Nonprofit operations services grounded in partnership

This work often begins by slowing things down enough to see how work is actually getting done. When systems are informal or strained, responsibility concentrates, decisions bottleneck, and teams spend energy compensating for gaps.

In this mode, the focus is on understanding roles, workflows, and decision ownership as they exist today and identifying where friction and confusion are accumulating. The aim is to make work clearer and more reliable without overbuilding or imposing unnecessary structure.

This work may stand on its own or continue alongside other forms of partnership as needs evolve.

Senior executive operational leadership provided in forms that fit an organization’s structure and moment in time.  Organizations engage this work when they need experienced executive operations leadership without making a permanent hire. This may include fractional or interim leadership during transitions, added executive capacity during growth or complexity, or senior operational judgment alongside existing leadership where no operations role has previously existed. In this mode, I bring senior executive operational leadership and judgment into the work, carrying defined responsibility or advising CEOs and senior leaders as systems stabilize and evolve. The focus is clarity, steadiness, and leadership that remains anchored within the organization.

Throughout the partnership, leaders often need space to think clearly about how work is structured and how much they are carrying themselves. Coaching provides that space.

This work focuses on helping leaders share responsibility more effectively, strengthen operational judgment, and lead systems that do not rely on personal overextension. Coaching may happen on its own or alongside other work, depending on what the moment calls for. The emphasis is on clarity that leaders can carry back into day to day decision making, not advice that stays in the room.