Nicholas Jackson, Team Leader – Compensation/Remuneration

B.A/M.A. Prelim Political Science (University of Melbourne), MBA (Monash University), Graduate Member of the AICD.

Nicholas Jackson joined Synergy Global in 2018 as Team Leader – Org Design & Compensation/Remuneration, having consulted on these matters for thirty years. He was previously a Human Resources (HR/OD) Executive; initially for Mobil Oil Australia & later, for the Gas & Fuel Corporation of Victoria.

Nicholas then became an equity partner of Hay Group, a global management consulting firm, before setting up his own consultancy in 2012. He brings extensive knowledge & experience in executive role alignment, performance standards & remuneration across multiple industries.

Recent client projects/outcomes include:
blackDepartment of Education & Training (VIC): re-designed macro structure, key jobs & the governance processes of the entire department to achieve a more seamless integration of life-long learning across pre-school, school & post-secondary education
blackTelstra: designed process for managing remuneration, training/ development & project resourcing for 2000 IT&T employees to lower turnover, build capacity & improve project performance
blackSouth East Water: designed & supported the implementation of an Executive Incentive Plan to give the Board line-of-sight between the Exec KPIs & the strategic plan, to ensure consistent stretch in performance standards across the group
blackVictorian Public Sector: analysed, evaluated & provided market-sensitive remuneration advise in relation to multiple executives across multiple sector entities

Nicholas has consulted to Boards/Executives in telecommunications, energy, mining, industrial manufacturing, property, consumer goods, government & professional services.

During this time his key learnings were:

1) Start with the operating model in organisation design, to remove self-interest, before defining individual jobs
2) Role clarity is the foundation of organisational performance, but it needs ongoing maintenance
3) Leadership teams need a compelling purpose in order to work together effectively

He has advised the Boards/Execs of long-established public companies, companies planning IPOs, government-owned businesses preparing for privatisation & organisations engaged in mergers & acquisitions. Nicholas has extensive international experience, working across Australia, New Zealand, South East Asia, China & in the Middle East – where he recently led a major project related to Saudi Arabia’s Vision 2030. He is also a Non-Executive Director of BASS Care, an Aged Care Provider, based in Melbourne, VIC.

Nicholas’ Key Areas of Interest & Expertise:
blackCorporate Governance: especially on the ‘people side’ of management/leadership & risk
blackStrategy Implementation: especially executive team alignment & performance standards
blackEffective Organisational Design: especially executive role alignment
blackRemuneration/Compensation Policy: including the architecture for fixed & variable remuneration

Nicholas lives in Toorak, Melbourne with his wife Thea. They have two grown children.When not working, he enjoys the northern summer at his second home on a Greek island.

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