Consultancy
Building on two decades of experience in humanitarian action, I collaborate with humanitarian organisations, consultancy firms, think tanks and research centers to explore transformations within the aid system, unpack key challenges, and identify pathways for improvement.
Humanitarian Reviews and Evaluations
Strategy Development
Organisational and Change Management
HUMANITARIAN REVIEWS & EVALUATIONS
Whether working with international or national NGOs, UN agencies, donors, or networks, I bring extensive experience in conducting reviews and evaluations of humanitarian programmes, projects, policies and strategies. I work both directly with organisations and as part of consultancy firms, evaluation teams and think tanks.
Reviews and evaluations are not merely formal exercises. Beyond their accountability function, they should enable organisations to reflect on what comes next, drawing on a thoughtful analysis of both the present and the past. This is the lens through which I approach my assignments: ensuring that evaluations do not remain unread on shelves, but instead contribute to a wider process of organisational learning, strategic thinking and improvement of humanitarian impact.
My approach builds on recognised evaluation and review methodologies — including OECD/DAC criteria and ALNAP’s guidance — and combines qualitative and quantitative methods tailored to the organisation’s needs and identity, as well as to the specific nature of a humanitarian context. My extensive operational background ensures that reviews and evaluations remain anchored in field realities and ultimately aim at generating concrete outcomes for affected populations.
From evaluating the international humanitarian system’s response to the crisis in northern Ethiopia, to reviewing the IASC System-Wide Scale-Up, assessing an organisation’s operational response in Gaza, examining approaches to displacement in Kenya and Tanzania, analysing protection strategies for migrants in Greece, or conducting the real-time evaluation of a collective risk-sharing initiative, my experience spans a wide range of contexts and thematic areas. These include humanitarian response in conflict settings, emergency operations, protracted crises and the nexus approach, displacement, advocacy and policy development, humanitarian diplomacy and access negotiation, humanitarian principles, public health, protection, coordination, localisation and partnership, and aid financing.
STRATEGY DEVELOPMENT
Recognised for my strong strategic and analytical skills, and drawing on an in-depth understanding of the humanitarian sector — from its patterns of transformation to operational programming, policy frameworks, coordination structures and governance mechanisms — I support organisations and teams in reflecting on their programmatic or institutional strategies at both global and field levels.
I bring extensive experience in coordinating and facilitating country strategic reviews (including in Myanmar, Kyrgyzstan, Kenya, Lebanon, Sudan, South Sudan, Yemen, Greece and many others), accompanying organisations and networks in global strategic development and planning, and producing sharp, tailored analyses of sectoral evolution and transformation trends that directly inform strategic decision-making.
In a humanitarian sector facing multiple challenges and undergoing profound transformation, strategic thinking is essential to ensure that organisations remain relevant, agile, and capable of providing assistance and protection to affected populations in both the short and long term. I work on the premise that there is no intrinsically “right” or “wrong” strategy. What matters is that strategies are well thought-through, grounded in an organisation’s identity, aligned with the evolution and challenges of the wider context, and responsive to the factors shaping the vulnerabilities of affected populations. In this sense, my role as a consultant is to create, through a tailored framework, the space and conditions for collective strategic reflection: a process that enables teams to explore different pathways for moving forward and consider whether and how their positioning might need to evolve within a wider landscape.
Building on this approach, I have developed a specific methodology for strategic development centred on the concept of operational positioning, which enables organisations to consider their strategy not in isolation, but as part of a continuously evolving sectoral ecosystem.
ORGANISATIONAL & CHANGE MANAGEMENT
I help organisations strengthen their management practices and drive change by focusing on what is often overlooked: the underlying collective and institutional dynamics that shape how people work together and how organisations truly function. This approach is rooted in the belief that an organisation should first be seen as a social ecosystem, unfolding according to its own autonomous dynamics that need to be understood, rather than as a technical machine to be optimised.
Experience and research show that many organisational challenges — whether related to coordination, leadership, strategic alignment or team interaction — do not stem solely from inadequate processes or gaps in managerial skills, but also from the invisible forces that operate beneath formal systems. Accordingly, rather than concentrating exclusively on structures, procedures or tools, my approach seeks to uncover the collective behaviours, implicit norms and shared assumptions that influence performance, decision-making and organisational cohesion. This enables leadership teams to identify what genuinely supports or obstructs effectiveness, and to make more informed and sustainable choices.
The same perspective applies to change management. Recognising that the way we think about things significantly shapes the way we act, I approach transformational change through the “world of ideas”. In this spirit, I support teams in examining the representations and mental models that guide their actions, often unconsciously. This helps organisations clarify their identity, strengthen shared purpose and rethink how they position themselves within their environment. Ultimately, lasting change begins with a shift in how an organisation understands itself and interprets the social reality in which it evolves.
I also place strong emphasis on collective creativity — enabling teams to think differently, engage constructively and generate new solutions. By facilitating structured spaces for dialogue and exploration, I help organisations move beyond entrenched patterns and unlock their full potential for adaptation and innovation. The result is a change process that is not only better understood, but also more widely owned, more realistic and more durable.