I'm a business analyst by training and instinct. Before anything gets built or changed, I spend time understanding what's actually happening — the workflows, the blockers, the decisions that aren't being made, the data that exists but isn't being used. That understanding is the work. The governance model, the specification, the plan, the software — these are consequences of it, not starting points.
This is why the tools I build get used: they were shaped by the problem, not by what was convenient to build. And it's why advisory work that starts the same way tends to hold — the recommendations fit the actual situation, not a generic framework applied to it.
When a programme is losing direction
Strategy to Delivery
Turn direction into a plan with named owners, clear milestones, and visible status. Build the routines that keep momentum without creating overhead — and make course-correction possible before problems compound.
When roles and decisions are unclear
Operating Model & Governance
Make accountability simple and reliable. Clear roles, working decision rights, governance cadences that organisations actually use — not frameworks that look right on paper but don't survive contact with reality.
When leadership is misaligned
Leadership Alignment
Focus leadership time on the few moves that matter. Agreed priorities, removed blockers, trust built across teams through structured dialogue and shared visibility — so the work can move.
When a system needs to be designed
Requirements & Systems Analysis
Translate what an organisation actually needs into clear, structured requirements that a delivery team can build from — or that a leadership team can use to evaluate options and make decisions.
When the right answer is a working tool
Software Instruments
When understanding a problem makes it clear that the right answer is a working piece of software, I build it — as the natural end of the same process. See tools.anuajjan.com.
"His professional and constructive nature, focus, and diplomatic skills made him a highly valued partner in one of the world's largest scientific expeditions."
Prof. Dr. Stefan Frickenhaus — Alfred Wegener Institute (AWI) · MOSAiC Expedition
MOSAiC — the Multidisciplinary drifting Observatory for the Study of Arctic Climate — was the largest Arctic scientific expedition in history: a year-long drift through the polar ice cap involving more than 300 researchers from 20 countries. The data infrastructure work required translating complex scientific requirements into reliable workflows under demanding field conditions, with no margin for avoidable failure.
Some of this work leads to building software. A multi-location inventory and operations platform. A research expedition data planning system. A pharmaceutical method compliance tracker. A procurement system designed for a humanitarian organisation operating across two countries. These are at tools.anuajjan.com — evidence that the process doesn't stop at the recommendation.
See the tools →I work in environments where decisions are complex, execution must be dependable, and the cost of misalignment is real. Most engagements are in Europe and the Middle East. Many involve working in two languages, across teams with different organisational cultures, or in contexts — scientific, regulatory, humanitarian — where precision matters.
Share a few details and I'll respond if it fits current work.