The CEOs I work with are smart. They’re highly engaged, aspirational and driven to grow their organisations to deliver sustainable social impact.

They see that the world is changing fast and that the organisation needs to be strategically astute to adapt and thrive in this evolving next normal.

They see that the process of updating their organisational strategy provides a wonderful opportunity to bring even greater cohesion, clarity and confidence across the organisation.

And - they are acutely aware that their own time and talent are already 'extremely well utilised'…

So it makes sense to engage professional support from a consultant who’ll work alongside them to help evolve the organisation’s future direction.

Someone who will act as a strategy development mentor and advisor, providing tools, frameworks, facilitation, who will guide and coordinate the process.

Who will develop a strategic framework that considers the future context and direction (not just what’s live now) and examine extremal influences (as well as internal strengths.) That will include a sound economic model (not just a shopping list of ambitions) and set a clear direction whilst giving scope for new initiatives and approaches to emerge.

And - who will engage the Board, SLT, team and key stakeholders, by quickly grasping the key dynamics, helping everyone add value and play to their strengths.

That’s what I do. It's SO much fun.

I’ve worked in the non-profit sector for over two decades and have been CEO of three charities.

I started out as an aid worker in some amazing and crazy places, where I realised that sometimes my peers and I could be talented and high-performing and sometimes - could be as mad as a box of frogs... I became fascinated by leadership psychology and qualified as a Transformative Coach.

This focus on 'what makes us tick' informs all of my work because people and culture will always 'eat strategy for breakfast' (as Peter Drucker never actually said!)

I’m also routinely asked to provide strategic leadership mentoring to CEOs. To my mind, strategic thinking and effective leadership are co-dependent and clarity in these informs a skilful approach to good governance, developing team and culture, demonstrating impact, digital transformation and other key considerations necessary for social impact. Plus - creatively evolving how we think and lead is challenging and enjoyable in equal measure.

If you are interested in taking a truly strategic approach to creating your organisation’s future, please do get in touch.

Strategic Planning Readiness Checklist

Strategic Planning Readiness Checklist