Organisations typically involve me when decisions matter and the path forward is not straightforward.

This includes moments when:

• an initiative is complex, high-risk, or resource-intensive

• early design choices carry significant downstream consequences

• stakeholders hold different assumptions about what success looks like

• evidence exists, but its implications are unclear

• an external, independent view is needed to support confident decision-making

My role is to help organisations make the underlying structure, logic, and assumptions explicit, and to make sense of evidence at critical decision points. I work with leaders and teams to surface trade-offs that are often left implicit, clarify what can — and cannot — be concluded from available evidence, and provide independent, evidence-informed judgement about what to do next.

With nearly 30 years of experience across health systems, social services, and research settings, I bring both methodological rigour and practical judgement. I understand the realities of decision-making in complex systems — including time constraints, competing priorities, and imperfect data.

Leaders and teams choose to work with me when they want:

• insight rather than reporting

• clarity rather than volume

• independent judgement rather than advocacy