Bradstreet Consulting

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ABOUT BRADSTREET CONSULTING

Experienced risk thinking. Practical enough to use.

Bradstreet Consulting was established to make senior risk, fraud and governance expertise accessible without the scale, cost or complexity of a large consulting engagement.

Anthony Bradstreet, Founder of Bradstreet Consulting

Anthony Bradstreet

Anthony Bradstreet is the Founder and Principal Consultant of Bradstreet Consulting. He brings more than 30 years of experience across NAB and Telstra, including senior roles spanning fraud, risk, technology and transformation.

His experience includes fraud and scam prevention, operational and technology risk, control design, product and transformation risk, governance and working across complex stakeholder environments. He has operated from executive and board-facing settings through to the teams responsible for making controls work in practice.

Anthony also brings a governance and volunteer perspective through board and committee roles, including former President of Softball Victoria and experience on a school board and risk committee. This combination helps him translate corporate risk disciplines into approaches that are proportionate for smaller businesses, boards and community organisations.

30+ years' experience

NAB and Telstra

GAICD

Former President, Softball Victoria

Board and risk committee experience

Risk • Fraud • Governance • Technology

Anthony Bradstreet, Founder of Bradstreet Consulting

A different consulting model

Senior-led

The person you meet is the person doing the work. Advice is not delegated through layers of a consulting team.

Practical

Recommendations need to work in the real organisation — with its people, systems, resources and competing priorities.

Proportionate

Not every risk needs another control. We focus effort where the exposure and consequence justify it.

How we work

We start by understanding the organisation, the decision or problem, and the real level of exposure. From there, the aim is to simplify the issue, identify what matters and develop actions that people can realistically implement.

• Listen before prescribing

• Make complexity understandable

• Challenge constructively

• Keep governance separate from management

• Design for the organisation you actually have

• Leave capability behind, not dependency

Need a clearer view of the risk?

A short conversation is a good place to start.

Let's talk