You can work with us either on a project basis with a defined scope, or more flexibly, by embedding on-demand fractional senior technical expertise and stakeholder credibility – helping you shape, finance, execute, implement and scale solutions faster, more effectively and more affordably than hiring in-house.
This is not a retainer for advice. It is accountability for outcomes.
Nature is already on your balance sheet. You just can’t see it yet.
We help you see, manage and and value what your balance sheet has always been missing. Moving from counting to valuing -helping you to make better decisions.
The forests, watersheds, soils and coastal systems that underpin productivity, supply chain resilience and long-term asset value have been invisible to conventional accounting – until now.
We bring together ecological integrity, commercial, financial, risk-and impact management rigour, nature data and technology know-how to integrate the value of nature into operational, economic and asset allocation decision-making.
Whether you are establishing the business case for nature, engaging with suppliers, navigating integrated climate-nature disclosures for the first time, or building a natural capital account that genuinely informs strategic value creation, we give you the intelligence to act with conviction.
Our service solutions include:
We build the literacy and judgement your board and executive team need to lead on nature – then stay engaged as a trusted voice in the room where decisions get made.
Board and executive training – what this means in practice:
- Core concepts, made accessible: nature, climate, circularity explained in business terms, not scientific jargon
- The climate-nature nexus, framed clearly: how nature risk and climate risk interact, so your board isn’t treating them as separate agenda items
- The regulatory and reporting landscape, decoded: what’s mandatory, what’s emerging, and what it means for your organisation specifically
- A clear-eyed view of peer practice: what comparable organisations are doing and what “good” looks like, so ambition is calibrated against reality
- A practical roadmap: a defined path from where you are now to where you need to be, owned by the people who’ll act on it
Board and committee support – what this means in practice:
- An embedded sustainability perspective: sustainability reporting, risk and impact expertise brought directly into your board or advisory committee, on an ongoing basis rather than a one-off session
- Constructive challenge, not just information: independent scrutiny of plans and decisions before they reach external stakeholders or regulators
- Market intelligence, delivered in real time: current thinking on regulatory shifts, peer practice and emerging risk, so your governance stays ahead rather than catching up
We start with a double materiality lens – surfacing where nature impacts and dependencies are financially material to you, and where your operations are material to nature, within your sphere of influence. That lens determines what we assess and why, not just what we report.
What this means in practice:
- A clear picture of exposure — your organisation’s impacts and dependencies on nature, and the resulting risks and opportunities, assessed against recognised frameworks (e.g. TNFD’s LEAP approach)
- A benchmarked starting point — your nature readiness scored and positioned against peer organisations, so you know where you stand before you invest
- Spatial and data-driven evidence: geospatial analysis and data visualisation of ecosystem integrity and vulnerability across your operational assets and value chain, drawing on our technology partnerships to close data and reporting gaps
- Integration, not a standalone report: findings built to plug into your existing enterprise or portfolio risk management systems, policies and processes, so the assessment informs decisions rather than sitting on a shelf
- A diagnostic pack you can act on: clearly stated findings, each with implications and a recommended response, giving your board and executive team a decision-ready starting point for the Strategy pillar
- Natural Capital Accounts: we can establish physical and monetary accounts built for your operational assets, giving you a defensible, auditable record of natural capital stocks and flows that underpins investment decisions, disclosure and long-term performance tracking (UN SEEA, Natural Capital Protocol)
We translate the findings from your diagnostic pack into an integrated nature strategy: one set of ambitions, one integrated transition plan, aligned with your existing decarbonisation and business strategy rather than running alongside it.
What this means in practice:
- One integrated plan, not a parallel process: nature ambitions built directly into your decarbonisation/climate action plan and business strategy, so nature isn’t a bolt-on workstream competing for executive attention
- Ambitions that are set and stress-tested: targets developed against recognised frameworks (e.g. Science Based Targets for Nature) and pressure-tested against different scenarios, so they hold up under scrutiny from investors, regulators and your own board
- A business case your CFO can defend: the commercial rationale for nature investment, quantified where possible, so capital allocation decisions are grounded in numbers, not sentiment
- A credible transition plan: a roadmap that meets emerging disclosure and transition-planning expectations (e.g. TPT/GFANZ-aligned), built to withstand external scrutiny, not just internal sign-off
- Internal alignment, not just a document: stakeholder engagement designed to build shared ownership across the business, with clear accountability for capital and resource decisions before you move into delivery
We guide the messy translation from commitment to behaviour change — embedding nature into how your organisation actually makes decisions, allocates capital and shows up externally.
