I give leaders room to focus.

The Issue

The team was growing fast, from around 20 to nearly 70 staff. Leadership had lost a clear line of sight on projects, events and risk, and operational pressure was mounting.

What I Did

Co-created and rolled out a new project management tool organisation-wide, then clarified workflows, defined ownership, and ran practical workshops so teams adopted it with confidence.

The Result

Organisation-wide visibility of priorities and risk, less pressure on senior leaders, and greater consistency in how work was done as headcount more than doubled.

The Issue

The organisation needed senior oversight across business systems, people processes and accountability, with too much day-to-day detail still sitting with senior leaders.

What I Did

Worked in close partnership with leaders to clarify priorities and restructure operational functions, defining roles, ownership and cross-team coordination, and leading core operations.

The Result

Pressures reduced and delivery stabilised. Leadership gained clear visibility of risk and priorities, and the freedom to focus on strategy rather than detail.

The Issue

Legacy practices and informal systems had created inconsistencies across document management, CRM data and digital tools, and teams had started using AI without any guidance.

What I Did

Set organisation-wide standards for information management, restructured SharePoint and clarified ownership. Wrote proportionate guidance for responsible AI, and piloted a use case with fundraising.

The Result

Reduced duplication and risk, better accessibility and reporting accuracy, and a more coherent digital foundation aligned with the organisation's needs.

The Issue

Recruitment had grown up informally over time, which led to inconsistencies in process and in how decisions were made.

What I Did

Redesigned the end-to-end recruitment process, clarified roles and responsibilities with teams, refreshed guidance, and updated onboarding so new starters were clear from day one.

The Result

Fairer, more accessible recruitment, greater consistency across the organisation, and managers with real confidence in the process.

The Issue

As the organisation expanded, informal processes created inconsistency, and policies and guidance were hard to find and harder to follow.

What I Did

Developed clear operational protocols collaboratively, restructured access to policies, and standardised information management, keeping everything simple and usable.

The Result

Stronger clarity and compliance, consistency without unnecessary bureaucracy, and changes that lasted rather than depending on one person.

The Issue

DEI needed to be meaningful and genuinely owned by the team, not imposed from above as a standalone initiative that would quietly stall.

What I Did

Co-created the work with staff through facilitated sessions, set up an internal oversight board, and had the team vote on priority actions with clear ownership agreed.

The Result

DEI embedded in day-to-day practice with real follow-through, owned by the team rather than dependent on any one individual.