For Nonprofits
Strategic planning, stakeholder engagement, and the communications that hold institutional trust together. Built inside organizations where credibility is the product.
When nonprofits call us
A strategic plan exists on paper and nobody outside the leadership team can describe it.
Stakeholder engagement is flat. Members, donors, or constituents are not moving.
A governance change, a rebrand, or a leadership transition has to be explained to people who did not ask for it.
The board and the staff are telling different versions of the same story.
Regulatory or public credibility is under pressure and there is no plan.
The communications function is one person and a contractor, and it needs a senior hand above it.
What we do for nonprofits
Strategic planning and communications planning. Operating plans, governance frameworks, and measurable programs across public relations, social, and education initiatives.
Stakeholder engagement. Members, donors, boards and trustees, trade associations, policymakers, and alumni. Multichannel programs built from scratch, including ambassador programs that raise professional engagement and public awareness at the same time.
Change and governance communications. Strategic plans, rebrands, governance updates, new advisory and task force structures, and leadership transitions. The work of explaining a change to people who have standing to object to it.
Reputation and crisis. Crisis and media response plans built alongside the CEO, chief operating officer, general counsel, and government relations. Brand reputation studies, and the harder work of turning findings into employee engagement, policy, and marketing decisions.
Content and digital marketing. Consumer and member education, search strategy, email, video, and social.
How we work together
Retained advisory. A standing monthly relationship with the executive team, across the planning cycle, the board calendar, and whatever the year brings.
Interim communications leadership. I run the function during a search, a transition, or a period of growth.
Project engagements. A strategic communications plan, a rebrand, a crisis plan, a stakeholder program. Often the first chapter of something longer.
Why a corporate background matters
Most of my career has been in mission-driven and standards-setting organizations, not despite the corporate work, but alongside it.
That combination is the point.
A nonprofit competing for attention, engagement, and trust is doing the same work as a public company, with tighter budgets, more stakeholders holding a veto, and a board that reads every word. I have run communications on both sides and I know which corporate habits translate and which ones do not.