What this means in practice:
- Governance and decision systems, operationalised: nature embedded into investment decisions, due diligence, procurement standards and supplier engagement strategies, including across complex, multi-jurisdictional value chains
- Capital unlocked and deployed: climate-nature-based adaptation finance strategies developed and connected to your existing capital allocation processes, so ambition translates into funded action
- Technology-enabled monitoring and proof: working with our nature technology partners to deploy science-based data and digital decision-support systems that monitor, manage and demonstrate outcomes, integrated into your existing policies and processes
- Co-design and deliver flagship initiatives: from initial business case through to implementation, built with your team rather than handed to it
- Direct board and investment committee support: we help prepare materials and attend the meetings that matter, so nature decisions get the same rigour and airtime as any other capital decision
- Workstream leadership across nature, circularity and just transition: dedicated leadership so these initiatives have a clear owner rather than competing for internal bandwidth
- Your seat at the table, externally: representation in external forums and brokering of cross-sector coalitions, alliances and partnerships, so your transformation work builds market credibility as well as internal traction
Disclosure is not the endpoint of nature strategy – it’s the mirror of it. A report can only reflect what an organisation has actually done: the data it has gathered, the nature-related risks and opportunities it has understood, the governance it has built to manage them. We help organisations build that substance first, then disclose it with rigour – that holds up with auditors, regulators, investors, and your board. We supported numerous inaugural integrated public climate-nature disclosures (TNFD and ISSB S1/S2-aligned) and with first-hand experience having shaped the TNFD framework itself we bring both technical fluency in the standards and a clear view of what credible practice looks like behind them.
What this means in practice:
- TNFD-aligned assessment and disclosure: applying the LEAP approach to assess nature-related dependencies, impacts, risks, and opportunities, and translating that assessment into disclosure that meets the framework’s intent, not just its checklist
- ISSB S1/S2 alignment: integrating nature considerations into sustainability and climate-related financial disclosures in a way that satisfies assurance and investor-grade scrutiny
- Inaugural disclosure support: guiding organisations through their first nature disclosure cycle, where the gap between ambition and available data is usually widest, and the judgment calls matter most
- Disclosure governance and assurance readiness: building the internal processes and data trails that mean disclosures can be defended, updated, and improved year on year, not reassembled from scratch each cycle
We don’t write disclosures to look complete. We help executive management do the work that makes disclosure a true reflection of where they actually stand – and a credible signal to the markets and stakeholders who are increasingly reading it as one.
The question is no longer whether to transition, but how do we do it in a way that makes economic sense and respects people, cultural dignity of indigenous land stewards, farmers, local business, communities and place.
The polycrisis of our time is an opportunity for regions and communities to innovate and create future-proof economic models that are able not only to survive a chaotic political and economic climate but thrive whilst regenerating the natural capital they rely on to continue to produce food, build place-based resilience, self-sufficiency and community, retain and attract talent and young people, create good local jobs, mobilise funding and invite innovation, new research and industry solutions.
The linear economic model – extract, make, dispose – is not just environmentally unsustainable, it is becoming commercially indefensible. Input costs, regulatory pressure, supply chain fragility and shifting investor expections are all pointing in the same direction: organisations and communities that close their resource loops will out-compete those that don’t.
Our service solutions include:
A credible transition plan isn’t a decarbonisation disclosure exercise — it’s a strategic process that informs business strategy, financial planning, capital allocation and long-term decision-making. Boards are too often handed science they can’t act on; CFOs are handed sustainability reports that don’t move capital. We built our practice on translating between ecological science, corporate strategy, risk management and value creation — turning complexity into decisions that actually land.
