Assignments
Situations we know. Leaders we are looking for.
Every organisation we work with is going through a particular moment. Restructuring, turnaround, transformation, growth, handover: these situations call for specific leaders, able to step into complexity without waiting for conditions to be perfect.
Chief executive
Bringing a board out of turmoil and restoring the confidence of the authorities
A long leadership vacancy, internal tensions, sometimes provisional administration imposed by the funding authority: the organisation is still supporting the people who depend on it, but its governance has weakened to the point that funders themselves are worried.
Chief executive
Carrying on a course already set, without betraying it
The organisation is not in difficulty, quite the opposite: a clear charitable mission, a stable board, teams that are well regarded, sometimes forty or eighty years of history.
Chief executive
Growing a small organisation into a national one
The charity has proved itself on a small scale: a few sites, a small team, a programme that works and that gets noticed.
Site, cluster or regional director
Turning an official label into something real on the ground
On paper, the service holds the sought-after status of a "platform": day care, residential provision, support in mainstream settings, everything is provided for.
Site, cluster or regional director
Bringing a transformation already under way to life on the ground
The plan is there and so is the momentum: diversifying beyond permanent residential care, developing psychosocial rehabilitation, strengthening local partnerships, one accreditation after another.
Site, cluster or regional director
Giving an identity to a cluster that grew faster than its organisation
Through organic growth, mergers or geographic expansion, the perimeter has widened: several services, sometimes several regions, and a group of directors to bring together.
Site, cluster or regional director
Holding the course of a service that works, without ever easing off
No crisis, no radical transformation: a service, or a small group of services, that works. A management team in place, a budget under control, a plan consistent with the organisation's strategy.
Head office or cross-functional role
Consolidating a function that is already solid, under investment pressure
The institution is well regarded and the finance function is already structured and capable: no function to create, no crisis to manage.
Head office or cross-functional role
Bringing a group function together to carry strategic acceleration
The organisation is accelerating: new sites to open, an ambitious strategic plan already written, a clear course for the years ahead.
Head office or cross-functional role
Securing a networked organisation, legally and institutionally
The charity does not steer alone: it belongs to a network of partner entities, with national statutory bodies, overlapping mandates and compliance duties that keep growing heavier: data protection, anti-money laundering, internal control.
Head office or cross-functional role
Building a function for visibility and for income of its own
The institution is recognised for its excellence, scientific, medical or institutional, but that excellence stays under-valued for want of a properly structured communications and philanthropy function.
Head office or cross-functional role
Giving new impetus to a strategy function that is already established
The function has existed for several years, held steadily by a well-regarded predecessor.
These assignments exist. They rarely appear at the right moment, and often without being advertised. If one of them sounds like you, tell us about yourself: we will get in touch when an assignment matches.