Senior-led. Built for the mandate, not a fixed bench.
Built around the mandate in front of us, and deployed at the pace the work demands.
Woodroyd advises founders, boards, investors and leaders on the decisions that carry consequence.
The work sits at the points where direction is set — growth and market position, leadership and governance, ownership and capital structure, systems and capability. Rarely one at a time.
We are in the room before the decision, at the decision, and through the execution that follows. Advice that stops at the recommendation is not the work.
Woodroyd is a firm, not a personal practice. Each mandate is led by a partner who has held the seat and delivered by a team assembled for the work. No fixed bench, no pyramid, and nobody learning on your mandate.
James Curtis
James advises founders, boards, investors and leaders across corporate, government and purpose-led organisations on the decisions that define direction — staying engaged to help deliver the outcome.
He has advised more than 40 organisations across corporate, government and purpose-led sectors — from resources and clean energy to health, education, defence, technology, professional services, sport and social impact.
He has led organisations through capital events and transformation — as founder, chief executive and senior public-sector executive — across private, PE-backed and publicly funded environments.
He has worked on both sides of the table — as founder and chief executive, and as a management consultant and advisor — which lets him judge whether a strategy can actually be carried, not just whether it reads well.
His work spans the Asia-Pacific, engaging with governments, federations and commercial partners across North and Southeast Asia. He contributes regularly to national media on strategy, governance and public policy.
He is a Non-Executive Director of Richmind WA, Advisory Board member of SportsGrid, and Deputy Chair of the Football Futures Foundation.
He has also served on government and industry committees including the Chamber of Minerals and Energy WA, the Advisory Council of the Australian Broadcasting Corporation, and the Advisory Board of UWA Sports, and has been a member of several Finance, Audit, and People and Remuneration committees.
Ivan Kelly
Ivan works with founders, boards and investors on the commercial and strategic decisions that define direction — growth, restructuring and exit.
His work spans listed and private businesses across Australia, the Asia-Pacific, the United States, the United Kingdom and Ireland, on the choices that drive value creation, organisational transition and capital allocation.
He has led financial, commercial and investor strategy at global scale — senior roles at Flutter Entertainment in the UK and FanDuel in New York as both became global digital leaders — engaging investors, boards and capital markets, evaluating major partnerships and shaping complex deal structures.
As CFO to founders and boards through sale processes and financial restructuring, he brings a clear sense of whether a decision is genuinely deliverable, not just directionally right. He also brings experience in governance, risk and the leadership of finance and corporate services teams through growth, transition and heightened scrutiny.
He has worked on both sides of the business — carrying accountability from within the executive team, and advising from outside it — which gives him a balanced view of how decisions are made, and how they land.
Liesja Mason
Liesja advises boards, founders and executive teams across sectors on the leadership, organisational and workforce decisions that determine whether a strategy holds as the business grows, changes or is tested.
She has led the people agenda as a senior executive in organisations across sectors, and has advised boards. That breadth gives her a clear view of what separates organisations that carry change from those that stall, and of what boards and executives need to see before they decide.
Her work covers organisation design, leadership capability, performance, succession and culture, and the change programs that carry a business through growth, restructure and disruption. She builds the workforce systems and leadership depth that let a strategy be carried out and sustained.
She has worked across Asia-Pacific and globally, including on transactions: people due diligence, leadership and workforce risk, and integration once a deal completes. The same judgement applies when no transaction is involved.
Greg Blycha
Greg works with businesses and public organisations on the decisions that hold up in complex, regulated environments, namely Defence, helping industry understand the industrial priority areas for Defence and what it takes to deliver.
His Defence experience spans Defence readiness, capability development, market penetration and organisational governance. He helps businesses understand the expectations when supplying into the Defence sector, and builds the strategy and business systems to support sustained engagement with Defence and Defence prime contractor supply chains.
A veteran, having held senior executive roles in state and local government, Greg has a working understanding of how public institutions set priorities, allocate funding and carry accountability. In sport, Greg has served in Board roles where commercial performance, strategy, and member and community expectations are critical for credibility and success.
Greg is a Director of JOLA Group.
Around the core team sits a standing network of founders, chief executives, directors and specialists across the Asia-Pacific.
Each mandate draws on it by fit: senior operators who have run the business in question, sector specialists, and capital and transaction expertise. The team is assembled for the work, not held on a bench.
We take on work where the answer isn't obvious yet, and someone's ready to find it.
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