ADVISORY & TRANSACTIONS CLIENTS
The Mainsheet executives, in former and current roles, have built and maintain strong advisory relationships with leading large and mid-sized public and private companies by being passionate about delivering high quality outcomes efficiently and effectively. Below is a sample of transactions and advisory engagements in which Mainsheet executives have played a leading role.
The Mainsheet executives, in former and current roles, have developed and maintained strong ongoing relationships with leading large and mid-sized public and private companies based on jointly creating thoughtful answers to critical strategic, growth and capital issues. Below is a sample of strategy and transformation engagements in which Mainsheet executives have played a leading role.
The Mainsheet executives, in former and current roles, have developed and maintained strong ongoing relationships with leading large and mid-sized public and private companies based on jointly reviewing capital structures and creating and implementing pathways to performance improvement. Below is a sample of restructuring and performance engagements in which Mainsheet executives have played a leading role.
| Client | Engagements | Counterparty |
|---|---|---|
 Aurecon | Lead advisor to Aurecon on its acquisition of Quartile One |  |
 MPC Group | Lead advisor to the founding shareholders on the 100% sale of MPC Group to Viburnum Funds and SCF Partners |  |
 Calibre | Lead advisor to Calibre Group on its $90m acquisition of Diona |  |
 SKM | Led the search and evaluation for SKM of potential international buyers and supported SKM during their sale to Jacobs |  |
 Leighton | Developed a thorough understanding of the water sector and identified and shortlisted several market entry opportunities | |
 iiNet | Corporate advisory support for IPO listing as well as customer loyalty and retention strategy | |
 Taggle | Lead Advisor on Taggle窶冱 capital raising | |
 Walter Mining | Deal strategy, commercial due diligence, valuation and transaction support on Helmsman Capital窶冱 acquisition of DCC |  |
 Odecee | Lead advisor on Odecee窶冱 sale to Cognizant |  |
 Unique | Lead advisor on Unique World窶冱 sale to Jacobs | |
 iba | Lead advisor on the sale of IP and US distribution rights to Eastman Kodak |  |
 Transfield | Commercial and financial due diligence on Transfield窶冱 acquisition of Easternwell |  |
 BAE | Joint advisor on BAE窶冱 acquisition of Tenix Defence |  |
 Amec | Identified several potential acquisition targets to extend/deepen capabilities and enter new segments | |
 Engagis | Lead Advisor on Engagis窶� capital raising | |
 Ironbridge | Lead commercial advisor on Ironbridge窶冱 acquisition of a majority shareholding in ISGM |  |
 Kerogen | Lead advisor on Kerogen窶冱 acquisition of a controlling stake in Lucas |  |
| Leighton | Supported Leighton to identify how to define, separate and value its Pilbara mining services business in order to sell it to BHPB | |
| iba | Lead advisor on IBA Health窶冱 acquisition of a UK hospital software business |  |
 Gallop | Lead Advisor on Gallop窶冱 capital raising | |
 Downer | Developed a comprehensive overview of the water sector and an associated market entry strategy | |
| Calibre | Developed a comprehensive overview of the water, gas and electricity industries to form the basis of a potential market entry strategy | |
 BIS | Lead advisor on Bis Industries窶� acquisition of Gulf Group |  |
 RMB | Commercial Due Diligence on RMB窶冱 acquisition of a majority stake in Device Technologies |  |
 WDS | Provided IPO advice and supported WDS in the preparation of its Prospectus | |
 AAPT | Acquisition target screen and assessment on AAPT窶冱 consideration of acquiring Commander |  |
 Advent | Commercial due diligence on Advent窶冱 acquisition of a controlling stake in UGM |  |
| Advent | Commercial due diligence on Advent窶冱 acquisition of a controlling stake in Orionstone |  |
 ANZ | Commercial due diligence and valuation support on ANZ Private Equity窶冱 acquisition of Nomad |  |
 Australia Post | Managed an outsourced corporate development department for six months | |
 Force | Key advisor on Force窶冱 renewal of its debt facility | |
 Helmsman | Deal strategy, commercial due diligence, and transaction support on Helmsman Capital窶冱 acquisition of Walter Mining | |
 Hyro | Lead Advisor on Hyro窶冱 capital raising | |
| iba | Lead advisor on IBA Health窶冱 acquisition of an Indian hospital software business |  |
 MacKay Sugar | Evaluated the feasibility and attractiveness of Mackay Sugar increasing its shareholding in Sugar Australia | |
 McGrath | Vendor due diligence of Airport Link for administrator, McGrath Nichol, including forecasting, modelling and negotiation support |  |
 Mermaid | Provided Mermaid Marine advice and support in relation to valuation, transaction support and Strategic Plan Development | |
| McGrath | Customer contract renegotiation, sale support on behalf of administrator, McGrath Nicol, on their sale of Henry Walker Eltin窶冱 assets |  |
 Neptune | Lead advisor, commercial due diligence and valuation support on Neptune窶冱 acquisition of Allied |  |
