Connor Marshall

In my voluntary and professional roles, I’ve reviewed front-facing public services with respect for both clients and staff. I delivered improvement plans that accounted for time, morale and stakeholder complexity, not just raw data. I’ve developed inferential tools to simulate how decisions affect different populations, and I’ve worked hands-on in community-facing environments where trust and continuity matter and tailored presentation delivery to a range of audiences.

I’m comfortable using SPSS, R, Excel and other tools to surface patterns and insight, and I have strong technical and communication skills. But more importantly, I believe that data work should make things better for someone: more accessible, more just, more transparent. That’s the thread running through all of my work.

I have direct experience navigating and resolving some of the most extreme examples of administrative collapse: graduating after nine years in higher education across two degrees, multiple restructures, and total system failures that left no records, no support and no consistency. I never stopped asking what could be improved. I became the course representative. I listened. I documented. I worked with staff who were overwhelmed and helped untangle the problems so that others might not go through what I did. I didn’t become bitter. I became useful and kept records of what I could prove would work.