Leadership Team

Bill Kelsall


Bill has over 25 years experience in management consulting and line management, including six years in major global firms McKinsey & Company, Monitor Group and Andersen. He has industry wide experience including FMCG, Pharmaceuticals, Financial Services, Healthcare, Mining, Food and Beverage, and has assisted organisations with issues including sales force effectiveness, growth strategy, marketing, operational improvement, debottlenecking, innovation and post-merger integration.

As Director of Marketing and Innovation at Berri he was responsible for a brand portfolio of $500m. He has also had Non-Executive Directorships in Beverages and Seafood - not surprising for someone who is a keen cook and avid collector of fine wine. When he’s not preparing meals for friends and family, you’ll find Bill on South Yarra’s cricket pitch, teeing off at the golf course, or hitting the road on two wheels. His career at Partners in Performance has been a global experience, with positions in Australia, New Zealand, Asia, Europe, South Africa and North America.

Career snapshot

  • Assisted a major government to implement 75 major reform initiatives across all aspects of its operations. The full program was delivered on time and on budget – a first in the history of the department.
  • Worked with a major Australian FMCG to reinvent its go to market model for more than 30,000 customers. The work considered cost-to-serve, profitability, sales objectives to develop an actionable segmentation and then developed segment-specific approaches to sell, take orders, retain and distribute to each segment effectively and profitably.
  • Led work to diagnose and reinvent the commercial model for a global FMCG company including approach to dominant and powerful retail customers. Also assisted to create integrated consumer and customer line of sight and establish priorities for marketing and innovation.
  • Led the creation of the credit card and mortgage growth strategies for a “Big 4” bank based on developing and leveraging superior customer insight, segmented market according to behaviour, developing strategies to exploit levers and overcome barriers and deploying them via practical interventions at all levels.
  • Worked with a major Australian university to improve customer (student, academic and professional services) experience in a number of key processed delivering rapid, measurable improvements in quality, timeliness and customer satisfaction
  • Assisted the owners of an Australian wine company to make profound change to the existing business model in terms of range, target markets, scope of operations and efficiency. This involved a fundamental rethink of the business, including explicit choices of which parts of the value chain to play in. The company from five years of losses to profitability in the first year.
  • Led the buy-side strategic and commercial due-diligence to support the acquisition of a major Australasian non-alcoholic beverage business. Work contributed to a successful $1.5B acquisition.
  • Assisted an international diversified food producer to identify opportunities for inorganic growth and then identify specific acquisition targets. Subsequently undertook strategic due-diligence on 4 of these resulting in the successful acquisition of companies in Australia and New Zealand.
  • Led a ‘soup-to-nuts’ strategy engagement for the Australian business of an international biotech company. Considered the nuances of the Australian subsidy system and the likely impact of the entry of Biosimilars. Included game theoretical simulations and war gaming. Work resulted in a 10-year strategy for the business.
  • Led a strategy engagement within the Oncology Division of a global pharmaco to determine the five year outlook for the business. Work included the assessment of the impact of both generics and PBS pricing changes to two of its leading drugs coming off patent, as well as establishing forecasts for new medications anticipated to get PBS access. Also incorporated projections of new proprietary medications from competitors.
  • Assisted one of the world’s largest pharma companies to develop its launch and marketing and sales strategies for its innovative new drug in the NSAID category. Work involved defining buying processes, conducting research with physicians, statistically segmenting the market and developing value propositions and go-to-market strategies for each segment. Market leadership was attained in 15 months.
  • Worked with a major global pharmaceutical company on its Marketing and Sales strategies for a revolutionary new drug in the osteoporosis segment. Work involved activating both Doctors and potential patients via innovative, yet ethical marketing approaches.
  • Worked with the life insurance division of a major Australian superannuation and insurance company to develop a value proposition for life insurance and to develop names for products and services.
  • Led work for an international cards player in corporate cards to develop deep customer insight and activation strategy in its SME business. As CRM had 18-month lead time to change, created call centre guidelines on colour-coded laminated cards to enable immediate implementation. Doubled acquisition rate/100 calls almost immediately.


Bill’s qualifications include an MBA from the Cranfield School of Management (UK), where he won the Odgers Prize and a Bachelor of Applied Science, Physiotherapy, from Curtin University.