Who I work with
I am an independent Allied Health consultant to not-for-profits and disability providers. Allied Health is usually one division among several here, funded from several places at once and answerable to a board weighing it against everything else.
The causes are usually structural rather than clinical, and they sit in the parts of the organisation the division does not control.
Shared services, corporate overhead and a cost allocation method nobody has revisited in years. The division either looks profitable because it carries none of the overhead, or looks hopeless because it carries all of it.
One funded program is quietly paying for another. That is a legitimate strategy and a serious risk, and the difference is whether the board knows it is happening.
Clinical leads with unclear spans of control, team leaders carrying caseloads that make their leadership time notional, and no graded framework underneath any of it.
Whether to stay registered, whether to bid, whether to exit. These are board decisions and they usually arrive without the analysis a board needs to make them properly.
Where the decision needs evidence behind it and a paper that stands up in a board pack. Cost allocation, an operating model review, a registration or commissioning call.
Where the decision is made and the implementation runs across a year. I carry the context between meetings, so the executive is not re-briefing me each time.
How each state and territory is delivering Thriving Kids, who can take part and how solid the evidence is.
Open, upcoming and recently closed consultations on how Allied Health is funded, regulated, paid and employed, with the date each one closes.
Model cost allocation and breakeven across a division, one clinician at a time, including the on-costs a shared services line usually hides.
The registration and audit obligations that sit across funding streams, and how to build one governance system rather than one per program.
Where the commissioning models are heading, and what the leadership layer underneath a division actually costs.
Pay points are gone. A therapist's minimum now comes from their qualification level and years in the profession, and day to day supervision can sit above $101,000.
NSW will commission Not For Profits to deliver Thriving Kids. The procurement policy behind that decision, and what private practices can realistically do.
The Advisory Group report is the clearest view yet of how Thriving Kids will work. What it solves, how commissioning fits and what it means in practice.
Every Team Leader on a reduced caseload is revenue the rest of the team covers. The breakeven point, the supervision split and what a sustainable model looks like.
Leadership is the biggest gap in Allied Health, and rarely because clinicians cannot lead. How to build the capability deliberately instead of hoping for it.
Governance sounds like something only big providers worry about. What it actually means, why regulators are enforcing it now and where to start.
Three risks are converging. Most providers aren't modelling any of them. Almost none are modelling what happens when they overlap.
Clinicians at the provider I co-founded
Annual revenue at that business
Allied Health providers I have worked with
Independent advice, no clinical services
The division moved from reactive, fragmented operations to a defined leadership structure, measurable targets, streamlined systems and a three-year roadmap. The organisation has since engaged me again for implementation, leadership development and a follow-up review.
The board had an evidence-based decision framework with explicit assumptions and referenced sources, so the registration decision could rest on regulation and reform exposure rather than short-term cost pressure.
I help the executive and the board see how the Allied Health division is really performing and decide what to do about it. That usually means working out the true cost to serve once shared services are allocated, testing whether one program is funding another, designing the leadership structure, and preparing the analysis behind a registration or commissioning decision.
Yes. A scoped project ends with a written paper built for a board pack, with every assumption stated so directors can test the figures rather than take them on trust.
Most start with a discovery call, then a scoped project with a written proposal and a fixed fee. Where the decision is made and the work is implementation across a year, a retainer keeps me alongside the executive while it happens.
Written for the people accountable for the division. Most of the questions worth asking cut across two or three funding streams at once, which is where an internal view usually runs out. Book a discovery call. You leave with an honest read on where things stand and a clear recommendation.
