Utilities Strategy Advisory (USA) supports water businesses, government agencies, and associated organisations by delivering innovative strategic and transformation services. We are focused on addressing complex challenges in the water sector while driving meaningful, measurable, and high-value outcomes.

We empower clients to navigate challenges such as water scarcity, regulatory complexity, and aging infrastructure through practical, tailored, and actionable solutions.

Our approach is grounded in deep sector-specific knowledge, exceptional delivery excellence, and a commitment to understanding the unique needs of our clients. As a trusted advisor, we pride ourselves on providing actionable solutions that make a lasting impact.

OUR SERVICES

USA delivers tailored solutions that allow you to maximise the value you deliver to your customers, shareholders and community. Our expertise spans strategic planning, governance, transformation, and innovation, ensuring measurable outcomes that align with your organisation’s goals.

Developed an integrated roadmap connecting Strategy 2040, strategic asset management, digital strategy, workforce and capability planning, customer engagement and price modelling. Established the critical path, sequencing, dependencies, RACI, delivery risks and Board-readiness outputs.

Developed strategic material covering customer value, PREMO positioning, tariffs, affordability, tariff reform, Superpipe cost treatment and potential pass-through mechanisms.

Provided strategic and regulatory advice, coordinated organisational inputs and developed executive and Steering Committee material to support submission direction and decision-making.

Assessed alignment between the digital investment portfolio, Corporate Strategy, Digital Master Plan, enterprise risks and customer outcomes.

Facilitated leadership alignment and developed the regulatory planning framework, integrated delivery plan, resourcing strategy and Board assurance approach.

Translated regulatory strategy into a delivery model, capability plan, resourcing approach and sequenced improvement pathway.

Developed a strategic framework for identifying, assessing and allocating material risks through PS28. Considered the relationship between expenditure forecasts, tariffs, price controls, commercial responses and price adjustment mechanisms and established the questions the Steering Committee should address before determining its preferred risk-allocation position.

Designed the corporate governance framework and policies aligned with Victorian Government requirements. Established Board and committee structures, decision rights, accountability processes, reporting arrangements and supporting governance artefacts.

Established submission governance, workstream accountabilities, integrated dependencies, leadership forums, reporting requirements and Board assurance pathways.

Developed a fit-for-purpose governance framework, delivery model, decision pathways, roles and responsibilities and supporting governance artefacts.

Supported development of governance structures, planning arrangements and delivery accountabilities for coordinated submission development.

Managed Steering Committee coordination, executive reporting, workstream integration, risk escalation and delivery oversight.

Developed the integrated RACI, critical path, workstream interfaces, escalation points and Board-readiness requirements.

Currently engaged to design a practical governance and assurance framework translating the GMB Water Charter into an operating model for Council oversight. Defined governance structures, roles, decision rights, accountabilities, reporting pathways and the appropriate balance between subsidiary autonomy and Council accountability.

Assessed progress against audit findings, validated management responses, reviewed governance evidence, tested remediation actions and developed a prioritised remediation roadmap.

Prepared executive material explaining data governance obligations, audit findings, organisational exposure, governance maturity and priority uplift actions.

Assessed progress against prior uplift actions, tested governance maturity and identified delivery risks, dependencies and residual regulatory-readiness gaps.

Analysed regulatory definitions, event drivers, materiality thresholds and cost-evidence requirements and developed guidance for review-event submissions.

Assessed strategic drivers, risks, governance, delivery model, business case justification and service-sustainability benefits against QCA expectations.

Reviewed expenditure variances, business cases, capital and operating expenditure, IT costs, governance and evidence traceability to assess regulatory defensibility.

Mapped governance and assurance requirements to ESCOSA licensing, prudency, efficiency, service standards, compliance and risk-management obligations. Defined assurance cycles, control domains, monitoring arrangements, reporting responsibilities and escalation pathways to support regulatory and audit readiness.

Analysed the regulatory requirements and precedent applying to pass-through and uncertain or unforeseen event mechanisms. Developed a structured risk-allocation assessment process addressing uncertainty, materiality, control, alternative risk treatments, customer interests, efficiency incentives, price stability and the avoidance of double recovery.

Reviewed program blueprints, business cases, delivery plans and risk registers and recommended improvements to scope, benefits, procurement, governance and delivery readiness.

