Managing Director, International Development – Europe+44 ( 0)20 7837 2881 +44 (0) 759 044 6162
As Managing Director for Coffey’s international development team in Europe and the United Kingdom, I lead a professional services company that designs, manages and evaluates programs in a variety of fields. For example, we manage economic growth projects designed to create more jobs for the poor. We work to make justice systems fairer for all members of society. And we undertake evaluations to understand what works, what doesn’t and why, whether looking at girls’ education or a European Union Directive.
The majority of our work is with UK government departments, including the Department for International Development and the Foreign and Commonwealth Office. We also do a lot of work with the European Commission and, on occasions, we work with the private sector.
I feel exceptionally privileged to work with and lead Coffey’s Europe team who I would describe as highly competent, professional and truly committed to their work.
Before taking up my role as Managing Director in the UK I was General Manager of Coffey’s Australian international development business, which works mainly with the Australian Department of Foreign Affairs and Trade (DFAT) to deliver large development programs across Asia Pacific. The project portfolio is diverse, ranging from private sector development programs in Papua New Guinea through to the provision of basic education in Laos and Kiribati.
I also established Coffey’s research, monitoring and evaluation practice in Asia Pacific. The practice ensures clients have the very best performance measurement tools and techniques built into their projects so they are equipped with reliable information and evidence, in order to demonstrate results and make improvements to program design and implementation.
Prior to this, I was a partner at an evaluation consultancy (The Evaluation Partnership) that was acquired by Coffey in 2009. I subsequently led Coffey Europe’s research, monitoring and evaluation consulting practice, building an in-house team to deliver work for the UK government, the European Commission and several private sector clients. I have been involved in more than 50 evaluation and research assignments and have employed a multitude of evaluation approaches, methods, tools and techniques. The work has taken me to most of the EU’s 28 Member States and to numerous countries in Africa and Asia.
So why Coffey? It’s the friendships that I have established with colleagues and clients and the challenging yet fascinating projects I have worked on. It’s seeing (and feeling good about) the fruits of our labour and learning from those things that haven’t gone so well! The best and simplest indicator of how you feel about your job is how you feel on Sunday evening – and aside from a few knocks on the football pitch, I feel good about what we, as Coffey, can achieve.
I've worked on
Establishment and maintenance of a social licence to operate is essential to any project’s success, particularly in PNG where a lack of community support has proven to result in work stoppages, reduced productivity and major cost blow outs. This insight explores two mechanisms which may be applied to reduce or avoid the costs associated with social conflict.