About Sidecar

Operators. Not consultants.

Sidecar was founded by two people who have actually run the kinds of businesses we now advise.

Three decades of senior executive work inside major corporations. Building and running our own startup businesses. Sitting in the CEO and COO chairs. Making the decisions. Feeling the consequences. Learning what actually matters when theory meets the operating reality of a real business.

That is the foundation of how we work with clients now.

Who we are

Scott Roworth & Nadine Tuckey.

Scott Roworth and Nadine Tuckey, founders of Sidecar

Scott Roworth

A former senior executive across Ansett, Virgin Australia, and Airlines PNG, where he led operational transformations, airfleet introductions, international aviation launches, and commercial turnarounds. As Chief Commercial Officer at Airlines PNG he led the turnaround program that moved the business from loss to profit and captured 90% of the oil and gas charter market.

Scott then founded and ran his own group of operating businesses across Australia and New Zealand as CEO and Managing Director. He brings that combination of large-corporate transformation and founder-operator experience to every Sidecar engagement.

Nadine Tuckey

Trained at Ernst & Young in Corporate Restructuring, where she built the foundations of how she thinks about business sustainability. Moved into senior finance, operations, and strategy leadership roles across the IT and aviation industries, including Virgin Australia, where she held full responsibility for the operations portfolio of projects, major airport redevelopments, and significant commercial deals.

Nadine was co-founder and Chief Operating, Strategy & Transformation Officer of the businesses she built with Scott, leading transformation programs across the group. She brings a rigorous operator's lens to every client engagement.

What three decades of running businesses taught us

Convictions we don’t flex on.

  1. 01

    Strategy that cannot execute is theatre.

    Most strategy documents die on the shelf because no system exists to translate them into quarterly work. The hard part is not writing the strategy. It is building the organisation that can actually deliver it.

  2. 02

    Process before technology. Always.

    Automating a broken process produces a faster, more expensive broken process. Every technology and AI decision has to begin with understanding the work the business is actually doing.

  3. 03

    AI will amplify strong operating models and expose weak ones.

    The businesses that rebuild their models around AI capability will compound advantage. The businesses that bolt AI onto an unreformed operating model will inherit a widening gap with every cycle.

  4. 04

    Diagnosis beats pitch.

    We will not quote work before we understand the business. Generic recommendations are easy to produce and almost always wrong. An honest diagnosis of the specific business in front of us is worth ten times more.

  5. 05

    We have made every mistake we help clients avoid.

    We have sat in the CEO chair. We have run the operating model. We have felt the consequence of a weak structure, a bad process, a late decision. That is the foundation of the judgement we bring to client work.

  6. 06

    Compounding intelligence is the new competitive advantage.

    The businesses that capture, structure, and reuse what they know build an asset competitors cannot replicate. The Corporate Brain is how we build that asset alongside the work.

How we work

Plainly. Directly. With you, not to you.

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A short, direct conversation about what's happening in the business and whether Sidecar is the right partner to help.

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