Why did I start a consulting business?

Having worked across the wider public service. I've had some great experiences, and some I hope never to repeat. I have led and worked on some big projects with significant implications, and a few smaller projects that really matter to the communities they effect.

When I considered where I did my best work and when I was the most satisfied in what I was doing,  I realised I am most satisfied when I am working on an agency rather than in it.

Building teams, establishing new functions and developing new approaches to old problems was always more satisfying to me than just developing advice and navigating a bureaucracy.

I also saw an opportunity to share my experience and expertise with the NGO and private sectors.

So, I took the leap into consulting for two big reasons:

1.     I think there’s a gap

2.    I think I can help

There’s a need for someone to bridge teams and management, and help agencies:

• make the most of the capability at their disposal, and how it can help them provide better advice and make better decisions

• better communicate and focus their advice to decision-makers and drive investment, and

• realise the opportunity from the data, information and tools they already have.

Government produces a lot of advice. It holds a lot of data and has built many powerful tools to support organisational and government decision making.

Sometimes analysis and advice can miss the mark, which can be because of a disconnect between what management wants and how they commission work.

Even when you have great commissioning, teams can get caught up on answering every angle or otherwise lose focus on how advice can be used by decision makers.

How I can help.

I have learned a few things over the years having had the privilege to work with excellent leaders, managers and mentors, and I have seen the impact of poor leadership and management on even the best teams.

I have learned how to build successful teams, focusing on the three Cs – clarity, confidence and culture.

I have learned the value of asking the right questions. Great questions can galvanise a team into action and can focus work programmes across agencies. I have learned how to focus my curiosity and ask great questions.

I have also learned I am ambitious. I am ambitious for the opportunities we have in this country to do great things. I am ambitious for the projects I take on and for the people I work with to succeed. I am also ambitious for the new company and what it can achieve for our partners, and for New Zealand.