Projects.

Strategy & Direction · Programming & Curatorial

Setting Up a Non-Profit and the Region's Flagship International Children's Film Festival

The Executive Office of Her Highness Sheikha Jawaher Bint Mohammed Al Qasimi

Programming & Curatorial · Delivery & Implementation

Growing the Sharjah International Children's Film Festival

FANN Media Discovery Platform

Strategic support was provided to expand the reach, profile, and operational capacity of a leading children's media festival in Sharjah. The work included strengthening international collaborations, supporting the recruitment of a high-profile jury, and developing improved systems for programming, project management, technical planning, and team development.

These interventions increased the festival's artistic credibility, strengthened its regional and international positioning, and improved the quality of delivery across festival operations. The project helped consolidate the festival as a recognised platform for children's film, media learning, youth participation, and cross-cultural creative exchange.

Revenue & Sustainability · Strategy & Direction

Developing a Fundraising Strategy for Individual Giving

National Youth Theatre

A comprehensive fundraising strategy was developed to strengthen individual giving and deepen donor engagement for a national youth theatre organisation. The work included reviewing existing donor relationships, analysing giving patterns, identifying growth opportunities, and mapping pathways for more consistent supporter cultivation.

The resulting strategy included a multi-tiered giving framework, donor communications approach, implementation roadmap, and special events calendar. It aligned fundraising activity with the organisation's artistic purpose and long-term ambitions, supporting stronger relationships with supporters and improved financial resilience.

Learning & Capability · AI & Communication

Training South Asian Arts Managers in Marketing and Institutional Development

British Council

A four-day professional development programme was delivered for arts managers from Nepal and South Asia, focused on marketing, institutional growth, and audience development. The programme combined case studies, practical exercises, peer learning, and applied planning tools to help participants strengthen the visibility and sustainability of their organisations.

Participants developed tailored marketing plans connected to their own organisational contexts, audiences, and resource realities. The training supported arts professionals to think more strategically about communications, positioning, institutional growth, and community engagement, while also building a shared regional learning environment.

Learning & Capability · Programming & Curatorial

Training Master Trainers for Arts-Integrated Education

UNESCO

A national training programme was developed for master trainers working to integrate arts-based approaches into schools across Pakistan. The training covered arts-based pedagogy, inclusive learning, community engagement, event design, and practical methods for using creative activity to strengthen participation in school life.

The programme supported trainers to design approaches that could improve attendance, celebrate student achievement, and position schools as cultural hubs within their communities. It strengthened the capacity of educators and facilitators to use the arts as a tool for learning, inclusion, confidence-building, and stronger relationships.

Research & Insight · Delivery & Implementation

Feasibility Study for a New Arts and Culture Centre in Lahore

The Little Art

A feasibility study was undertaken for a dual-purpose cultural centre in Lahore, designed to operate as an evening venue for performances and workshops and as a daytime early childhood education space for underprivileged children. The work included market research, stakeholder engagement, spatial planning, and financial modelling.

The study supported the development of a viable, community-facing model that connected cultural programming, education, and social impact. The centre subsequently launched and now functions as a creative hub for learning, performance, participation, and community life.

Strategy & Direction · Learning & Capability

Strategic Planning and Financial Planning Training for Arts Professionals

Various Arts and Cultural Organisations

Short courses on the fundamentals of arts management were delivered for arts professionals across India, Dhaka, and Kathmandu. The training focused on strategic planning and financial planning, giving participants practical tools to connect organisational ambition with realistic operating models, resource management, and long-term sustainability.

The programme supported cultural practitioners to strengthen decision-making, understand financial structures, and develop clearer planning habits within their organisations. By combining strategic thinking with practical financial literacy, the training helped participants build stronger foundations for programme delivery and resilient leadership.

Research & Insight · Strategy & Direction

Impact Analysis and Institutional Legacy Report

Kolkata Centre for Creativity

An impact study and institutional legacy report was developed for a multi-arts organisation seeking to better understand, articulate, and communicate its contribution to stakeholders, partners, staff, and the wider cultural sector. The work reviewed organisational activity, programme outcomes, institutional value, and longer-term cultural significance.

