The Process
My approach is deliberately simple and flexible, designed to work for both interim and advisory engagements, across commercial and charitable organisations.
Introductory Conversation
Introductory Conversation
An open, informal discussion to understand your context, challenges and what prompted the conversation. This is as much about fit and trust as it is about the work itself.
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Agreeing Outcomes
Agreeing Outcomes
We define clear outcomes, priorities and timescales, aligned to your organisation’s capacity and constraints.
This keeps the work grounded and measurable.
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Understanding the Challenge
Understanding the Challenge
I take time to understand what’s really happening — the structures, dynamics, and pressures shaping decisions, through conversations with boards, executives, or key stakeholders as needed.
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Delivery & Support
Delivery & Support
I work alongside you - calmly, pragmatically and without unnecessary disruption - providing leadership, challenge and support as required.
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Defining the Scope
Defining the Scope
Together, we agree the support needed — interim leadership, advisory input, or a blend — and define what good looks like. This clarity keeps focus and avoids over-engineering.
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Review & Transition
Review & Transition
Where appropriate, I support handover, succession or exit planning, ensuring capability and clarity remain in place after the engagement ends.
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How I Work
Shaped by years of working in real estate and the charity sector, where decisions carry long-term financial, operational and human consequences
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I work in a calm, collaborative and proportionate way - particularly when the context is complex or sensitive.
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I’m independent and unbiased, focused on helping leaders think clearly before committing to action.
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I don’t arrive with pre-packaged answers or frameworks. I listen carefully, ask the right questions, and help shape decisions that people can stand behind.
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I pay close attention to the human impact of change, because that’s often where success or failure is decided.
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My aim is always the same: to leave organisations clearer, steadier and better equipped than when I arrived
What this leads to
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Clear ways of working - often mapped out simply, so people can see how things really operate day to day
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Processes that actually work - whether that’s service charge cycles, finance routines, programme delivery, or reporting
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Financial models and budgets that people understand and trust - from pricing and cost recovery to funding plans and sustainability scenarios
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Clear roles and responsibilities, so decisions don’t stall or sit in the gaps
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Board or trustee-ready papers that set out options clearly and support confident decisions
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In charities and arts organisations, this often includes strengthening governance, improving financial oversight, and creating structures that support both creativity and care.
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In real estate contexts, it often means bringing clarity to operations, controls and decision-making across complex assets and stakeholders.
When I’m most useful
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When a board needs space to think before committing to change - and wants decisions that will hold up in practice
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When a leader wants an experienced external perspective that’s grounded in how the organisation really operates
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When an organisation is growing, restructuring or resetting and needs clarity translated into workable ways of working
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When clarity and calm matter more than speed or noise
Working together
I work on a small number of engagements at a time, and fees are shaped around the context, the organisation, and what’s genuinely needed.
Some work is advisory and short-term. Other engagements involve interim leadership or hands-on support over a defined period.
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Fees are usually agreed as:
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A day or part-week rate for interim or embedded support
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A fixed fee for defined pieces of work (for example, reviews, modelling or operating design)
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A blended or capped arrangement, particularly in charity and arts contexts
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I’m always open and transparent about fees, and happy to have an early conversation to explore what’s realistic and proportionate.