What this means in practice:
- A plan that holds up under scrutiny: stress-tested against physical climate risk, so it withstands questioning from investors, regulators and your own board, not just internal sign-off
- Nature as transition levers, not afterthoughts: embedded as core mechanisms for resilience and value creation, not bolted on to a decarbonisation-only plan
- A just transition built in, not bolted on: safeguards so workers, suppliers and communities don’t carry the cost of change, addressed as a designed part of the plan rather than a risk disclosed after the fact
- Science translated into capital allocation decisions: the bridge between scientific climate and ecological data and financial planning, so the plan moves budgets, not just satisfies a reporting requirement
- Delivered at the scale that matters to you: from single-organisation transition and decarbonisation pathways through to place-based, landscape-level regional economic transition plans, developed with a wide range of stakeholders across entire regions
- A systems-thinking approach to sequencing: the critical path of actions identified and ordered, so effort compounds into a reinforcing cycle of progress rather than a list of disconnected initiatives
We have extensive experience in transition and decarbonisation pathway planning – from organisations levels right through to place-based, landscape-level regional economic transitions plans for an entire regions in Australia – involving a wide variety of stakeholders.
By combining our expertise in strategy and applied systems thinking, we support you to identify the key actions critical steps needed to take your transition plan to the next level and create a reinforcing positive fly wheel for your organisation.
Good intentions aren’t a strategy. Many organisations arrive at impact work with genuine commitment but no clear theory of how their resources, relationships, and capabilities actually translate into change—so effort gets spread across initiatives that feel meaningful in isolation but don’t compound into anything larger than themselves.
We help organisations build impact strategy that is rigorous enough to withstand scrutiny from capital markets and boards, and grounded enough to hold up in the complexity of the systems it’s meant to shift. This means being precise about what change you are seeking, honest about the trade-offs involved in pursuing it, and disciplined about how you allocate scarce resources—capital, time, relationships—toward the interventions most likely to matter.
What this means in practice:
- Theory of change development: articulating the specific, testable logic connecting your activities to the outcomes you’re seeking, so strategy can be interrogated and improved rather than taken on faith
- Impact measurement and reporting frameworks: building metrics that capture genuine progress toward systemic goals, not just activity that’s easy to count
- Portfolio and resource allocation strategy: helping investors, funders, and organisations decide where concentrated effort will outperform diffuse good intentions
- Impact governance and decision-making design: embedding impact considerations into how decisions actually get made, not as a reporting layer bolted on afterward
We treat impact strategy the way we treat any strategy: as a set of choices that commit an organisation to some paths and close off others. The organisations that do this well aren’t the ones doing the most -they’re the ones who have been most disciplined about where their impact actually compounds, and structured their strategy to make sure it does.
The biggest opportunities to unlock regenerative futures rarely sit within a single organisation’s control. They sit at the intersection—between corporates and NGOs, government and private capital, technical experts and community institutions—where no single actor has the full mandate, capability, or trust to act alone. Yet these are precisely the partnerships most organisations struggle to build: the incentives don’t naturally align, the languages differ, and the relationships take time most teams don’t have.
We broker the partnerships that make ambitious work possible. Drawing on two decades of relationships across capital markets, government, industry bodies, and civil society, we identify where genuine complementarity exists, build the trust required to bring unlikely partners to the same table, and structure collaborations that hold once the goodwill of a first meeting has worn off.
What this means in practice:
- Partner identification and matchmaking: mapping the landscape of potential collaborators and identifying where interests, capabilities, and incentives genuinely align, not just where a partnership looks good on paper
- Coalition design and governance: structuring how partners work together, share risk, and make decisions, so collaboration survives beyond the initial enthusiasm
- Multi-stakeholder facilitation: convening and managing the relationship-building process between parties with different cultures, timeframes, and definitions of success
- Co-design of shared value propositions: ensuring each partner has a clear, durable reason to stay in the collaboration, not just a reason to join it.
We help organisations move beyond circularity as a sustainability add-on and treat it as an operating and investment logic -redesigning material flows, business models, and value chains so that waste is engineered out at the source, rather than managed after the fact.
What this means in practice:
- Circular strategy and business case development: identifying where circular models create genuine commercial value, not just environmental benefit, and building the case to unlock investment
- Regional and precinct-scale circular economy design: working with place-based coalitions, industry clusters, and local government to redesign material and resource flows at a system level, not just within a single organisation
- Value chain and supply chain redesign: mapping where resources currently leak from a system, and re-engineering flows to capture and retain value
- Policy and enabling environment advisory: supporting the incentives, standards, and market infrastructure that make circular models viable at scale
Capital is not the constraint. Co-designing funding solutions with and for people, systems and place to transform ideas into lasting change is.