The final report functioned as both an evidence base and a strategic asset, supporting advocacy, stakeholder engagement, internal learning, and future planning. It helped the organisation frame its achievements with greater clarity and connect its artistic, civic, and institutional impact to a stronger narrative of public value.

Organisations & Leadership · Strategy & Direction

Strategic Oversight for Organisational Development

Public Arts Trust of India

Strategic oversight was provided to support a public arts organisation in strengthening its operational practices and long-term organisational direction. The work included reviewing existing systems, advising the team on areas for improvement, and identifying opportunities to sharpen internal processes, planning discipline, and institutional focus.

The project supported a more informed and practical approach to organisational development. It helped clarify priorities, strengthen operational alignment, and develop a longer-term view of the organisation's role, capacity, and future growth, contributing to a stronger foundation for sustainable public arts activity.

Learning & Capability · Delivery & Implementation

Community Arts Practice Toolkits and Training

Department of Sports, Arts and Culture, South Africa & STAND Foundation

Toolkits and train-the-trainer programmes were developed for community arts practitioners working across theatre, cultural development, and local creative practice. The materials covered the definitions, environment, and roles of community theatre, alongside governance, management, marketing, publicity, financial management, fundraising, programming, and project management.

The training strengthened the practical capacity of practitioners and facilitators to lead community-based arts initiatives with greater confidence and structure. It provided accessible tools for planning, delivery, communication, and sustainability, supporting community arts as both a creative practice and a vehicle for participation, local voice, and civic engagement.

Learning & Capability · Programming & Curatorial

Arts Education Content Creation and Teacher Training

Departments of Education across South Africa (Basic Education, Western Cape, Gauteng)

Educational content and learning support materials were developed for dramatic arts and creative arts education, including textbooks, manuals, DVDs, and classroom resources. The content covered theatre practice, South African theatre, Ancient Greek theatre, Elizabethan theatre, post-modern theatre, Brecht, and related areas of the curriculum.

Training was delivered over more than 20 years for subject advisers, teachers, and education practitioners, supporting the practical application of creative arts in primary and secondary classrooms. The work strengthened arts education delivery, improved teacher confidence, and helped embed creative learning within formal education systems.

Learning & Capability · Research & Insight

Arts and Culture Curriculum Development

Swaziland Ministry of Education and Training

Curriculum input was provided for the development of arts and culture education in primary schools. The work supported the creation of learning frameworks and teaching support materials designed to strengthen the place of arts and culture within the national education system.

The project contributed to a more structured approach to creative learning for young students, helping connect curriculum design with classroom practice. It supported the development of age-appropriate learning materials and broader recognition of arts and culture as essential components of education, identity, participation, and creative development.

Programming & Curatorial · Revenue & Sustainability

TEDxBarcelonaWomen: Curation and Cultural Programming

TEDxBarcelonaWomen

Four annual editions of TEDxBarcelonaWomen were curated and produced as a public platform for feminist cultural dialogue and international thought leadership. Each edition identified 15 to 25 global innovators in gender equity, developed speaker narratives, shaped the programme arc, and connected global ideas with Barcelona audiences.

The project included volunteer team leadership, funding development, communications, partnership building, and speaker coaching across six-month production cycles. It created a recognised convening space for gender equity, culture, and public dialogue, demonstrating the value of strong curatorial design, community mobilisation, and end-to-end cultural event leadership.

Programming & Curatorial · Research & Insight

Maard Ban: Documentary Film and National Cultural Dialogue

Independent Production with Local Cultural Partners

A documentary film project explored masculinity and gender norms in Pakistan through interviews with artists, entrepreneurs, activists, and community voices across the country. The creative process combined documentary production, cultural research, storytelling, and sensitive engagement with complex social questions affecting young men and boys.

