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About the Collective.

Most organisations chase performance at the expense of their people, then wonder why the change never sticks. Our methods prove there's a better way.

Our Vision

To be the most trusted partner for strategic change in Western Australia. We work alongside the most demanding organisations in resources, utilities and government as they navigate uncertainty.

Our Mission

To help individuals, teams and organisations embrace change without losing the people who have to live through it.

Core Value

Coach, don't command. We listen first, then guide. The people doing the work own the change, which is exactly why it lasts.

Beginnings

A Decade of Change That Actually Sticks

We've spent years inside transformations across tech, finance, mining, government and purpose-led organisations. Long enough to know that the programs that fade are the ones done to people, and the ones that hold are the ones built with them.

That's the thinking behind Twenty2 Collective. Rather than one consultant with one playbook, we bring together coaches, facilitators, strategists and trainers, each an expert in their own right, and match the right minds to the problem in front of you.

What Makes Us Different

We always put people first before process.Tools and frameworks come second.

Our goal is for you to not need us. That’s why we focus on capability and not dependency.

If a frontline supervisor can't follow it, it isn't ready. We've run change across engineering, operations and corporate teams, and it has to make sense for everybody involved.

View Our workshops

Approach

The Core Of Everything We Do

01
Servant Leadership
We put people ahead of the process. On our Horizon Power work, we spent time with the frontline teams before touching a single process map. A fix only sticks when the people using it trust it.
02
Collaboration
The plan that holds up comes from the room, not the slide deck. The delivery plan that worked at Hancock was the one the operations team helped build themselves.
03
Commitment
We stay on the problem until it's solved. Some of our client relationships run for years, like our work with Rio Tinto, because the job isn't finished until the value actually lands.
04
Flexibility
No two transformations run the same playbook. An approach that suits one client can fall flat at the next, so we shape it around the team in front of us each time.
05
Keep It Simple
If a frontline supervisor can't follow it, it isn't ready. We've run change across engineering, operations and corporate teams, and the language has to work on the floor.
01
Servant Leadership
We put people ahead of the process. On our Horizon Power work, we spent time with the frontline teams before touching a single process map. A fix only sticks when the people using it trust it.
02
Collaboration
The plan that holds up comes from the room, not the slide deck. The delivery plan that worked at Hancock was the one the operations team helped build themselves.
03
Commitment
We stay on the problem until it's solved. Some of our client relationships run for years, like our work with Rio Tinto, because the job isn't finished until the value actually lands.
04
Flexibility
No two transformations run the same playbook. An approach that suits one client can fall flat at the next, so we shape it around the team in front of us each time.
05
Keep It Simple
If a frontline supervisor can't follow it, it isn't ready. We've run change across engineering, operations and corporate teams, and the language has to work on the floor.
01
Servant Leadership
We put people ahead of the process. On our Horizon Power work, we spent time with the frontline teams before touching a single process map. A fix only sticks when the people using it trust it.
02
Collaboration
The plan that holds up comes from the room, not the slide deck. The delivery plan that worked at Hancock was the one the operations team helped build themselves.
03
Commitment
We stay on the problem until it's solved. Some of our client relationships run for years, like our work with Rio Tinto, because the job isn't finished until the value actually lands.
04
Flexibility
No two transformations run the same playbook. An approach that suits one client can fall flat at the next, so we shape it around the team in front of us each time.
05
Keep It Simple
If a frontline supervisor can't follow it, it isn't ready. We've run change across engineering, operations and corporate teams, and the language has to work on the floor.
01
Servant Leadership
We put people ahead of the process. On our Horizon Power work, we spent time with the frontline teams before touching a single process map. A fix only sticks when the people using it trust it.
02
Collaboration
The plan that holds up comes from the room, not the slide deck. The delivery plan that worked at Hancock was the one the operations team helped build themselves.
03
Commitment
We stay on the problem until it's solved. Some of our client relationships run for years, like our work with Rio Tinto, because the job isn't finished until the value actually lands.
04
Flexibility
No two transformations run the same playbook. An approach that suits one client can fall flat at the next, so we shape it around the team in front of us each time.
05
Keep It Simple
If a frontline supervisor can't follow it, it isn't ready. We've run change across engineering, operations and corporate teams, and the language has to work on the floor.

