I work with executives and senior leadership teams to solve difficult problems, get stalled initiatives moving, and turn strategic priorities into action.
Sometimes the problem is a critical initiative that hasn’t got off the ground. Sometimes it’s a program that has lost momentum, a strategy that isn’t translating into practice, or a problem that has become too difficult to navigate from inside the organisation.
I bring structure, judgement and momentum to complex projects and challenging organisational priorities.
Not a traditional project manager. Not an adviser who stops at the recommendation. I work with you to understand what is really getting in the way, align the people involved, and drive the work through to an outcome.
Services
What I help with
| Strategic & operational priorities | Turning strategic priorities into practical plans, ownership and action. |
| Complex & special projects | Taking complex initiatives from definition through to delivery — establishing clear direction, ownership and accountability, and keeping them moving. |
| Initiative & program recovery | Taking complex initiatives from definition through to delivery — establishing clear direction, ownership and accountability, and keeping them moving. |
| Initiative & program recovery | Diagnosing stalled or struggling initiatives and rebuilding momentum. |
| Operational improvement | Improving how an organisation, function or service operates — including operating models, processes, roles and accountability. |
| Executive & organisational effectiveness | Creating the structure, information and ways of working leaders need to make decisions and execute effectively. |
How can I help?
Let’s start with your situation
Whether you need to solve a problem, progress an important initiative, or gain clarity on the best path forward, I can help. Select the option that best describes your situation.
A critical initiative needs to get off the ground
Agreement it should happen – but nothing is moving
Strategy exists, but isn’t translating into action
Plans on paper, not in practice
A program has stalled or gone off track
Delays, misalignment or loss of momentum mid-delivery
Leadership lacks visibility into what’s really happening
Reporting is unreliable, decisions are slow or poorly informed
Performance or operational results are off track
Costs, efficiency, or growth targets aren’t where they need to be
Silos, roadblocks or stakeholders are blocking progress
The problem is real but hard to navigate from inside
Initiative launch
Getting a critical initiative off the ground
What I do
- Rapid diagnosis — getting to the root cause of why it hasn’t moved
- Structuring the initiative: scope, plan, governance, and accountability
- Stakeholder engagement to build the mandate and momentum
- Hands-on delivery leadership through to launch
Relevant Experience
Higher education – Singapore operational improvement: Developed and implemented an operational improvement plan for Higher Education international partnerships in a South-East Asian Market — a portfolio generating over $17M in revenue. The plan addressed capacity constraints and strategic market change, contributing to 17.6% growth over the following two years.
Strategy Execution
Bridging strategy and operational reality
” The strategic plan exists. We know the direction. But 12 months later the organisation is still operating the same way — the strategy hasn’t landed at the operational level and we can’t figure out why.”
What this looks like in practice
- ✓ Translating strategic priorities into executable delivery roadmaps
- ✓ Operating model and organisational design to make the strategy real
- ✓ Financial modelling and business case development
- ✓ Building accountability frameworks to sustain delivery
Relevant Experience
Government organisation (revenue growth): Took a stagnant consumer portfolio and developed the growth strategy, launched new offerings, embedded operational capacity, and returned the business to approximately 14% annual growth.
Program Recovery
Getting a stalled program back on track
“We’re well into this and it’s not working. The schedule has slipped, the team has lost confidence, and we’re not sure the plan is even right anymore. We need someone independent to come in, work out what’s really going on, and help us deliver.”
What I do
- ✓ Independent rapid assessment — root cause, not just symptoms
- ✓ Re-alignment of scope, schedule, resourcing and stakeholders
- ✓ Hands-on delivery leadership to restore momentum and confidence
- ✓ Hands-on delivery leadership to restore momentum and confidence
Relevant Experience
Victorian Government (digital program): Stabilised a troubled program by engaging stakeholders to understand their real drivers, auditing the delivery approach, aligning business and ICT requirements, and restoring delivery disciplines — delivered on revised schedule.
Governance & Reporting
Creating visibility and confidence for leadership
“Our board and executive team are making decisions without reliable information. We have reporting, but it doesn’t tell us what we need to know. And our governance frameworks haven’t kept pace with how the organisation has grown.”
What I do
- ✓ Board and corporate governance framework design and uplift
- ✓ Decision-rights, accountability and policy frameworks
- ✓ Regulatory and compliance framework development
- ✓ Reporting redesign that surfaces what actually matters
Relevant Experience
Large NFP (governance review): Undertook a comprehensive corporate governance review to modernise Board processes, compliance frameworks, and reporting — from assessment through implementation and embedding.
Operational Improvement
Improving performance when results are off track
” We know the numbers aren’t where they need to be — costs are growing, revenue is flat, or we’re just not operating efficiently. We have a sense of where the problems are but not the capacity or the independent eye to fix them. “
What I do
- ✓ Operating model and cost-base analysis
- ✓ Performance management framework development
- ✓ Process improvement and efficiency identification
- ✓ Revenue and commercial growth initiatives
Relevant Experience
Operating model redesign: Identified $2.5M in operational efficiencies through structured financial modelling and analysis of processes, cost-drivers, and commercial arrangements.
Stakeholder alignment
Breaking through silos and organisational roadblocks
“We have the resources and a reasonable plan. What we don’t have is alignment. Different teams have different priorities, there’s in-fighting, and major initiatives keep losing traction at the functional boundaries.
What I do
- ✓ Stakeholder mapping and trust-building across functional lines
- ✓ Getting to the real drivers behind resistance or misalignment
- ✓ Facilitating executive-level agreement on direction and trade-offs
- ✓ Creating clarity that removes roadblocks and drives implementation
Relevant Experience
Financial services (regulatory change): Worked across Product, Marketing, Legal, Compliance and Risk to develop a risk-based framework for privacy law changes — delivered ahead of compliance deadlines by building trust across functions rather than mandating compliance.
Not sure which fits?
Most engagements span more than one of these. A short conversation is usually enough to work out whether and how I can help.