 NFG | Lead Advisor on NFG Data窶冱 capital raising | |
 PEXA | Key Advisor on PEXA窶冱 1st round capital raise | |
 QR | Identified potential opportunities for Queensland Rail for private sector funding in developing new infrastructure projects | |
 Rent | Lead Advisor on Rent.com.au窶冱 capital raising | |
 RMB | Acquisition due diligence on RMB窶冱 acquisition of the three mining services companies that formed Heavy Maintenance Group | |
 SecurePay | Commercial due diligence in support of Australia Post窶冱 acquisition of Australia窶冱 leading online payment gateway, Securepay | |
 Singapore Power | Assisted Singapore Power evaluate and bid for several power assets | |
 Thales | Searched the market for suitable acquisitions targets in the IT Services Market | |
 AirServices | Strategic and commercial due diligence to support two potential transactions | |
| BAE | Review of BAE窶冱 IT and technical capabilities and development of an acquisition strategy to fill the gaps | |
 Champ V | Commercial due diligence on Champ Venture窶冱 acquisition of Australian Portable Buildings |  |
| Commander | Developed a growth strategy to assist Commander prepare for its IPO | |
 Condor | Key advisor on Condor窶冱 capital raising | |
| iba | Lead advisor on IBA Health窶冱 acquisition of an Australian health-related software vendor targeting the GP market. |  |
 Marsh | Assisted Marsh on its acquisition and integration of Heath Lambert |  |
 Naturalena | Key Advisor on Naturalena Brands窶� capital raising | |
| Neptune | Valuation and transaction support for Neptune窶冱 acquisition of Subsea Developments |  |
| Neptune | Provided valuation support on Neptune窶冱 capital raising to fund proposed acquisitions | |
 Nomad | Commercial due diligence on Nomad窶冱 acquisition of McGrath Homes |  |
| Nomad | Commercial due diligence on Nomad窶冱 acquisition of Halley Homes |  |
| Nomad | Commercial due diligence, valuation support and due diligence management for Nomad窶冱 acquisition of Rapley Wilkinson |  |
 Pala | Assisted Pala to screen and approach targets in the Australian mining services sector | |
 Sedgman | Conducted target screening and Commercial Due Diligence on Sedgman窶冱 acquisition of Intermet Engineering |  |
| Sedgman | Commercial due diligence on Sedgman窶冱 acquisition of Pac - Rim. |  |
 Viburnum | Lead adviser, commercial due diligence, valuation and transaction support on Viburnum窶冱 acquisition of Surtron |  |
 Walter | Lead advisor on Walter Mining窶冱 acquisition of Waratah Equipment Hire |  |
| WDS | Lead advisor on WDS窶冱 acquisition of Delco |  |
| Client | Engagements |
|---|---|
| Calibre | Developed a comprehensive overview of the LNG/CSG export industry to form the basis of a potential market entry strategy |
 Amcor | Project feasibility on Amcor窶冱 new $500m recycled paper mill at Botany |
| Leighton | Developed a thorough understanding of the water sector and identified and shortlisted several market entry opportunities |
 Ability Centre | Conducted a market assessment for potential growth options |
 Optus | Customer-led business and digital strategy across app, web, call centre, retail, supply chain, loyalty and product simplification |
 Telstra | Over 20 assignments across various areas of Telstra, including detailed assessment of Customer Lifetime Value drivers and implementation plan |
 Sensis | Customer interaction strategy including detailed customer segmentation and profitability analysis |
 Department of Human Services | Developed the Department窶冱 10-year vision for customer-centred service delivery, and 3-year mobile-led digital strategy |
 Baptistcare | Provided Baptistcare with project management support for the Royal Commission into Aged Care |
 Western Power | Assisted Western Power develop and assess network efficiency initiatives including smart metering, energy aggregation, demand side management and capital deferment |
 Downer | Led the restructure of Downer EDi窶冱 mining services business adding over $25m per year of EBIT and the development of a new growth strategy |
 Keystart | Preparation and facilitation for Board and Executive scenario planning project |
 Rocky Bay | Reviewed a significant market opportunity for the Board |
| PEXA | Development of the strategy and financial forecasts for PEXA窶冱 National Electronic Conveyancing solution. |
| Baptistcare | Supported Baptistcare to identify potential commercial opportunities whilst exiting a specific sector |
 Good Samaritans | Development of a refreshed high level 3 year strategic plan |
 Lions Eye Institute | Conducted a Strategic Review of the Lions Eye Institute to identify improvement opportunities to better position the Institute for increasing competitive challenges across Research and Clinical service delivery. |
 Seven West Media | Commercial due diligence for the acquisition of the A$4.1b Seven West Media business, including analysis of Australia窶冱 No.1 TV network Seven, the No.2 magazines business Pacific Magazines and Yahoo 7. Also undertook management of post merger integration savings realisation |
