Noel Verma

Director – Private Enterprise
Strategy Activation, Performance Improvement, Project Management, Strategy

Noel Verma is a Director in Grant Thornton’s Private Enterprise practice, specialising in supporting mid‑market organisations to achieve sustainable performance improvement and successful business transformation. He brings deep experience working with medium to large enterprises, including ASX‑listed entities, and partners closely with business owners, executives and senior leadership teams to strategic insights and deliver practical, value‑driven outcomes.

A highly experienced finance and consulting professional, Noel has led complex business diagnostics, finance process reviews and end‑to‑end transformation programs across a broad range of industries, including retail, pharmaceuticals, manufacturing, health, industrials and not‑for‑profit. He is recognised for his strong commercial acumen and strategic mindset, with a particular focus on aligning day‑to‑day operations with broader organisational objectives in complex and evolving environments.

Noel is known for his collaborative, client‑first approach and his ability to work effectively with stakeholders at all levels to solve complex challenges and deliver lasting change. A values‑led leader and committed mentor, he was recognised as a National Winner of Grant Thornton’s 2025 Reach for Remarkable Award.

Noel holds a Bachelor of Arts, Bachelor of Laws (Honours), is a Certified Practising Accountant (CPA), and is a former member of the Australian Army Reserves.

Noel is a highly effective communicator who builds rapport with stakeholders to drive the delivery of strong outcomes.

Prior to joining Grant Thornton Noel worked in the Australian Federal Public Service before joining another professional services firm, he previously served as a member of the Australian Army Reserves.

Experience

• Performance optimisation and value creation programs for private, mid‑market and large enterprises, including post‑merger and complex operating environments.

• Strategy and value alignment workshops, converting strategic priorities into actionable initiatives, investment cases and delivery roadmaps.

• Business diagnostics, commercial reviews and cost‑out programs to improve margin, cost structures and operating performance.

• Finance function reviews, including end‑to‑end processes, governance, period‑end close, reporting and control environments.

• Commercial and operational modelling, including scenario analysis to support strategic and investment decision‑making.

• Acquisition and integration readiness reviews, including assessment of integration plans, synergy achievability, execution risk and governance. 

• Stakeholder‑engagement for process reviews and gap analysis across financial management, operations, procurement and reporting to support sustainable, scalable operations.