Working Together

Co-created from the Start

There are no standard packages. Every engagement is designed around the actual situation — the organisation's context, its readiness, the entry points that feel most alive, and what it can realistically sustain.

What remains consistent is the quality of attention and the commitment to co-creation. How that manifests — in duration, frequency, format, and scope — is always worked out together.

A Standard Arc

For organisations fully committed — meeting regularly, with everyone involved — engagements tend to find a natural rhythm over three to six months. This is the reference point, not the rule. Reality varies. Commitment levels vary. The arc adapts to what's real.

Phase 1

Building Conditions

Establishing relationship, honest context mapping, understanding what's actually present. Often what seemed like the presenting issue isn't the actual one.

Phase 2

Engaging Directly

The conversations that need to happen, the patterns that surface, the difficulty that's been waiting to be met. This is where the real work lives.

Phase 3

Consolidating

What's been seen, who carries it forward, how the organisation continues without external support — and whether a gathering wants to be designed.

These phases offer orientation, not a script. Depending on where the organisation actually is, they may surface in a different order, overlap, or loop back. What matters is recognising where the work is — not where it should be.

Engagement Activities

Facilitated Sessions

The core of the work. Dialogue sessions with individuals, teams, or larger groups depending on what the situation requires.

Between-Session Availability

For calls or messages when something needs attention between formal sessions.

Initial Context Mapping

Conversations at the start to understand the situation honestly before anything is designed.

Internal Anchor Support

Explicit attention to the people within the organisation who will carry the culture forward after the engagement ends.

Contained Engagements

Not every situation calls for an ongoing engagement. Sometimes what's needed is a single session, a talk, a facilitated retreat, a consultation on what the organisation already has. These are complete in themselves — bounded, specific, and designed around a particular moment or need.

Rhythmical Deliverables

For founders who can't yet see what this work will produce — that's not a problem to solve before we begin. The structure holds the uncertainty so you don't have to.

Dialogue Encounters

Regular meetings with individuals, small groups, whoever the moment calls for. No fixed agenda. These are where the real work happens.

Monthly Reports

Visible to everyone. Observations anonymised — no roles, no departments named. Not diagnosis. Not recommendations. A collective mirror: what's alive, what's moving, what's being avoided.

Entity-Wide Gathering

A full-organisation immersive — three days to a week — timed to what the relationship has built rather than the calendar. Designed fresh each time from what the preceding period revealed. Not a conference. Not a workshop.

A Longer Horizon

In some cases, this work grows into an in-house role — typically within research and development. That conversation happens when it's right for both sides, never as a predetermined destination.

The deliverables are how the work stays visible. The conversations are where it lives.

"Not every context is right for this work. Naming that honestly is itself part of how the work operates."

Worth Naming Before We Proceed

This work has a direction. It belongs with organisations genuinely moving toward non-hierarchical culture — not as a fixed destination but as a lived commitment.

If at any point the organisation moves away from that direction, the engagement ends naturally. Not as a failure — as an honest recognition that the work only makes sense in a certain context.

Pricing

Pricing is shaped by the actual scope of the engagement, the size of the organisation, and its capacity to pay — not by a standard rate card.

A sliding scale applies. What a well-resourced organisation contributes is not what a small grassroots team contributes. The work should be accessible to the organisations that need it most.

A preliminary sense of cost comes as part of the initial response to your enquiry. Nothing is agreed until we've spoken and understood the situation together.

How It Begins

There are two ways in, and both are equally valid.

If you'd rather go directly to a conversation, that's welcome. Reach out however feels natural — email or LinkedIn. The first conversation is not a pitch; it's a genuine exchange to understand the situation and decide together whether to proceed.

If you'd like a more structured start — a way to surface what's most alive before we speak, see which contexts in the framework recognise themselves in your situation, and open the conversation with context already in place — there's A First Mapping: six questions, around five minutes, anchored in the framework you've just been reading.

Begin a First Mapping → Or go directly to a conversation