Sixteen weeks. One new offer, taken from opportunity to market test. You leave with the evidence, the business case and the equipment to take it forward.
And if the evidence says don't build it, I'll tell you.
Four organisations in 2026. The last one starts late September.
I'm on maternity leave from mid-January, so the last engagement of 2026 has to start by late September. The next round opens mid-2027.
The training you built for your own staff, that three other organisations have already asked to borrow. The assessment tool you've refined over eight years. The methodology you explain for free on every panel you sit on.
The relationships, expertise and ways of working you've built because you've spent years solving problems other organisations don't know how to solve.
None of that is a new business. It may be the business you already have, sold to someone who is not the person you currently serve.
An organisation whose entire direction can be redrawn by one unsuccessful funding round isn't running a strategy, it's renting one. What you have is a landlord disguised as a funder.
Funders matter and they should be part of your strategy. They shouldn't be able to switch the whole thing off.
We find the value already inside your organisation, turn the strongest opportunity into an offer people will pay for, and put it in front of real buyers before we finish.
An offer is something your organisation can repeatedly provide to a defined customer in exchange for money. A service, a program, a product, a training offer, a membership, a licensed methodology, a corporate partnership, an advisory offer, or something we haven't thought of yet.
This isn't about finding another funding source. It's about creating something people genuinely want to buy, using capabilities and knowledge your organisation already has.
We don't spend sixteen weeks building a beautiful strategy for you to implement later. Your idea meets the real world before we finish, so you'll know what buyers think and what they'll commit to.
Your team's time is capped and written into the scope. You bring the decisions, the expertise and the access. We do the strategic production. No homework, no disappearing for six weeks and returning with a deck.
You don't leave with a strategy deck telling you what to do. You leave with the things you need to sell it, deliver it and get it approved.
We understand the organisation as it actually is today. Your current model, customers, capabilities, assets, unmet needs, constraints and readiness. We find what's already working, what's getting in the way, and where there might be something worth building.
We look for the value hiding in plain sight. What do you know? What do you have? What do people need? Where could value be created? And, crucially, who would pay for it? We develop three possible futures for the organisation, not three variations of the same safe idea.
Now we make the decision. Each opportunity is tested against impact, demand, income, capability and feasibility. One gets backed; not because it's the most exciting idea in the room, but because it has the strongest case for investment.
Now we make it real. The offer, the customer, the value proposition, the delivery model, the pricing, the capability required, and the assets that make it sellable and deliverable.
We put the smallest useful version of the offer in front of real buyers. A paid pilot, a pre-sale, a prototype, a customer commitment, or another test designed to generate the strongest possible evidence.
The final two weeks turn evidence into a decision and a practical next move. Go, refine or kill. And a 90-day roadmap built around the reality of your team, your systems and your constraints.
Take something you already do and offer it to a new audience, or in a new way.
Turn existing expertise, methodology or IP into something repeatable and scalable.
Build something genuinely new from an emerging or unmet need.
Every opportunity is assessed against five criteria.
Will it strengthen the mission?
Does someone want it badly enough?
Can it generate meaningful return?
Can we credibly deliver it?
Can we do it without breaking the organisation?
The result isn't a room full of exciting ideas. It's a decision you can defend.
People saying they like an idea isn't evidence that they'll buy it. The Evidence Ladder gives us progressively stronger signals of real demand.
Someone says they'd use it.
Someone commits time, provides data or joins a waitlist.
Someone signs up or agrees to a pilot.
Someone actually pays.
The goal isn't Level 4 every time. It's to reach the strongest evidence we can realistically get before you invest further, and to be completely honest about which rung you've reached.
Because the point isn't to build offers that sound good. It's to invest in the ones with real potential to create income and more impact.
Three viable pathways identified through the Opportunity Map, scored and ranked.
A new offer, designed, costed and tested with real buyers.
A board-ready case for the investment required to take it forward.
The specific assets required to sell and deliver the offer. Pricing and cost model, sales kit, offer prototype, delivery playbook, board case or customer onboarding experience. We decide which four matter most once we know what we're building.
Exactly what needs to happen next, built for the reality of your team and systems.
No strategy deck. No sixty-page report.
The evidence supports launching. You have what you need to start.
There's something here. It needs adjustment before it's worth investing further.
The evidence says don't invest further. You still leave with the Opportunity Map and the other two futures.
You're not paying me to make your original idea work. You're paying me to find out whether it's worth building.
Creative thinking. Feet firmly on the ground. Designed for implementation.
You'll hear me ask
I'm an industrial designer who has spent fourteen years working exclusively with purpose-led organisations, from frontline teams to board tables. Along the way I've learned to read a P&L, design services, develop new concepts, lead change, work with boards, facilitate decisions, and turn ideas into things people can actually use.
Years working exclusively with purpose-led organisations
Founders and leaders, from frontline teams to board tables
Teaching Customer Experience Design at the University of Melbourne, a subject I co-designed in 2022
To build a bathroom for low-income families, with no prior knowledge required
Most people in this market either think or make. I do both, which is why what gets designed is built for the reality of the organisation that has to deliver it.
Your CFO helps you understand the numbers, strengthen your financial strategy and identify what the organisation needs to be viable. They help you understand where the money needs to come from.
I work on the other side of the equation. What could you actually sell? I help you design what you can offer to bring more of it in.
If you already have a CFO, I want them in the room. If you need one, I can recommend trusted partners.
The value already exists, and you're currently giving much of it away. I'm not asking you to sell your purpose, or to charge the people you serve. I'm asking a different question: who else has a problem your organisation is uniquely equipped to solve, and would pay you to solve it?
Correct. The buyer for the new offer usually isn't the person you serve today. That's the point.
It will, if you bolt another business onto the organisation. It shouldn't, if the offer is designed properly. The delivery model and pricing need to cover the real cost of delivering it before you scale. That's part of the work we do together.
Often the problem is that the social enterprise becomes a second business built around capabilities the organisation doesn't actually have. We start somewhere else: what are you already exceptionally good at, and who else needs it?
The most common thing I hear. Most consulting produces reports. You leave here with equipment, and with evidence about whether anyone will pay.
Then I'll tell you, and that's why we test before you invest heavily in building it. Before we get anywhere near a kill decision, we'll adapt and iterate to find a version that does work. You may leave with a Go, a Refine or a Kill, and all three are useful decisions.
This isn't priced by the day or the hour. You're investing in the opportunity, the evidence and the equipment required to take it forward.
The offers we design are built to generate $250,000 to $500,000 a year and beyond once established. What any single offer earns depends on the market, the product and the effort behind it, and by week twelve you'll have the business case in front of you and can judge for yourself.
Fixed fee. Fixed scope. No surprise invoices.
The first three organisations receive founding-client pricing, in exchange for permission to document the work, the outcomes and the lessons, agreed upfront.
A first conversation costs nothing and commits you to nothing. Bring the challenges, the ideas, the things you've tried, the thing you can't quite name. We'll work out whether there's something here worth building.
If I don't think the SHiFT Lab is right for your organisation, I'll tell you, and I'll tell you what I'd do instead.
What's happening, what's getting in the way, and what you're seeing that others aren't.
Scope, capped hours, investment, and exactly what we're building together.
Sixteen weeks later you have an evidence-backed, market-tested offer and a clear decision about what happens next.
Four organisations in 2026. The last one starts late September, because I'm on maternity leave from mid-January.
If the timing isn't right, or the four places have gone, join the waitlist. You'll be first to hear when the next round opens in mid-2027, and first to hear about the group program for organisations earlier in the journey.
See you soon,