Applied Research &
Strategic Advisory
I provide applied research and strategic advisory support to help organizational leaders make high-stakes decisions on strategy, innovation, and workforce impact, grounded in evidence, structured analysis, and clear executive insight.
The Advisory Problems I Support
My advisory work is grounded in applied research, systems thinking, and ethical consideration of organizational and workforce impact.
I work with leaders to clarify the decision at hand, integrate relevant evidence, and translate analysis into insight that can be clearly explained, defended, and acted upon.
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Leaders are often required to make high-stakes decisions with incomplete, biased, or fragmented information.
I clarify the decision to be made, identify the decision-relevant evidence, integrate qualitative and quantitative insights, and surface trade-offs so leaders can move forward with confidence rather than momentum.
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Organizations frequently pursue innovation or AI adoption without fully assessing readiness, risk, or downstream impact.
I reframe innovation decisions as organizational decisions, assess readiness beyond tools, surface hidden risks, and support responsible, evidence-informed choices that align technology with leadership, culture, and governance.
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Leadership decisions often produce second-order effects on trust, engagement, and sustainability.
I examine leadership decisions through a systems lens, connect strategy to workforce outcomes, and provide evidence-based insight into how organizational structures and behaviors shape employee experience.
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Leaders must justify decisions to boards, executives, or external stakeholders under scrutiny.
I translate analysis into clear, executive-level narratives that explain rationale, alternatives, and implications, supporting transparency, alignment, and accountability.
Strategic Decisions Under Uncertainty
How it typically shows up
Conflicting data and stakeholder perspectives
Pressure to move quickly without clarity
Analysis that generates activity but not decisions
Innovation and AI Decisions without Organizational Readiness
How it typically shows up
Excitement paired with anxiety about consequences
Ethical, workforce, and governance issues treated as secondary
Decisions framed as technical rather than organizational
Leadership Decisions Negatively Affecting the Workforce
How it typically shows up
Burnout, resistance, or misalignment after strategic change
Gaps between leadership intent and lived experience
Symptoms addressed without understanding root causes
Decisions that must be Defensible and Clearly Explained
How it typically shows up
Difficulty articulating why a decision was made
Concern about reputational or ethical exposure
Misalignment between analysis and communication
Doctoral Mentorship
In addition to advisory work with organizations and leaders, I offer structured doctoral mentorship for learners navigating proposal, dissertation, or late-stage doctoral coursework. This engagement is distinct from consulting and focuses on scholarly thinking, decision-making, and sustained progress.