2024

Frontier Economics - specialist advisor on development of framework for measuring the health and wellbeing benefits of culture and heritage for DCMS

South Bank Centre - strategic work with Board and Executive team

The National Theatre – organisation review and organisation development programme

2023

Sadler’s Wells – strategic work on Sadler’s Wells East

Talawa Theatre – strategic work with Board and Executive team

The Lowry – review of business model and strategic framework

2022

Barbican Centre – strategic framework development

Somerset House – talent pipeline programme strategy (and 2023)

Creative & Cultural Skills - organisation review, organisation strategy, interim leadership (and 2023)

2021

Adrian Ellis Associates – specialist advisor on Philanthropy in Culture Survey for Arts Council England

Gallery of Living History – feasibility work, case for support

Sadler’s Wells – strategic review, funding application, business plan

National Art Library – strategy development and organisation review

City of Westminster and other stakeholders – development of vision, values and identity for Strand Aldwych, partnership work on curation and activation strategy

Global Cultural Districts Network - value framework and advocacy tool

V&A – organisation review of Collections division

East Bank – funding bid

2020

Institute of Imagination – strategic review

2019

Frontier Economics – specialist advisor on review of evidence on the relationship between subsidising arts, museums and heritage and UK productivity for DCMS

2018

Clore Leadership Programme – evaluation of Emerging Leaders programme

2017

Arts Council England – advice on development of Let’s Create

Clore Leadership Programme – overall programme strategy

Siobhan Davies Dance and Independent Dance – review of funding bid

2016

Clore Duffield Foundation – evaluation of Clore Leadership Fellowship programme (and update in 2018)

University of the Arts London - as Director of Transformation (2016 - 2020) I led the change programme associated with London College of Fashion’s move from six sites to one at East Bank, the new cultural destination on the Queen Elizabeth Olympic Park. I worked across the East Bank partnership to develop the first monitoring and evaluation strategy for East Bank

Tate – Barangaroo Cultural Strategy

Atlas Arts – organisation review

2015

Tate – international strategy

Birmingham Museums Trust and Birmingham City Council – independent review of framework supporting relationship between Museums Trust and City Council

Atlas Arts – Board strategy review

Arts Council England – review of cultural provision for early years children

Thomas Frederick Willetts Foundation – feasibility study for new arts centre

Hertford Town Council – feasibility study for new arts centre

Arts Council England – review of strategic and operational risks and opportunities facing the Acquisitions, Exports, Loans and Collections Unit

Arts Council England – comparative review of evidence of the impact of various literary engagement schemes for children and young people

2014

Siobhan Davies Dance – review of business plan

National Museum of Oman – development of suite of operating policies

Reading Agency – review of business plan and funding bid

Arts Council England – review of National Foundation for Youth Music

Various organisations – review of funding bids

Arts Council England – review of cultural and music education work

2012

Sydney Opera House – development of 5-year strategy, corporate planning

Museum of Contemporary Art Australia – organisation review and interim leadership (and 2013)

2011

Arts Council England - as Programme Director, Organisation Development, I led the adoption of responsibilities for museums and libraries by Arts Council England following the abolition of the Museums, Libraries and Archives Council, including the transfer of programmes and over 100 staff

2009

Tate – development of future vision for Tate Modern’s programme

2007

Arts Council England - as Director of Strategy (2007 - 2011), I led the development of the first ten-year strategic framework for the Arts in England, and I also co-led the Arts Strategy Department of the National Office

2001

Concordia Foundation – fundraising strategy

2000

Whitechapel Art Gallery – fundraising review for Whitechapel library project

1999

Tavistock Clinic Foundation – fundraising strategy

Winchester Theatre Royal – fundraising strategy review

Royal Academy of Dramatic Arts – fundraising strategy review

1996

Tate - as Campaigns Officer (1996 - 1999) I was one of the team that raised £56m towards Tate Modern and the Tate Britain Centenary Development. As Business Strategy Executive (2000) I supported the development of an integrated approach to income generation at Tate. As Head of Policy and Planning/Head of the Director’s Office (2000 - 2007), I took responsibility for governance, planning, policy development, external relations and administration for the Director and Chair of Tate