 Apollo | Commercial due diligence for the acquisition of debt later converting to ownership of Nine Entertainment including Channel 9 and Australia窶冱 leading magazine business, ACP, for the global Apollo Private Equity |
| Lions Eye Institute | Redesigned the organisation窶冱 Executive, senior management structure and clarified Board roles |
| Aurecon | Growth strategy to lead the world in 5G mobile phone infrastructure engineering for a key BU of this large Australian engineering contractor |
 Alinta Energy | Developed a profile of the Australian electricity and gas markets and identified potential growth options |
 Aurizon | Reviewed the Australian bulk materials market and identified opportunities for Aurizon in adjacent bulk freight sectors |
 BlueScope Steel | Assisted to review the competitiveness of Bluescope窶冱 product range against imports and identify its sources of value-add and differentiation. |
| Leighton | Supported Leighton to identify how to define, separate and value its Pilbara mining services business in order to sell it to BHPB |
 Melbourne Water | Assessed Melbourne Water窶冱 long term capital expenditure requirements to accommodate forecast population and urban growth |
 Kellogg's | Developed a snacks strategy for Kellogg窶冱 including their LCM窶冱, Nutri-Grain bars, Special K and Be Natural brands |
 GE | Reviewed the profile of the Australian mining services market and identified new SME / mid- corporate financing opportunities. |
 Flinders | Development of a 窶彙ankable independent expert report窶� that assessed the economic feasibility of the potential new bulk port at Port Bonython |
| Downer | Developed a comprehensive overview of the water sector and an associated market entry strategy |
| Calibre | Developed a comprehensive overview of the water, gas and electricity industries to form the basis of a potential market entry strategy |
| Amec | Reviewed the engineering and EPCM markets in Australia and developed a new growth strategy |
| Thales | Development of a new 窶蕨on-defence窶� technology growth strategy and identified a set of potential acquisition targets |
| AAPT | Analysed AAPT窶冱 customer base, service take-up and customer churn and developed a new strategy to protect and build market share |
| Alinta Energy | Assisted the senior management team to design and implement a new corporate strategy development process |
| Amcor | Reviewed Amcor窶冱 historical divisional portfolio performance and developed its international growth strategy |
 ANI | Led the restructure of Australian National Railways in preparation for its privatisation |
 AusNet | Identified and evaluated potential customer acquisition strategies and new growth initiatives |
 Australian Unity | Identified and evaluated alternative ways to manage service delivery and improve the quality of health outcomes for acute and chronic patients |
| BAE | Reviewed and redesigned BAE窶冱 national approach to manufacturing, closing several older facilities and developing a new state-of-the art facility |
 BHP | Development of BHPB窶冱 new global coal industry expansion strategy |
| BHP | Development of BHPB窶冱 expansion and growth strategy for the iron ore division |
| BHP Transport | Reviewed the efficiency of BHPB窶冱 transport operations covering ports, stevedoring, coastal shipping & export bulk shipping |
| BHPB | Reviewed the production cost efficiency of BHPB窶冱 metallurgical coal mines and developed a mine divestment & expansion strategy |
 Boots Healthcare | Assisted Boots to develop a hospital products and prescription drugs growth strategy in Australia and across the SE Asian region |
 Boral & Downer EDi | Development of a vertical integration strategy to enter the bitumen import market via a JV |
 BUPA | Reviewed the needs and preferences of the emerging youth segment and designed a new product and pricing offering to suit |
 Coca-Cola Amatil | Performance improvement of route sales and distribution |
| Downer | Reviewed Downer EDi窶冱 corporate portfolio strategy |
| Downer | Reviewed Downer EDi窶冱 corporate capital structure and assisted to develop a new capital allocation approach |
 IAG | Worked jointly with IAG窶冱 senior executive team to identify future growth options as well as new products and channels. |
| Leighton | Supported Leighton contractors identify and assess market entry opportunities in the Oil & Gas sector |
 Lend Lease | Assisted to review Lend Lease窶冱 future property development pipeline and its segment and partnering approach |
| Mermaid | Provided Mermaid Marine advice and support in relation to valuation, transaction support and Strategic Plan Development |
 Metso | Identified Metso窶冱 historical installed base of equipment and developed a new servicing and support offering |
 NAB | Assisted NAB to establish an 窶亙nternal capital market窶�, a new approach to business case development and capital expenditure evaluation and allocation. |
 Novartis | Assisted the senior executive team to identify growth options and potential acquisition targets |
