Independent Technology Advisory for Resources & Energy
Resources and energy companies in Western Australia manage some of the largest technology investments in the country. ERP programmes, operational technology integration, digital transformation initiatives, and enterprise platform decisions involve capital commitments and vendor relationships that carry consequences at a scale that makes the quality of the decision process proportionately important.
The technology vendor market for resources and energy companies has evolved to match the scale of investment available in the sector. Major ERP vendors, system integrators, and operational technology providers invest significantly in relationships with mining, oil and gas, and energy companies. The proposals that result from these relationships are sophisticated and well-resourced. Independent advisory provides an assessment of what vendors propose that is not shaped by those relationship investments, and brings experience of what similar organisations have encountered in comparable decisions.
Programme governance for large capital technology projects in resources and energy requires oversight structures that match the scale and risk of the investment. ERP implementations that run for multiple years, involve multiple workstreams, and require integration with operational technology and existing enterprise systems cannot be governed by mechanisms designed for smaller projects. The programme governance failures that produce cost overruns and delayed go-lives in this sector are not usually technical failures; they are governance failures: reporting that obscures problems, decision authority that is unclear, and escalation paths that do not function.
ASX-listed resources companies face technology governance obligations that extend to board-level reporting. Cyber security risk, operational technology risk, and the technology dependencies that underpin production and safety are all areas where boards are increasingly expected to demonstrate active oversight. Technology governance frameworks for listed resources companies need to be calibrated to these expectations, not to generic governance templates that were designed for less complex environments.
Where we focus
ERP and enterprise system selection
Large-scale ERP decisions in resources companies involve vendor proposals from parties with significant relationship investment in the outcome. Independent evaluation provides assessment that reflects the organisation's interests, not the vendor's.
Programme governance at scale
Multi-year technology programmes require oversight structures, reporting standards, and decision authority frameworks that match their complexity. Governance mechanisms designed for smaller projects do not scale to programmes of this size.
Operational technology and IT integration
The integration of operational technology with enterprise IT creates architecture and governance complexity that requires assessment before decisions are made, not after integration problems have emerged.
Technology governance for ASX-listed companies
Board-level technology governance requirements for listed companies, including cyber risk oversight, operational resilience, and technology investment accountability, require governance structures calibrated to listed company expectations.
Relevant services
Vendor & Procurement Advisory
Independent ERP and enterprise system evaluation with no vendor relationships.
Programme Governance Review
Governance review of major technology programmes at any delivery stage.
Technology Governance
Technology governance frameworks and board-level accountability structures.
Enterprise Architecture Advisory
Architecture assessment and advisory for complex technology landscapes.
Common questions
Do you work with both major miners and smaller operators?
Yes. The technology challenges are different in scale but consistent in type. Major miners have larger internal technology teams and more complex governance requirements. Smaller operators and exploration companies often face similar decisions with less internal capability to support them. The value of independent advisory scales with the decision, not with the company's size.
Can you help with ERP selection when we have already shortlisted vendors?
Yes. Engaging independent advisory mid-process is common. If a shortlist has been established, we can assess whether the evaluation criteria and process are structured to produce a reliable decision, review vendor proposals for scope ambiguity and risk transfer, and provide an independent perspective on the leading option before commitment. Earlier engagement is better, but mid-process advisory is significantly more valuable than no advisory.
How do you approach programme governance reviews for large in-flight programmes?
A programme governance review for a large in-flight programme assesses the current governance structures, the quality of reporting and decision-making, the accuracy of the programme's stated position, and the risks that have not been formally escalated. The output is a clear picture of where governance is functioning and where it is not, with recommendations that can be implemented within the current programme structure. The review is not a programme audit; it is a governance assessment designed to improve the programme's ability to surface and resolve problems.
What does board-level technology governance look like for a resources company?
For ASX-listed resources companies, board-level technology governance addresses cyber and operational technology risk as a board accountability, technology investment oversight at the scale of capital committed to technology programmes, and the reporting structures that give the board genuine visibility rather than summary assurance. It also addresses the governance of vendor relationships that are material to operations, including the concentration risk that arises when critical systems are dependent on a single vendor.
Ready to discuss?
No sales script. Initial discussion is obligation-free.