Six services, each answering a different need. Bring me in when the decision is hard to frame, the evidence is incomplete, or a relationship with a regulator or funder is creating friction you cannot yet name.
01 · See what is really going on
Sense-making
Get what the agency already knows onto one table, in time to use it.
The knowledge exists, in different teams, and it usually arrives after the decision has been taken. I run a session that pulls together what your people hold in different places and builds one coherent picture of the operating environment, so the group acts on that picture rather than several partial ones.
What it settles
What is really going on, where confidence is running ahead of evidence, and what is still a guess.
Half a day to two days · Board, executive or leadership team
02 · Notice earlier
Strategic foresight
Not prediction. The habit of noticing earlier.
A signal worth watching is usually mundane and already sitting in your own data. Waiver applications climbing for a year before anyone proposes a rule change. One third party quietly taking on a third of your verification work without a decision ever being made. We settle which of those matter, who is watching them, and what you do on the day one of them moves.
What it settles
Which futures would break this, and what tells you one of them is arriving.
A day, or a short project · Board and executive · HIFO, with Dr Grant Pink through ANZSOG
03 · Settle the real question
Strategy development
Strategy fails on framing more often than it fails on execution.
I help you settle the question the strategy is actually answering, then turn it into next right moves, each carrying an owner, a date and a point at which you look again. You keep the reasoning, not just the document.
What it settles
What we are actually deciding, what we are assuming when we decide it, and what we do about it on Monday.
Two to six weeks · Executive team
04 · Get to a decision
Facilitation
A conclusion that survives contact with the organisation afterwards.
Boards, executive teams and groups drawn cross-functionally, and cross-sector where the problem warrants it. I hold the room so your people do the thinking, which is the only way the conclusion holds once I have left it.
What it settles
Getting a group that disagrees to a decision it can live with, and a record it can point back to.
Ninety minutes to two days · Any group
05 · Carry the harder conversations
One-to-one coaching
For managers, programme leads and people newly into an executive role.
The work covers professional development as much as the decision in front of you: building judgement, reading your own operating environment, and navigating the harder parts of organisational life. A role that has outgrown its brief, a team that needs more than it did a year ago, or an unwelcome view that still has to go upward.
What it settles
Sound judgement under pressure, and the range to carry it as the role gets harder.
Six fortnightly sessions · Managers to executive · NeuroLeadership Institute trained
06 · Read the relationship
Being on the receiving end
For organisations answerable to a regulator, a funder or an accreditation body.
What that relationship actually costs you, and what it would take to change how they see you. The law and the settings as the people who work under them actually meet them.
What it settles
Where compliance is won or lost, and what experience evidence says about how the settings are landing.
One to three sessions · Board and executive · Rx, with Dr Grant Pink, Policy Quarterly, November 2025
How the work runs
Workshop
Your people in a room, drawing on the diversity already in it to widen the perspectives and options in front of decision makers. Half a day to two days. Right when the thinking has to be owned widely enough to survive the next restructure.
Project
A defined question, a defined output and a defined end. Two to six weeks. The right shape when the answer must stand up outside the room it was made in.
Advisory
Me alongside you over a set period, on call as the decisions arrive. Sized by the month. The right shape when the pressure is continuous rather than concentrated.
Every service runs in any of these three, and which one fits is the first thing we settle. Fixed price, agreed in writing before I start, with nothing open ended. You keep a written record of the choice, the assumptions under it, the signals worth watching, and the next moves with a name and a date on each.
Book an initial sounding
