How the work actually runs

The situation

A multidisciplinary group delivering psychology, behaviour support and paediatric therapy had grown quickly, with adult psychology expanding through telehealth. The managing director had no management layer between himself and the clinical teams, and wanted to know where the gaps were, which opportunities to pursue and in what order.

What I did

I interviewed six people across the leadership and clinical teams, ran a strategy workshop and presented the findings. The report covered a group-wide gap analysis, a telehealth scale model, a behaviour support growth plan and a workforce strategy. It set out 25 recommendations across decisions, ongoing practices and projects. Each was sequenced by quarter, with an owner and review points over 18 months.

The situation

The Allied Health division of a national employment services organisation had a three-year growth plan built on internal assumptions. Before committing to it, leadership wanted to know which markets were real, where the division could win and whether its stated strengths held up against competitors.

What I did

I mapped the market into seven segments by funding source and profiled twelve competitors. I built a graded list of 27 organisations as sales, partnership or acquisition targets, and gave a win or lose verdict for each segment. A SWOT tested every strength from the leadership team's strategy day against market evidence. The findings went to leadership in a 44-page report and a workshop, two weeks after the work started.

The situation

A large not-for-profit delivering NDIS therapy services across urban and remote regions had outgrown its operational structure. Leadership roles were misaligned, clinicians were significantly underutilised despite high wage costs and clinical governance was disconnected from the broader organisation. The division was operating at a loss with no documented operating model or performance framework.

What I did

I conducted a full operational review including onsite workshops, executive interviews and a systems audit. From there I redesigned the leadership structure with a graded clinical framework, built a weighted KPI model accounting for urban and remote delivery, restructured the practice management system, developed a new participant journey and delivered a three-year strategic roadmap with quarterly implementation planning. The review also included standalone service modelling for a remote community.

The situation

A not-for-profit delivering early childhood intervention and paediatric Allied Health services was considering de-registration from the NDIS. The decision was driven by rising compliance costs, upcoming audit milestones and uncertainty around ongoing NDIS and early childhood reform. The organisation supported over 200 participants across a mix of agency-managed, plan-managed, self-managed and non-NDIS funded streams.

What I did

I assessed current registration exposure and participant funding mix, confirmed the regulatory implications of de-registration under current rules, mapped medium-term risks across pricing reform, provider definition changes and commissioning trends, and developed four strategic pathways ranging from selective expansion to full exit. The analysis was structured for executive and board-level decision- making with explicit assumptions and referenced sources.

The situation

An Allied Health organisation delivering group-based wellness and rehabilitation programs needed to professionalise its operations across clinical governance, funding strategy and market positioning. The business operated across Aged Care, DVA, private health insurance and Medicare streams but lacked structured policies, a clear pricing framework and documented compliance systems.

What I did

I conducted a policy gap analysis against the NSQPCH Standards with NDIS and Aged Care regulatory overlays, then built a complete SharePoint-based knowledge base and policy register with NSQPCH-compliant policies across governance, clinical and workforce domains. Alongside the compliance work, I delivered national market research mapping comparable programs across pricing, structure and funding models, and a differentiation strategy identifying underserved program areas.

The situation

A family-run Allied Health practice delivering Occupational Therapy, Physiotherapy and Speech Pathology wanted to position itself as an Associated Provider under the new Support at Home program. The team had strong clinical capability and existing NDIS registration but no Aged Care-specific pricing, outreach systems or compliance documentation.

What I did

I developed a complete Support at Home toolkit covering direct and indirect pricing aligned to Department of Health guidance, reablement and restorative care program templates, an AT-HM service guide, compliance documentation mapped to the Aged Care Act 2024 and Strengthened Quality Standards, outreach templates with CRM pipeline structure and a strategic analysis of registration versus the Associated Provider model.

The situation

A small NDIS-registered Occupational Therapy and Physiotherapy provider, also delivering Support at Home, had its registration renewal and verification audit approaching. Its policies were generic vendor templates, staff turnover kept recruitment open and Support at Home pricing still had to be set.

What I did

On a monthly retainer I rebuilt the governance system in SharePoint: nine policies, five procedures and five registers written for the team to use. I prepared the audit renewal plan and evidence responses, and wrote five position descriptions with job ads and offer letters. I also set Support at Home pricing and ran an annual planning session with the director.

The situation

A founder-led mobile Physiotherapy practice earned most of its revenue from the NDIS, and its founder was still carrying a full caseload. He wanted to diversify funding, become NDIS registered and build a team that could run without him on the tools.

What I did

Sessions run fortnightly, and each one ends with a written summary and an action plan so decisions turn into work between sessions. The work has covered seven areas: Support at Home and Aged Care entry, graduate recruitment, KPIs and performance conversations, a team leader role, standard operating procedures, the policies for registration and a referral routine built on capacity updates.

The situation

A solo OT practitioner was growing from one clinician to three with no documented policies, onboarding processes or compliance frameworks. The business needed to move from informal operations to a structure that could support multiple clinicians across disciplines.

What I did

I built a full knowledge base with governance documentation, created recruitment strategies across three disciplines and designed salary bands, a clinician orientation program and Support at Home pricing schedules. The work gave the founder a structured foundation to manage compliance, hiring and service delivery as the team grew.

The situation

A sole director running a four to five clinician NDIS practice had grown quickly but internal systems had not kept pace. Clinical operations were largely managed by the founder, creating a bottleneck that limited further growth without proportionally increasing the director's own workload.

What I did

I designed a complete recruitment and onboarding framework including position descriptions, salary bands and billable hour targets, along with a structured review cycle tied to incentive payments. The system was built to be repeatable across disciplines as the practice continued to scale.