Experience
Where the judgement comes from
The experience behind the practice was accumulated by the Principals in prior roles and advisory positions, with and for other organisations. It is set out here plainly, without naming clients.
Contexts
Where the experience comes from
Work has spanned public administration and regulated claims environments, health and mental-health systems, disability and carer organisations, research and university settings, mortgage and financial services, early-stage startups, and multicultural and community organisations.
That breadth is deliberate. The hardest organisational problems rarely respect a single sector's playbook, and the most useful advisers have seen how decisions are actually made inside more than one kind of institution.
- Government and public services
- Health and mental health
- Disability and carer organisations
- Research and universities
- Startups and product teams
- Financial services
- Professional services
- Nonprofits, associations and peak bodies
- Community and multicultural organisations
- Education providers
Selected experience
The situation, the role, the work, the decision
A buyer reasonably wants four things about prior work: what the situation was, what role was performed in it, what was actually produced, and what decision that supported. Set out below, honestly labelled.
Read this as patterns of work, not individual engagements. Each row describes a kind of situation the Principals have worked in and what that work produced. No row describes a single named client, and no outcome is claimed on a client's behalf. Specific engagements can be discussed in a conversation, within the limits of confidentiality.
| The situation | Role performed | Work produced | The decision it supported |
|---|---|---|---|
| A multi-million-dollar project or initiative, including major hospital expansion programs | Advisory to the program, alongside the people accountable for it, including advisory committee and executive-level work | Financial modelling, options analysis and written advice | Whether the investment case held, and on which assumptions it depended |
| A board, committee or advisory body at significant scale needing a position it could defend | Member and contributor inside formal governance structures | Papers, governance frameworks and advisory-group designs | What the body would endorse, and what it would put on the record |
| A chief executive or peak body weighing options with incomplete information | Direct adviser, briefing at executive and senior-stakeholder level | Briefings, strategic documents, market and policy reviews | Which option to back, and what would have to be true for it to work |
| A business being built or scaled, or a founder preparing to raise | Finance and commercial lead, working with the founders | Financial models, plans, reporting and controls, financial due diligence | Whether to raise, on what terms, and what to fix before approaching anyone |
| A high-volume regulated operation where documentation and accuracy are not optional | Hands-on operational delivery, including regulated claims environments and mortgage broking | Process and documentation discipline, control and quality improvements | Where process quality was actually failing, as distinct from where it was assumed to be |
| A service or program affecting people directly, across health, mental health, disability, carer and community settings | Engagement, co-design and facilitation | Engagement strategies, stakeholder registers, policy and service reviews, workshop programs | How a service should be designed with the people it affects, rather than consulted about afterwards |
| An organisation wanting a digital product, a prototype or a better-analysed problem | Product, technology and quantitative lead | Websites, applications, prototypes, product and requirements documentation, algorithms, analytical models, AI-enabled workflows | What to build, what to leave alone, and whether the numbers behind it stood up |
All of the experience described on this page was accumulated by the Principals through prior personal roles, advisory positions and work with other companies. It predates Sagetor and is not presented as work delivered under the Sagetor name. Hospitals, clients and confidential organisations are not named, and no client outcome is claimed.
Case studies
Written up as permissions allow
Much of the work described here was carried out inside organisations, under confidentiality or in governance roles where publishing detail would be inappropriate. We would rather show less than invent more.
Detailed case studies are published here as client permission and confidentiality allow. Each follows a consistent structure: context, challenge, approach, deliverables and outcome, labelled clearly where material is anonymised or representative. In a conversation about your project, we can walk through relevant examples in more depth than a public page permits.