Current & recent assignments: Brokering and review of partnerships, consortia and networks, for example: * European Institute of Technology Food (EIT Food; based on a network model) / Global Network for Disaster Reduction (GNDR) / Global Partnership for Development Data / Roll Back Malaria Partnership / UK-based third sector partnership in financial services Participatory strategy development (including governance support), for example:* ActionAid UK (see below) / CAFOD / CALP Network (see below) / Partnership Brokers Association / She Leads Change / Save the ChildrenOrganisational and partnership capacity development, for example:* UKAid Direct consortia and primes / Ingol & Tanterton Community Trust (north of England) / organisational capacity strengthening strategy for partners for Save the Children InternationalDevelopment of partnership resources and partnership training resources, for example:* Climate2025.org / Turn2Us / Partnership Brokers Association / The Partnering Initiative Team and Board coaching & facilitation, and private leadership coaching for example:* Private coaching clients (mostly mid-senior level women; men also welcome!) / CALP Network / Foyer Federation / Global Partnership for Development Data / Partnership Brokers Association / Roll Back Malaria Partnership / She Leads Change Leadership programme development, for example:* Children’s Investment Fund Foundation / She Leads Change

Consultancy contracts in partnerships, facilitation, strategy and OD.

In-person and online partnership brokering training; Mentor on the Accreditation programme; consultant contracts (all ongoing). Lead on strategy (2023) designed to enable PBA to take a more networked approach to its work.

Design and delivery of a leadership programme with a team for the Children’s Investment Fund Foundation (CIFF) titled ‘Building Effective Relationships Capabilities’ since 4/2022. Played a key role as Consortium Advisor for UK Aid Connect’s ‘Learning from Consortia’ programme (6/20 – 7/21) while offering strategic advice and brokering support to enable seamless operations and the development of best practice in consortium working. Co-authored the guide ‘Emerging Best Practice in Consortium Working’, involving key challenges due to structure/ambitions; methods for value enhancement; collaborative leadership and governance; and ways to close/transit a consortium.

Co-led the design and facilitation of the systems leadership programme ‘Leading Collective Impact’, while delivering coaching as part of the SLC SpringBoard panel. Steered organisational direction as a Member of SLC Core Team, including a strategic review (pro bono).

Led the development of the CaLP Network’s new strategy (2020+) as Lead Consultant, providing recommendations on new approaches to network governance and how to work more systemically. This process helped to navigate CaLP from being a member organisation to a network of active members by developing a strategic roadmap for organisational development where members would be working better together to create collective impact. Managed a large stakeholder engagement process to develop the new strategy based on key informant interviews, surveys, focus groups and multi-stakeholder workshops, including with the global Board. Co-authored the new strategy.

Approached to deliver coaching and collaborate with ActionAidUK’s humanitarian team for developing and promoting a stronger sense of direction, identity, coherence and motivation.Led and guided the team through a participatory, co-creative process which resulted in producing HPP’s first strategy, ‘HPP Strategy 2019 – 2022: Leading Gender Transformative Humanitarian Action, Now & Into the Future’.

Provided strategic leadership and guidance to spearhead member-led programmes of work, while facilitating the Board to maintain strategic direction that represented members’ collective needs. Enabled realisation of integration of communicating with communities under global humanitarian policy instruments and practices, through advocacy and high-level representation. Led conceptualisation and management to deliver two major evaluations and two international member-led conferences. In addition: * Initiated and led the design and delivery of two participatory strategy and governance review processes, while interpreting strategy into relevant programmes of work in liaison with Network members.* Exceeded the CDAC Network’s annual income from £60K to £4MM in funding, as well as increased membership from seven to 30 organisations.* Chaired and spoke on several international panels such as Rockefeller Foundation (Bellagio) and a Skoll / TEDMed Brains Trust meeting.

The Humanitarian Futures Programme (HFP); The Partnering Initiative (TPI); the Consortium for British Humanitarian Agencies (CBHA; now the Start Network); the Humanitarian Practice Network (HPN).

Appointed to lead ECB’s sector partnerships work to ensure ECB drew on cutting-edge research and expertise from the humanitarian sector and beyond. Devised a Partnership Framework and Toolkit to give clarity to this work and to build the capacity of ECB stakeholders to work in partnership. Brokered strategic partnerships that responded to ECB’s challenges at multiple levels, including in the application of international standards and sustaining outcomes over the longer term. Also championed the need for, and initiated, a partnership review process across ECB’s five multi-stakeholder country consortia. In addition:* Facilitated and motivated three multi-agency thematic groups – on accountability, staff capacity, and disaster risk reduction – in the development and delivery of joint work-plans* Identified the need for, and conducted, an in-depth study with thought-leaders in disaster risk reduction and climate change to inform the development of a Practitioner’s Guide on these themes.

Approached to advise Save the Children on its organisational capacity requirements to effectively co-lead the Education Cluster with UNICEF. Based on early recommendations, appointed to conceptualise the research framework for a capacity assessment / gap analysis of the Education Cluster and tasked to lead this work. Piloted and launched a capacity assessment workshop that utilised a set of capacity analysis tools developed specifically for the Education Cluster. This was rolled-out to help national Education Clusters assess and strengthen their capacity. Recognised the need for additional country-level ‘lessons learned’ study to inform country visits to Afghanistan, Ethiopia and the Philippines. This fed into country reports, which helped country Clusters prioritise their capacity development work. All reports supported the production of the final capacity assessment study, major components of which were adopted into multiple, long-term strategic plans

Headhunted to conduct and author a study of surge capacity and surge capacity mechanisms within international NGOs in order to consolidate lessons and good practice. This report was recognised as 'a cornerstone in the debate'.

Appointed to formulate an operational framework for the TEC, a multi-stakeholder coalition involving the UN, INGOs, bilateral donors, and the Red Cross in a joint evaluation of the tsunami responseAdvised on the research design of five policy-focused thematic evaluations, supported their implementation, and edited the five final reports. These were developed into an overall Synthesis Report, to which I was contributing author. Recommended the need for, and devised, a utilisation-focused communications strategy to ensure targeted advocacy of key messages from the Synthesis Report. Represented the TEC in several international eventsInitiated an approach to President Clinton’s Chief of Staff (COS) to request a preface by Clinton for the Synthesis Report. Worked with his COS to deliver this, and presented the Report’s findings to Clinton at a high-level panel in UNDP in New York