Over 35 years of consultancy my clients ranged widely across large businesses and professional services firms, plus not-for-profit [NFP] organisations. The bulk of work was in larger organisations across the financial services, mining/industrial and services sectors. For illustration I have facilitated strategy review workshops for clients, carried out business analysis and assisted in top-team leadership development and goal-setting programs.I have managed projects in large-scale reform including major re-structuring through organisation re-design and evaluation of new roles. I have advised the Boards of major international firms on top executive role accountabilities, on setting relevant performance scorecards and linking these to performance pay and incentive design. These included business acquisitions and new business startups. I have consulted to not-for-profit clients in the education, services and charity sectors on a range of issues involving strategy and structure, plus the implementation of change. For Board Remuneration Committees I advised on CEO and executive contracts including design of innovative incentive plans in both cash and equity. I have provided expert witness opinions in litigation, including on CEO contract matters and performance pay within a hedge fund business. I also did pro-bono work including service as a director of a cancer charity organisation.

Where client projects involved remuneration matters I enjoyed working in alliance with Denis Godfrey and colleagues at GRG, a specialist executive reward and corporate governance consultancy. GRG has over 20 years success in helping Board Remuneration Committees and Boards retain the best talent and protect all stakeholder interests.

I assisted the Boards and management of two 100+ partner firms to achieve a significant re-structure of processes for partner goal-setting, contribution assessment and consequent remuneration, to link with revised market and service strategies.

Whilst now absorbed into Korn Ferry, in this period Hay Group was a large international consultancy in organisational performance, structure and leadership: I was one of 120 partners spread across 25 countries. Hay Group provided specialist services in leader/executive team development, organisation design and implementation of both executive and large-scale manager remuneration programs. During my time with Hay Group I led and developed consultant teams in various geographies and market sectors [including financial services] and acted as relationship executive for strategic clients including BHP, ANZ Bank, CBA, Westpac and Blake Dawson. Two examples of larger projects are given below. I also worked on large SE Asian projects overseas and sat on Hay Group's global valuation committee, a team that set equity values each year for 120 partners.

For this major bank I advised on remuneration levels and package composition for the top 100 executive roles over more than five years, plus managed delivery of other extensive Hay Group services. I assisted the Board on design elements of a contract extension for a successful CEO, plus the succession contract for the new CEO recruited externally. A client recommendation is included below.

Whilst at Hay Group I assisted the board of a major car manufacturer in the re-design of the organisation’s management structure over the top three levels, to create a much more accountable and market-focused organisation.

For three years I was a member of the Strategy & Marketing group within PA, operating assignments that analysed supply, demand and competitive strategies for market positioning and differentiation to create value. Clients included Citibank, Barclays and Toshiba.

After joining this large global company on their Graduate Management Program in the UK Headquarters I had a 10-year career in senior line management roles. These included 6 years overseas residency in Canada and Portugal. I needed to speak French and Portuguese respectively in my roles as one of only a small number of expatriates on site. As illustration I moved to Portugal in 1975, accountable for Business Planning & Development for a manufacturing site employing 450 people. The challenges included re-capturing export markets that had collapsed after the Portuguese Revolution of 1974. After narrowly avoiding closure, the business was re-formed, re-equipped and restored to health after 4 years.