Results that speak
for themselves.

Challenge

A leading energy producer needed to build consistent decision-making capability across its engineering and operations teams. Leadership approaches varied significantly between divisions, creating misalignment and inefficiency in how strategic decisions were made and executed during a period of major capital project delivery.

Approach

Deployed the full StratDo® DEFINE → DECIDE → DIRECT framework across the organisation, training leaders at multiple levels. Embedded structured planning, communication processes and the StratDo® tools into daily operations, not as a workshop exercise, but as the way work gets done.

Challenge

A multibillion-dollar LNG project required integration of the latest data, digital, and IT capabilities into its planning and execution framework. Traditional approaches were too slow and siloed for the project's scale and complexity.

Approach

Applied the StratDo® structured consulting approach to integrate best practice planning across all workstreams. Combined advanced analytics with deep operational expertise to build a unified planning architecture that connected data, digital, and IT with engineering execution.

Challenge

A global mining equipment manufacturer lacked a data-driven approach to customer segmentation. Sales and service strategies were applied uniformly across vastly different customer types, missing opportunities to differentiate value delivery and prioritise high-value accounts.

Approach

Developed advanced analytics models to segment customers based on purchasing behaviour, service utilisation, lifetime value, and strategic importance. Created actionable segmentation that directly informed sales, service, and product strategies across regions. Delivered through Rekon's partnership with Wolfram for computational modelling.

Challenge

A national equipment hire company needed to optimise its store and depot footprint. Decisions about locations, closures, and capital investment were being made without rigorous analytical support, leading to suboptimal capital allocation and network overlap.

Approach

Used advanced analytics and computational models (in partnership with Wolfram) to analyse customer demographics, market coverage, competitive positioning, and financial performance across the entire network. Identified opportunities for consolidation, strategic expansion, and capital reallocation.

Challenge

A leading waste management company's executive team was navigating rapid growth and competing strategic priorities following significant acquisition activity. Decision-making lacked consistency, and the leadership team needed a structured approach to align on direction and execute at pace.

Approach

Deployed the StratDo® approach across the executive team, facilitating intensive strategy workshops to build alignment on priorities. Equipped leaders with practical decision-making tools they could use independently, embedding the DEFINE → DECIDE → DIRECT framework into the leadership operating rhythm.

Challenge

A major metropolitan hospital group needed to rapidly adapt its operations centre during the COVID-19 pandemic. Decision-making speed was critical, but the organisation lacked a structured framework for crisis leadership. Traditional management approaches were too slow for the pace of change.

Approach

Embedded the StratDo® approach directly into the hospital operations centre, training frontline clinical and operational leaders in the DEFINE → DECIDE → DIRECT framework adapted for crisis environments. Built real-time planning and communication capability that could operate under extreme time pressure.

Challenge

A large private hospital network's integrated facility and asset management operations faced pressure to maintain strategic alignment and cultural cohesion across diverse operational teams. Rapid expansion and evolving service models were creating inconsistency in how leaders made decisions and communicated priorities.

Approach

Applied the StratDo® framework to support strategic and cultural alignment across the organisation. Facilitated structured leadership workshops and implemented planning and communication processes to build a unified leadership culture across dispersed teams.

Challenge

A national wealth advisory firm needed to drive complex organisational change across multiple business units and advisory practices. Previous change initiatives had stalled due to stakeholder resistance, competing agendas, and a lack of structured execution capability.

Approach

Deployed the StratDo® methodology combined with targeted leadership development to build change capability across the organisation. Used the structured DECIDE™ framework to align stakeholders and create shared ownership of the transformation agenda, with clear accountabilities and milestones.

Challenge

A national pharmacy franchise network operating across hundreds of locations in a complex and highly regulated industry needed to align strategic direction across franchisees, corporate leadership, and clinical operations. Competing stakeholder interests were slowing decision-making and creating strategic drift.

Approach

Facilitated StratDo® strategy workshops to build alignment across diverse stakeholder groups. Applied structured decision-making to navigate the competing interests of franchise operations, corporate strategy, and clinical governance. Built a unified execution roadmap owned by all stakeholders.

Challenge

A national pharmacy network needed an objective, data-driven assessment of organisational health and leadership effectiveness across its network. Internal assessments had produced inconclusive results and lacked the analytical rigour needed for actionable recommendations.

Approach

Deployed a comprehensive 360° organisational survey combined with AI-powered analysis (using Wolfram computational tools) and experienced human interpretation. Identified performance drivers, cultural blockers, and leadership development priorities with statistical rigour.

Challenge

A major defence contractor needed to build leadership capability for managers operating in high-stakes, complex project delivery environments where decisions have significant cost and safety implications. Existing leadership training was too generic for the defence context.

Approach

Delivered tailored StratDo® leadership programmes calibrated for the defence and infrastructure sector. Combined structured decision-making frameworks with scenario-based exercises drawn from real operational challenges. Trained leaders at multiple levels in the DEFINE → DECIDE → DIRECT methodology.

Challenge

A global technology company's regional leadership team needed a structured approach to strategic planning and decision-making that could operate at the pace of a fast-moving technology company while maintaining rigour and accountability across a complex matrix organisation.

Approach

Deployed StratDo® workshops tailored for the technology sector, equipping leaders with structured decision-making frameworks that integrate with agile operating models. Facilitated strategic planning sessions that connected regional priorities with global strategic direction.