"Projects tell you what I've done. This page tells you how I think."
One question I get asked is why I'm so interested in organisational effectiveness.
The truth is, I don't think I became interested in organisations because I enjoy order for its own sake. I became interested because, over time, I noticed a pattern.
Whether I was helping a small business owner understand where their money was going, coordinating programmes for young professionals, building processes for a startup, managing volunteers in church, or leading a policy research team, I kept encountering the same challenge.
People had good intentions.
People worked hard.
People cared deeply.
Yet outcomes were often inconsistent.
Not because people lacked intelligence or commitment, but because the systems supporting them were unclear, informal, or simply nonexistent.
That observation has shaped how I approach almost everything I do.
Today, when I enter an organisation or begin a new project, I'm usually less interested in what the organisation does than in how it works.
How are decisions made?
How does information flow?
What happens before work gets done?
Where do things slow down?
What happens when one person is unavailable?
What process exists today, even if no one has written it down?
Those questions excite me because I believe every organisation already has a system. Some are intentional. Others emerge by accident. Either way, the system almost always explains the results.