About me
My home is in the gaps.
I work between organisations, sectors and points of view, where a decision belongs to many people at once.
How I work
For twenty years, one discipline has run through my work: structuring information so it can be found, trusted and used again.
Why it matters
The tools do the heavy lifting
So my time goes to the people
the hour with each party · the gaps
And every client gets the same depth
consistent · Introducing Impactflow
The process
- Introducing Impactflow
- How you’ll experience it
- Framing
- Listening
- Analysis
- Interpretation
- Brief
- Beyond
Introducing Impactflow
Impactflow brings many parties to one collective position.
It’s now a method in five steps, and in two weeks it gives you the foundation to take control.
I first built it for forty-two stakeholder interviews in a study of AI adoption for Innovate UK.
How you’ll experience it
You give me an hour and your introductions. I do the work in the gaps. Two weeks from your go-ahead, we walk through your collective position together.
here’s how, in five steps
1 · Framing
Initial research
Together we sharpen your position
Proposal→your go-ahead
What goes wrong
1 · Framing · what goes wrong
The hardest part
Each room starts from its own version of the problem, so the first meeting is spent agreeing what the meeting is for.
2 · Listening
The Opening
with you, and the parties if you choose · your introductions · the process, set out
I hear each party in depth
an hour each · six to eight · week one
Every conversation follows the interview structure built at framing
in their own words
What goes wrong
2 · Listening · what goes wrong
The safe version
Put everyone in one room and you hear what’s safe to say in front of everyone.
3 · Analysis
Mapped against the lens we set at framing
Held as your baseline position
where views meet · where they part
Every new voice builds on it
shared positions gather into groups
the groups that can act together
What goes wrong
3 · Analysis · what goes wrong
The pile
The notes grow faster than anyone can hold them side by side, so the last conversation heard becomes the conclusion.
4 · Interpretation
I bring what I heard in the room
where the energy is · what went unsaid
The findings, weighed across the group
the system suggests · I judge
A roadmap from your baseline
What goes wrong
4 · Interpretation · what goes wrong
The inside view
Summarised from the inside, the position leans the way its writers already lean, and nobody can trace how it got there.
5 · Brief
The collective position
5 · Brief
The plan
the groups that can act together · first steps dated
The proof
every point traced to who said it
we walk through it together
and the full working, if you want it
In the open: the method at work on a public question, every source on show.
What goes wrong
5 · Brief · what goes wrong
The shelf
A position with no plan, or a plan nobody agreed to, ends up on a shelf.
Beyond
Back to the room, together
you + everyone heard · the findings · the way forward
A lead for each group
I frame again with each lead · from the group’s foundation
The same cycle, at scale
new voices · convene→hear→reconvene
It begins with your challenge
What goes wrong
Beyond · what goes wrong
The long corridor
The meetings keep coming round, because the work between them never gets done in depth.
It begins with your challenge
- A complex project or decision.
- A deadline, or a moment that won’t wait.
- A distributed set of people whose views you need.
That’s where I come into my own.
take control in two weeks
Book your framing hour
the first hour’s on me
Pick a time · UK time
other times→
see the output for yourself
see you then
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