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What I do
What I do
Every piece of work is different, because every situation is different. But most of what I do falls into one of four shapes. If any of these sound familiar, that's usually a good place to start.
My clients are purpose-driven organisations, teams and leaders, in the broadest sense. Government agencies, NFPs, research bodies, social enterprises, sustainable industry organisations. What they have in common isn't their sector. It's the type of problem: complex, high-stakes, and genuinely hard to get a clear line of sight on.
The Deep Dive
The Deep Dive
When there's too much information and no clear line of sight, or you're starting from a blank page and need someone to go find it.
I go in to the documents, the data, the stakeholder dynamics, the gaps, and I come out with clarity on what matters, what doesn't, and what decisions are actually in front of you.
The Untangler
The Untangler
You're smart, your team is capable, and yet here you are, going in circles, losing confidence, feeling like the ground is shifting.
I come in as an independent set of eyes, find what's actually going on under the surface, and help you see clearly. Then we figure out what to do about it.
The Strategist
The Strategist
When you're ready to build.
I work alongside leaders who want to build genuine organisational resilience and ambition. Where are you going, what do you need to get there, and how do you make sure it sticks? Often as much coaching as strategy.
The Room
The Room
When a group needs to make real progress together.
I design and hold spaces where people think clearly, surface what they already know, and leave aligned and ready to move. Workshops, stakeholder processes, collaborative design sessions. The right conversation, in the right room, changes everything.
Case Study: From funding aspiration to fundable organisation
An internationally recognised, well-connected university research centre came to me with a clear goal: raise $2 million per year in external funding to leverage a new university grant cycle. The ambition was real and the research was genuinely excellent, but the Centre had no architecture to support it. There was no coherent public narrative, no structured approach to funders, no pipeline, and no internal capability to manage business development beyond the leader.
The presenting problem was a funding gap. The real problem was that no funder could easily understand what the Centre was, why it mattered, or where they would fit.
Over twelve months we built that architecture from the ground up together: a clear strategic narrative and positioning, a diversified funding strategy across government, philanthropy, industry and competitive grants, a prioritised opportunity pipeline with live prospect research, pitch materials and concept notes for flagship programs, stakeholder and opportunity tracking systems, and a business development playbook to transfer capability to the team.
By the end of the engagement the centre had the organisational underpinning to pursue funding strategically rather than reactively: a documented strategy, a live pipeline of opportunities, internal BD ownership, and a clearer sense of what it was building toward and who it was building it with.
The $2 million target remains a work in progress. But the Centre is now a fundable organisation, and that's where it had to start.
What happens next?
Most engagements start with a conversation, usually around thirty minutes, enough to work out what's really going on and whether I can help. From there, I work in short to medium term bursts: a focused deep dive, a facilitated process, or a longer strategic partnership. Always with a clear purpose, always building your capacity rather than creating dependency on me.
If you've been wondering whether to reach out, please do. Book a free 30 minute call or send me an email, and let's start working it out together.
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