 billion iron ore development needed a single decision architecture connecting strategic, capital, and Traditional Owner considerations before final investment decision. The framework compressed engagement timelines and de-risked the investment and was furtehr used across the portfolio.
Brownfield Capital Case
One of the largest brownfield mining developments in Australia in the past decade required capital governance and Traditional Owner engagement architecture from feasibility through FID. We shaped the foundations on which the development entered execution.
Regional Water and Closure Strategy
Major Pilbara operations required a long-term strategic architecture integrating environmental obligation, community engagement, and closure liability. The framework we shaped moved environmental obligation from a parallel exercise to a governed input to capital decisions.
Workplace Conduct Reform
A Tier 1 Australian miner required significant cultural reform addressing discrimination and harassment across its Australian operations. The reform streams we led became foundational to the company's broader cultural transformation, and has created lasting impact on the industry across Australia.
