Navigating Complex Change
When your organisation is under pressure to deliver services every day and change cannot disrupt that work, clarity and aligned action matter more than good intentions.
Is this You?
You might be here because:
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You have committed to a transformation, but the path forward is no longer clear
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Early decisions are starting to feel misaligned or hard to unwind
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Vendors are progressing, but confidence in the direction is slipping
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Teams are doing their best, but capacity is being quietly stretched
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Services cannot pause, yet change is already adding friction
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You are carrying decisions that feel high risk, with limited room for error
It still feels recoverable, but only if the right decisions are made now.
How I help
I help organisations make progress by strengthening decision making
This often includes:
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Bringing structure to complex change
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Helping shape and prioritise work so effort translates into real outcomes
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Providing architectural guidance to support long term service and technology decisions
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Offering independent assessment of vendors, proposals, or implementation plans
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Acting as a pragmatic design authority when decisions need to stick
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I engage where my experience adds the most value, and step back once clarity and capability are established. I am not there to create dependency.
Expected Outcomes
My work is aimed at outcomes that reduce waste, free up capacity, and increase the organisation’s ability to deliver impact
Clear Direction
Resources are directed to the work that matters most, reducing spend on low impact initiatives and avoiding costly missteps.
Sustainable Capacity
Hidden work and manual effort are reduced, freeing staff time and energy to do more good without increasing burnout or headcount.
Service Impact
Services are better supported by people, processes, technology & data, improving reliability and enabling the organisation to serve more people more effectively.
What this looks like in practice
I supported InLife during a high impact CRM transformation, providing senior technology leadership and assurance while services continued to operate.
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The focus was on decision clarity and risk reduction. I helped establish clear ownership, practical decision frameworks, and lightweight governance to align the executive team without adding overhead.
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I supported key technology and design decisions across the CRM and surrounding ecosystem, including telephony, e-signature, workforce management, marketing platforms, and multi-channel messaging. This ensured choices were grounded in real service and operational needs.
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Ongoing support included reviewing designs and partner proposals, strengthening internal confidence, and improving vendor oversight. The intent throughout was to support strong decisions and build capability, not to create dependency.
David Clarke, CEO
"Karen brought clarity and structure from day one. Her ability to bridge strategy, architecture, product management and delivery is exceptional, and she got up to speed on our business and operating model faster than I imagined possible. This combination is extremely valuable, and Karen supported the ELT through highly complex decisions, delivering great insights and actionable recommendations in a tight timeframe"
Is this a good fit?
This approach works well if you:
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Need to improve how things work without pausing services
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Want clarity and momentum rather than another program
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Care about your people as much as your outcomes
If this sounds familiar, I am happy to explore whether I can be useful.
How we can start - 1,2,3
1: A short conversation to surface your biggest uncertainty
2: A focused look at where uncertainty, delivery risk, or decision bottlenecks are holding you back.
I review your roadmap, architecture, and delivery approach, then provide concise findings:
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What’s working
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What’s risky
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Where aI could add the most value
3: A scoped engagement to support decisions and next steps
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We agree on scope (e.g. 2 days per week for 6 weeks) and focus areas (e.g: vendor assessment and roadmap) and get to work quickly.