Advisory Services
Organisational diagnosis for engineering leaders. Research-grade evidence. No guesswork.
Your engineering transformation looked right on paper. The frameworks were adopted, the teams restructured, the tools deployed. Consultants came in. Training programmes ran. And yet: adoption is uneven, ROI is unclear, and the people closest to the work are frustrated.
I bring research methods to organisational problems that most practitioners treat with intuition. That means going inside the organisation, not assessing it from the outside: structured interviews, analysis of team and process dynamics, a diagnosis you can trace back to evidence. Most advisors tell you what to do. I tell you what the evidence says, what it does not, and why that distinction matters for your decision.
Short Diagnostic
A focused investigation of a specific organisational question. You receive a written report with findings, their evidential basis, and specific recommendations, for organisations that want a rigorous, independent answer before committing to something larger.
Embedded Organisational Audit
A comprehensive diagnostic of the organisational dynamics shaping your engineering practice: structured interviews across roles and levels, process analysis, and a traceable account of what is actually happening inside the organisation.
Ongoing Advisory Retainer
Monthly access for engineering leaders who want a standing, research-grounded perspective on organisational decisions, team design, and transformation as it unfolds.
You invested in the transformation. The culture never followed.
A government agency had results on paper: cost savings, lower defect rates, certification passed. Leadership still sensed something was wrong. The research revealed they had been investing in the wrong layer of the organisation.
Read the case → 55%Your engineers can see the value. They’re still not using the tools.
In a study of 283 engineers, 55% acknowledged real efficiency gains from AI tools, yet many didn’t sustain adoption. Tools that disrupted how people already worked got quietly abandoned, regardless of merit.
Read the case → 5Five factors separate your best teams from the rest. None of them are process.
A seven-year investigation across nearly 2,000 Scrum teams found team effectiveness comes down to five behavioural and organisational factors, not methodology. The gap is diagnosable, and addressable.
Read the case →