 Rio | Conducted a 窶�value- engineering窶� assessment of Rio窶冱 Pilbara infrastructure and identified 窶湾inch points窶� and incremental low cost expansion options |
| Thales | Searched the market for suitable acquisitions targets in the IT Services Market |
 Thiess | Assisted Thiess to develop a new mining maintenance growth strategy |
 Toll | Developed acquisition led growth strategies for Toll窶冱 Energy and Resources business units |
| Transfield | Jointly developed a new strategy for Transfield to expand its position in the mining and industrial maintenance market |
 TruEnergy | Assisted the management team to review the profile of the NSW energy market and assess the likely future energy demand and competitive environment |
 Water Corp | Assisted Water Corp to streamline its capital works processes and identify ways of clearing the backlog |
| Western Power | Assisted Western Power in developing an Alliance Model to deliver its Capital Works Program |
| AirServices | Strategic and commercial due diligence to support two potential transactions |
| Amcor | Assisted Amcor to develop a new product and channel growth strategy for the Fibre Packaging Division |
 Arrium (Onesteel) | Jointly reviewed and redesigned Arrium窶冱 steel distribution channels |
 Atlantium | Taking its laboratory developed Israeli UV laser technology, developed a strategy to establish the business and launch the first commercial propositions. Now distributing solutions in water treatment, pharma and food & beverage in the US and worldwide |
 Australian Unity | Strategic Sourcing / Procurement transformation. Averaged over 20% savings in the first year. Established a strategic sourcing team to provide ongoing in-house capability |
| BAE | Review of BAE窶冱 IT and technical capabilities and development of an acquisition strategy to fill the gaps |
| BAE | Jointly reviewed the regional market for simulation services and equipment and developed a new growth strategy for BAE窶冱 Simulation Divisions |
 Bankwest | Assisted Bankwest to define customer segments, review segment profitability and develop appropriate product designs and offerings |
 CitiPower | Developed customer acquisition and retention strategies and evaluated growth options into adjacent services |
| Commander | Developed a growth strategy to assist Commander prepare for its IPO |
 Grain Corp | Reviewed Grain Corp窶冱 operational asset footprint in terms of future demand, operational efficiency and capital investment efficiency. |
 Harvey | Assessed the future demand for export beef and Harvey Beef窶冱 competitive cost position and developed initiatives to reduce cost and target new export markets. |
 Hunter Water | Supported management to conduct a review of the economic efficiency of historical capital expenditure and revised the future capital allocation criteria |
 Imdex | Assisted Imdex identify organic and inorganic growth opportunities |
 JDV | Assisted JDV refocus its acquisition and growth strategy |
 Ludowici | Mapped Ludowici窶冱 products and capabilities relative to customer needs and competitors offerings and developed a new portfolio and acquisition led growth strategy |
| MacKay Sugar | Evaluated the economic feasibility of investing in a co-generation plant to reduce waste and energy costs |
| Marsh | Assisted Marsh review its regional strategy and identify areas of growth and refocus |
| Naturalena | Development of an eCommerce strategy in support of Naturalena窶冱 capital raising |
| Neptune | Strategic planning which led to two acquisitions |
| Nomad | Assisted Nomad develop a growth strategy to capitalise on the mining boom that led to several acquisitions |
 Sandoz | Developed a new pricing and distribution channel strategy for Sandoz |
| Baptistcare | Developed a new customer-centric Service Delivery Model covering all service lines |
 Schenck | Reviewed and profiled the Australian bulk materials markets for screening and crushing products and developed a growth strategy based around capability extension. |
| Thales | Developed a new market / capability focus and new growth strategy for the Major Programs Division |
| Western Power | Assisted Western Power窶冱 Retail Business identify, evaluate and implement growth options |
 Woodside | Reviewed the efficiency of Woodside窶冱 finance and commercial functions and developed a strategy to decentralise these functions back into the operating divisions |
| Ability Centre | Supported the Board by reviewing a specific growth option for Ability Centre. |
| Rocky Bay | Prepared a detailed business case to understand the benefits of the Specialist Disability Accommodation for Rocky Bay |
 Department of Communities - Disability Services | Assessed a non-government service providers窶� Board窶冱 compliance with it窶冱 fiduciary, statutory and governance responsibilities |
| Baptistcare | Developed a Home Care Pricing Model |
| Australia Post | Parcels Business: Multiple strategy engagements leading to the creation of the eCommerce Transformation Program, a $760m modernisation of the Parcels Division. Over 50 initiatives developed. Supported the early stages of implementation via PMO and detailed project design. Australia Post窶冱 Parcels division has successfully transformed to become the No.1 profit contributor in Australia Post and gained market share versus players including Toll, UPS, Fedex and TNT |
