Case Studies

A formerly founder-led social services nonprofit had recently rebranded under a new name and a new CEO, while reaffirming its commitment to its mission. Under prior leadership, the organization had never established a formal policy handbook or structured governance, including a defined process for assessing CEO performance or setting compensation.
- Formed a compensation committee of independent directors, with staff serving as ex officio members
- Reviewed the CEO's existing job description to clarify scope of responsibilities and expectations, identifying gaps against the board's actual expectations
- Developed a compensation framework grounded in that clarified role, incorporating salary comparables from peer organizations' financial filings, benchmarked against the organization's budget, mission, and operational complexity
I presented the framework to the full board for review. The board formally adopted it as the organization's first structured policy for evaluating CEO performance and setting compensation, replacing an informal, undocumented process with one grounded in defined responsibilities and peer benchmarked data.

A leading academic and research instituion, with teams across three continents, had grown without a central source of clear, written guidance for its staff.
There were no easily accessible guidelines for critical questions like how hybrid and remote work functioned, how to request additional compensation, or what counted as a conflict of interest. With no consistent answer, information reached the school's 900-plus employees unevenly, through scattered emails and word of mouth.
- I developed the school's first administrative policy library, giving employees documented guidance on internal policies and standard operating procedures.
- Using this policy library, I designed an organization-wide intranet platform, giving 900-plus employees one consistent place to find accurate policies, and also templates and materials, administrative resources, and time-sensitive information.
- I shaped the communications strategy that introduced the platform through school-wide presentations, team listening tours, and a library of self-produced training videos and tutorials.
The school went from no central policy source to a documented library covering its most common points of confusion. The intranet drew more than 50,000 views in its first 90 days, a sign employees adopted it as their go-to source rather than defaulting back to email chains and outdated documents.

A philanthropic fund investing in social impact, ran quarterly investor and board meetings in a hybrid format in locations across the country. Each one demanded the same level of precision.
Executive leadership needed talking points, on-site logistics, and a reliable link to the organizational teams doing the work behind those meetings.
- I acted as the working link between executive leadership and organizational teams, facilitating meetings, drafting talking points, planning agendas, coordinating on-site events, and representing executives when needed.
- With support from colleagues on the events and communications teams, I co-planned and executed several quarterly investor and board meetings across New York, Dallas, and Washington, DC.
- To effectuate this work, I sat on multiple internal committees, shaping strategic decisions on governance, portfolio management, and investment workflows alongside senior leadership.
Meeting participant satisfaction rose 10% within one fiscal quarter resulting in deeper trust and positive relationships between stakeholders and staff, and internally across teams.

A national consulting firm had invested heavily in a firmwide strategic plan with the key component being the transformation of four business lines. The strategy was sound, but the firm had reached the hardest stage. It needed to turn a document into how leadership actually ran the business during a period of significant organizational change in a fast-paced environment where client work always came first, while also lending transparency to staff.
- I worked directly with the CEO and executive leadership team through the plan's final stage, translating strategic priorities into operating decisions and frequent touchpoints with leadership to keep the group moving.
- I authored the executive messaging, including talking points, narratives, and positioning that kept leadership aligned on one story internally, providing transparency to staff, and externally for partners and clients to understand this new model.
- I supported embedding the new operating models into daily practice across all four business lines, through weekly meetings with business line leaders and maintaining a performance dashboard that tracked completed goals against the established timeline.
The firm completed the plan’s transformation model ahead of schedule with new operating models in daily use across four business lines, leadership aligned on messaging and priorities, and accelerated delivery on the CEO's top priorities through a period of significant change.

At a large national healthcare nonprofit, teams across the organization’s federation model depended on a central process to request and access program funds. The process was manual and error-prone. Requests came in with missing or inconsistent information, corrections bounced back and forth, and the people doing mission-critical work waited weeks on money that should have moved in days.
- I led the design and rollout of an organization-wide funding request system, replacing the manual process with a structured intake that captured complete, consistent information the first time.
- Working with teams that received these funds, I mapped how requests actually moved from submission through approval and disbursement. This removed the handoffs and rework loops where time and accuracy were lost.
- Through a communications plan, including office hours and documented training materials, adoption occurred across departments so that staff at every level could use it without training bottlenecks or disruption to their daily work.
Entry errors fell to near-zero, and funding turnaround time improved by 30%. Money reached teams and programs faster, staff stopped spending hours on corrections, and leadership gained a clearer picture of where funds were flowing across the organization.