What we do
We help organisations fix the systems their people keep working around. We also support neurodivergent women in leadership to lead without contorting themselves to fit a system that was built for someone else. Both are core to FTS. Both come from the same belief: remove the burden from the person.
For organisations
I'm responsible for a system that isn't working for people.
Consultancy, strategy, workshops, leadership development and keynotes.
See how we work with organisations
For leaders
I'm a neurodivergent woman leading in someone else's system.
Coaching, the Brilliant Leadership program, the podcast and the research.
See how we work with leaders
For organisations
We work with banking, insurance, professional services, schools, healthcare, workplaces, sports clubs, companies and government to make systems and processes fit the people they serve: customers, students, patients, staff, whoever walks through the door.
That helps the people using your services, and it helps your bottom line, because less time is wasted on rework, complaints, escalations and fixing the same problem twice.
If something's not working, nine times out of ten it's not the people who are the issue, it's your system. Time to fix that.
However the work needs to land
Consultancy & strategy
Inside your real constraints.
Workshops & training
Practical, not awareness theatre.
Leadership development
For your teams, one on one or together.
Published books, apps & more
Tools people keep using.
Keynotes & podcasts
Plain language, no jargon.
Who this is for
Grounded in real expertise
Customer experience and community engagement ask the same thing from different directions: what is it actually like to be on the other side of this?
Customer experience
Decades in senior leadership with national accountability for product portfolios worth hundreds of millions, plus a Masters in Business Leadership. Karen applies customer experience thinking to the places it usually never reaches: internal processes, patient pathways, and what it actually feels like to work inside your organisation.
Community engagement
Twenty-seven years of community engagement across all levels of government and with organisations making complex, politically sensitive decisions. A Fellow of the Royal Society of Arts and published author. Becky makes sure organisations hear what people actually need, not what they were expected to say.
How we work
Design for the people you serve. Equip your teams for what you can't predict.
EVA builds three capabilities into the organisation: a way to understand people, make decisions and respond when real life doesn't fit the system.
Hear what is really happening.
Bring the people experiencing the system into the conversation. Find the gaps, test the assumptions and understand what is actually happening, not what the process, data or policy says should be happening.
Believe what you're hearing.
Build leaders and teams who can listen without filtering someone's experience through the invisible checklist of what normally happens, what should work or what the process expects.
Know what to do next.
Change the system when the system needs changing. Build the critical thinking, judgement and confidence to respond when the situation in front of you is one you couldn't have designed for.
Hear it. Believe it. Know what to do about it.
Case studies
Education
The answer was technically correct. And completely wrong.
A parent asks for part-time schooling. The checklist says no. The answer that works was in the system's own rules all along.
Read the case study
Strategy & planning
From Big Thinking to an Owned Plan.
A division had capable people, plenty of ideas and no shared view of what came next. So we helped them build the plan with the people responsible for delivering it.
Read the case study
Leadership & performance
Good strategy. Bad conversation.
The values were on the wall, but the conversation that mattered kept going wrong. So we built the leader capability to hold the line and the relationship.
Read the case study
Healthcare
Put the patient's needs at the centre of your process.
The pathway made sense on paper. But the person in front of the clinician kept getting squeezed out by forms, schedules and rules designed for someone else.
Coming soon
This is what the gap looks like
It sounds more like this.
We don't normally…
The system has met something it didn't predict.
Normal process is fine. Expecting the person in front of you to learn it well enough to prove why they should be an exception is the problem.
FTS: Build teams who can hear the need first, then use the process to find the way through.
You need to understand…
The burden has shifted to the human.
Your customer shouldn't need to understand your internal complexity to get the outcome your organisation exists to provide.
FTS: Your people understand the process. Your customer gets to explain what they need.
That's against policy.
Is it?
Sometimes the policy says no. Sometimes it allows judgement. Sometimes years of habit have become an unwritten rule nobody thinks to question.
FTS: Know what is genuinely fixed, what has room to move, and give your people the confidence to know the difference.
Our dashboard tells us the system works.
For who?
A successful transaction, completed form or digital adoption rate tells you about the people who made it through. It doesn't necessarily tell you who couldn't.
FTS: Look beyond completion and find the humans your measures aren't showing you.
We value a diverse workforce.
As long as they all behave the same.
Hiring for difference and then rewarding sameness is its own kind of gap. The system was built around one way of working, one style of communicating, one speed of thinking.
FTS: Design ways of working that let difference show up as strength, not as a problem to manage.
We treat everyone the same.
That can be the problem.
Consistency matters. But identical treatment doesn't create an identical experience when the people using your system aren't identical.
FTS: Design around human difference, and equip your people to respond to the difference you couldn't predict.
Tell us what your people are working around. We'll tell you honestly whether we're the right fit.
For neurodivergent women in leadership
You're brilliant at what you do. You're also exhausted. The system was not built for how your brain works, so you learned to fit it: masking, accommodating, overriding what you needed, and calling the cost of that a personal failing. It isn't. It's the same systems problem, arriving at your desk instead of your customer's.
What we do with you
What you'll explore
Ways in
Brilliant Leadership (without the Burnout)
An eight week program for high-achieving neurodivergent women.
One to one coaching
Leadership and ADHD coaching, built around how your brain actually works.
My Brilliant Burnout, the podcast
Free, ongoing, and the easiest place to start.
Research and writing
The Perpetual Cycle and the rest of our white papers.
Who this is for
How these connect
We don't teach people to fit the system. We fix the system. That holds whether you are redesigning how an organisation works, or learning to lead as yourself inside one. The outcome is the same: the burden comes off the person.
Fewer of its people burn out holding the gaps together.
She can see and name exactly which parts of the system need to change.
That's when the place actually changes, rather than the people in it changing shape.
Get in touch
Tell us what your people are working around. We'll tell you honestly whether we're the right fit.
contact@fixthesystems.world