I'm Mark Fahey. I help organisations improve performance, strengthen stakeholder confidence and make better-informed commercial decisions.
I’m a trusted commercial professional who helps organisations solve business problems, strengthen stakeholder confidence, reduce risk and deliver practical outcomes.
My experience spans corporate, government and small business environments, helping organisations identify opportunities, manage risk, improve performance and navigate complex challenges. My approach combines commercial judgement, practical problem solving and a focus on delivering measurable outcomes.
If you're looking for practical advice, commercial insight or a fresh perspective on a business challenge, I'd welcome the opportunity to discuss how I can help.
How I can add value
Commercial Analysis & Decision Support
Helping organisations evaluate opportunities, assess options and make better-informed commercial decisions.
Business Improvement
Identifying practical ways to improve performance, streamline processes and reduce unnecessary costs.
Risk & Resilience
Strengthening organisational resilience through risk identification, contingency planning and practical mitigation strategies.
Stakeholder & Relationship Challenges
Helping organisations strengthen relationships, improve confidence in delivery and resolve complex stakeholder issues.
About Mark
I enjoy helping organisations work through business problems, identify opportunities and make better-informed decisions.
Over the years I've worked on a wide range of challenges, from reducing costs and improving processes through to resolving customer issues, managing risk and supporting major business changes.
My approach is straightforward. I take the time to understand the issue, look for practical options, and focus on solutions that are realistic and achievable.
I enjoy learning and regularly undertake professional development to stay current with changing business practices, technology and new ways of solving business problems.
Whether you're considering a new opportunity, looking for ways to improve performance, or simply want an independent perspective on a business challenge, I'd be happy to have a conversation.
Case studies
| Name | Category |
|---|---|
| 1. Business acquistion assessment | Commercial analysis |
| 2. Restoring confidence in service delivery | Relationship management |
| 3. Cafe growth strategy | Business improvement |
| 4. Business continuity planning in action (COVID-19) | Risk & resilience |
| 5. Cost reduction review | Cost reduction |
| 6. Challenging new business opportunity | Business development |
What Clients and Colleagues Have Said
"Mark is an organised, professional and commercially astute individual. He is a strategic thinker who communicates effectively at all levels and is approachable and easy to work with."
- Martin, former colleague and senior supplier representative
"Mark's strength was building trust into the relationship. Problems were jointly owned and resolved to the benefit of both parties."
- Malcolm, former colleague and major client representative
Professional Development
My recent professional development reflects my commitment to staying current in business, technology, and management. Study in business cases, project and risk management, and AI has strengthened my commercial judgement, stakeholder engagement, and ability to lead improvement and resilience.
| Year | Course | Provider |
|---|---|---|
| 2026 | Getting Better at AI | University of Canterbury |
| 2026 | AI Mastery Certificate Program | Coursiv |
| 2026 | Risk Management Tools | University of Canterbury |
| 2025 | Risk Management Essentials | University of Canterbury |
| 2025 | Advanced Professional Project Management | University of Canterbury |
| 2025 | Professional Project Management | University of Canterbury |
| 2025 | Better Business Cases - Practitioner | APMG International |
| 2024 | Better Business Cases - Foundation | APMG International |
1. Business Acquisition Assessment
| Stage | Detail |
|---|---|
| Challenge | A client was considering purchasing a business and wanted an independent assessment of the opportunity. |
| Approach | I reviewed the financial information, assessed the assumptions behind the forecasts, and identified key risks and opportunities. |
| Outcome | The client was able to make a better-informed decision based on a clearer understanding of the business's potential performance and associated risks. |
2. Restoring Confidence in Service Delivery
| Stage | Detail |
|---|---|
| Challenge | A major client had concerns about service performance and believed agreed standards were not being achieved. |
| Approach | I analysed the existing performance measures, worked with stakeholders to develop improved KPI reporting, and negotiated a revised framework. |
| Outcome | The new measures provided a more accurate picture of performance, restored confidence in service delivery and strengthened the relationship. |
3. Cafe Growth Strategy
| Stage | Detail |
|---|---|
| Challenge | A suburban café faced rising costs, reduced spending, lower foot traffic and new competition from a nearby bakery. |
| Approach | I completed a SWOT analysis and recommended short and longer-term actions to attract more customers, including targeted offers, bundled pricing, new menu items, stronger social media use and online or third-party sales. |
| Outcome | The owner is reviewing the options and deciding which to pursue first and at what pace. |
4. Business Continuity Planning in Action (COVID-19)
| Stage | Detail |
|---|---|
| Challenge | Supplies of a critical product relied upon by New Zealanders had been exhausted shortly before the first COVID-19 lockdown. Replacement stock needed to be sourced and transported internationally while much of the world was effectively shut down. |
| Approach | Soon after joining the organisation, I identified that business continuity arrangements for international supply logistics relied heavily on the knowledge of a small number of individuals and were insufficiently documented. Recognising the risks this created, I led a review of continuity arrangements, documented critical processes, clarified responsibilities across local and international participants, embedded requirements into key contracts, strengthened stakeholder relationships and tested contingency plans. |
| Outcome | When COVID-19 restrictions were introduced, the plans were successfully activated. Working remotely from home, I coordinated the international logistics required to replenish New Zealand's stocks within seven days, ensuring continuity of supply during a period of significant uncertainty. |
5. Cost Reduction Review
| Stage | Detail |
|---|---|
| Challenge | My organisation used a costly dual-provider model for end-of-life product returns but lacked the time and expertise to develop alternatives. |
| Approach | I reviewed the model and invoices, identified unnecessary costs and double charging, and worked with in-house experts to design a new approach. I then led a market process which selected a motivated single vendor to work with other market participants, and who introduced an online stock management system from Day One for products in transit. |
| Outcome | The new single-vendor model delivered better terms, fewer transport movements and a 67% reduction in annual costs. |
6. Challenging New Business Opportunity
| Stage | Detail |
|---|---|
| Challenge | A major customer outsourced an existing valuable service to a third-party master vendor, creating the risk of a significant loss of revenue for my organisation. |
| Approach | Rather than accept the loss, I identified an opportunity to provide services to the master vendor. This required building support among stakeholders in both New Zealand and Australia, overcoming competitive sensitivities, and presenting a commercially viable proposal that demonstrated value for all parties. |
| Outcome | The proposal was accepted and the business secured, generating more than $1.5 million in annual revenue while also providing valuable market and operational insights. |