01
Servant Leadership
We put people ahead of the process. On our Horizon Power work, we spent time with the frontline teams before touching a single process map. A fix only sticks when the people using it trust it.
02
Collaboration
The plan that holds up comes from the room, not the slide deck. The delivery plan that worked at Hancock was the one the operations team helped build themselves.
03
Commitment
We stay on the problem until it's solved. Some of our client relationships run for years, like our work with Rio Tinto, because the job isn't finished until the value actually lands.
04
Flexibility
No two transformations run the same playbook. An approach that suits one client can fall flat at the next, so we shape it around the team in front of us each time.
05
Keep It Simple
If a frontline supervisor can't follow it, it isn't ready. We've run change across engineering, operations and corporate teams, and the language has to work on the floor.
01
Servant Leadership
We put people ahead of the process. On our Horizon Power work, we spent time with the frontline teams before touching a single process map. A fix only sticks when the people using it trust it.
02
Collaboration
The plan that holds up comes from the room, not the slide deck. The delivery plan that worked at Hancock was the one the operations team helped build themselves.
03
Commitment
We stay on the problem until it's solved. Some of our client relationships run for years, like our work with Rio Tinto, because the job isn't finished until the value actually lands.
04
Flexibility
No two transformations run the same playbook. An approach that suits one client can fall flat at the next, so we shape it around the team in front of us each time.
05
Keep It Simple
If a frontline supervisor can't follow it, it isn't ready. We've run change across engineering, operations and corporate teams, and the language has to work on the floor.
01
Servant Leadership
We put people ahead of the process. On our Horizon Power work, we spent time with the frontline teams before touching a single process map. A fix only sticks when the people using it trust it.
02
Collaboration
The plan that holds up comes from the room, not the slide deck. The delivery plan that worked at Hancock was the one the operations team helped build themselves.
03
Commitment
We stay on the problem until it's solved. Some of our client relationships run for years, like our work with Rio Tinto, because the job isn't finished until the value actually lands.
04
Flexibility
No two transformations run the same playbook. An approach that suits one client can fall flat at the next, so we shape it around the team in front of us each time.
05
Keep It Simple
If a frontline supervisor can't follow it, it isn't ready. We've run change across engineering, operations and corporate teams, and the language has to work on the floor.
01
Servant Leadership
We put people ahead of the process. On our Horizon Power work, we spent time with the frontline teams before touching a single process map. A fix only sticks when the people using it trust it.
02
Collaboration
The plan that holds up comes from the room, not the slide deck. The delivery plan that worked at Hancock was the one the operations team helped build themselves.
03
Commitment
We stay on the problem until it's solved. Some of our client relationships run for years, like our work with Rio Tinto, because the job isn't finished until the value actually lands.
04
Flexibility
No two transformations run the same playbook. An approach that suits one client can fall flat at the next, so we shape it around the team in front of us each time.
05
Keep It Simple
If a frontline supervisor can't follow it, it isn't ready. We've run change across engineering, operations and corporate teams, and the language has to work on the floor.

01
Servant Leadership
We put people ahead of the process. On our Horizon Power work, we spent time with the frontline teams before touching a single process map. A fix only sticks when the people using it trust it.
02
Collaboration
The plan that holds up comes from the room, not the slide deck. The delivery plan that worked at Hancock was the one the operations team helped build themselves.
03
Commitment
We stay on the problem until it's solved. Some of our client relationships run for years, like our work with Rio Tinto, because the job isn't finished until the value actually lands.
04
Flexibility
No two transformations run the same playbook. An approach that suits one client can fall flat at the next, so we shape it around the team in front of us each time.
05
Keep It Simple
If a frontline supervisor can't follow it, it isn't ready. We've run change across engineering, operations and corporate teams, and the language has to work on the floor.
01
Servant Leadership
We put people ahead of the process. On our Horizon Power work, we spent time with the frontline teams before touching a single process map. A fix only sticks when the people using it trust it.
02
Collaboration
The plan that holds up comes from the room, not the slide deck. The delivery plan that worked at Hancock was the one the operations team helped build themselves.
03
Commitment
We stay on the problem until it's solved. Some of our client relationships run for years, like our work with Rio Tinto, because the job isn't finished until the value actually lands.
04
Flexibility
No two transformations run the same playbook. An approach that suits one client can fall flat at the next, so we shape it around the team in front of us each time.
05
Keep It Simple
If a frontline supervisor can't follow it, it isn't ready. We've run change across engineering, operations and corporate teams, and the language has to work on the floor.
01
Servant Leadership
We put people ahead of the process. On our Horizon Power work, we spent time with the frontline teams before touching a single process map. A fix only sticks when the people using it trust it.
02
Collaboration
The plan that holds up comes from the room, not the slide deck. The delivery plan that worked at Hancock was the one the operations team helped build themselves.
03
Commitment
We stay on the problem until it's solved. Some of our client relationships run for years, like our work with Rio Tinto, because the job isn't finished until the value actually lands.
04
Flexibility
No two transformations run the same playbook. An approach that suits one client can fall flat at the next, so we shape it around the team in front of us each time.
05
Keep It Simple
If a frontline supervisor can't follow it, it isn't ready. We've run change across engineering, operations and corporate teams, and the language has to work on the floor.
01
Servant Leadership
We put people ahead of the process. On our Horizon Power work, we spent time with the frontline teams before touching a single process map. A fix only sticks when the people using it trust it.
02
Collaboration
The plan that holds up comes from the room, not the slide deck. The delivery plan that worked at Hancock was the one the operations team helped build themselves.
03
Commitment
We stay on the problem until it's solved. Some of our client relationships run for years, like our work with Rio Tinto, because the job isn't finished until the value actually lands.
04
Flexibility
No two transformations run the same playbook. An approach that suits one client can fall flat at the next, so we shape it around the team in front of us each time.
05
Keep It Simple
If a frontline supervisor can't follow it, it isn't ready. We've run change across engineering, operations and corporate teams, and the language has to work on the floor.

