What I do

Ideally, I’d prefer not to describe what I do and don’t do because infrastructure is complex, dynamic and (in my view) calls for an open-minded and flexible approach. Many of the challenges I’ve helped with have been unique.

However, I have below listed some topics under four key themes that align with what I think is needed for infrastructure organisations to be successful, and that align with my experience as an infrastructure professional for the last 20+ years.

This is what I am passionate about, what I care about and how I think I can help people and organisations within the infrastructure community. But it’s all about flexibility – so please give me a call if there is something missing!

Strategy and policy advice – exploring the future

  • International case studies and research leveraging 20+ years diverse experience and networks in UK, USA and Australia, e.g. recent topics I’ve explored include the future of mobility and program delivery strategies
  • ‘Non build’ infrastructure option identification and assessment, such as regulatory and governance reform
  • Maximising the use of existing assets through digital engineering and technology innovation
  • Micro-economic reform, demand-management, pricing

Management consulting – preparing for the future

  • Infrastructure asset owner organisational development, improvement and change management
  • Transition from ‘direct delivery’ to ‘outsourcing’ and vice versa
  • Owner’s team structure for major projects and programs
  • Organisational capability development in specialist areas 1
  • Strategic asset management, alignment with ISO 55000
  • Project and program governance across the investment planning process

Business cases – investing in the future

  • Strategic Investment Mapping (SIM) – business case ‘narrative’ workshops to explore and seek alignment between strategic objectives, problems, opportunities, and options (this is my own bespoke version of ‘Investment Logic Mapping 2 – see http://www.merconsult.com.au/thoughts for more details) – I can also do a more traditional ILM if preferred
  • Detailed analysis of ‘base case’ problems and opportunities
  • Options identification and assessment using a range of techniques
  • Rapid and full Cost-Benefit-Analysis 3 
  • Stakeholder consultation, deliverability (see commercial services below) and benefits management planning

Commercial services – delivering the future

  • Project and program delivery strategy, procurement options analysis, risk allocation and contract models
  • Transaction planning, management, documentation (EOI, RFP, etc.), tender evaluation 
  • Market testing, briefings, due diligence 
  • Risk workshops, probabilistic quantified risk analysis (QRA), risk management
  • Funding and financing analysis, financial modelling 4
  • Contract formation in specialist areas 5

Footnotes

  1. Business case development training – I’ve done quite a few, and I’m happy to share what I’ve learned
  2. Victoria State Government, Department of Treasury and Finance https://www.dtf.vic.gov.au/infrastructure-investment/investment-management-standard
  3. I have undertaken and managed several detailed economic analyses but, depending on the sector, I would most likely engage a trusted partner to deliver this service
  4. I have experience in financial modelling but I would most likely engage a trusted partner to deliver this service
  5. I have extensive experience in highway maintenance and works contract models and technical requirements – there are many ways to cut this particular cake and I would be happy to help