CONTEXT

Pfizer globally was exploring new product development opportunities when the Melbourne facility was shortlisted as a potential site. The facility had strong operational alignment and a compelling business case — creating an opportunity to expand capacity and justify significant investment.

However, recent CAPEX projects at the site had resulted in several failures. Global stakeholders required visible evidence of enhanced project governance before approving any capital justification. The window was narrow, the scrutiny was high, and the consequences of getting it wrong were significant.

APPROACH
01 — Governance foundations Developed a project management plan, site CAPEX strategy and project business case. Established the governance fundamentals needed to credibly pursue global funding.

02 — Securing the investment Built and presented the $80M capital investment case to global stakeholders. Translated complex site-level data into executive-level insights that enabled confident decision-making.

03 — Scaling the team Scaled the project team to 20+ people. Took full accountability for program governance, safety, scope, timeline, budget and risk across the program.

04 — Operational readiness Established Pfizer's Operational Readiness process — a cross-functional framework managing the transition from project delivery into operations, embedded alongside global engineering and site functions.