I help create the conditions for others to lead.
Two decades across sectors, learning how organizations run and where the tension shows up when something new has to take hold. Now I do this for teams of five to twenty.
A funding model that changed. New leadership, or a merger. New people, or suddenly fewer of them.
Everything feels urgent, nobody quite agrees on what comes first, and you've had the conversation that should sort it out. More than once. It still hasn't landed.
What we'd actually do together.
I start with everyone
I talk with every person on the team, individually. What someone tells me alone is not what they say in the room, and the distance between those two versions is where the actual problem is sitting. It is almost never the problem you hired me to solve.
Then we sort what's actually possible
Most advice says cut. Sometimes you can. Often you can't. The regular cadence of meetings continues, the annual convening is happening regardless, the cycle doesn't stop. So we get real together about what gets smaller, what gets slower, and what gets done at seventy percent on purpose.
You leave with a plan you wrote
One plan the team commits to together. Then each person writes their own part in their own words, and I read them against each other and bring back the places where two people think they own the same thing.
In small organizations everyone does everything, and whoever starts a thing owns it forever. I won't pretend I can undo that. What you get is clarity on a specific set of new work, and on how the old work is going to look different.
Why me
Six continents, government funders on two sides of the Atlantic, staff across a dozen time zones, through a pandemic and three administrations. In one week I've sat at a table where prime ministers were deciding something, and at a table where teenage girls were telling me what they wanted their lives to look like. Both rooms run on the same thing: whether anyone will say the true version out loud.
Before that I audited companies, managed the funding behind clinical trials, ran operations for a transportation company, and spent years getting police, fire, and EMS agencies to work as one system. Every one of them had a gap between the official version and the working version.
That gap is where I've spent my career. Most facilitators leave you with a photo of a whiteboard. Most consultants build a plan for the problem you described, not the one you have. I do both halves.