CONSULTING
Strategy, organisation design and culture
For purpose-led organisations of small to medium size – charities, social enterprises, and businesses whose work serves something beyond themselves – I take on consulting engagements in strategy, organisation design and culture.
The work is facilitative, not prescriptive.
I bring seventeen years in international corporate roles, followed by over a decade of independent consulting and team development – including associate work with international clients and periods on the management teams of the practices I worked through – alongside building my coaching practice.
That experience, together with the sensibilities of a coach and coaching supervisor, means I can sit with a leadership team in the complexity of what they're navigating, while also bringing structure, rigour and the practical instincts of someone who has done the work from the inside.
I don't arrive with a fixed methodology to apply to you, but ready to think carefully with you about your situation and bring whatever it needs.
How the work usually takes shape
Engagements typically run across several months, often combining discovery interviews, work with employee data, structured facilitation with leadership teams, reports and recommendations to boards, and support through implementation. Coaching and mentoring for the leaders involved often sits alongside the consulting work where it would help.
Many organisations come back the following year for a related piece. That continuity is part of the value – the relationship deepens, the picture becomes clearer, and the next engagement begins with shared ground already established.
RECENT WORK EXAMPLE (1)Supporting a leadership team into a new strategic chapter
A leadership team approached me to help them think through where their organisation should be heading next – a moment that combined real possibility with real uncertainty, and that asked them to look honestly at what they had been doing, what was no longer serving, and what wanted to emerge.
The work involved discovery conversations with the team and key stakeholders, structured sessions to surface what was already known but unspoken, facilitated visioning work, and a written set of recommendations to the board. Alongside the group work I offered light-touch coaching to several team members as they navigated their own part in what was being decided.
The value of facilitative work in this kind of moment is that the strategy a leadership team owns – because they did the thinking themselves – is the strategy that gets enacted. Bringing in a consultant to write a strategy for an organisation is a different proposition, and not the one I offer.
RECENT WORK EXAMPLE (2) Helping a leadership team instil a new customer-centric culture
A leadership team had recognised that the culture of their organisation needed to shift – that the way decisions were being made, the way people were being treated, and the way the work was landing with customers all needed re-anchoring around a clearer sense of shared purpose.
We began with discovery work – interviews and existing employee survey data – to understand what was actually happening, not what the leadership team assumed was happening. The cultural picture that emerged was more textured than expected, with patterns asking to be addressed at both behavioural and structural levels. From there the work moved into facilitated sessions with the leadership team, design of the early interventions, and ongoing support as they implemented the changes and modelled the new way of working with their wider organisation.
Culture work asks a great deal of the leaders carrying it. The coaching sensibility I bring to the consulting matters here – alongside the practical design and facilitation, there is the more subtle work of helping leaders stay grounded in what they are asking of others, and themselves.
Other work
Organisational structure and governance work – helping organisations in transition establish clearer roles, accountability and governance arrangements. This is less often the centre of my practice, but a thread I take on when the structure is what most needs addressing first.
When coaching opens into consulting (and the other way around)
Sometimes I am already working with a leader as their coach when an organisational need surfaces that they ask me to support. Sometimes a consulting engagement reveals a need for individual coaching, mentoring, or supervisory support for one of the leaders involved.
Either pathway is welcome, but each opens a new contract. When the work crosses from one mode into another, we agree explicitly what the new piece is, what is confidential to whom, and how the threads will be held. That clarity protects the original work as much as it makes the new piece possible.
Begin with a conversation
If you are leading a purpose-led organisation and thinking about the kind of work described here, the best place to begin is a conversation. Thirty minutes, no charge, no obligation. A chance to describe what you are sitting with and see whether this is a good fit.