- Started with preparing a business plan for a very entrepreneurial Chief Executive
- Organisational readiness issues identified during the business planning process included a lack of a strategic context to support social enterprise development, the SMT not on side, and there were cultural issues to be addressed:
- Facilitated a strategic planning process with the Board and key stakeholders to set the strategic context and supported the operational business planning process – both of which set the direction in support of social enterprise
- Worked with the SMT to build a team approach and to achieve buy-in, creating an entrepreneurial ethos
- Mentored different members of the SMT
- Worked with the Board through a change process to support social enterprise implementation and staff as shareholders; this included managing the valuation process and the share sale process as well as mentoring the Board so it acted like a major shareholder
- Created an holding company fully owned by the charity and two subsidiaries partially owned by the holding company
- Worked with legal advisors to accomplish the above
- Supported the development of the social enterprise including mentoring the social enterprise managing director, training/mentoring staff in marketing and sales
- Acted as special/trusted advisor to the Board related to staff conflicts of interest
- Mentoring and assisting with fund raising planning to enhance revenues
- Both subsidiaries generating dividends for the charity
