Procurement Built Businesses. Now Let’s Build More.

Over the past decade, I’ve watched something remarkable happen.

I’ve watched First Nations businesses win contracts that, not so long ago, would have seemed out of reach. I’ve seen businesses employ more people, invest back into their communities and compete alongside some of Australia’s largest organisations.

I’ve also watched governments and corporate Australia make a genuine commitment to creating opportunity through procurement.

That deserves recognition.

The Indigenous Procurement Policy has helped change the conversation from one centred on disadvantage to one focused on opportunity, enterprise and economic participation. It has proven that when governments intentionally invest in First Nations businesses, positive outcomes follow.

But as I’ve reflected on where we go next, one question continues to come back to me.

How do we know if we’re truly succeeding?

Too often, success is measured by one figure: the total value of contracts awarded.

While that’s an important statistic, it doesn’t tell the whole story.

What if we measured success differently?

What if, alongside procurement spend, we publicly reported:

● How many First Nations businesses secured their first government contract?

● How many are still operating five and ten years later?

● How many apprenticeships and traineeships have been created?

● How many businesses have expanded beyond government procurement into the broader private sector?

● How many have grown into medium and large Australian businesses?

These are the measures that demonstrate whether procurement is creating genuine economic participation and long-term prosperity.

Importantly, greater accountability shouldn’t be seen as criticism of the policy.

Quite the opposite.

The stronger the evidence, the stronger the confidence.

If taxpayers are investing billions of dollars through government procurement, they should be able to clearly see the economic and social outcomes being achieved. Transparent reporting builds public confidence, helps identify what is working well and highlights where we can continue to improve.

Good governance strengthens good policy.

Corporate Australia also has an important role to play.

Meeting procurement targets should never be the finish line.

Real leadership is helping businesses grow beyond the next contract.

Imagine if every established First Nations business committed to mentoring an emerging First Nations business.

Imagine if every Tier One contractor measured success not only by procurement spend, but by how many First Nations businesses they helped become long-term commercial partners.

Imagine if procurement became a genuine pathway to sustainable businesses, stronger supply chains and intergenerational wealth.

That’s where the next opportunity lies.

Australia already has outstanding First Nations businesses delivering projects in construction, professional services, finance, manufacturing, technology and countless other industries.

The challenge now isn’t proving that First Nations businesses can deliver.

They already are.

The challenge is ensuring more businesses have the opportunity to succeed and that we measure success by the lasting economic outcomes we create not simply the dollars we spend.

Leadership isn’t measured by the number of problems you identify.

It’s measured by the number of people you help solve them.

The Indigenous Procurement Policy has shown Australia what is possible.

Now it’s time to build on that success with stronger accountability, meaningful measurement and a shared commitment to creating more sustainable First Nations businesses for generations to come.

I’d like to leave you with one question.

If we genuinely want to strengthen First Nations enterprise, should we start measuring success by the long-term outcomes we create, rather than simply the dollars we spend?

I’d welcome your thoughts.