I connect impact and efficiency to give you the insights your decisions need. Because sound decisions, based on real insight, are how we build a world that works for people and planet.
Three different things usually bring people to me. Funders want proof of impact. Boards want AI. Teams want tools that steer, not just produce reports.
Underneath sit the harder questions. Did the programme actually deliver what it set out to? What did each euro buy, in real impact rather than activity? Is the AI you introduced still being used, or quietly forgotten? Is the impact system steering anything, or just producing reports? These are not dashboard questions. They need solid economic thinking and a method that holds.
When the work lands well, the framework holds up under scrutiny. The pilot is still in use six months in. The decision you took stands when the next round of questions comes. The tools your team built keep running, carried by the team itself. And quietly, you stop carrying the work alone.
I do not start with the model. I start with who needs the answer and which decision rides on it. A Value-for-Money assessment for a funder or donors looks different from one for an internal steering committee. What you need to decide drives the methodology and approach I follow.
My first question is which actual workload we are trying to take off whose desk. AI that photographs well in a deck is not the same as AI a team is still using six months later. I spent ten years watching efficiency gains land with the CEO while the staff just worked harder. That is the kind I do not do anymore.
I look at who was supposed to use it and which decision it was supposed to enable. Most frameworks gather dust because they were built for a report, not for steering. Fixing them isn't about better indicators, although they matter. It's about building something the team can actually use to decide.
I do not look at the technology first. I look at whether anyone has written down who owns it after handover, who maintains it, and who gets called when it breaks. Pilots rarely fizzle out because of the model. They fizzle because change management was on the to-do list and never got done.
About
None of this was planned. Three strands, twenty years, one synthesis I didn't see coming.
I started in economics, drawn to how economic thinking could actually serve people. After graduating I drifted into empirical research on productivity effects of IT, then ten years in private-sector digital transformation consulting. The work taught me almost everything I know about data, econometrics, and how technology lands in organisations. It also slowly disappointed me. Efficiency gains kept landing with the CEO, while staff just worked harder. For ten years I told the same story; not much shifted.
So I left the corporate consulting role I'd built and moved into international development. Monitoring missions in Tigray. Listening on the ground. Analyzing project data and seeing how more impact would be possible if efficiency was considered too. Then impact finance, because I wanted private-sector pace and serious purpose at the same time.
So what I've learned along the way is: Impact without efficiency is wishful thinking, efficiency without impact is empty.
What others say
Read how clients, colleagues and former supervisors describe my work on LinkedIn Recommendations.
What I do
Four areas, all serving the same job: preparing decisions you have to defend to funders, boards, or your own team.
Impact you can show, internally and externally. Theories of change, monitoring systems, KPI sets, M&E work, strategic advice. Built for steering, not for filing.
Defensible answers to whether something is worth the money. The full 4E framework: economy, efficiency, effectiveness, equity. Applied at private-sector pace, not academic pace.
AI integration that genuinely reduces workload, with change management that actually runs. Tools and dashboards your team carries forward. Not what photographs well in a board deck.
The quantitative groundwork behind defensible decisions. Economic modelling, forecasting, and analysis of impact data. Built for actual decisions, not academic exercise.
Whether we fit
People carrying responsibility between funders and their own teams. Decision-makers in impact organisations, foundations, impact finance, NGOs, and values-driven companies.
Your decisions have to hold up on both sides. You want someone who thinks with you and gives you grounds you can defend, not a deck factory.
Anyone who needs me to execute without questioning. If you want polished slides over defensible evidence, or confirmation of what you have already decided, look elsewhere.
Same for AI rollouts without change management, and dashboards no one will ever use.
Because sound decisions, based on real insight, are how we build a world that works for people and planet.
Free 30-minute discovery call