The cornerstone of the professional services from Fletcher Consultancy is strategic business partnering to grow local business via the creation of astute people strategies.

How we work with you:


Strategic Business


Whether your ambition is to strengthen and streamline your current portfolio, improve margins, offer differentiated products or services and/or invest in new markets, my role is to help you design the strategy and customise astute people solutions to enable growth.

This entails: 

  1. A review of business operations including external and internal research and analysis.

  2. Work with leaders to determine how to deliver the strategic objectives including the design of bespoke people solutions.

  3. Partner with the business to deliver, embed and review the execution of strategic goals in the organisation.

Employee Relations

Programs of work include:

  1. Review of organisational culture and engagement (survey measurement, vision and values and organisational behaviours).

  2. Policy development, interpretation and advice.

  3. Investigations and disciplinary matters.

  4. Target setting and KPI creation.

  5. Workforce planning (ensuring an organisation has the right people, in right place and right time doing the right work).

Talent Management, Development and Retention

  • Goal setting (defining individual and organisational goals)

  • Performance (job descriptions, success profiling and performance measurement)

  • Talent Management (attraction, succession planning and talent profiling)

  • Development (needs analysis, workforce planning and on the job learning including strength profiling)

  • Retention (engagement, reward, retention and internal promotion and development)


Change Management Consulting and Organisational Review

With a significant change toolkit, I will partner with you to:

  • Form the case for change.

  • Prepare a top line project plan.

  • Undertake detailed stakeholder analysis.

  • Develop a communication plan.

  • Deliver strong stakeholder engagement plans.

  • Develop a detailed integration plan.

  • Understand the key risks and mitigation strategies.

  • Document key measures of success and report accordingly.

  • Set up the appropriate steering committee and working groups with clear accountabilities.

  • Deliver the agreed objectives with a prime focus on embedding and undertake. a review to understand future opportunities and key learnings.

Growing Organisational Effectiveness

My role is to work with clients to design operating models to enable the delivery of strategic goals.

This includes optimising processes, designing KPIs and scorecards and reviewing technology.

When a business has developed a new offering, is expanding to a newgeography or is entering a new market, it is critical that the operating model of the business be well designed.

Key questions to consider include how should the function be structured? How should responsibilities be divided? How will key processes run? Is the current technology solution fit for purpose?

  1. Diagnose

    • It is important to understand hand-offs, silos, constraints, history and complexities. In addition, it is essential to consider metrics, such as span of control and number of layers of management.

  2. Design

    • In creating a high-performing business a review of KPIs should happen in partnership with organisational change as should a review of processes and systems.

  3. Development

    • In close conjunction with stakeholders develop and/or refine the processes, systems, structure and targets that will deliver against agreed benchmarks.

  4. Execution and Review

    • To support your organisation to deliver the transition with a focus on executional excellence.

    • There is a clear focus on reviewing and refining to ensure that the benefits of the program have been delivered, it is a sustainable program of work and understand any future needs.

Mergers, Acquisitions and Divestments

My expertise is to help you with the commercial due diligence for acquisitions and mergers, post-merger integration and/or divestment implementation planning and execution.

Commercial due diligence includes:

  1. Understanding the industrial environment including conditions of employment, use of an industrial instrument and review of payroll records including superannuation.

  2. Reviewing the organisational model (including non-employee resources), performance and talent management and HR practices.

  3. Understanding the learning and development culture, health and safety performance and workers compensation history.


From an integration perspective consideration includes:

  • Stakeholder mapping, management and engagement.

  • Communication planning.

  • Defining the organisation model i.e. legal entity, cost centres, contract of employment, policy governance.

  • Key steps in integrating the businesses i.e. location, systems, processes, training, remuneration, performance goals.


In reviewing a divestment:

  • Detailed workforce planning (number of people, roles, responsibilities).

  • Change and communication planning and delivery.

  • A clear vision for performance and engagement for the period of the divestment.

  • Remuneration and reward determination.

  • Health, wellbeing and safety planning and engagement.

  • Stakeholder management and communication.