Experience applied
to complex questions.

The question

Rather than beginning with a predetermined future model, the review asks what should be retained, what needs to change, for whom, and why. It brings together evidence from documentation, consultations, technical interviews, and programme learning while making divergent perspectives, assumptions, and evidence gaps visible.

My contribution

Leading a strategic review of a large humanitarian and resilience consortium in Yemen, bringing together programme evidence, contextual analysis, stakeholder consultation, and technical inquiry to inform future programme direction.

The work examines humanitarian assistance, cash and livelihoods, markets and financial systems, locally led programming, and humanitarian and social support systems within a rapidly changing operating context.

The process combines strategic review, Theory of Change, systems analysis, qualitative inquiry, evidence synthesis, and facilitated strategic decision-making.

What it informed

Contribution: an evidence base, future Theory of Change, strategic approaches, programme options, and recommendations intended to support the next phase of programme design.

The question

The work has considered not only delivery and results, but quality, relevance, accountability, localisation, participant experience, and what implementing organisations can learn and change while responses are still evolving.

My contribution

Evaluation experience includes humanitarian response reviews and evaluations in conflict-affected and emergency contexts, including work undertaken through an established collaboration with NSDation.

This has included evaluation and technical advisory roles examining multi-agency humanitarian responses, drawing on key informant evidence, programme documentation, participant and stakeholder perspectives, and perception data.

Methods have included mixed-method evaluation, qualitative inquiry, perception surveys, evidence synthesis, triangulation, and facilitated interpretation of findings.

What it informed

The evaluations provided findings and recommendations to support learning and adaptation in humanitarian response. The linked reports set out the findings for each assignment.

The question

Systems thinking is used to move beyond linear intervention logic: examining people, relationships, actor roles, power, structural barriers, interdependencies, assumptions, and multiple possible entry points for change.

My contribution

Across global and country-level assignments, experience includes facilitating and developing Theories of Change for complex programmes and portfolios, including work where intended change depends on actors and systems beyond the direct control of a programme.

This includes substantial experience developing systems-transformation approaches and facilitating complex Theory of Change processes in an international development organisation.

What it informed

The result is not simply a diagram. The purpose is to make the organisation's understanding of change, strategic choices, assumptions, and intended role within a wider system explicit and open to testing.

The question

The underlying question is how to make quality an organisational practice rather than something sustained primarily through the commitment of individual staff.

My contribution

Experience includes leading the development and implementation of organisation-wide approaches to programme quality, evidence, learning, and MEL at country and global levels.

This has included establishing and leading a programme-quality function in a major humanitarian response and later leading the development of global MEL strategy, policy, procedures, quality standards, tools, and organisational systems within an international development organisation.

What it informed

The work goes beyond producing policies or frameworks. It involves examining how leadership, mindset, roles, capabilities, incentives, organisational systems, and everyday practice interact — and what is required for new ways of working to become embedded.