High performing teams are built not bought. If you want to scale a process, a group of graduates is fine, if you are in a hurry then those sitting idle might do. If you have a problem that has multiple threads or needs a deep understanding of a particular topic, then you need to build a team around the problem.

The challenge of course, is that the best are usually busy.

We have built a business on building teams around a problem. Our assignment leaders are typically ‘T-shaped’, they have a broad knowledge and experience across business with deep knowledge in one or two domains. We have built teams around problems as diverse as IT and communications, engineering, workplace health and safety, environment, logistics and supply chain. Our core competency isn’t in a technology or domain, it’s in building delivery teams that know what they are doing.

We learned that hiring good people isn’t enough – training, tools, some process and quality management deliver better outcomes. So, we built Kiah Method™, the intellectual property built on research and experience, encapsulated in tools and practices, that makes us a company of consultants, not a ‘body-shop’.

It’s not easy. We look for clients who are prepared to try something different. Delivering outcomes this way means a journey not a procurement – a partnership of trust built on a foundation of success. If the outcomes aren’t outstanding, stop using us – but with 90 per cent of our business coming from repeat clients, we don’t think you will be disappointed.

We know it takes courage to try something different, but taking some risk isn’t foolhardy, it’s how something different happens. It’s the province of leaders.


Our Projects

Facilitating complex decisions rapidly

The problem: Our public sector client had received advice, through an external review, that a critical piece of hazardous storage infrastructure was no longer safe to use. The recommendation was due, in part, to the natural decay of the facilities through underfunded maintenance, and a change in the local land use that had seen the surrounding […]

Gaining value in a commodity contract and deal negotiation

A government client sought to purchase telecomms services on behalf of itself and 50+ partner agencies, across 120 countries. When does a commodity contract become something more? Objective: To help the client clarify its evaluation process, prioritise its requirements, and negotiate a sustainable deal which would succeed for both parties over the long term. Kiah approach: Look […]

Sweating the asset – a public sector approach to allowing commercial use of a facility

The problem: Our public sector client operated a bulk fuels facility located alongside a public port. The facility, of several million litres, was a strategic facility for the client and provided a fuel reserve (in case commercial supply lines were interrupted). The client recognised that to continue operating the facility, would need specialist skills that were […]