Primary service
Business Analysis
The foundation of everything else I do.
What it is: understanding how an organisation actually works -
its processes, systems, services and the relationships between them. Not how the
org chart says it works; how it really works on a Tuesday afternoon.
When you might need it
- You're about to change something and don't have a clear picture of the current state
- The same problems keep resurfacing no matter what you try
- Different teams describe "the process" in completely different ways
- Knowledge about how things work lives in a few people's heads
What I do
- Process mapping, how work actually flows, end to end
- Systems analysis, how tools, data and processes connect
- Stakeholder analysis, who is affected, and how
- Talking to the people who do the work, not just those who manage it
What you receive
- Clear process maps and a written picture of how things work today
- Identified bottlenecks, inefficiencies and dependencies
- Prioritised, practical recommendations
- Documentation your team can actually use afterwards
Process & Systems Improvement
Making the work flow the way it should.
What it is: taking what the analysis reveals and redesigning how
work gets done, removing friction, duplication and handoffs that add risk without
adding value.
When you might need it
- Work consistently takes longer than it should
- The same issues keep appearing in the same places
- Workarounds have become the normal way of operating
- Growth has added friction to everything
What I do
- Bottleneck and inefficiency analysis
- Redesigning processes around how work actually happens
- Removing duplication and unnecessary handoffs
- Aligning systems with the way people actually work
What you receive
- A current-state versus improved-process comparison
- Specific changes, ranked by impact and effort
- Support putting those changes in place
Operational Structure & Organisational Systems
The structure behind the work, responsibilities, systems and ways of operating.
What it is: turning an organisation that has outgrown its original
setup into one with clear responsibilities, sensible tools and repeatable ways of
working. Often the missing layer between "we're growing" and "we're ready to grow".
When you might need it
- The team has grown but roles and responsibilities haven't kept up
- Operations need to be ready for scale or for investment
- Founder-led ways of working are starting to break down
- You need structure before hiring, restructuring or a funding round
What I do
- Mapping roles, responsibilities and handoffs
- Designing the operating model and ways of working
- Selecting and configuring the practical tools that support them
- Documenting the systems so they survive a team change
What you receive
- A clear operating model with defined responsibilities
- Documented systems and workflows
- A practical plan for getting from how you work now to how you want to work
Digital Services, Websites & UX
Digital that's built on a correct understanding of the problem.
What it is: analysing and improving websites, digital services and
user experience, and, where needed, building the result. The difference here: the
analysis comes first, so you're not paying to digitalise a broken process.
When you might need it
- Your website or service is hard for users to understand or use
- Information architecture has grown tangled over time
- A process needs a proper system, not another spreadsheet
- You need UX work grounded in how the service actually operates
What I do
- UX and information-architecture review
- Journey mapping and service design
- Building websites and workflows with appropriate tools
- Honest advice on what's worth building, and what isn't
What you receive
- A clear assessment of where the digital experience breaks down
- Redesigned structure and touchpoints
- Where agreed: a working website, workflow or system, documented and handed over
Product & Service Positioning
Making it obvious what you sell and who it's for.
What it is: clarifying the offer, what the product or service
actually is, how the range fits together, and how it should be presented so the right
people can see themselves in it. Often the real bottleneck isn't marketing; it's that
the offer itself isn't clear.
When you might need it
- Customers (or your own team) can't easily explain what you offer
- A product range has grown without a clear structure
- Pricing, packages or tiers confuse rather than help
- You're preparing to reposition or relaunch
What I do
- Reviewing the offer as a system, not a list
- Rationalising products, services and tiers
- Sharpening positioning and messaging
- Aligning the website and channels with the clarified offer
What you receive
- A clearer, simpler offer structure
- Positioning and messaging recommendations
- Guidance on how to express it consistently across channels
Marketing Research & Strategy
Marketing grounded in research, not guesswork.
What it is: audience, market and platform research turned into a
practical marketing strategy, connecting what people actually do, where they spend
attention, and what your organisation is realistically able to deliver.
When you might need it
- You're marketing without a clear picture of your audience
- Channel activity isn't connected to a strategy
- You need to reach a new or younger audience
- You want research-led recommendations, not generic tactics
What I do
- Audience and behaviour research
- SWOT and strategic frameworks where they genuinely help
- Platform and channel analysis
- Translating findings into a prioritised strategy
What you receive
- A research-backed marketing strategy
- Clear, prioritised recommendations
- Guidance on channels, content and capability
Not sure which one you need? That's normal, and it's exactly the
kind of question a first conversation settles.
Start a conversation
and describe what's happening; I'll tell you honestly whether analysis, improvement,
build, or something else entirely, is what you need.
