consulting, strategy design,  and management




strategic design, implementation  and operations 
scability,  systems thinking, service design, operational efficiency
business value, transformation and  knowledge transfer

Background

As a PhD researcher and consultant I was able to  partner with organisation on longer-term projects that relate to public health, climate change, sustainability, circular economy, finance and public services, amongst others  



Working as a consultant I was able to work with many organisations  and identify and frame pain-points and opportunities. The biggest challenge and overall case study that I worked on was helping organisations reduce knolwedge loss and improve product execution to delivery transitions. This related to areas in industry inclduing knowledge management, orgnaisational efficiency, and change management.  Working four years in this area I was able to provide design interventions, address organisational and societal needs, train individuals and teams in strategic-thinking around our areas of expertise 

Problem Framing

We have a problem with how we think about work. More specifically, we have a problem with how we think about leaving work. Projects don’t just start and end—they pass through people’s hands, across teams, up and down hierarchies. And yet, in most organizations, the handover process is an afterthought. A scramble. A rushed document, a perfunctory meeting.


cross fucntional teams working on a project


And here’s the kicker: that transition moment? It’s one of the most fragile points in any project’s lifecycle. It’s where knowledge disappears, momentum stalls, and teams have to waste time rediscovering what someone else already figured out. In fast-moving industries—tech, consulting, anywhere decisions need to be made fast—the cost of poor handovers isn’t just inefficiency. It’s missed opportunities, duplicated effort, and strategic drift.


So, what would it look like if we designed for this problem? If we stopped treating handovers as a bureaucratic task and started treating them as a core design challenge? That’s what this project is about: developing and scaling a behavioral tool that doesn’t just document knowledge but actually transfers ownership in a way that sticks. One that ensures that when a project moves from execution to delivery, it doesn’t just survive the transition—it thrives because of it.


Role and approach

Let’s talk about a weird blind spot in how we think about work. We obsess over execution—how to launch something, how to build something, how to ship something. But what about what happens after? Who picks up the pieces when a project changes hands? Who makes sure all that hard-earned knowledge doesn’t just disappear? What behaviors must be exhibited to promote sustainability?

That’s the problem I dug into. Working with nine organizations across different industries (including the tech, agriculture, public health, and  I studied what actually happens during project handovers. Not what’s supposed to happen, not what’s written in the documentation—but what really goes down in the messy reality of transitions.

Through observations, interviews, and workshops, I mapped out the hidden friction points in knowledge transfer: the gaps between what’s documented and what’s actually useful, the unspoken ownership people feel over projects, and the ways that process design can either support or undermine continuity. From there, I worked on scaling a design tool that doesn’t just help people hand off work—it helps them hand off ownership in a way that sticks.


Design tool and ImplementationMost organizations treat handovers like an item on a to-do list: Write the report. Send the email. Have the meeting. Done. But this misses something fundamental—handover isn’t just about information. It’s about psychological ownership.

Think about it: when people truly own their work, they instinctively know things—why decisions were made, what tradeoffs mattered, what the real risks are. But when they leave, all of that disappears unless there’s a way to transfer not just data, but decision-making context. That’s what this tool was designed to do.

The tool acts as a structured framework that helps teams map out not just what they did, but why it mattered and how to sustain it. It was tested across industries, from private sector firms dealing with product rollouts to third-sector organizations managing long-term impact programs. And as it scaled, it became clear: this wasn’t just a documentation tool—it was a continuity system that reduced friction, clarified responsibility, and helped teams land projects smoothly.


Result

Here’s the big picture: in high-velocity industries like tech and consulting, project continuity isn’t just a nice-to-have—it’s a competitive advantage. Organizations that manage knowledge well move faster, execute better, and avoid the endless cycle of reinventing the wheel every time someone leaves.

The impact of this work?
  • Reduced handover friction: Teams adopting this tool spent less time untangling project histories and more time pushing initiatives forward.
  • Improved decision-making continuity: Instead of inheriting a vague set of notes, new teams could pick up where their predecessors left off—without losing strategic context.
  • Scalability across industries: From corporate environments to mission-driven organizations, the same principles applied: better-designed handovers lead to better outcomes.

For big tech, this means faster product rollouts, smoother cross-team collaboration, and lower risk of knowledge silos. For consulting firms, this means more effective client engagements, stronger institutional memory, and better long-term project outcomes. The companies that get this right aren’t just good at execution—they’re good at transition. And in a world where agility is everything, that’s a game-changer.





Designing for Scale, Speed, and Impact


Let’s talk about why this matters for big tech and consulting firms—two industries obsessed with speed, efficiency, and scalable solutions.

For big tech, the real challenge isn’t just building great products—it’s maintaining momentum across teams, projects, and leadership changes. A well-designed handover system means:
✅ Faster product rollouts with less downtime between iterations.
✅ More seamless cross-functional collaboration—engineering, design, and business teams don’t get stuck waiting for knowledge that should’ve been transferred.
✅ Lower risk of knowledge silos, which kill innovation and slow execution.

For consulting firms, the problem is even sharper. Every client engagement is a temporary structure—a burst of expertise that needs to be transferred before teams move on. The firms that get handovers right:
✅ Increase client trust—handover isn’t an afterthought, it’s a value-add.
✅ Improve long-term impact—because knowledge transfer defines whether strategic recommendations actually stick.
✅ Scale better internally—junior consultants onboard faster, and senior teams waste less time re-learning what they already solved.

Here’s the bottom line: The best organizations don’t just design for execution—they design for transition. And that’s where this work lives.