Between the tightening of government purses and increasing competition for philanthropic dollars, NFP survival is under threat. Business models stuck in the 20th century are exposing NFP’s who are operating as if it were business-as-usual.  Typical sources of revenue such as grants are disappearing but opportunities are emerging from the private sector. While this is a positive for the industry, the threat will be the increased pressured to demonstrate value and mission performance putting pressure on leaders to maintain efficient systems, purpose and staff engagement whilst trying to maintain delivery of essential services.


Sustainability will come to those NFP’s who adopt more longer-term strategies focussed on value creation, collaboration, integrating emerging technologies and development roadmaps that meet market demands into the future. Adopting new organisational postures focussed on superior leadership and teamwork will ensure NFP’s achieve the level of efficiencies to deliver their essential services sustainably whilst demonstrating superior performance to impact investors. Partnerships with other NFP’s as well as FP’s brings together a whole new level of opportunities for NFP’s to innovate their business models coupled with opportunities for FP’s to involve themselves in community based services. Such partnerships foster win-win outcomes for both parties, one that bridges the gap towards improved consciousness and overall sustainability within our communities.


  • Strategic Formulation
  • Threat and Opportunity Assessment
  • Sustainability Gap Analysis/ Maturity Assessment
  • Stakeholder Engagement – Materiality Review (AA1000)
  • Commercial Partnership Brokerage
  • ISO Compliance Review
  • Value Chain Health/ Sustainability
  • Sustainability Leadership Assessment and Development
  • Decision System Design
  • Digital Maturity Assessment
  • Digital R&D Program Development and Implementation
  • Circular Economy Maturity Assessment
  • Circular Economy Program Development and Implementation