Structure, proven where downtime costs the most
These results were delivered by strong teams, and Tony was part of each of them. That is worth saying plainly, because real transformation is always a team achievement. What he carries into every mid-market engagement is the discipline those teams ran on.
A stalled transformation, delivered early and well under budget
A server refresh in the electricity sector had grown into a full transformation, already twelve to eighteen months behind schedule with the budget under pressure. The assumption around the table was that it could only land later and cost more. The team disagreed, redesigned the solution around a leaner, lower-risk infrastructure footprint, and negotiated the change through both organisations over a month of careful work.
The redesigned build had a smaller footprint, simpler hardware and lower ongoing cost. Everything has a reason, and the reason to reopen a late project was that the old plan carried more risk than the new one.
The largest national telco transformation, engineered for five minutes of downtime a year
Tony was part of the team on the largest telecommunications system transformation in the country, integrated systems valued above $100 million, tested in the largest facility of its kind in the Southern Hemisphere. The standard was 99.999% resilience, around five minutes of downtime a year, because emergency and mission-critical services depended on it.
That is where engineering excellence stops being a phrase and becomes a measurable number. The same standard now shapes how resilience is designed for mid-market firms.
Eighteen months of zero unplanned downtime is not luck. It is structure.
At a large Australian manufacturer where an outage would have cost around $50,000 an hour, Tony was part of a team that held the systems to eighteen straight months of zero unplanned downtime, under strict governance audited by Capgemini across people, process and technology. A balanced business continuity strategy also cut $500,000 a year in service-contract cost.
The principle carried forward: resilience is designed, measured and audited. It is never assumed.
Paper-based to real-time: a 200-person manufacturer transformed
An electrical manufacturer with more than 200 staff ran on paper. Quotes took up to three business days, procurement up to a week, and receivables sat 60 to 90 days in arrears. Over roughly 24 months, working with the client's own teams across multiple sites, the business was rebuilt on standardised infrastructure and an open-source ERP fitted to its people and process.
Quotes now take two to three hours. The 90 and 60 day arrears were eliminated. Production rose 25%, and leadership decisions moved from delayed reports to real time. Better process, better cashflow, better business.
Industry breadth
Across enterprise and mid-market engagements, the same structural discipline has been applied in: