Conflict · Negotiation · Decision Support
Clearer thinking.
Better decisions.
More workable outcomes.
I help people and organizations think clearly and move forward when conflict, uncertainty or competing interests make good decisions difficult—creating more focused processes and outcomes people can carry forward.
00 / When it helps
Sometimes the challenge is conflict. Sometimes it is a difficult negotiation, a high-stakes decision or uncertainty about the right process.
01 / The work
Ways I can help.
Every matter is different. The process should reflect the people involved, the decisions they face and what is genuinely at stake.
Mediation
Confidential mediation for interpersonal, workplace, organizational, business, estate, community and other disputes, involving two parties or multiple stakeholders. The aim is to clarify the issues, reduce escalation and develop agreements that can work in practice.
Focused or multi-party mattersFacilitated negotiation & process design
Process design and facilitation for organizations, governments, communities, boards and stakeholder groups facing difficult conversations, competing priorities or complex negotiations. The aim is to improve participation, focus and confidence in the process.
Structure · Facilitation · ConsensusConflict, negotiation & decision coaching
Individual or team-based support to make sense of difficult situations, clarify goals and constraints, test assumptions, compare options, prepare strategically and decide how to move forward. The aim is stronger judgement and preparation before high-stakes conversations or decisions.
Clarity · Preparation · StrategyDecision support & process facilitation
Design and facilitation for groups and organizations facing high-stakes choices involving multiple objectives, competing evidence, uncertainty, trade-offs or affected stakeholders. The aim is to make complex decisions more transparent, efficient, explainable and defensible.
Criteria · Trade-offs · Options · MCDA02 / How I work
Every conflict process is also a decision process.
In my experience, people often arrive knowing what they want from the other side, but not always why it matters, what problem it would actually solve or what other outcomes could work.
I treat conflict resolution as a joint decision-making process: helping parties clarify their thinking, see the wider system and participate in a process designed for better decisions.
Success is not agreement at any cost. It is a sound process and decisions people understand, can explain and can carry forward.
Different perspectives. Interdependent choices. A process capable of holding the whole.
03 / Experience
Across the landscape of conflict.
For more than 15 years, I have worked across public, private, nonprofit, community and institutional settings.
My experience ranges from interpersonal and workplace disputes to complex multi-party processes involving natural resources, governance, reconciliation, agriculture, public policy and peacebuilding.
The common thread is not the size of the dispute. It is the need for clear thinking, fair process and workable decisions when the situation is strained, complex or uncertain.
04 / About
From field science to conflict systems.
My early professional background was in wildlife biology, biodiversity, fisheries, quantitative analysis and modelling complex ecological and natural-resource systems.
That work trained me to look beyond isolated events and examine interactions, feedback, uncertainty, competing objectives and the consequences of decisions across a wider system. Those habits continue to shape how I approach conflict—not as a collection of disconnected interpersonal problems, but as situations influenced by relationships, institutions, power, risk and human decision-making.
For more than 15 years, I have mediated disputes, facilitated negotiations, coached leaders and professionals, designed conflict-resolution and decision processes, and taught practical negotiation and mediation skills. Where appropriate, I also facilitate decision aids such as criteria-based option comparison and multi-criteria decision analysis.
05 / Public work
Ideas made useful.
Speaking, teaching and conversation connect emerging evidence with the realities of conflict practice.
What is really shaping the conflict?
Conversations with researchers and practitioners about the forces influencing real-world conflict, negotiation and decision-making.
Building practical conflict capability.
I serve as President and CEO of the Canadian International Institute of Applied Negotiation, leading professional training, program development and applied work.
06 / Current interests
High-stakes decision-making.
I am currently completing an MSc in Applied Neuroscience at King’s College London.
My interests centre on how people make high-stakes decisions under pressure—why thinking can narrow as the stakes rise, how people interpret uncertain situations and what supports more considered choices.
These questions inform how I think about conflict, negotiation and emerging decision aids, including AI. The starting point remains practical: what is happening, what needs to be decided and what process can help people move forward?
What helps people think well when the choices are difficult and the consequences matter? Current area of inquiry
07 / Contact
Work with me.
You do not need to decide whether you need mediation, coaching, negotiation support, facilitation or a more structured decision process before getting in touch. Tell me what is happening, and we can consider what kind of process or support would best fit the matter in front of you.