Boards navigating an unexpected vacancy or a planned transition often find this the most stressful season of their tenure. I've been there, and I know how to steady things while you search.
The Challenge
When an ED leaves — whether planned or not — the board is suddenly responsible for the day-to-day in a way it wasn’t before. Funders start asking questions. Staff get nervous. And the search for a permanent leader can take longer than anyone hoped. The organization needs someone in the seat who can keep things running, earn staff trust quickly, and give the board room to breathe and conduct the search effectively.The Process
Every interim engagement begins with a rapid assessment in the first two weeks — conversations with key staff, a review of financials, programs, and operations — resulting in a written report to the board with an honest picture of organizational health and immediate priorities.
From there, I function as a working ED: managing staff, maintaining funder relationships, keeping operations on track, and attending board meetings as needed. Throughout the engagement I keep the board informed without creating dependency, so the organization is genuinely ready — not just surviving — when your next leader arrives.
The Results
By the end of the engagement, the organization is stable, staff morale is intact, and your incoming ED is stepping into a situation that’s been documented, de-pressurized, and set up for a strong start — not a rescue mission.
An end of engagement report will be provided to the board of directors including steps taken and recommendations for the future.
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No obligation — just a conversation about where you are and whether we're the right fit to help.