Merger and acquisition execution PUSH > MOMENTUM > DRIVE

Recent transactions & projects

Transaction/Project Industry Challenge Activities AU$
Transurban (NSW) Tolling System Migration Program (2013) Transport/Infrastructure Develop Business Case and Implementation Plan against complex stakeholder and regulatory requirements
  • Project Directorship
  • Facilitate Steering Committee meetings
  • Development of Business Case and Implementation Plan
  • Mitigation of Key deployment, stakeholder and regulatory risks
$50Milliion (approximated as per confidentiality)
Westlink M7/Roam platform upgrade program (2012) Transport/Infrastructure Successfully deliver urgently required platform uplift for obsolete core business systems within tight time and cost constraints.
  • Management of the Steering Committee process
  • End to end Program Management Responsibility
  • Management of stakeholder groups
$2Million (approximated as per confidentiality)
Transformation of UniSuper's Defined Benefit Division (2012) Superannuation Construct program team and mobilise diverse stakeholders whilst maintaining strict confidentiality
  • Management of the Steering Committee process
  • Assessment and mitigation of transformation risks
  • Development of Communication Plans
  • Establishment of program office
$32Billion FUM
Deployment of a new Core business Tolling and Customer Billing and Management solution for Citylink (2011)


Turnaround of a troubled major Business Transformation project and successfully deliver the new core business solution into production against waning organisational confidence
  • Assessed health and status of the GLIDe project and developed, then executed the remediation plan.
  • Facilitated Project Control Group Meetings
  • Facilitated Steering Committee Meetings
  • Chaired Working Group Meetings
  • Program Management of entire project team activities and deliverables
  • Directed Project Management Office
$150M+ (approximated as per confidentiality)
Merger of Australian Unity & Big sky Credit Union (2010) Financial Services Management of transaction and integration team activities.
  • Chaired Transaction Team Meetings
  • Coordination of merger team activities
  • Development and execution of transaction and business integration plan.
$650 Million Gross Assets
Westpac Balance Sheet Transformation Program (2010) Financial Services Implementing a new term liquidity premium methodology to entire Westpac Group
  • Program Management Responsibility
  • Established program office
  • Chaired Steering Committee & Working Group meetings.
$10Mil (approx project spend)
Merger of Australian Unity and Lifeplan Funds Management (2009) Financial Services Coordinating transaction team activities whilst managing the complex risks inherent in merging two mutual organisations
  • Chaired Transaction Team Meetings
  • Assessment and mitigation of transaction risks
  • Coordination of transaction team activities
  • Development and execution of business integration plan
$7Billion FUM
Merger of Westpac and St.George (2008) awarded "Best M&A Deal" for 2008 by FinanceAsia Magazine Financial Services Coordinate deal activities across multiple stakeholders whilst maintaining strict confidentiality
  • Management of the Steering Committee process
  • Coordination of all deal team tasks
  • Coordination of due diligence
  • Maintenance of timetable momentum
  • Prioritisation of key decisions through the correct forums
Value $12 billion

Transaction costs $50 million
Merger of Hastings Funds Management and Westpac Specialised Capital Group (2008) Financial Services Organisational restructure and integration of two highly specialised businesses
  • Management of the Steering Committee process
  • Development and execution of the integration plan
BT Investment Management IPO (2007) Financial Services Complete the financial sections of the prospectus within tight timeframes
  • Chair of the Finance Stream Steering Committee
  • Coordination of due diligence
  • Coordination of the prospectus drafting and verification
Value $800 million

Transaction costs $15 million
Purchase of Rams by Westpac (2007) Financial Services Prepare finance for Day 1 within a short timeframe
  • Chair of the Finance Stream Steering Committee.
  • Development and execution of the transition plan
  • Issue resolution
Merger of Australian Unity and Grand United Corporate Funds (2007) Health Insurance Major functional changes to core systems and processes
  • Merged Corporate Health funds
  • Chair of the Steering Committee
  • Management of the Vendor relationship
  • Coordination of Project Work Streams
  • Development and execution of the integration plan
Project spend
$8 million
Sale of Australian Unity’s General Insurance business to Calliden Group (2007) Financial Services Completed deal with limited HR involvement
  • Negotiate Transitional Services Agreement
  • Negotiate Employee Offer letter (100% offer acceptance, same T&C's)
  • Development of Communication Plan
Value $62.5 million
Transition of Westpac's Custody Business to HSBC (2007) Financial Services Maximise Earnout
  • Developed and executed a joint transition plan with HSBC
  • Established a joint Governance framework for the transition program
  • Ensured Westpac's compliance with contractual sale obligations
Value $150 million
Sale of Westpac's Custody Business to HSBC (2006) Financial Services Drive the process to an unpredictable end date
  • Coordinated the deal team activities
  • Turn around of queries by purchaser
  • Negotiated Transitional Services Agreement
  • Development and execution of sale communication plan
  • Completion of residual tasks
Value $150 million
Merger of Australian Unity and Grand United Retail Funds (2005) Health Insurance Turn anger and uncertainty into active participation
  • Merged the Retail Health Funds (180,000 members)
  • Established program office
  • Team leadership (8 work streams)
  • Chaired Steering Committee
  • Dispute resolution
Combined turnover $500 million

Project spend
$7.5 million
Disaggregation of Epic Energy between Hastings Funds Management and DUET/Alcoa/Alinta (2004) Oil and Gas Separate the business between two competing consortia
  • Chaired Steering Committee
  • Duplicated systems, processes and procedures
  • Team leadership/relationship management
  • Issue resolution and reporting
  • Change management
Pipeline assets
$1.7 billion and $800 million

Project spend
$2.5 million
Purchase of Delhi Petroleum by Australian Petroleum Investments and Transition out of ExxonMobil (2004) Oil and Gas Negotiate a Transitional Services Agreement allowing sufficient time for knowledge transfer
  • Chaired Steering Committee
  • Documented core business activities
  • Negotiated Transitional Services Agreement
  • Developed transition strategy
  • Migrated business from Melbourne to Sydney
$300 millon

Project spend
$2.5 Million
Sale of AGC from Westpac to GE Capital (2003) Financial Services Migrate the equipment finance book
($5 billion) from AGC to Westpac in four months
  • Migrated business groups to GE
  • Separated the equipment finance book ($5 billion)
  • Completed internal requirements critical to deal negotiation
  • Terms and conditions of sale agreement executed
  • Facilitated workshops between the vendor and purchaser
Transaction value $1.7 billion

Project spend
>$20 million
Purchase of Hastings Funds Management by Westpac (2003) Funds Management "Light touch" required to integrate a small company of 30 employees into Westpac
  • Executed conditions precedent
  • Integrated into Westpac as required
  • Developed and delivered a communication plan
  • Point of reference for all parties
Transaction value $100 million