Preparing a proposal for a complex, multi-partner funding opportunity.
About what you're working on, where you are in the process, and what kind of support would actually move things forward. Scope, depth, and duration follow from there.
Most organizations connect at one of these moments:
Preparing a proposal for a complex, multi-partner funding opportunity.
Launching or scaling an initiative that must work across diverse communities and settings.
Coordinating work across multiple partners, sectors, or countries where alignment is critical.
Recognizing that messaging isn't closing the participation gap — the problem may be structural.
Reviewing an active program to find where design is creating unnecessary burden or limiting reach.
Bringing modern tools and AI into the work to reduce burden and free up the team's time.
This reflects common entry points, not a checklist. If you're working on something that feels related but doesn't fit neatly — that's often exactly the right moment to connect.
Engagement scope is defined collaboratively based on what the work actually requires. Engagements may combine elements of all three.
A defined scope with a clear beginning and end — proposal development, convening, program design, or systems review. The most common entry point for new partnerships.
Sustained strategic support over time — staying engaged across phases, providing continuity as an initiative moves from design through implementation and refinement.
A defined senior advisory or design-lead role written into the proposal budget — staying involved through implementation, not just at the start.
The goal is not to add complexity. It is to reduce it — aligning partners, simplifying systems, and building the ownership structures that allow initiatives to sustain themselves.
For nonprofits, NGOs, and global health organizations working with limited budgets, equity-aligned engagement options are available. These are not discounted services — they're the same quality of work, structured differently. Access to strategic design support shouldn't itself be conditional on having resources to pay for it upfront.
If this is something your team would be interested in, reach out. We can explore options together — like a sliding scale that makes initial support accessible, with costs beyond that contribution recovered if and when funding is awarded, through a defined role built into the proposal budget.
A lot of strategic work stalls on the mechanics: the reporting that takes a week, the documents no one can find, the intake process held together by memory. Modern tools change what a team can carry — without losing the human judgment that matters. I help organizations put them to work.
Whether that means adopting tools your team will run day-to-day, or designing the systems behind them, the goal is the same: less friction, more time for the work only people can do.
Hands-on help bringing AI and digital platforms into the day-to-day — so your team works faster, with less friction, and spends its energy on the parts that need a person.
Designing the workflows, documents, and digital infrastructure your organization will run going forward — built to fit how you actually operate, and designed for you to own.
We work together to build the ownership structures, relationships, and systems that allow communities and partners to lead once outside support steps back. From my view: if a program still requires external support to function once the work is "done," it wasn't designed for sustainability from the start.
Share the work you have in mind and we'll figure out the right fit together.
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