The right work
Your team works on what your CEO and board care about most.
Every activity traces back to a priority they’ve set. Work that doesn’t connect gets questioned.
Make Corporate Affairs’ value clear.
And build a function that delivers it.
I help Heads and Directors of Corporate Affairs in mining, energy and resources connect their team’s work to business priorities, and put better ways of working into practice.
The path to this work
- GovernmentPublic policy and government
- AssociationsIndustry associations
- EnerNOCLed regulatory and government affairs
- BCG, PerthPrincipal. Strategy, operating models and implementation
- TodayFounder, Transformation Partners
What changes when you hire me.
Room to do it
Low-value work stops, with the business’s agreement.
We clear out the reports, briefings and routines nobody needs, agree it with the people who receive them, and automate what’s left with AI. Your team gets the time back for the big strategic issues.
A seat when it counts
You’re in the room when big decisions are made.
The executive team treats you as a senior executive with a view on the business.
All three come from one four-week Corporate Affairs leadership sprint. See how the sprint works
Smaller ways to start
- Corporate Affairs strategy sessionNew boss? A presentation connecting your function to the business’s commercial priorities, ready for your next leadership briefing.
- Coaching for your teamRecognised in 30: a free, 45-minute session for Corporate Affairs advisers, managers and specialists.
- The Strategic Corporate Affairs Leader cohortA 90-day programme for Heads of Corporate Affairs at ASX-listed companies. Join the waiting list.
Selected work
Making the case for the function’s value.
A 12-person public affairs team needed its executive team to see how its work contributed to the business. We changed the work, and made the contribution visible.
Read the case study- Case note
- Australian energy
- Team
- Public affairs, 12 people
What followed
- Four weeks
The team’s leader returned to the leadership group that had rejected the business case, with the changes to the team’s work.
- Six weeks
The business case was approved.
- Six months
The CFO asked the leader to present the operating model to other functional leaders.
Anonymised. Richard’s account of the engagement.
Practical thinking for the function.
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