What to expect when you work with me

I work with individual managers and departments to understand and help change cultural observations within your organisation.

Both steps start with you completing the below journal.


Systemic Diagnostic 

You have identified a friction point. It is likely manifesting as staff disengagement, rising turn over within your staff, quality slips or preventable occurrences. 

When you are inside the system, it is nearly impossible to see the “why” without bias. We all have blind spots. This is where an unbiased perspective brings benefits. 

I’ll approach your organisation as a student of your system, performing a deep-dive diagnostic to observe how your people are actually coping and where hidden risks are being carried.

By blending Asset Maturity Assessments with Human Factors analysis, I look beyond the surface. I don’t just find the “what“, I find the systemic root causes so we can move from guessing what the problem is to knowing exactly how to fix it.


Analysis and Alignment

I look for latent failures, hidden weaknesses nesting within your processes. Often success is our greatest enemy, if a decision hasn’t resulted in a negative outcome yet, its easy to downplay a threat. This is normative bias, and it’s a reason systems fail. 

Using data from the Diagnostic stage, I’ll research global and cross industry best practices to see how others navigate these friction points. 

From this research, I’ll form a comprehensive risk statement, mapping three realities: 

  • Where you are: The current state of your assets and culture
  • Where you want to be: Your strategic goals and targets 
  • Where your people are: The reality of your people, and their capacity for change.

I won’t just hand over a report to go dusty on the shelf, we’ll co-create a joint goal that aligns with your organisational requirements and the human capability, ensuring that the path to change is one your people believe in, and can align to. 


Buy-In and Mobilisation.

The challenge is that change often stalls because of the “Resilience Gap“, the space between a leadership decision and frontline reality. In times of constraint, proactive measures are often the first to be cut. My role is to demonstrate why “saying no” to resilience is the most expensive risk your organisation can take.

During this whole process, we will be communicating what is happening, why, how it will effect people and what the organisations expectations are across the hierarchy. This is not just about sending emails, this is about buy-in from all the levels to make saying ‘no’ the stupid option. 

How I do this:

  • I work with leaders to communicate the long-term cost benefits of resilience, transforming safety spend into asset protection. 
  • We’ll set clear, actionable tasks that integrate into daily work-as-done, rather than adding extra burdens. 
  • We’ll identify and empower the influencers within your teams to ensure the change is led from the inside.
  • Then, we’ll establish feedback loops through ‘Just Culture’ channels where information flows freely, ensuring change is working. 

The result would be a change initiative that has buy-in from everyone, because the whole organisation is invested. A system where sponsorship is the logical choice for a leader, so they can be more strategic rather than stuck in the weeds. 


Sustainable Endurance and Accountability.

We’ve all seen the fade, where a change initiative starts with high energy, but then the realities of daily pressure, inbox fatigue and procurement delays set in. Without structure for endurance, even the best strategies become dusty office ornaments.

I’m not just delivering another programme, I’ll become your accountability partner. My role is to ensure the why, isn’t buried under the strain of daily tasks. We’ll move the excitement of change into a discipline of habit. 

How I do this: 

  • We establish a regular drum beat for the feedback loops. If a new process isn’t working in the real world, we pivot immediately. 
  • If it is working, we celebrate it publicly. Success is infectious. By highlighting wins, we foster a culture where people feel ownership over the new system, transforming it from another change programme into “Our way of working.“
  • When staff are asked to perform extra tasks for the same compensation, motivation drops. I help you realign these tasks with the Business Purpose, reminding everyone that these changes aren’t “extra work“, they are the barriers that protect their safety and the organisation’s future.
  • I retain my role as an outsider, I can hold the mirror up to senior leadership and teams alike. I hold you to account for your “Why” when the excuses of “busy-ness” start to emerge.

The result is making the change part of the organisation, ensuring the investment doesn’t just gather dust, but builds a foundation for resilience. 

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