Selected work

A selection of commissions reflecting the range of my work and the different ways I support organisations.

HARP I Homelessness and housing charity
Connecting immediate priorities with longer-term direction

First commission: Help the Executive Team develop a roadmap for the remaining two years of its strategy. We started by understanding what had enabled or got in the way of delivery so far, how decisions were being made and the interdependencies across the organisation.

Second commission: Work with the Board and Executive Team to build agreement around the two-year priorities and trade-offs, while beginning the longer-term conversation about HARP’s future direction and the big choices ahead.

Work included: strategy review, Board and Executive surveys, Executive 1:1 coaching, Board and Executive facilitation, prioritisation and trade-offs, and longer-term strategic thinking.

Shelter commissioned me to review two recent tender processes and identify learning for future opportunities. By looking at each through the perspectives of the different teams involved, we were able to see beyond the individual experiences and understand how decisions, responsibilities and dependencies connected across the opportunity lifecycle.

That collective understanding led to practical recommendations on governance, decision-making, roles and continuity across the opportunity lifecycle, while also feeding into wider work on organisational structure and strategy.

Work included: discovery survey, individual conversations, cross-functional workshop, lifecycle analysis, practical recommendations and an executive briefing on wider organisational learning.

Shelter
Finding the wider patterns behind individual experiences

I have worked with Lloyds Bank Foundation across three commissions connected to Investing in the Power of Civil Society, a £2.1m pilot funded by The National Lottery Community Fund.

First commission: Led the Stage 2 partnership bid, bringing eight organisations together within a tight timeframe to agree collective aims, delivery and financial models and partner roles. The successful bid secured £2.1m in funding.

Second commission: Retained to project manage the detailed design and mobilisation of the pilot through to launch, helping establish the roles, ways of working, governance, legal arrangements and accountability needed for eight organisations to deliver together, alongside LBF's own lead-partner arrangements.

Third commission: Returned to work directly with the Foundation to capture learning from developing and mobilising the partnership in a practical framework and case study, supporting its review of how it develops complex partnerships as these become increasingly important to delivering its strategy.

Work included: partnership and bid development, facilitation, delivery and financial modelling, mobilisation and programme management, governance and ways of working, and development of a practical partnership framework.

Lloyds Bank Foundation
From an ambitious idea to a partnership ready to deliver

I was commissioned by the Board of a social-purpose organisation to undertake an independent fact-finding review following concerns raised about events involving senior leaders during a period of significant organisational change.

The wider context proved critical to understanding what had happened. Organisational change, evolving governance arrangements, senior staff departures and significant pressure had created an environment in which responsibilities, behaviours and events were interpreted very differently by those involved. I brought together documentary evidence and different accounts to establish the facts, distinguish between evidence and interpretation, and understand how the organisational context had shaped events.

Alongside findings on the concerns raised, I identified practical considerations to help the Board navigate the period ahead and capture learning for the future.

Work included: document and correspondence review, confidential interviews, evidence analysis, independent findings, Board considerations and final report.

Independent Board review
Establishing the facts in a complex organisational transition