How we work

We keep a running check on four things through every engagement

Those four things are: Clarity, Ownership, Rhythms and Engagement. CORE for short. Depending on the work, we apply it to team health, programme health or both. We name it openly with clients, so they know what we're checking for and why.

Team performance

What high-performing teams work through

High-performing teams tend to work through the same questions in roughly this order. Each one needs a solid answer before the next can land. Teams that skip ahead usually feel it later. This sequence is the Seven Questions model, also known as the Drexler/Sibbet Team Performance Model.

1. Why am I here?

Orientation

2. Who are you?

Building Trust

3. What are we doing?

Goal Clarification

4. How will we do it?

Commitment

5. Who does what, where and when?

Implementation

6. Are we performing?

High Performance

7. Why continue?

Renewal

If a team stalls, the model says to step back to an earlier question rather than push on. In our engagements, we use these seven questions to pinpoint where a team is stuck and what to work on next.

Member

Meet The Collective

Marcus Ward

Founder and Managing Director

Marcus Ward

Founder and Managing Director

Marcus spent years in corporate consulting before founding Twenty2 Collective. The idea came from relocating his own family, and seeing first hand what it feels like when a change actually pays off. He took that into his first client delivery, a programme for a WA mining company, where the team realised the value of what they went through and the organisation beat its targets. That is still the test Marcus holds every engagement to: whether the people and the organisation got the value, not just the delivery.

Su Ward

Head of Finance

Su Ward

Head of Finance

Su leads finance for Twenty2 and keeps the numbers behind the firm's growth in order.

Kerry Hintz

Delivery Operations Specialist

Kerry Hintz

Delivery Operations Specialist

Kerry keeps Twenty2's delivery engagements running. She is the operational backbone behind our programmes, from setup through to close-out.

Iván Morales Celis

Head of Consulting and Capability

Iván Morales Celis

Head of Consulting and Capability

Iván leads Twenty2's consulting delivery and capability development. He heads up the firm's research partnerships with universities, including the People, Productivity and Performance (PPP) research programme that shapes how Twenty2 runs its engagements. His background spans economics, an MBA and government advisory work, which gives him a grounding in policy and numbers that shows up across both the research and the delivery.

CLIENTS

The Organisations We've Helped

Department of Transport

Case Study

Facilitated a leadership strategy workshop for the Engineering team going through change. They'd tried to have the same conversation internally for months without getting anywhere; we gave them the structure to actually reach decisions and leave with a plan.

2026

Department of Transport

Case Study

2026

Department of Transport

Case Study

2026

Horizon Power

Case Study

Resolved a five-year procurement stalemate in a single facilitated day, unblocking a major renewable energy project in North West Australia. Also delivered Lean Agile Procurement training and aligned the Technology leadership team on strategy.

2026

Horizon Power

Case Study

2026

Horizon Power

Case Study

2026

Hancock

Case Study

Facilitated executive alignment for a major office relocation, then ran an independent project review with a clear transition plan. Difficult executive conversations handled with care and impartiality.

2026

Hancock

Case Study

2026

Hancock

Case Study

2026

Synergy

Case Study

Trained sixteen certified Product Owners across the Technology function and built a Portfolio Board with the Marketing team. Two different parts of the business, consistent quality across both engagements.

2026

Synergy

Case Study

2026

Synergy

Case Study

2026

About the Collective.

Our Vision

Our Mission

Core Value

A Decade of Change That Actually Sticks

What Makes Us Different

The Core Of Everything We Do

Servant Leadership

Collaboration

Commitment

Flexibility

Keep It Simple

Servant Leadership

Collaboration

Commitment

Flexibility

Keep It Simple

Servant Leadership

Collaboration

Commitment

Flexibility

Keep It Simple

Servant Leadership

Collaboration

Commitment

Flexibility

Keep It Simple

Servant Leadership

Collaboration

Commitment

Flexibility

Keep It Simple

Servant Leadership

Collaboration

Commitment

Flexibility

Keep It Simple

Servant Leadership

Collaboration

Commitment

Flexibility

Keep It Simple

Servant Leadership

Collaboration

Commitment

Flexibility

Keep It Simple

Servant Leadership

Collaboration

Commitment

Flexibility

Keep It Simple

Servant Leadership

Collaboration

Commitment

Flexibility

Keep It Simple

Servant Leadership

Collaboration

Commitment

Flexibility

Keep It Simple

Servant Leadership

Collaboration

Commitment

Flexibility

Keep It Simple

We keep a running check on four things through every engagement

What high-performing teams work through

1. Why am I here?

2. Who are you?

3. What are we doing?

4. How will we do it?

5. Who does what, where and when?

6. Are we performing?

7. Why continue?

Meet The Collective

Marcus Ward

Marcus Ward

Su Ward