The work I find most durable is not resolving individual disputes — it is helping organisations build the conditions in which disputes are handled well before they become crises. I have been appointed as an ADR consultant by the United Nations, UNDP, USAID, the European Patent Office, Fusion for Energy, and the Chartered Institute of Arbitrators, among others. Each mandate has been different; what they share is the ambition to make conflict resolution a designed capability, not an improvised response.
The work takes different forms depending on the organisation and what it needs — but it always concerns the same underlying question: how to build dispute resolution systems that people can actually trust and use.
It tends to fall into four areas:
Framework and Regulation Design
Designing and drafting ADR frameworks and regulations for mediation providers. A well-constructed framework is not bureaucratic overhead — it is what allows a process to be trusted by the parties who use it.
Court-Annexed Programme Development
Supporting courts and judicial offices in developing court-annexed mediation programmes and integrating them into existing legal systems. This work requires as much attention to institutional culture as to procedural design.
Ombuds and Mediation Office Setup
Advising institutions and companies on establishing internal ombuds and mediation offices — designing mechanisms that are genuinely fit for the organisation’s culture, not simply imported from elsewhere.
Public Policy & Standards
The development of mediation within legislative and governmental frameworks is work I care about and engage in actively — as a member of the International Mediation Institute (IMI) Mediation Public Policy Committee and beyond. I am engaged with international institutions on the questions of quality, standards, and the long-term credibility of the profession — because I believe those questions matter for the field as a whole.
The full recommendations are available on my LinkedIn profile.
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