Mad Learning Lab

Services

Three ways I work with you.

I price on a sliding scale tied to your organization's operating budget, so cost meets the reality of your team. Every engagement starts with a conversation — tell me what you're trying to learn and what's sustainable for you.

1. Learning & Evaluation Strategy

Before you measure anything, you have to know what's worth measuring. Whether you need a focused engagement to clarify your theory of change and set a learning agenda, or an ongoing thought partner for leadership over time, I help you build the strategic architecture that connects executive ambition to what your programs can realistically carry. This is systems-level work: measurement targeted and flexible enough to meet the true capacity of your team, so learning becomes a habit instead of a burden.

Includes

Best for

Typical engagement:1–12 months, or an ongoing retainer.

2. Program Evaluation & Research

Sometimes you need an honest, independent answer: is this working, and how do we know? I conduct rigorous evaluations and qualitative research — interviews, stakeholder analysis, original data collection — and turn raw information into insight you can actually use. The goal is never measurement for its own sake. It's evidence that serves a real decision, and an impact story you can share with funders, boards, and the communities you serve.

Includes

Best for

Typical engagement:4–18 months.

3. Measurement Systems & Capacity Building

Most program teams are running research, evaluation, and learning on top of their actual jobs. I help close that gap — building data collection tools, strengthening your team's analysis skills, and designing measurement systems that fit into what you're already doing rather than piling on. The point is to leave you more capable than you were, with the muscle to sustain the work after I'm gone.

Includes

Best for

Typical engagement:1–3 months; cohort-based options available.

Additional expertise

Beyond these core engagements, I also take on process evaluations — examining how a program actually runs, not just its outcomes — and I'm always glad to be a sounding board for the organizational-development questions that surface alongside evaluation work: team structure, culture, and how change actually takes hold.

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