PCI has been a trusted advisor to Transport for NSW (TfNSW) for over 15 years, delivering more than 29 separate assignments for the Agency.

Our relationship with TfNSW spans two distinct bodies of work: establishing contracting and alliance arrangements for major rail infrastructure projects, and delivering coaching and organisational development initiatives, which included leading the organisational change required to transition major projects into a newly formed agency during one of the most significant restructures in NSW transport history — the creation of the Transport Cluster.

Contract strategy and establishment:

PCI has led contract strategy and establishment for a wide range of major TfNSW projects, including:

• Digital Systems Program, including an ECI for the Train Management System (TMS) and Trackside packages of work

• Transport Access Program Managing Contractor Contract

• North Strathfield Rail Underpass Twin-TOC Alliance

• Epping to Thornleigh Third Track Triplication Twin-TOC Alliance

• Wynyard Station Upgrade contract negotiations

• Hornsby Junction Project Twin-TOC Alliance

• Novo Rail Alliance establishment

• Automatic Train Protection Project Collaborative Framework

• Sydney Terminal Revitalisation

Coaching and Organisational change

In addition to our contract establishment capabilities, PCI provides coaching facilitation support across these project teams during delivery.  This work led to us being appointed to support TfNSW in one of the most major restructures in NSW transport history.

Organisational Change through the creation of the Transport Cluster:

When RailCorp was dissolved and its functions absorbed into the newly formed TfNSW, PCI led the organisational development and change program required to transition four major projects across into the new agency without disrupting delivery:

• Digital Train Radio Systems

• Automatic Train Protection

• Power Supply Upgrade

• Novo Rail Alliance

This was a period of significant uncertainty for project teams, with staff facing not just a change of employer but the loss of a long-standing organisational identity. PCI's role went beyond process — it required helping people navigate real loss and rebuild trust in a new structure, while keeping critical infrastructure projects on track throughout.

PCI's role:

• Managed staff transition across all four projects to ensure project delivery was not impacted

• Developed and facilitated induction and on-boarding training for staff moving into the new agency

• Led change programs to upskill leaders in managing their teams through the transition

• Designed and ran resilience workshops to help staff cope with change and loss

• Facilitated team-building workshops to foster a renewed, positive team culture within the new organisation

• Continued to provide coaching and facilitation on an ad-hoc basis to PSU and NovoRail project teams during delivery

Outcomes:

• All four major projects transitioned successfully from RailCorp to TfNSW with little disruption to delivery

• TfNSW praised the quality and effectiveness of our training programs and workshops, specifically tailored to organisational needs

• PCI has sustained a 15+ year advisory relationship with TfNSW, reflecting deep trust and continuity across the Agency's most significant projects

• Delivered over 29 separate assignments spanning contract strategy, alliance establishment and organisational change