Negotiated Arts and Innovation District capital campaign proposal with professors and administrators across elite university and graduate schools. Proposal addressed how to use the arts, maker space, and performance to teach creativity and multidisciplinary teamwork. Building is currently under construction.

Prepared regional environmental nonprofit for CEO transition: ran senior team retreat to negotiate rollout of strategic plan; led fundraising training for over 70 regional board members; coached new Senior VP for Development through organizational change complicated by difficult personalities.

Facilitated year-long Board decision on how to change business model. Nonprofit with a 20-year history of success lost half of its paying clients in four years. Board member working groups reviewed market analysis and data, generated four options, came to agreement on one, and hired a new executive director to roll out.

Designed and ran six annual staff retreats for a public organization with four offices. Initial retreats focused on strategic and annual planning, roles, and public and internal communications. Retreats evolved to include interpersonal dynamics, team building, and professional development.

Coached director of a 20-person team over a 9-month period to establish best practices in the mechanics of running a group (timely and transparent meetings, agendas, etc.) and in how to manage the team (including strong personalities, underperforming staff, and strategic disagreements).

Facilitated agreement between senior teams of two major Boston nonprofits aiming to optimize merger. Managed cross-departmental working groups to analyze conflicting incentives, overlapping markets, and different cultures to come to agreement on joint operating and marketing plans.