Work with me.
The organizations I work with are usually at an inflection point.
They're launching something new and need it designed to last. They've lost funding or a key institutional relationship and need to rethink their model. They're doing good work but can sense that something structural is limiting their impact. Or they're operating at the intersection of security and development—building governance structures, enforcement networks, or cross-sector coalitions—and need someone who speaks both languages fluently.
What I bring to each of these situations is the same: strategic clarity, human-centered methods, and the operational discipline to make sure a plan is actually executable. Most engagements draw on all three because the problems that matter rarely fit cleanly into one category.
I work intentionally across sectors—with governments, multilateral institutions, NGOs, social entrepreneurs, and private sector organizations working on global challenges. The cross-sector perspective isn't incidental to my work; it's often where the most useful insights arise.
Work with me.
The organizations I work with are usually at an inflection point.
They're launching something new and need it designed to last. They've lost funding or a key institutional relationship and need to rethink their model. They're doing good work but can sense that something structural is limiting their impact. Or they're operating at the intersection of security and development—building governance structures, enforcement networks, or cross-sector coalitions—and need someone who speaks both languages fluently.
What I bring to each of these situations is the same: strategic clarity, human-centered methods, and the operational discipline to make sure a plan is actually executable. Most engagements draw on all three because the problems that matter rarely fit cleanly into one category.
I work intentionally across sectors—with governments, multilateral institutions, NGOs, social entrepreneurs, and private sector organizations working on global challenges. The cross-sector perspective isn't incidental to my work; it's often where the most useful insights arise.
What engagement looks like
No two engagements are identical, but most fall into one of these modes:
Strategic advisory. Working with organizational leadership to clarify direction, align resources, and make decisions that hold up over time. This might involve a program review, a strategic planning process, or an ongoing advisory relationship during a period of significant transition.
Program design and management. Structuring programs from the ground up—or restructuring ones that aren't working—so they're operational, adaptive, and built to outlast any single funding cycle. This includes facilitation of multi-stakeholder design processes, governance development, and cross-sector collaboration frameworks.
Design thinking facilitation. Bringing human-centered methods to organizations that need to understand their stakeholders more deeply before they can design effective solutions. Workshop formats range from focused half-day sessions to extended multi-session engagements.
Targeted advisory. For organizations or leaders with a specific, bounded question: a strategic decision, a program design challenge, a stakeholder situation that needs outside perspective. This is a focused conversation, not an extended engagement.
Enduring Impact is deliberately lean by design. I bring focused, senior-level attention to every engagement. For projects that require additional expertise or capacity, I work with a trusted network of collaborators—specialists in areas such as monitoring and evaluation, communications, and sector-specific technical work—who share the same commitment to quality and long-term thinking. You get the right team for the work, without the overhead of a large firm.
A snapshot of recent work
- Regional Governance Design & Stakeholder Alignment: The United Nations Office on Drugs and Crime's (UNODC) South America Wildlife Enforcement Network (SudWEN) required a clear yet flexible framework to guide its 50+ national and international actors. Using a structured human-centered design process and virtual tools to connect members across the region, we engaged in strategic priority-setting and drafted Terms of Reference (TOR) governance structures that gave the network a foundation it had designed itself.
- Targeted Workforce Development Stakeholder Engagement & Collective Impact: A group of workforce development organizations in the same region were working toward overlapping goals but operating in parallel—duplicating effort, missing coordination opportunities, and unable to present a unified case to funders. The relationships existed but there was no shared agenda holding them together. Using collective impact facilitation methods, we worked through the underlying tensions, found genuine common ground, and built a shared agenda that gave the organizations a structure for coordinated action and a common narrative for external audiences.
- Interdisciplinary Sustainable Development Program Review: An NGO leading an ongoing sustainable development engagement sensed that something had shifted. The program was still operating, but the results weren't landing the way they expected. The team wasn't sure whether the problem was design, implementation, or context. Rather than a standard evaluation that would tell them what had gone wrong after the fact, we used human-centered design methods to get underneath the implementation challenges while the program was still running—identifying where the design assumptions no longer matched the reality on the ground and right-sizing the program to what was actually needed.
- SDG Impact Measurement & Grant Positioning for an Ocean Sustainability Initiative: An organization focused on marine litter and ocean health (Sustainable Development Goal (SDG) 14: Life Below Water) had developed a scorecard to evaluate voluntary commitments. As they explored expanding the tool across additional SDGs and positioning it for a $700K grant opportunity, questions emerged about how well the methodology would translate across different contexts. I conducted a targeted review of the scorecard and identified areas where the approach might limit broader applicability. I also provided recommendations on adapting and positioning the tool to better reflect implementation realities, learning needs, and funder expectations.
- Strategic Restructuring of a Scaling Education Nonprofit: An international education nonprofit focused on Africa had grown quickly and was starting to strain under its own success. The mission had drifted, operations were improvised rather than designed, and leadership wasn't sure whether to expand or consolidate. We worked through a mission review, rebuilt the operational processes, and created a goal-setting structure they could actually use.
- Women's Empowerment Social Enterprise Founder Syndrome & Legacy Planning: The founder of a global women's empowerment social enterprise had built something real with a clear mission, early traction, and genuine relationships in the communities she was serving. But she was doing everything herself, had never built a formal business plan, and was starting to feel the weight of founder syndrome—the sense that the organization couldn't function without her in every decision. We worked through business planning in a way that matched the reality of a values-driven social enterprise rather than a standard business template and began building the structures and boundaries that would let her lead strategically rather than operationally and plan for long-term success without her forever at the helm.
Areas of subject matter expertise
Institution Building · Sustainable Development · Security & Development · Capacity Building · Education · Gender · Public Health · Migration · Workforce Development
Organizations with whom I work
Academic institutions · Government agencies · Multilateral institutions · NGOs & nonprofits · Private sector organizations engaged in social impact & corporate social responsibility (CSR) · Social enterprises
The organizations finding their way to me right now tend to be navigating one of three situations:
- They're restructuring after losing key funding or institutional relationships and need a strategic path forward that doesn't just replicate what existed before.
- They're entering the global development or social impact space from another sector and need someone who can help them design for durability, not just visibility.
- They're working at the intersection of security and development—and need someone who understands both worlds and can bridge them.
If you're in one of these situations—or your circumstances are different, but my approach feels relevant—I'd welcome a conversation.
