KMF Advisory provides executive-level strategic, operational and governance advice to boards, C-suite executives and executive teams.

KMF is built on a simple principle: the people who scope the work are the people who do it.

Our principals have held the accountable roles our clients now hold, at the regulator, in aviation executive teams and in Commonwealth transport safety and security. We stay directly involved from the first conversation through analysis, recommendations and support into implementation. That continuity is how the firm is designed, and it means clients get experienced judgement applied to their problem, not just a report handed over.

We review operating models, organisational performance, risk and assurance arrangements, and sensitive business issues — and then help clients turn what we find into practical, properly governed action.

  • The principals have been senior Commonwealth regulatory executives. One was accountable at CASA for the entry control and safety surveillance of every certified aviation organisation operating in and to Australia. The other held executive roles in Commonwealth transport safety and security across aviation and maritime, in Australia and internationally.

    Between us we have also carried operating accountability in the industries we oversaw, as a chief operating officer and as an airline check and training captain. We have administered the rules, enforced them and operated under them, which is a different proposition from having read them.

    We act for operators and, increasingly, for the government agencies that contract critical aviation services. We keep those roles separate deliberately. Our conflicts position is set out in writing at the start of every engagement, and we will decline a matter rather than blur that line.

    Our working principle is simple and occasionally uncomfortable. We tell clients what we have found, in plain terms, including when it is not what they hoped to hear. Boards engage us when reassurance has stopped being useful.

Our Foundational Principles.

The people you meet do the work.

  • Where an assignment needs capability we do not hold, we assemble it deliberately and tell you who is joining and why. Scope, deliverables, timeframe and fee basis are agreed in writing before work starts.

  • That means time in the operation, not only in the boardroom — testing what the documents say against operational reality, and identifying the real constraints and risk issues, rather than the stated ones. Frameworks organise the thinking; they do not produce the answer.

Evidence
before design

  • We do not publish client names, logos, testimonials or case details, and we do not identify clients in proposals or conversation without their written agreement. Where a client is willing to act as a referee, we will put you in touch with their consent. The discretion you see here is the discretion every client receives.

Confidential
by default

  • We stay engaged to support implementation: sequencing, governance arrangements, the difficult conversations, and independent checks that the change has actually taken rather than merely been announced.

    What we do not do is take programme or project management office roles. An adviser who is also the delivery vehicle cannot credibly tell you the delivery is failing, and that is the one thing you most need to be told. Accountability for delivery stays inside your organisation, and we stay in a position to be honest about it.

We stay past the recommendation… but we don’t run your programme

On being former
regulators…

Clients sometimes expect two former regulatory executives to arrive and behave like regulators. What we actually bring is the regulator's perspective, applied to your interests. Knowing how a regulator thinks lets us tell you which findings carry real safety or regulatory implications and which can be handled routinely, what a proportionate response looks like, and where you are exposed, early enough to fix it before it becomes a finding.

What we do not offer is access. We do not trade on former relationships or on anything learned in office, and a client looking for that is better served elsewhere.

Every enquiry is read by a director and is treated as confidential. If you are dealing with a regulatory problem, an organisation that is not performing, a project that has stopped tracking to plan, or a matter that requires independent examination, a short conversation will usually establish whether we are the right firm — and we will tell you if we are not.

We advise boards, executive teams, government departments and statutory authorities, investors, insolvency practitioners and legal practitioners across Australia, the Pacific and Southeast Asia.

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