Case Studies
How We've Helped Infrastructure Organisations Deliver at Scale
Real-world examples of enterprise architecture, PMO design, and governance frameworks that transformed complex capital programs into disciplined delivery machines.
Real-world examples of enterprise architecture, PMO design, and governance frameworks that transformed complex capital programs into disciplined delivery machines.
Global (APAC, EMEA, North America), contracted through Aurora Process Solutions and EVOCS
One of the world's fastest-growing data centre developers, expanding rapidly across APAC, EMEA, and North America. Needed enterprise-grade governance and delivery systems that scale globally without regional silos.
Designed Enterprise Architecture and automated governance framework spanning project, regional, and global levels. Includes BPMN process mapping, integration architecture across project delivery, scheduling, and accounting systems, automated governance workflows, and global reporting standardisation.
Governance and delivery framework that scales across new regions without rebuilding. Reduced manual reporting by 60%. Senior staff freed for strategic delivery. Real-time portfolio visibility across global operations.
Multi-region automation, integrated project-to-portfolio reporting, autonomous governance workflows.
$33B infrastructure program, 2,240 schools, 130 TAFE campuses. T-Reign PMO in continuous operation 10+ years.
$33B Infrastructure Portfolio
$33 billion infrastructure portfolio across 2,240 schools and 130 TAFE campuses. Hundreds of simultaneous capital works projects with no unified delivery system.
Tony McCabe as Executive Director built capability from ground up: PMO structures, T-Reign portfolio management system, PPP procurement reforms with Treasury, governance frameworks, and OECD representation.
PMO and T-Reign in continuous operation 10+ years. PPP reforms delivered improved risk allocation. Governance frameworks became the department template, adopted government-wide.
Cultural Infrastructure Portfolio
NSW cultural sector with significant heritage constraints, complex stakeholder management, and high public visibility. Balancing cultural sensitivity, planning complexity, and delivery efficiency.
Led capital works program navigation with ministerial and board stakeholders. Established governance frameworks specifically for culturally sensitive projects, coordinated heritage, planning, and construction requirements.
Successful delivery across cultural portfolio, balancing heritage sensitivity with stakeholder complexity and delivery efficiency. 100% on-time completion. Zero heritage compliance issues.
Heritage-sensitive programs, stakeholder complexity, ministerial governance, community engagement.
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