A national screening tour used the film as a catalyst for facilitated conversations in schools, universities, and community venues. The project demonstrated how documentary practice can operate as both artistic work and civic platform, creating space for dialogue, reflection, and public engagement across diverse Pakistani audiences.

Programming & Curatorial · AI & Communication

Balance the World and Fearless: Publishing and Cultural Outreach

Independent Project Supported by the French Embassy in Pakistan

10,000+ downloads

A practical guide to gender equity was researched, authored, and published, launching at the Karachi Literature Festival and reaching schools across Pakistan through the distribution of 1,000 copies. The publication was later translated into French and downloaded more than 10,000 times, extending its international reach.

The work was followed by an illustrated children's book featuring 40 stories of inspiring Pakistani women, developed in collaboration with local illustrators and educators. Together, the projects connected publishing, education, feminist cultural production, and international outreach, creating accessible resources for young readers and wider public engagement.

Programming & Curatorial · Delivery & Implementation

Innovation Journey Nairobi: Documentary and Cultural Exchange

The A Factor

A documentary-based innovation journey in Nairobi showcased Kenyan innovators through video storytelling and connected them with international investors, cultural partners, and wider global networks. The project combined ethnographic filmmaking, curatorial selection, and cross-border exchange to elevate African creative and technological voices.

The initiative positioned local innovation within international conversations on humanitarian design, creativity, and social change. Related work in Beirut used curated talks and new media to explore creativity, gender justice, and technology in the Syrian context, demonstrating a sustained approach to South-to-North narrative exchange.

Organisations & Leadership · Revenue & Sustainability

Organisational Transformation of a Theatre Company for Young Audiences

Barking Gecko Theatre Company

30% reserves built

Organisations & Leadership · Programming & Curatorial

Entrepreneurial Leadership in Major Theatre Institutions

Sydney Theatre Company & Bell Shakespeare

14 plays commissioned

Senior cultural leadership was provided within two of Australia's major theatre institutions, advancing education, commissioning, youth engagement, and national access to high-quality theatre. At Sydney Theatre Company, 14 new Australian plays for young audiences were commissioned, alongside expanded partnerships, philanthropic support, and education programming.

At Bell Shakespeare, national education offers and school engagement were strengthened, supporting touring programmes that brought Shakespeare to young people across Australia. Across both institutions, the work demonstrated how entrepreneurial leadership within major cultural organisations can grow participation, develop new work, and elevate children's cultural access at scale.

Research & Insight · Creative Economy & Policy

National Youth Arts Landscape and Cultural Investment Strategy

Philanthropic Foundation

A sector-shaping analysis of Australia's children and youth arts ecosystem was developed to inform long-term cultural investment, advocacy, and philanthropic decision-making. The work mapped historical shifts, funding erosion, organisational vulnerabilities, policy gaps, and barriers affecting children's cultural participation.

The report drew on research, interviews, case studies, problem statements, and international comparison, including Norway's Cultural Rucksack. It identified strategic pathways for philanthropic leadership and sector renewal, contributing to national conversations on cultural rights, public value, and the future of youth arts in Australia.

Learning & Capability · Research & Insight

School Drama: Arts, Education, and University Collaboration

Sydney Theatre Company & University of Sydney

The early foundations of School Drama were co-developed as a pioneering partnership between a major theatre company and a university. The model integrated drama-based pedagogy with classroom literacy outcomes, pairing teaching artists with primary teachers to strengthen confidence, creative practice, and student engagement.

The programme has since become nationally recognised for its evidence-based approach, academic rigour, and impact on teacher professional learning. The initiative demonstrates how artistic practice, educational research, and institutional collaboration can create sustainable programmes that influence classroom learning, cultural participation, and arts education policy.

Strategy & Direction · Revenue & Sustainability

Venice Biennale: Cultural Relations Strategy and Sustainable Business Model

British Council

Creative Economy & Policy · Programming & Curatorial

India/UK Together: Season of Culture

British Council

14.3m audiences

Delivery & Implementation · Organisations & Leadership

Tara Theatre: Cross-Cultural Theatre Capital Development

Tara Arts Group Ltd

£2.8m capital project

Executive leadership was provided for a £2.8 million capital development project creating the United Kingdom's first dedicated cross-cultural theatre in London. The work supported the development of a significant cultural infrastructure project while strengthening the organisation's artistic, operational, and community-facing role.

