Looking forward

FY23 marks a crucial period for investing in GHD’s long-term future. It will enable us to capitalise on unique market opportunities that align to our ambition of diversifying our influence on client value-chains, enhancing our competitiveness, scaling new businesses and developing integrated solutions that address emerging client issues in a post-pandemic, digitally accelerated business and social environment.

We will continue to evolve our strategy in FY23 with a focus on driving growth of the GHD Digital business to maximise enterprise value and building differentiation for GHD. Our two-prong approach:

01. Drive diversification of GHD’s offerings and broaden its value-chain influence through digital innovation, products, integrated solutions and consulting services.

02. Enable internal digital transformation of the GHD enterprise through availability of diversity of skills for an outside-in perspective, leveraging digital and innovation as enablers.

We will prioritise and focus on three key areas in FY23.

01. Continuing to build digital business assets of significant value to GHD: Very high valuation of digital assets has become a barrier for M&A activity. In this environment, significantly enhancing organic investments to scale the business is an attractive option. The digital business, with more than 75 percent of its new capabilities in adjacent and edge horizons, requires ongoing investments to capitalise on the disproportionately large potential in a post-pandemic, digitally-accelerated world.

By infusing digital and innovation into our conventional client services and adopting an outside-in strategy, we will continue to create new trajectories of growth based on new products and services for the digital age. Feedback suggests that digital experience, data, analytics and innovation are critical capabilities and enablers, required to maintain GHD’s competitiveness, future-proof the enterprise, and retain and grow key clients.

03. An integrated GTM approach to increase integrated GHD sales: We will carefully manage strategic tensions relating to growth vs profitability, short-term vs long-term ROI, core vs new businesses, AEC vs non-AEC competitors, conventional skills vs new skills and inclusivity in shaping the enterprise’s growth and success agenda.

We are focused on a combined determination to embrace technology and innovation to find new ways to solve long-standing problems. From renewable energy to water scarcity and sustainability, our industry can shape future communities for years to come.

- Jim Giannopoulos, Chief Executive Officer Americas, GHD