Who This Is For

• NGOs/INGOs & social enterprises navigating growth, restructuring, or crisis recovery

• Cross‑country or remote teams struggling with cohesion, time zones, and decision clarity

• Networks/coalitions managing shared risk, roles, and recognition

• Donor‑implementer partnerships needing transparent, humane ways of working

If you want a calmer, clearer operating rhythm—and a culture that people trust—this is for you.

What I Often See

These patterns show up again and again—not because people aren't committed, but because the conditions of this work make them almost inevitable:

• Exhaustion that doesn't lift. The particular burnout that comes from years of proximity to suffering, compounded by funding uncertainty, understaffing, and the pressure to do more with less. People leave, or worse—stay but disappear inside.

• Field and HQ living in different realities. Decisions made far from context. Field teams feeling unseen. HQ overwhelmed and defensive. The trust gap widening.

• Policies that exist on paper. Safeguarding frameworks, duty of care commitments, wellbeing strategies—written with good intentions, but behaviour in the room hasn't shifted. Compliance without culture change.

• Conflict that goes underground. Things left unsaid across divides (e.g. international/national). Tensions between programme and operations. Resentments that surface sideways—in gossip, in sudden resignations, in that meeting where the room went cold.

• Leadership stretched too thin. Country Directors carrying impossible loads. Middle managers caught between field realities, donor demands and senior leadership expectations. Decisions bottlenecked at the top because there's no time or trust to share them.

If this sounds familiar, it's not a failing—it's what happens when the system isn't designed to hold the weight it carries.

How I Work

Listen first—across the whole system. Before proposing anything, I need to understand what's actually happening. This means confidential conversations with staff at every level—field and HQ, national and international, programme and support functions. I create conditions where people can speak honestly without fear of backlash.

Co-design with the people who'll live it. Interventions imposed from above rarely hold. We prototype practices together—small, testable, adapted to your operational reality. People adopt what they help create.

Work with what's already there. You don't need another framework. You need your existing meetings, decisions, and rhythms to work better. We redesign what you're already doing so the right behaviours become easier to repeat.

Accompany leadership through the transition. Culture shifts when leadership shifts—not their talking points, but how they show up under pressure, how they share load, what they model when things get hard. I work alongside senior staff so change holds beyond the initial engagement.

What Becomes Possible

• Teams that can hold difficulty together without fragmenting

• Meetings that actually decide—and decisions that hold across duty stations and time zones

• The field feeling heard; HQ feeling less defensive

• Staff who stay longer, arrive faster into effectiveness, and leave (when they leave) without bitterness

• Practices that survive the next funding cut, the next emergency, the next leadership transition

If any of this speaks to what your organisation is navigating, I'd welcome a conversation.

Services

Assessments & Foundations

Organisational Wellbeing Assessment (3–6 weeks)

Before designing interventions, we need to understand what's actually happening—not just what policies say should be happening.

• Confidential interviews and listening sessions across levels

• Review of existing structures, policies, and informal practices

• Mapping of stress points, relational patterns, and unspoken norms

Deliverable: Assessment report with observations, themes, and prioritised recommendations—followed by a sense-making session with leadership.

Culture & Relational Capacity

Building Psychological Safety (2–4 months)

Psychological safety isn't a policy—it's a lived experience that emerges from consistent practice. This programme builds what makes honest communication, feedback, and repair actually possible.

• Shared language for safety, boundaries, and needs (grounded in NVC)

• Practices for navigating disagreement without rupture

• Team rhythms: meaningful check-ins, decision reviews, repair after conflict

• Attention to embodied signals—noticing when the room has shifted

Deliverables: Facilitated sessions, practice guides, and integration support over the programme period.

Reflective Practice & Supervision Systems (12-week setup or ongoing accompaniment)

For organisations working in high-exposure contexts, reflection isn't a luxury—it's how teams metabolise what they carry and sustain their capacity over time.

• Designing supervision structures for managers and frontline staff

• Establishing reflective practice groups with clear containers

• Building internal capacity to facilitate these spaces

• Boundaries that protect rest and recovery

Deliverables: Supervision framework, facilitator guidance, and participant materials.

Conflict & Repair

Conflict Transformation Systems (2–6 months)

Most organisations have grievance policies. Few have functioning systems for addressing conflict before it escalates—or repairing relationships after formal processes end.

• Mapping how conflict currently moves (or gets stuck) in your organisation

• Designing graduated pathways: informal conversation → supported dialogue → facilitated mediation → formal process

• Simple, behaviour-based agreements that people can actually use

• Training internal convenors and mediators

• Creating rhythms for review and learning

Deliverables: Conflict system map, guidance documents, and intensive training for internal practitioners.

Safeguarding as Relational Practice (2–3 months)

Safeguarding policies exist to prevent harm. But implementation often creates new harm—through retraumatising processes, broken trust, and systems that protect the organisation more than the people in it.

• Translating policies into clear behaviours and response pathways

• Designing incident response that centres those affected

• Non-retraumatising debriefs and learning processes

• Metrics that track trust and repair, not just compliance

Deliverables: Response protocols, communication guidance/training, and debrief frameworks.

Decision-Making & Ways of Working

Meeting & Decision Redesign (4–10 weeks)

Meetings are where organisational culture becomes visible. They're also where enormous amounts of time and energy get lost.

• Clarifying who decides what—and how

• Redesigning recurring meetings to actually serve their purpose

• Practices for closing loops and following through

• Adapting for distributed teams and multiple time zones

Deliverables: Decision clarity map, meeting templates, and facilitation guidance/training.

Packages & Longer Engagements

Foundations Assessment (3–6 weeks) Light-touch assessment with prioritised recommendations and three practical starting points. For organisations wanting clarity before committing to longer work.

Team Reset (2–3 days, in-person or hybrid) Intensive facilitated time for teams needing to rebuild safety, address unspoken tensions, and agree on how to work together going forward. Often useful after leadership transitions, critical incidents, or prolonged periods of strain.

Organisational Development Programme (3–6 months) Combines assessment, culture-building, and conflict systems work into a coherent programme. Pacing adapted to your operational reality—we're not adding burden to an already stretched team.

Leadership Accompaniment (6–12 months) For directors and senior managers navigating complex relational dynamics—combining individual coaching with peer learning spaces. Grounded in somatic awareness and conflict coaching approaches.

Please contact me here to find out more and to discuss how we can tailor this to your specific needs.