Most advisors design the plan and leave. Adi Mujumdar delivered the transformation at Iress as an executive — holding P&L accountability, moving into the business, and achieving results the ASX reported publicly.
Rubicon Advisory works with boards and CEOs on cost transformation, full enterprise transformation, and standalone diagnostics. Every engagement is led personally by Adi Mujumdar.
Identify and capture 8–22% of your operating cost base through five proven workstreams — built on McKinsey's global transformation methodology, tested at Iress.
End-to-end transformation combining cost efficiency with revenue protection and growth — for companies that cannot afford to sacrifice the recovery while fixing the cost structure.
An 8–10 week standalone diagnostic that names the peers, sizes the gap, builds the business case, and produces a board-ready roadmap. Fixed fee. No obligation to proceed.
"Most advisors designed the plan and left. Adi designed the plan, moved into the client's office, and delivered it as an executive. That changes the advice — it is sharper, more honest, and grounded in what actually works when you are the one accountable for the number."
Adi Mujumdar founded Rubicon Advisory to bring a fundamentally different kind of transformation leadership to boards and CEOs across APAC and EMEA.
His nine years at McKinsey & Company — across banking, financial services, B2B software, retail, and advanced industries in four countries — gave him the analytical rigour and methodology of the world's top advisory firm.
But it was his time as Deputy Chief Transformation Officer at Iress (ASX: IRE) that set him apart from every other advisor in the market. At Iress, Adi did not advise on the transformation. He ran it — with P&L accountability, executive authority, and 18 months embedded in the business.
The programme turned a net loss into A$88.7M NPAT, reduced leverage from 2.8x to 1.0x, reinstated dividends, and delivered a 60% share price recovery from programme low. Every figure is publicly reported. No other transformation advisor in Australia can say the same.
Based on McKinsey's global transformation methodology, which Adi helped codify as part of the global team. Every phase is led with Adi embedded in your business — not advising from a distance.
Cost baseline, named peer benchmarks, five workstreams sized across three scenarios. Board-ready business case and NPV model. No commitment to what follows.
Programme architecture, workstream team alignment, governance model, change readiness. The plan your leaders will own — not a consulting deck they will file.
Adi chairs the SteerCo, your leaders run the workstreams. Every savings initiative tracked against the model. No layers. No leverage. Direct access to the decision-maker at all times.
Operating model redesigned so savings are structural, not behavioural. The org is rewired around P&L ownership. Results hold because your team owns them from day one.
Every proof point below is real. Iress is publicly disclosed and may be verified against ASX filings. The McKinsey engagements are described at the level permitted by client confidentiality.
Iress entered the programme from a position of acute financial stress: FY23 net loss, leverage at 2.8x, dividends suspended, and share price at its programme low. A cost review was not enough. The business required a full enterprise transformation — cost, operating model, portfolio, and strategy reset simultaneously.
Adi joined as Deputy Chief Transformation Officer with full P&L accountability. This was not an advisory engagement. He held executive authority, chaired the transformation SteerCo, and was accountable for every outcome reported to the ASX board.
Programme scope: cost efficiency, pricing discipline, portfolio rationalisation (divestment of non-core assets), operating model redesign, and org restructure to enforce P&L ownership. Duration: 18 months. Post-transformation, Adi designed the long-term strategy to double recurring revenue growth while sustaining margins.
Adi led the setup and initial execution of a $1bn+ cost-efficiency programme at a top-tier Australian financial institution, working as part of McKinsey & Company. Workstreams spanned workforce redesign, technology rationalisation, procurement transformation, and process automation.
Programme team: 15–20 McKinsey consultants plus 40+ client team members running four concurrent workstreams. Duration: 18+ months across two phases. Following successful delivery, the client renewed for a second year — Adi led the annual pipeline refresh to extend and refine the programme.
This engagement shaped McKinsey's global transformation playbook. Adi was part of the team that codified the methodology that is now used on transformation programmes worldwide.
Adi was recruited specifically to replicate the Australian cost-efficiency programme at a global financial services group with significant APAC operations, headquartered in Singapore.
The challenge: adapt the diagnostic framework for APAC market conditions — MAS regulatory framework, cross-border operations, different labour markets — while preserving the core transformation methodology. The programme was led from diagnostic setup through to execution.
This engagement demonstrated the portability of the transformation playbook across jurisdictions. The same five-workstream structure — adapted for a materially different regulatory and operating context — delivered the same quality of cost baseline and diagnostic output.