Find the focus
Connect strategy with everyday decisions. Clarify which priorities deserve your time and resources.
Explore directionSOUND JUDGEMENT. CLEAR DIRECTION.
The bigger picture.
A clear next step.
Make the decision clearer before committing to a solution.
Work with Graham Mylett to understand what is holding your organisation back, explore your options and turn a decision into purposeful action.
Graham MylettYour consulting partner
Strategy & prioritiesPeople & leadershipOperations & deliveryClient & student engagement
01 / THE WORK
When the way forward
isn’t yet clear.
Competing priorities. Repeated delays. A change that isn’t taking hold. We begin with what you are noticing and the decision you need to make.
Improve the flow
Examine bottlenecks, handoffs and rework before choosing a process change or adding capacity.
Explore operationsBring people with you
Understand differing perspectives, strengthen communication and make ownership clearer.
Explore leadershipMake support work
Explore barriers to client or student engagement and practical improvements to the service experience.
Explore engagement02 / CONSULTING PRINCIPLES
Good questions.
Grounded decisions.
Six principles guide the work, from our first conversation to the review of what changed.
See the thinking in practiceEvidence first
Separate measured facts, stakeholder views, assumptions and unknowns.
Decisions before solutions
Understand what needs to be decided before choosing an intervention.
Clarity over complexity
Explain findings and trade-offs in language people can use.
Listen before concluding
Hear different perspectives, especially from people closest to the work.
Practicality matters
Fit recommendations to your resources, authority and operating context.
Learn and adapt
Review outcomes, seek feedback and adjust the course when evidence changes.
03 / THE DIAGNOSTIC FRAMEWORK
Understand first.
Choose with purpose.
A focused diagnostic answers one agreed business question. Explore the five steps to see how a challenge becomes a usable decision brief.
STEP 01 / CLARIFY
What decision must be made, by when and why?
Define the business question, the desired outcome and what is at stake. Agree who makes the decision and the boundaries of the review.
WHAT YOU LEAVE WITH
A clear decision statement and an agreed definition of a useful outcome.
Start with your decision04 / THE ENGAGEMENT MODEL
A clear path.
Agreed at every stage.
The diagnostic can stand alone. Follow-on work is scoped together when it will help. You retain authority over your organisation’s decisions.
- 01
Diagnostic
Agree the question, scope and evidence. Build a clear account of the issue.
- 02
Options
Compare realistic choices, effort, risk and stakeholder implications.
- 03
Decision
Choose a course and document the reasons and trade-offs.
- 04
Implementation
Where separately agreed, define owners, milestones and dependencies.
- 05
Review
Assess progress against agreed measures. Continue, adapt or stop.
Before work begins
We agree the scope, duration, fee, information access, responsibilities and deliverables in writing.
05 / CLIENT OUTCOMES
Progress you
can point to.
Useful work makes a difference you can describe and review. We agree the outcomes and measures that matter to your situation.
These are intended outcomes. Results depend on the context, evidence and decisions put into practice.
Clearer decisions
An agreed decision, explicit trade-offs and a documented rationale.
Aligned leadership
Shared priorities, clearer ownership and differences brought into the open.
Less organisational friction
Fewer avoidable handoffs, repeated escalations or instances of rework.
Improved performance
Movement in agreed measures such as delivery time, quality or capacity.
Practical follow-through
Actions completed, milestones reviewed and lessons incorporated.
06 / EVIDENCE & APPROACH
Test the explanation.
Then choose the action.
Recommendations draw on organisational information, stakeholder conversations and how work is actually done. Conflicting evidence is a reason to investigate further.
EXPLORE AN EXAMPLE
Illustrative investigation routes, rather than past client cases.
THE QUESTION BEHIND THE REQUEST
Is the constraint headcount, workflow or changing priorities?
Look for evidence
Compare planned and actual hours. Trace delayed work and identify where checking, handoffs or changing requests add effort.
Test a useful next step
Trial a small workflow change against a baseline before committing to recruitment or a larger redesign.
Every recommendation should make its rationale, assumptions and constraints clear, including what new evidence would justify changing course.
Graham MylettReasonHarbour Consulting
07 / YOUR CONSULTING PARTNER
A considered approach.
A practical way forward.
“A useful plan connects where you want to go with what you can do next.”
Graham Mylett is developing a consulting practice focused on helping leaders and organisations clarify business challenges, evaluate practical options and translate decisions into action.
His approach brings the bigger picture together with the realities of day-to-day work: people, resources, workload and operational pressures. His consulting focus includes strategy implementation, management practices, operational delivery and stakeholder alignment.
Through leadership development and consulting practice, Graham continues to strengthen his skills through reflection, feedback and professional learning.
Explore Graham’s leadership profile
The commitments shaping his leadership and consulting practice:
- Clear communication
- Make the question, choices and next action understandable.
- Stakeholder listening
- Seek perspectives that could change the diagnosis.
- Evidence-based diagnosis
- Test competing explanations and make uncertainty explicit.
- Influence & facilitation
- Build support through useful conversations and clear requests.
- Follow-through
- Set owners and review points, then learn from what happens.
Supported by Dr Dimitra Kalomallos
Dimitra supports Graham’s strategic thinking and professional development, bringing experience in management, leadership, healthcare and higher education. Graham remains your primary contact; any client-specific advisory input is agreed within the engagement.
08 / WAYS TO WORK TOGETHER
The support that fits
your next step.
Begin with a focused question or explore more sustained guidance. A Focused Business Diagnostic provides a useful starting point; the right scope is agreed after understanding your situation.
CLARIFY A CHALLENGE
Clarity and Direction
$750 AUD
3 consulting hours · 1–2 weeks
- 60-minute consultation and 30-minute follow-up
- 1.5 hours of review and preparation
- Issue summary, priorities and clear next steps
TURN CLARITY INTO A PLAN
Practical Action Plan
$1,500 AUD
6 consulting hours · 2–4 weeks
- Two 60-minute consultations and a 60-minute review
- 3 hours of review and preparation
- Practical options, owners, timelines and measures
SUPPORT AS YOU ACT
Implementation Support
$3,000 AUD
12 consulting hours · 6–8 weeks
- Six 60-minute meetings
- 6 hours of review and preparation
- Action plan, progress tracking and final review
Timeframes are indicative. Meetings, preparation, analysis, documentation and agreed advisory input count towards the total hours. Scope, availability, payment terms and any applicable GST are confirmed in the written proposal. Additional work requires prior agreement.
STEP 1 OF 4 · YOUR CHALLENGEDISCUSSION BUILDER
A CLEARER STARTING POINT
Your discussion brief.
This is a planning aid for a conversation with Graham. It does not diagnose the cause or confirm an engagement.
SUGGESTED STARTING POINT
BEFORE WE BEGIN
A few practical
questions.
Do I need to know the cause of the problem?
No. Start with what you are observing, what others report and what remains uncertain. Testing more than one explanation is part of the work.
What happens after I complete the questionnaire?
You receive a discussion brief on screen. You can copy, download or print it, then choose whether to share it with Graham. Completing the form does not send an enquiry or create a booking.
Can a diagnostic be a stand-alone engagement?
Yes. A focused diagnostic can end with findings, practical options and a clear decision point. Implementation and ongoing review are agreed separately when useful.
Can the support be tailored?
Yes. The packages are a starting structure. The engagement scope, preparation, deliverables, meeting arrangements and fees are agreed before paid work begins.
What happens to my answers?
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