I build the benchmarks that turn suspicion into evidence, and the analysis that turns evidence into a prioritised improvement agenda your board can act on.
HOSPITALS · RESIDENTIAL & HOME AGED CARE · DISABILITY SERVICES
Each engagement answers a question every CEO, COO and board director eventually asks: how do we actually compare, where exactly are we losing performance, and what should we fix first?
I design and run multi-organisation benchmarking programs end to end: the data specification, the collection and validation process, the comparative reports, and the peer workshops where exemplar organisations show the rest how they do it.
I interrogate the data you already collect, clinical quality indicators, workforce, financial, to locate the specific relationships driving your outcomes, and translate them into a ranked set of improvement opportunities with the evidence attached.
Independent review of your strategy, product portfolio, pricing or benchmarking technology platform, delivered with prioritised recommendations, a formal risk register where warranted, and a clear Go/No-Go view you can take to the board.
Selected results from recent sector benchmarking engagements, each one a relationship the organisations involved suspected but had never been able to demonstrate.
Personal care worker turnover and facility-acquired pressure injuries across a national residential aged care peer group. Workforce stability is a clinical quality lever, and now there is a number on it.
Food spend per resident and consumer experience scores. A budget line every CFO can see, connected directly to the experience measure every board reports on.
Service manager turnover and the use of restrictive practices. Leadership continuity at the facility level shows up in one of the sector's most scrutinised quality indicators.
These are correlations, reported as correlations. Part of the value of independent analysis is that I will never dress association up as causation; I show you where the relationship is strong enough to warrant investigation and improvement effort, and validate findings against published evidence.
Analysis pipelines are designed privacy-first: raw resident, participant and workforce data remains inside your environment. Only aggregated, de-identified results ever appear in a deliverable.
Every finding is tested before it is presented. Causal language is used only where causation is established; pseudonymised peer comparisons protect every participating organisation.
Benchmarks alone change nothing. My workshop methodology pairs each finding with the exemplar organisations behind it, so your teams leave with a specific, peer-proven improvement plan.
I have spent 25 years measuring performance in healthcare, first selling and implementing surgical technology into hospitals across the Asia-Pacific, then a decade building Australia's leading hospital benchmarking programs, then five years inside a global cloud provider designing the coverage strategy for a 20,000-person sales force.
Along the way I founded five national benchmarking programs that did not exist before, including the disability sector's only benchmarking platform, which grew from a five-site pilot into a 103-member network. The pattern in all of them is the same: a sector full of capable leaders who had never been able to see their own performance in context, and the discipline of building the measurement system that finally let them.
I now work directly with CEOs, COOs and boards across hospitals, aged care and disability services through my independent consulting practice. The engagements vary; the promise does not. You will know, with evidence, where you stand, why, and what to do about it.
Most engagements begin with a single conversation about the performance question keeping you up at night. If your data can answer it, I will show you how. If it cannot yet, I will show you what to build.