01
Health
Every team had a workaround. None of them were written down anywhere.
What I found: the process was fine. The handover was the failure.
I get brought in to answer the big questions. To find the potential nobody has named yet, and to fix the systems everyone else has written off.
Andrew Q Power
What actually happens
The system still runs. The numbers still come out. Nobody has been close enough to it, for long enough, to say what it is actually doing.
Where the work has been
The same three failures
The problem is what the brief leaves out, and nobody has been given permission to say so out loud.
Where I have been brought in
01
Every team had a workaround. None of them were written down anywhere.
What I found: the process was fine. The handover was the failure.
02
Assessment that measured what was easy to count, not what the staff actually needed to know.
What I found: the measure had outlived the question.
03
An organisation carrying more demand than its structure was designed to hold.
What I found: the mission was clear. The operating model was not.
04
Support built around a diagnosis rather than around what the person could actually do.
What I found: the deficit framing was doing the damage.
05
A body where the volunteers held the knowledge and the board held the risk.
What I found: no path between the two.
06
Reporting that satisfied the obligation and told the directors nothing.
What I found: compliance had replaced the question.
07
Services that worked in isolation and failed at every seam between them.
What I found: the seams were nobody's job.
08
Small and medium businesses paying for leads, with no system behind them to turn one into a customer.
What I found: the spend was on the wrong half.
What I actually do
Then I do the unglamorous half: name it, build it, hand it over, and make sure it still runs when I am gone.
If something in there needs looking at
If I am not the right person, I will tell you, and I will point you at somebody better suited.