Closing this gap is where we do our most consequential work. We co-design, structure and help mobilise impact finance solutions along the full continuum of the capital spectrum and markets architecture that make climate, nature, social and cultural outcomes investable at scale.
We have supported institutional real asset managers, impact funds, cross-sector public-private investment coalitions, governments, bi-and multilateral development finance institutions in various jurisdictions, global foundations, NGO’s and Indigenous leaders to mobilise capital into climate, nature, circular and regenerative food systems, blue economy, indigenous cultural dignity, health and community outcomes and the bio-economy.
Our service solutions include:
- Visioning and ideation of non-conventional financial instruments, structures, and mechanisms
- Design of blended finance solutions to mobilize capital for nature, climate, blue economy
- Mapping funding landscapes and identifying financing opportunities along the full capital spectrum
- Developing impact investment models that align the objectives with development outcomes
- Structuring risk-sharing arrangements to attract private capital into Nature-based Solution
- Creating impact finance taxonomies to guide the selection of the most suitable financial instruments, structures, and mechanisms for nature, climate and social impact – at asset, portfolio and bio-regional levels.
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Conducting pre-feasibility and feasibility assessments for impact finance structures
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Undertaking detailed options analyses for a wide range of impact finance solutions to respond to nature challenges and/or fulfil Nature Positive mandates
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Translate technical assessments into a holistic, compelling value proposition
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Developing financial models and viability analyses for blended finance funds and facilities
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Developing detailed project finance models for underlying projects, initiatives and assets
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Assessing barriers to capital flow and assessing detailed de-risking and/or credit enhancement mechanisms
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Quantifying financial and impact return profiles for investors and stakeholders
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Structuring outcomes-based financing models
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Testing innovative finance concepts with market soundings and demand-side stakeholder consultations
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Undertaking detailed thematic mapping of donors, funders, financiers and investors
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Conducting ecosystem landscape mapping and policy analysis for impact finance interventions
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Establishing public-private partnerships to leverage financing for sustainable projects
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Advising on financial incentives and regulatory frameworks to support nature and just transition outcomes
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Supporting capacity-building and knowledge transfer for governments, investors, NGOs and other key actors
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Developing scaling and replication strategies for innovative finance models
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Designing financial mechanisms to contribute to measurable and verifiable environmental and social outcomes
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Developing thematic rationales that underpin a business case, such as a nature impact rationale
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Developing theory of change and impact metrics and process flow diagrams showing causal links from challenges to impact
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Building impact tracking mechanisms and systems to align with investor and stakeholder expectations
- Creation of Impact Funds from product design, development and implementation right through to development of a full investment management operating platform including risk and investment governance frameworks supporting the organisation’s licensing arrangements.
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Drafting investment cases and prospectuses for a diverse range of funders, including DFIs, impact investors, and foundations
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Identifying and securing grants, concessional finance, senior debt, guarantees, and first-loss capital
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Leading multidisciplinary teams to develop successful proposals to project preparation and project funding organisations
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Engaging and negotiating with multilateral banks, institutional investors, family offices
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Structuring tiered investment entry points to accommodate different risk-return profiles
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Developing the process flow and investment committees to select the most appropriate projects, ensuring the best use of capital towards the objectives and mandates of the fund/facility
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Designing selection criteria for transparent and accountable selection criteria for fund allocation
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Structuring multi-stakeholder investment decision-making processes, and drafting the associated manuals/documentation
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Ensuring compliance with fiduciary, marketing, risk management, and Responsible Investment standards
- Carbon and Nature Credits due diligence
- Nature and Clean technology funding commercialisation pathways
- Impact investments with thorough detailed impact due diligence analysis
- Identify investments that suit a client’s portfolio based on their risk/return appetite and impact intention
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*Supporting the establishment and operational launch of finance instruments, mechanisms, facilities, etc.
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*Advising on funds’ operational administration, fiduciary, marketing and compliance requirements
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Designing and facilitating regular meetings, including board meetings, investment committee meetings and AGMs
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*Active impact performance management, with regular reporting on fund financial performance, risk and impact metrics
