Client Stories

The Challenge

PHI had just entered a critical season in their history. After 10 years of leadership, their CEO was stepping down to focus on her academic work. The organization needed senior strategic and operational support to maintain stability during the transition while developing a vision and strategy for new leadership.

What I Did

Stepped in as fractional Deputy Director/COO, providing strategic direction, operational oversight, and team leadership. Developed the "Fundable + Findable" framework to help the board and incoming leader understand PHI's positioning and growth strategy.

The Outcome

PHI achieved its largest fundraising year in history—19% revenue growth—during the transition. The organization maintained operational continuity, strengthened Latin American partnerships, and entered the next leadership chapter from a position of strength rather than crisis.

The Challenge

MissionONE worked with dozens of partner organizations across multiple countries but had no clear framework for understanding partnership types, expectations, or resource allocation. This created confusion internally and misaligned expectations with partners.

What I Did

Developed a partner classification framework that created four distinct partnership tiers, each with clear criteria, expectations, and support levels. Worked with leadership to map existing partners into the framework and adjust relationship management accordingly.

The Outcome

The framework brought immediate clarity to internal conversations and partnership decisions. When it came time to hire for a new partnership role, the ED knew exactly what capabilities were needed—filling the position within weeks instead of months.

The Challenge

CHI had just lived through a challenging season in their 30-year history of serving orphans and vulnerable children. The organization had experienced significant leadership transition and was struggling with delivering on previous promises. Staff were exhausted, leadership was uncertain, and the board needed someone from outside to tell them the truth about what was actually happening.

What I Did

Conducted a comprehensive organizational assessment including extensive leader interviews with staff, board, and key stakeholders. Analyzed programs, operations, governance, and culture. Delivered findings that solidified reframing CHI's core narrative from programs and operations to "rescue then transform."

The Outcome

The "rescue then transform" reframe became central to CHI's Theory of Change and external messaging. Leadership held a strategic gathering to discuss the findings, and committed to rebuilding team unity and trust. The assessment surfaced specific leadership development needs and hiring priorities that the organization addressed immediately. The board and staff developed a shared understanding of organizational challenges and a collaborative path forward.