I work with organisations dealing with complex programmes where outcomes matter, pressure is high, and simple answers are rarely sufficient.
My role is typically twofold. I am often involved early, helping to shape programmes so that risks are understood, assumptions are tested, and the conditions for effective delivery are in place. I am also brought in later, when things are unclear, stuck, or deteriorating — to help restore understanding and regain control.
Much of my recent work has been in large-scale ERP transformation, but the way I work has been shaped over a much longer career spent inside complex systems — including major international events, public safety and critical infrastructure programmes, telecommunications, and large multi-vendor IT environments.
Across these contexts, the underlying challenges are often the same. Problems are rarely caused by a lack of intelligence or effort. More often, teams lose visibility, incentives become misaligned, or pressure drives behaviour that obscures what is really happening.
In both early-stage and recovery situations, my focus is on creating clarity. That often means stepping back, slowing things down where necessary, and helping teams understand the system they are working in before pushing for action.
I am comfortable moving between strategic and operational levels. I will work with executives on direction and decision-making, and I will also get hands-on where detail matters or where teams need support. In my experience, progress often depends on being willing to work at both levels.
I place a strong emphasis on understanding problems before attempting to solve them. In complex environments, causes and symptoms are often far apart. Creating the conditions to observe, measure and explain behaviour is usually the turning point — whether the issue is technical, organisational, or commercial.
Valan Consulting reflects this approach: independent, senior-led, and focused on helping organisations navigate complexity with clarity and confidence.