| Client | Engagements |
|---|---|
| Downer Mining | Worked jointly with management to turnaround a loss making business and to create a profitable one by identifying the sources of under performance and performance improvement opportunities across all of the contract mining operations, developing detailed improvement actions plans and supporting management to implement those plans |
| Amcor | Conducted a profitability and future prospects review across all of Amcor窶冱 product and geographic markets and from that basis, redesigned the product and manufacturing profile to maximise profitability and long term value creation |
| Australia Post | Parcels Business: Multiple strategy engagements leading to the creation of the eCommerce Transformation Program, a $760m modernisation of the Parcels Division. Over 50 initiatives developed. Supported the early stages of implementation via PMO and detailed project design. Australia Post窶冱 Parcels division has successfully transformed to become the No.1 profit contributor in Australia Post and gained market share versus players including Toll, UPS, Fedex and TNT |
| Amcor | Conducted a strategic review of Amcor窶冱 only cartonboard manufacturing plant in Australia. The review assessed forecast industry demand, industry capacity across Asia, threat of imports, structural issues with Amcor's mill, the plant窶冱 cost position versus competitors, impact of exchange rate movements, alternate sources of supply, downstream implications and exit options. The review resulted in a recommendation to close the mill which Amcor窶冱 board accepted leading to a profit improvement of ~$10m |
 Dyno Nobel | Undertook a review of Dyno Nobel's explosives delivery network across Australia. Mainsheet modelled utilisation and asset running costs to identify and implement opportunities to reduce delivery costs through either lower supplier rates, capital investment and customer pricing programs to encourage lower cost behaviour. Cost savings of 16% were achieved on freight from an integrated sourcing and logistics improvement program. |
| Boots Healthcare | Almost doubled the value of the Australian business by working jointly with multiple internal teams to conduct a whole of company review and to restructure and optimise the sourcing, manufacturing, distribution and go-to-market model of the entire business |
| AJ Lucas | Assisted a new investor, in support of a $150m recapitalisation, to review the entire business and to develop a comprehensive refinancing and restructuring plan to drive profitability and positive ROI across both the oil & gas and mining services divisions of the business |
| Australian Unity | Assisted to substantially lower the cost and improve the quality of care for acute and critical member patients by reviewing the nature and environment of care provided by specialists and hospitals and designing a new multi-disciplinary team to use data to anticipate and lessen to frequency and impact of patient episodes |
| Kellogg's | Led a review of the pricing, market position and profitability of Kellogg's entire product range and from that basis, rationale the current product portfolio and identified a clear set of principles to drive future R&D and new product development decisions |
 BAE Systems | After the UK parent company completed a large scale, world wide acquisition, the local management team wanted assistance to review how to create a new organisational and operating structure to combine both of the local operations and to turnaround the performance of the acquired business which had been loss making |
| BHP | Led a 窶�value driver optimisation' engagement that was able to reduce operational costs by 11% by optimising mining planning, pit operations and process plant operations |
| Amcor | Supported the management team to increase the divisional ROI by 40% by mapping the end-to-end process of the Fibre Products business and then optimising the product offering to maximise machine utilisation and economic profitability and reconfigured the downstream processing operations and the sale and channels approach |
| BAE Systems | Assisted the company to more than double the value of their manufacturing operations by designing and implementing a 窶�value engineering窶� process across all of the Australian manufacturing and maintenance operations to optimise and consolidate the operational footprint and to fundamentally change all of the manufacturing processes to follow value engineering principles in design maturity, phased manufacturing and quality testing |
 PaperLinx | Supported the management team to improve the profitability of the business substantially by reviewing and rationalising the number of paper mills, ceasing the manufacture of economically unprofitable products and substantially growing profitable products by freeing up mill capacity and lowering costs per unit output |