Pete Watson

Senior commercial finance professional with a 15+ year career spanning strategic finance, capital allocation, FP&A, operational performance, investment evaluation, and restructuring in capital-intensive industries — with deep operating experience in the mining sector. Experienced in partnering with executive leadership to support commercial decision-making, long-term planning, and operational delivery, as well as providing oversight and direction to site-based finance and operational teams. Strong background in financial modelling (including life of mine), capital project evaluation, due diligence, performance reporting, and stakeholder engagement across mining, financial services, and principal investing environments. Commercially pragmatic with an ownership mindset and a proven ability to operate in complex, transitional, and multi-jurisdictional environments. Extensive experience engaging with Boards, Investment Committees, joint venture stakeholders, lenders, and C-suite executives. Prior to my current role, I spent over 12 years as a senior executive in principal investing, leading a multi-disciplinary team deploying capital across performing, underperforming, and special situation investments. My investment discipline has always centred on sound commercial judgement, rigorous pricing, and downside risk management — with a focus on capital protection across the full investment lifecycle from origination and due diligence through to execution, operationalisation, and realisation. I have worked across Australia, South Africa, the United Kingdom, and Sub-Saharan Africa, and have led teams comprising banking professionals, analysts, and finance and operational specialists. My industry experience spans mining, financial services, banking, construction, real estate, hospitality, freight, and logistics. I have a strong track record of building and managing relationships with diverse stakeholders — including shareholders, boards, investment committees, co-investors, JV partners, and institutional funders such as the IFC and World Bank — and significant experience integrating acquired assets into new operating models, including the transition of people, processes, and systems.