Helping leaders navigate inevitable change when the stakes are high and the path forward is complex.
Bronwyn’s work sits at the intersection of systems, place and complex decision-making. Over two decades, she has worked across policy, capital, commercial strategy and community-led initiatives, in contexts where returns, risk and long-term value are shaped by environmental, socio-cultural and economic constraints. Her perspective is informed by hands-on leadership, strategic advisory and field-based inquiry, and by immersion in different places and domains to understand how people, institutions and landscapes interact to influence behaviour, trade-offs and outcomes. This grounded understanding of both system dynamics and human dynamics enables her to support leaders navigating complexity, uncertainty and transition, where decisions carry real consequence.
Leading conversations that shape transition
Bronwyn works with leaders facing complex decisions where the stakes are material and familiar models are no longer sufficient. These conversations arise when change is inevitable, expectations are contested, and the consequences of getting it wrong are real.
They typically centre on four areas:
How transition actually happens on the ground
This conversation is for leaders seeking to move beyond strategy and intent. It examines how policy, investment and organisational ambition translate into real outcomes across places, institutions and communities, and the incentives, behaviours and constraints that determine whether change holds or unravels.
For leaders responsible for long-term performance, this conversation focuses on how economies must adapt as ecological limits, climate risk and social licence increasingly shape returns, resilience and value creation. It explores the role of capital, policy and governance in redefining what sustainable performance looks like in practice.
The future of economic systems and nature
This conversation supports leaders navigating sustained disruption, where risks are compounding and decisions must be made without complete information. It centres on judgement, accountability and the human dynamics that shape outcomes under pressure.
Leading through uncertainty and systemic disruption
Why current models are failing and what is emerging instead
Here, the focus is on leaders questioning whether existing approaches remain fit for purpose. The conversation explores where legacy models of growth, governance and markets are breaking down, how new models are forming in response, and how to distinguish meaningful structural change from surface-level innovation.
What leaders say
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Bronwyn played a pivotal role in the redesign process for the national battery stewardship scheme. She rapidly established subject matter expertise, and adeptly managed complex and challenging stakeholder environments with professionalism to translate ideas into clear pathways and galvanised diverse stakeholders around a shared future vision.
— Libby Chaplin, CEO, Battery Stewardship Council
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Bronwyn provided outstanding strategic leadership and clear, evidence-based advice across governance, policy, media and advocacy, ensuring we were well-positioned in our engagement with state and federal governments. Her strong capability in stakeholder engagement, complex problem-solving and high-level communications made a significant contribution to the City of Ipswich.
— Cr Teresa Harding, Mayor, Ipswich City Council
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Bringing key strategic and policy issues to the forefront of our deliberations, Bronwyn has been instrumental in shaping our strategy for engaging in national and state policy dialogues. She brings a clear, systems-level perspective, strong strategic foresight, and the ability to translate complex issues into actionable policy pathways.
— Andrew Clark, Independent Chair, Queensland Containers Exchange