Rail
Two kinds of rail work are on the public record. One is multi-year delivery support for the owner and operator of a national rail freight network, across planning, performance and operational improvement. The other is a bulk-commodity supply chain, where the constraint was coordination of planning and scheduling on a shared network, not a shortage of trains.
That second engagement is written up as Making a bulk-commodity supply chain cycle faster. Participants could plan more services and hold more confidence in those plans. The contribution was recognised with a state industry productivity award in 2022.
Mining
Mining sits in the same class of problem: heavy assets, a long chain from pit to port, and plans that leave capacity unused when they cannot be relied on. The work with mining operators is throughput, cycle time, and the planning and scheduling decisions that decide how hard those assets work. Client names stay confidential, as they do across the firm.
Ports
The public record includes operational problem-solving for the operator of a major bulk export terminal, at the interface of rail, stockyard and shiploading. The work is the handoff: the train, the yard and the ship have to share one picture of what is coming, or each party plans for the delay it fears.
Logistics
Logistics operators live on the same constraint. The plan and the asset have to agree, or capacity is planned away. Bulk supply chains are the usual setting — the rail case above is one — and the capabilities are the same ones used everywhere else: supply-chain throughput, process improvement, and decision support that a leader can defend.
Beyond the assets
The same method has been used where the "asset" is a program of work rather than a fleet. A leading specialist medical college needed a sprawling body of organisational work turned into a program it could deliver. That engagement is Bringing order to a complex program of change. A specialist civil and structural engineering practice has taken targeted advisory on delivery and growth.
How the work runs
Every engagement follows think big, start small, move fast. Frame the problem and the measures. Test the riskiest assumption before the organisation commits. Keep the cycles short enough that the change sticks in the operation. Teams that want to practise the sequence can start with training and coaching or the improvement toolkit.