Banking, healthcare, public sector, manufacturing, retail and more — the discipline transfers, because a defensible decision is a defensible decision in any regulated environment.
Sector experience
Most of our work falls into six sectors. The sectors are not silos — a banking engagement often turns on insurance regulatory questions, a healthcare engagement often turns on public-sector procurement rules — but they are useful shorthand for the regulatory environment, the typical stakeholder map, and the kinds of decisions that the executive team usually faces.
What is consistent across all six is the discipline: independent advice, fixed-fee engagement, senior practitioners, and a deliverable the board can defend. The differences are in the regulatory constraints, the decision cadence, and the kind of evidence the executive team needs in front of them before they are prepared to commit.
Where we work
The Australian banking sector operates under a regulatory regime that has tightened substantially over the last decade. APRA's CPS 230 operational risk standard, the updated CPS 234 information security standard, and the renewed focus on operational resilience have all raised the bar for technology governance. We work with mid-tier and regional banks on core platform modernisation, regulatory readiness, and operational resilience programmes.
Healthcare technology is operationally critical and clinically consequential. The decisions made in IT affect patient outcomes directly, and the regulatory environment — My Health Records, state health information privacy regimes, clinical safety standards — adds weight to every architectural choice. We work with health services on clinical system integration, EMR strategy and capital funding submissions.
Public-sector technology programmes operate under different rules from private-sector ones. Procurement is governed by state procurement frameworks, programme assurance is often expected to include an independent review, and political accountability adds an additional dimension to the consequences of failure. We work with public-sector clients on programme assurance, procurement support, and governance reviews.
Manufacturing technology has two distinct domains that need to coexist: the corporate IT estate and the operational technology (OT) estate. The boundary between the two is where most security incidents originate, and where most modernisation efforts fail. We work with manufacturing groups on cloud migration, OT/IT boundary management and operational resilience.
Retail technology has changed more in the last five years than in the previous fifteen. Customer expectations are now set by global platforms, and the operational bar is unforgiving. We work with retailers on omnichannel strategy, platform modernisation, and the integration work that makes the customer experience coherent across physical and digital channels.
The Australian insurance market is dominated by a handful of large groups, but the mid-tier is large, diverse and operating under significant regulatory scrutiny. APRA's CPS 230 standard applies to insurers as well as banks, and outsourcing governance has been a particular focus of recent regulatory attention. We work with insurers on outsourcing governance, vendor consolidation, and claims technology modernisation.
What is consistent
No commissions, no referral fees, no implementation bonuses. The advice is the advice the board needs.
The person you meet in the first conversation is the person who does the work.
Every engagement has a written deliverable, a price and a date.
The board can read our engagement letter and our work product and know what evidence the conclusion rests on.
Do not see your sector?
If your sector is not listed above, please get in touch. The list reflects where we have done the most work, not where we are prepared to work.
Get in touch