Godfrey Consulting operates as an embedded operating partner rather than a traditional strategy adviser. We work directly with organisations, investors, boards and portfolio leadership teams inside the business to implement integration, operating discipline and performance improvements. The focus is on practical execution rather than strategic recommendations alone. Engagements typically involve establishing operating rhythms, strengthening reporting and governance, and aligning leadership accountability with investor objectives. The work is designed to translate the investment thesis into measurable operating performance that can be reported at board level.

Godfrey Consulting works with organisations across the full lifecycle of complex, asset-intensive platform development, or at specific stages where focused operating support is required. Engagements often begin during acquisition diligence or in the first 100 days following a transaction, when operating models, reporting rhythms and leadership alignment must be established quickly. We are also engaged as platforms scale through bolt-on acquisitions, when EBITDA performance begins to drift from the investment thesis, or in the period leading up to a planned exit, where operating performance and governance maturity must support a credible transaction process.

We work both independently and alongside existing advisory teams. Godfrey Consulting regularly integrates with investor teams, portfolio executives and external advisers including legal, corporate finance and M&A specialists across APAC, EMEA and North America. Our role focuses on operational execution and governance alignment, ensuring strategic plans translate into measurable operating performance within the business.

Where appropriate, yes. We are comfortable structuring engagements with defined performance metrics and shared value creation, provided scope, governance and measurement frameworks are clearly established. Operational discipline and accountability remain central to the structure of these engagements.

Yes, where the circumstances and governance structure make it appropriate. In certain engagements, Godfrey Consulting may support platforms through board advisory roles, governance reform or short-term operational involvement during periods of integration, turnaround or strategic transition. Any such roles are structured carefully to ensure clear accountability, alignment with investor objectives and continuity of leadership within the business.

Engagements are structured based on the nature and scope of the work. This may include advisory day-rate arrangements, defined project engagements during transactions or integration phases, and in certain cases performance-linked structures aligned to value creation outcomes. The emphasis is on clarity of scope, governance and accountability, ensuring advisory support integrates cleanly with investor objectives and existing leadership structures.

Yes, where appropriate. After eighteen years operating across Australian industrial and infrastructure sectors, Godfrey Consulting maintains long-standing relationships with founders, operators and sector leaders. These relationships occasionally surface acquisition opportunities before they enter a formal sale process. Where relevant, we support organisations in identifying and assessing these opportunities while coordinating closely with corporate finance and legal advisers through any transaction process.