Strategy + Planning

Just a fancier way to say making sure what you want to happen, happens. 

I can: 
Create business plans
Support strategic and long-term plans
Help you prioritize and evaluate several options
Facilitate discussion using consent-based decision making
Generate and synthesize new ideas



The National Gallery, London 

United Kingdom Museums & Cultural Institutions, Audience Strategy
 Gallery-wide consultation and workshops, Materials review, Audience workshops, Theory of Change frameworks, Consumer segmentation, Product + Service propositions, Audience prioritisation + goal-setting.

The Task

I was part of a small team who helped the National Gallery London develop an actionable audience strategy that advances their vision of being the people’s gallery. We were embedded within their internal Data & Insights team, allowing us to build on existing resources and ensured our work built on their audience segmentation.

Why this mattered to the client

The strategy is a key addition to their bicentenary celebrations, NG200, including a significant capital project and major new programmes that will reorient the Gallery for the future. Our work helped them bring together all their existing workstreams and define clear audience priorities and maximise their impact.

Why this matters to me

Getting to partner with a client of such scale was so rewarding. I brought to bear my data skills and became the point person for quantitative outputs, smoothing the bridge between the internal team and our resources, and brought a level of robustness that proved that our most “out there” ideas were also the most necessary for the organisation to achieve their vision.




SoMad

USA Galleries & Cultural Institutions, Business Planning
 Creative workshops, Stakeholder consultation, Prioritisation framework.

The Task

SoMad is a femme and queer-led independent gallery and studio in Manhattan, NYC, founded to provide community and support for artists from historically marginalized backgrounds. We worked with SoMad to develop a flexible strategic framework to guide their growth in programs and infrastructure, as they consider future sites for a potential relocation, and start to expand the scale of their operations. 

Why this mattered to the client

The framework has helped SoMad plan for its operations at a unique time of its operations - where its physical location may change - and allow it to continue to stay on track with its mission and understand its core revenue and expense drivers, while not tied to a specific building. 

Why this matters to me

SoMad’s mission aligned with my own personal mission - to amplify and build for folks from marginalised identities and communities, through independent spaces that have the freedom and ambition to work experimentally.