Reviewed program blueprints, business cases, delivery plans and risk registers and recommended improvements to scope, benefits, procurement, governance and delivery readiness.

Integrated multiple enterprise strategies and planning streams into a single delivery roadmap, improving executive visibility of sequencing, dependencies and key decisions.

Assessed organisational maturity across governance, processes, systems, capability and evidence and developed a sequenced improvement roadmap.

Supported the transition to a newly established State-Owned Entity by establishing governance architecture, decision processes and accountability arrangements.

Led strategic direction, executive engagement and integration of customer value, pricing, affordability and regulatory deliverables.

Reviewed existing evidence against an auditable evidence requirement, assessed quality, completeness and traceability and identified documentation requiring uplift, validation or further development.

Assessed documentation for regulatory alignment, fitness for purpose, completeness and traceability and developed prioritised improvement actions.

Redesigned the review-event assessment and documentation process and developed repeatable templates, evidence requirements and regulatory guidance.

Developed guidance and a standardised Program Synopsis template aligned with ESC TOTEX requirements and Victorian Government gateway principles.

Assessed readiness across governance, resourcing, evidence, systems and delivery integration and developed sequenced improvement actions and success measures.

Reviewed management responses and evidence, assessed remediation activities and developed a coordinated roadmap for improving data governance and compliance.

Established repeatable planning structures, workstream schedules, dependencies, governance requirements and leadership reporting arrangements.

Converted the subsidiary Charter and existing governance arrangements into a repeatable governance and assurance system. Developed the policy and assurance architecture, roles and responsibilities matrix, compliance mapping, policy register structure, monitoring plan and sequenced implementation roadmap.

Assessed readiness to implement the regulatory strategy and defined capability gaps, target maturity and a sequenced pathway for embedding improved ways of working.

Assessed internal capacity, capability and role clarity and developed a coordinated internal and external resourcing model.

Engaged workstream leaders and subject-matter experts, tested whether prior improvements had been embedded and identified barriers and priority actions.

Built executive understanding of governance responsibilities and compliance exposure and established a prioritised roadmap for organisational uplift.

Facilitated leadership workshops, clarified submission direction and responsibilities and established arrangements required to mobilise delivery.

Aligned enterprise workstreams, clarified ownership and dependencies and established a coordinated pathway for strategic, customer, asset, workforce and regulatory activities.

Developed a staged implementation pathway to embed the governance and assurance framework across Council and GMB Water. Clarified ownership, sequencing, stakeholder responsibilities, reporting arrangements and the tools required to support adoption and ongoing internal management.

Led submission coordination, workstream integration, governance, executive reporting, risk management and ongoing delivery-readiness activities.

Developed the integrated roadmap, critical path, sequencing approach, RACI and delivery-risk view across corporate and regulatory milestones.

Provided ongoing strategic and delivery support across governance, planning, capability, resourcing, evidence and submission development.

Developed workstream schedules, integrated dependencies, resource requirements, governance milestones and Board assurance requirements.

Coordinated review of expenditure variances, business cases, capital expenditure, operating expenditure and IT costs and developed assurance findings.

Directed and integrated multiple strategic deliverables and managed executive engagement and final recommendations.

Supported development of the governance and planning arrangements required to coordinate workstreams and align organisational priorities.

Led the structured development of an integrated governance and assurance framework through scope validation, information gathering, stakeholder engagement, gap analysis, framework design and implementation planning. Coordinated inputs across Council, GMB Water, the subsidiary Board and assurance stakeholders.

Prepared decision-ready analysis for the PS28 Steering Committee, integrating regulatory guidance, Victorian precedent, enterprise risks and interdependent PS28 workstreams into a clear framework for future governance and investment decisions.

Led project development across 21 regulated structures, including investigations, options assessment, cost and resource-loaded schedules, business cases, phase-gate approvals and delivery preparation.

Integrated strategic asset management milestones with Strategy 2040, digital planning, workforce planning, customer engagement and price modelling.

Reviewed capital expenditure, material variances and business cases to assess investment need, prudency, efficiency, governance and evidence quality.

Assessed the need for investment, program drivers, governance, delivery model, business case justification and service-sustainability outcomes.

Reviewed investment scope, cost, sequencing, strategic alignment, enterprise risks, governance and delivery readiness.

NEWS & INFO

The Execution Framework

Execution is becoming the ultimate test of organisational credibility. Organisations have never invested more in strategy. [...]

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