AEC was engaged by Stadiums Queensland to conduct extensive customer research across six major venues, including Suncorp Stadium and The Gabba. Over six years, AEC delivered nearly 20,000 surveys and focus group sessions, producing trend analysis reports, KPI tracking, and actionable insights. This work supports Stadiums Queensland in benchmarking stakeholder satisfaction and identifying areas for improvement across service areas.

Since 2022, AEC has delivered the Annual Customer Service Survey (ACSS) for Yarra City Council—an evidence-based tool to track resident satisfaction, identify service gaps, and support continuous improvement in Council operations. AEC introduced key methodological enhancements, including online panel sampling, significantly improving youth engagement and response diversity.   Each year, AEC provides a comprehensive insights report, an internal operations report with actionable recommendations, and a formal executive presentation. Results are benchmarked against previous years and the Victorian local government average to support strategic decision-making.

AEC was engaged by Development WA to prepare a business case addressing a critical vessel lifting capacity gap at the Australian Marine Complex (AMC), a key asset for WA’s marine and defence industries. The study included demand projections, economic and social impact assessment, and commercial viability analysis. AEC identified a preferred solution aligned with state and regional objectives, ensuring strategic, economic, and operational justification for investment in AMC’s future capability.

AEC was engaged by GW3 to analyse the Greater Whitsunday region’s agricultural supply chains and identify opportunities to drive economic growth. The study included a regional agricultural profile, farm margin and market analysis, and assessment of supply chain pathways and barriers. The resulting roadmap outlines strategies to increase profitability, improve market access, and guide government investment to strengthen the region’s agricultural sector and position it for long-term success.

AEC supported Whitsunday Regional Council with an Investment Attraction Advocacy and Hydrogen Plan. The assessment identified key investment opportunities, including hydrogen, and recommended strategies to enhance investor appeal across agriculture, tourism, and renewables. The Hydrogen Study mapped local advantages and actions to support sector growth. The Advocacy Plan aligned priorities with election timelines and provided a roadmap to engage decision-makers and advance regional funding priorities.

AEC was engaged by the NT Department of Trade, Business and Innovation to assess opportunities for expanding the Territory’s superyacht sector. The project delivered a detailed business case outlining infrastructure gaps, capital needs, and policy settings to support growth. It confirmed the NT’s potential as a superyacht servicing hub, aligning with the National Superyacht Development Strategy and supporting both public and private investment to drive job creation and industry development.

AEC delivered a Supply Chain Assessment for the $3–$5 billion Hells Gates Dam Scheme, analysing skills and workforce needs across its 7–10 year construction program. The study identified labour demand across 19 infrastructure elements and assessed North Queensland’s capacity to meet these needs. Where skills supply gaps were identified, strategies were developed to maximise local and regional job outcomes. The project also included extensive engagement with local businesses to assess regional readiness for project participation.

AEC developed the Wangaratta Economic and Tourism Development Strategy to guide Council’s decision-making and economic priorities. Through consultation with local businesses, residents, and industry stakeholders, AEC identified priority opportunities and delivered strategies across five key themes: investment attraction, tourism development, infrastructure and planning, skills and workforce, and township activation. The strategy is underpinned by a detailed action plan and a strong evidence base reflecting the region’s economic and tourism context.

AEC was engaged by South Burnett Regional Council to assess the best use for a remediated Council depot site in Kingaroy. The analysis considered economic, social, and environmental factors, offering a decision-making framework to guide potential land use options in this strategically important site.

AEC was engaged by Council to undertake an Opportunities Assessment for the Tuckombil Quarry Site to identify options that are technically feasible and financially viable, while delivering maximum value for the community through positive social, economic and environmental benefits.

AEC was engaged by Moreton Bay Regional Council to assess and value the components of the North Harbour development precinct, which included residential, commercial, retail, tourism, marine, and industrial sectors. The study aimed to highlight the unique value this mixed-use development brings to the local and SEQ region, involving key stakeholders such as MBRC, Economic Development Queensland, and the project proponents.

Cessnock City Council engaged AEC to assist with a review of their Local Environmental Plan and Development Control Plan. The study aimed to identify viable higher-density dwelling types across Cessnock LGA, assess development feasibility, and determine if existing planning controls can meet projected housing targets set by the Hunter Regional Plan 2041.