Senior commercial, contracts and procurement capability for NSW and Australian civil construction, asset-intensive infrastructure, utilities, energy and government delivery — engaged where opening permanent headcount is too slow, too costly, or the wrong shape for the work. Based Sydney. GC21 · AS 4000 series · NEC4 ECC / AC / TSC.
Eight service lines, all delivered hands-on by a senior commercial operator. No layers, no junior delegation, no advisory deck without execution.
Embedded delivery alongside Project Managers and Project Directors across civil, infrastructure, and capital-project environments. Cost, scope, change, risk, and commercial reporting through the project lifecycle. Pre-award to mobilisation, delivery, and close-out — clean handover between procurement decisions and live project controls. PM-side support, not arm's-length advisory.
GC21 Edition 2 / AS 4000 / AS 4902 / AS 4905. Variations, extensions of time, payment claims and schedules, head-contract to subcontract flow-down, obligations tracking, defects and close-out. Collaborative delivery disciplines aligned with NEC4 ECC operating principles — early warning, structured change governance, programme discipline.
Enterprise procurement strategy. Civil works and infrastructure procurement — contractor, subcontractor, scope, pricing, and delivery-risk review. Bid and tender support — package strategy, long-lead and specialist supply identification, returnables, clarifications, departures, evaluation, and award recommendation. Category allocation models — centrally managed versus business-unit led. Category strategy maturity, supply chain segmentation, demand management, and value delivery against transparent baselines.
Source-to-pay process mapping and re-engineering. Target operating model design and procurement transformation. ERP / P2P platform selection and implementation. Workflow automation and AI augmentation against leading-practice benchmarks.
Supplier segmentation, performance scorecards, contract coverage at Tier 1 and Tier 2, preferred supplier catalogues, and renewal pipeline discipline. Long-term partnerships balanced with active compliance, ESG and modern-slavery due diligence, and dispute prevention.
Independent should-cost review, schedule-of-rates validation, challenge to provisional sums and risk allowances, contingency discipline. Total-cost-of-ownership modelling, spend analytics, and market benchmarking. Pre-investment and in-flight programme assurance.
Risk-allocation matrix, payment and performance mechanism, lifecycle obligations, evaluation framework, market sounding. 25-year transaction structuring under Treasury and ministerial oversight done before.
Decision rights, RACI / RAPID, delegations of authority, KPI and incentive design. Commercial registers, obligations and risk-register architecture, board-grade decision packs. Probity, audit trails, and value-for-money discipline through the procurement lifecycle. The governance artefacts delivery teams actually use.
Five forms. Day-rate, fixed-fee, or retainer — sized to the work. No long sales cycle. Direct engagement, no agency layer.
Backfill a senior commercial seat — Commercial Manager, Contracts Manager, Senior Procurement — typically 3–9 months.
Project-side commercial delivery for a defined window. Site / office split where the project warrants.
Ongoing senior commercial counsel without headcount — board, executive, or project-director-level support.
Discrete contract, procurement, or claims package — scoped, fixed-fee, with defined deliverables.
Independent review of a programme already in flight — risk, cost, contract, and governance assessment.
The commercial discipline travels. Thirty years across heavy industry, regulated manufacturing, government delivery, capital infrastructure, and energy — applied to whichever asset class is in front of the sponsor.
The standards, contract forms, and procurement frameworks that bind the work — day-to-day reference texts, not a wall of logos.
Four markers of altitude. Detailed credentials and case studies available on request or in the capability statement.
Commercial workstream lead for a first-of-kind $1.5B Social Housing Public-Private Partnership. Risk-allocation matrix, payment and performance mechanism, lifecycle obligations, evaluation framework, market sounding. 25-year contracts under Treasury and ministerial oversight.
Embedded commercial lead across a Social Housing capital programme — 8–12 Tier 1 projects above $50M each plus Tier 2 / 3 balance, ~55 concurrent works. $85M directly procured; material realised savings through should-cost review, schedule-of-rates validation, and variation control.
GSK global procurement transformation across UK, India and SE Asia. US$50M+ direct category spend reengineered at 15% cost reduction under GMP / ISO. Legacy product and manufacturing transition programmes; supplier de-risking for revenue-critical lines.
Six sectors, four continents. Civil construction, energy, government, regulated manufacturing, industrial operations, capital markets. The discipline is the constant — the asset class varies project to project.
Senior sponsors with direct authority to engage outside headcount — when the work is bounded, the timing is short, or the right hire isn't available at the right altitude.
The pitch is simple: you would otherwise open a permanent role at $200–300k base for this. Engage the same capability on a defined window with no on-cost, no benefits liability, and no termination friction.
Initial conversation is a 20-minute call to scope the work and confirm fit. Capability statement and selected case studies available on request — typically within the same day.
Request via the form — mention capability statement in your message and we'll attach the PDF in the reply.
Within 24 hours, weekdays. Urgent matters by phone.