Ross Pritchard(Opens in a new tab/window) is the Head of the Economic Resilience Program, where he manages the distribution of zero-interest loans to Australian businesses impacted by market disruptions and to help maintain and build national strategic and economic resilience.
We sat down with Ross to discuss his role and get a better understanding of the impact that the Economic Resilience Program is having for Australian businesses.
Can you tell us about your role as Head of the Economic Resilience Program – what are your key responsibilities and focus areas?
As Head of the Economic Resilience Program (ERP), my role is to lead the delivery of a new $1 billion financing program designed to strengthen Australia's economic resilience. The program provides zero-interest loans to eligible Australian manufacturing and logistics businesses, helping them respond to market disruptions and maintain or build industrial capabilities that are important to Australia's national interest.
A key part of my role is translating the program's objectives into practical outcomes. This involves working closely with our partner banks, identifying and assessing investment opportunities, and ensuring funding is directed towards businesses where it can make a meaningful difference. We're particularly focused on strategically important industries and supply chains, including areas such as fuel and fertiliser, where disruptions can have significant consequences for the broader economy.
As part of my role, I'm responsible for bringing together teams from across the NRFC to establish the systems, governance and processes needed to deliver the program effectively. It's a highly collaborative role, involving colleagues across investments, legal, risk, operations, and other functions.
The ERP was designed to support businesses impacted by market disruptions and global price rises. How has the program helped manufacturing and logistics businesses around Australia?
The ERP was established in response to the significant challenges facing Australian businesses as a result of global uncertainty, supply chain disruptions, and rising input costs. For many manufacturing and logistics businesses, particularly those exposed to higher fuel, freight, and raw material costs, these pressures can have a very real impact on their day-to-day operations.
The program is designed to provide practical financial assistance through zero-interest loans, helping eligible businesses manage increased operating costs, maintain cash flow, and continue operating through periods of disruption. Importantly, this support can give businesses some breathing space to adjust to changing market conditions without the additional burden of interest expenses.
One of the strengths of the program is its two delivery channels. By partnering with major Australian banks, we're able to leverage their established customer relationships and lending infrastructure to reach businesses across the country. At the same time, the NRFC can work directly with larger businesses whose financing requirements are more complex or substantial.
Beyond addressing immediate financial pressures, the program also has a longer-term objective: protecting and strengthening Australia's industrial capabilities and critical supply chains. Ultimately, it's about helping businesses remain viable and productive today, while building a more resilient Australian economy for the future.
What are some of the key things that you’ve learned while administering the ERP?
One of the biggest things I've been reminded of is just how interconnected the Australian economy is, and how quickly events on the other side of the world can affect businesses here at home. Disruptions to fuel supplies, shipping routes, or the availability of key inputs can have a cascading impact across industries, often affecting businesses in ways that aren't immediately obvious.
Another important lesson has been the value of collaboration. Establishing a program of this scale, particularly within an incredibly short timeframe, requires people from across the organisation, government, and the banking sector to work closely together. It's reinforced for me how much can be achieved when everyone is focused on a common objective and is willing to be flexible and pragmatic in finding solutions.
I've also been reminded of the importance of balancing urgency with good governance. When businesses are facing immediate financial pressures, speed matters. But so does ensuring that investment decisions are sound, risks are appropriately managed, and public funds are used responsibly.
Can you tell us a little bit about your career journey so far?
After studying engineering at university, I began my working life as a consulting engineer in New Zealand and the UK for a number of years before finding my way into the world of finance and investment. My first role was in project finance with ABN AMRO which eventually brought me to Sydney, where I've spent most of my professional career in financial services.
Over the past 25 years, I've worked across investment banking, infrastructure investment, and funds management, including roles with Westpac, Hastings Funds Management, and Aware Super. Most of this has been focused on investing in infrastructure and private debt, both in Australia and across Asia. Over this time, I feel I have moved from a specialisation in power and utilities to much more of a generalist approach.
One of the things I've enjoyed most throughout my career has been the opportunity to work with talented people, build new businesses, and tackle complex investment challenges. The NRFC is my first public sector role and has brought many of those experiences together, with the added satisfaction of being able to contribute to something that has a broader purpose for Australia.
What’s a fun fact about you that most people wouldn’t guess?
I play the ukulele and am a member of a ukulele orchestra. The word "orchestra" is perhaps a little flattering however what we lack in talent, we make up for in enthusiasm. For me, I find it uses a completely different side of my brain and it’s a great reminder that you don't have to be particularly good at something to get a lot of enjoyment out of it.
Available for weddings, birthdays, and private functions upon request.
When you are not working at the NRFC, how do you like to unwind and recharge?
One of my main interests outside work is rowing. I rowed competitively when I was younger and had the good fortune to represent New Zealand at Under-23 and World Championship level and attended regattas over the world. After a break of about 25 years, I’ve recently decided to relive some of those former glories through masters squad at Sydney Rowing Club. The enthusiasm remains, although the speed, fitness, and recovery time aren't quite what they used to be! I find it a great way to stay active, enjoy some friendly competition, and spend time with a terrific group of people (all of whom are also in strong denial).
Outside rowing, I also enjoy skiing, travelling, making furniture, and providing free Uber services to my teenage daughter.
Visit our website to read more about the Economic Resilience Program.