Leadership Transition & Turnaround – If you’re a new or interim ED in your first 90 days, a Board facing an unexpected leadership gap, or an organization planning ahead for a future transition — this is where we’d start.
Leadership transitions are rarely just about filling a role. They’re an opportunity to understand what’s actually working in your organization, what isn’t, and what needs to change before the next person sits in that chair. I provide the strategic sounding board and practical support to make the transition stable and values-aligned — not just smooth on the surface.
This can include 30-60-90 day priority planning, mapping the boundary between governance and operations, organizational scanning, and building the operational documentation that means your organization isn’t dependent on any one person’s memory.

Fractional Interim ED – If you need experienced senior leadership now but aren’t ready to hire a permanent Executive Director, I offer part-time fractional interim ED services as an independent consulting arrangement.
This means I step into the ED role itself — not as an outside advisor, but doing the work — while your organization searches for or prepares for a permanent hire. It’s an opportunity to maintain stability during a transition and build stronger systems and infrastructure, so the organization is in better shape when the next ED arrives than it was when I started.

Proactive Succession Planning – If there’s no immediate crisis — you’re simply thinking ahead about an eventual vacancy, whether through retirement, a planned departure, or just the reality that unexpected leaves happen — this is where to start.
Organizations that plan for succession before they need to are doing some of the healthiest governance work available to them. We build the systems, documentation, and relationships that mean a future transition doesn’t have to be a crisis.

Strategic Planning & Visioning – Strategic planning often starts and ends with a document that sits on a shelf. I work differently: moving away from extractive consultation toward a genuinely collaborative process that builds a roadmap your organization actually owns — one that reflects what your community has told you it needs, not just what’s easiest to measure.

Governance & Board Development – The relationship between a Board and its Executive Director is one of the most consistently mishandled dynamics in the nonprofit sector — and one of the most consequential. I help organizations clarify roles, strengthen that relationship, and build the kind of governance capacity that means the Board is doing its job, not just receiving reports or stepping into operations it shouldn’t.

Operations & Digital Transformation – Technology should increase accessibility, not create new barriers — and operational systems should support your mission, not burn out your staff. I help you inventory what you have, understand how information and decisions actually flow through your organization, and build toward systems that work for the people using them.

Operations & Digital Transformation – Technology should increase accessibility, not create new barriers — and operational systems should support your mission, not burn out your staff. I help you inventory what you have, understand how information and decisions actually flow through your organization, and build toward systems that work for the people using them.

Advocacy & Sector Leadership – Drawing on my experience as a convener in the housing sector, I help organizations build strategic collaborations and find ways to bring community voice — not just professional voice — into conversations with decision-makers.