A $2.7 billion greenfield development had stalled in feasibility for 3 years. The technical teams couldn't move past the fundamental question of autonomous trucks versus a 145 kilometre conveyor system. But the real challenge went deeper. This project would set the standard for how mining companies work with Traditional Owners in a post Juukan Gorge world. Every month of indecision meant millions in lost opportunity while iron ore prices held strong.

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We put Traditional Owner partnership at the centre of the feasibility study. Not as a workstream, but as the foundation. We started on Country, listening to Elders share their vision for the land's future. These conversations shaped every technical decision that followed. Our analysis revealed something the client hadn't considered: a staged approach using autonomous trucks to generate early cashflow, then progressively installing conveyors funded by operations. This cut upfront capital by $220 million while keeping sustainability goals intact. We worked with Traditional Owners to design renewable infrastructure that would power the mine while creating real training opportunities for local people.

The board approved the study 6 months early, citing the clarity of integrated planning. The staged development will save 1 million tonnes of CO₂ equivalent over the mine's life. Traditional Owner support meant heritage approvals came through 9 months faster than projected, protecting $180 million in project value. The client has since used this framework

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