Twenty years of senior finance, commercial and operational leadership across the industrial economy — major Australian listed groups, privately owned industrial businesses, major capital programmes and FTSE 100 group finance. Decisions made from inside operating businesses, not described from outside them.
Where the experience runs deepest
Enterprise Performance
- Margin, cash and working-capital improvement — cash conversion, working-capital ownership and liquidity rhythm in capital-intensive businesses, alongside the pricing and contract disciplines that hold margin through delivery.
- Asset productivity and growth capacity — utilisation, capacity and capital productivity in asset-heavy operations, including the turnaround of underperforming operating assets and the release of capacity that was then sold — operating improvement converted into revenue growth without equivalent incremental investment.
- Operating model and organisational productivity — structure, decision rights, reporting and management information rebuilt to decision-grade in multi-entity groups.
- Technology and operating-model investment — the business case, investment economics and operating leverage behind reporting, data and operating-platform investment.
Commercial Finance
- Commercial performance and contract economics — pricing and tender architecture, customer and contract economics, escalation and risk allocation, and the renewal positions built on reconciled cost history.
- Project and tender economics — bid governance, cost-to-complete, project cash flow and independent challenge of the numbers projects are approved on, including tender review at scale in power infrastructure.
- Strategic planning, capital allocation and investment cases — investment appraisal, capital-allocation frameworks and the modelling behind funding decisions, including growth financing executed in a capital-intensive power-generation business.
- Major capital programmes — cash, drawdown and investment governance on some of the largest energy and infrastructure programmes in Australia and the United Kingdom.
- Board-level strategic finance — group cash and liquidity planning, five-year planning, forecasting and investor-facing analysis at FTSE 100 group scale.
Corporate Development
- Growth strategy, acquisitions and transaction support — financial strategy, valuation and modelling behind an acquisition-led growth programme; acquisition screening and assessment; deal modelling; governance and Board advisory; and the financial integration of acquired businesses.
- Ownership transition and transaction readiness — vendor due diligence, service-agreement review and commercial audit through a major infrastructure ownership sale; defensible earnings analysis; and the value-impacting risks a buyer or lender will price.
Detailed engagement evidence — scale, role and quantified outcomes — is set out in the Graham Montrose Capability Statement.