The project also supported the development of diverse emerging and established theatre creatives through national and international tours, West End transfers, co-productions, and research and development. It included leadership of Black Theatre Live, a touring consortium of nine regional theatres commissioning and producing Black and Asian theatre tours and digital streaming.

Creative Economy & Policy · Learning & Capability

Supporting the Cultural and Creative Economy in Seychelles

Seychelles Government & Seychelles National Institute of Culture, Heritage and Arts

Long-term support was provided to strengthen the cultural and creative economy in Seychelles over a 15-year period from 2012 to 2026. The work included cultural industry strategies, institutional design, cabinet documents, and policy development to protect the rights and status of artists and cultural professionals.

Support also included UNESCO 2005 Convention reporting, strategic roadmaps, and training in programme management, cultural leadership, socio-economic rights, and the status of artists. The work engaged artists, creatives, cultural organisations, government officials, and institutional leaders, contributing to a stronger enabling environment for cultural sector development.

Creative Economy & Policy · Research & Insight

Revitalising Local Areas Through Arts, Culture, and Heritage

UNESCO Beijing Office

Technical support was provided in 2024 to Gansu Province as part of the Gansu Revitalization and Innovation Project, financed through a World Bank loan. The work focused on the role of arts, culture, and heritage in local development, placemaking, innovation, and regional revitalisation.

The support addressed business models for arts and cultural organisations, city placemaking through culture, entrepreneurship capacity building, and monitoring and evaluation. The project helped connect cultural planning with economic development, local identity, and practical implementation, supporting culture as a driver of inclusive place-based renewal.

Creative Economy & Policy · Research & Insight

A Design Policy for South Africa

Department of Sports, Arts and Culture via the Craft and Design Institute

A national design policy was developed for South Africa's Department of Sports, Arts and Culture in relation to other government departments, agencies, intermediaries, creatives, crafters, and designers. The process explored how design could contribute to cultural, economic, and social development across multiple spheres of government.

A design-led consultation process was hosted across several cities, engaging designers, creators, intermediaries, and sector organisations. The resulting policy work strengthened the case for design as part of the creative economy and provided a framework for sector development, public value, and coordinated government action between 2024 and 2025.

Learning & Capability · Organisations & Leadership

International Cultural Leadership Training Programme

VLIR-UOS · Wits School of Governance · Antwerp Management School

20 leaders trained

A three-year international cultural leadership training programme was designed for mid-career cultural leaders from Flanders and South Africa. Funded by VLIR-UOS for 2024 to 2027, the programme created six learning labs focused on strengthening cultural leadership competencies, peer exchange, and applied leadership practice.

The programme supports 20 cultural leaders through a mix of structured learning, reflection, and international exchange. A week-long physical lab held at Wits School of Governance in December 2025 focused on leadership identity and common purpose, helping participants build practical tools for leading across complex cultural and institutional contexts.

Strategy & Direction · Revenue & Sustainability

African Youth Heritage Hub Strategic Planning

ICCROM

A five-day strategic planning process was facilitated in Rwanda for African Youth Heritage Hubs connected to Egypt, Rwanda, Kenya, Zimbabwe, and South Africa. The work supported the development of a shared concept document setting out a ten-year vision for youth-led heritage development across the continent.

The process also included the creation of a resource mobilisation plan, identification of partners, stakeholders, and funders, and support to the Task Committee to refine the final document. The project strengthened regional collaboration, long-term planning, and investment readiness for youth-centred heritage initiatives in Africa.

Organisations & Leadership · Strategy & Direction

Setting up a Non-Profit & the Region's Flagship International Children's Film Festival

Mena Film Institute

Support was provided for setting up a non-profit organisation and establishing the region's flagship international children's film festival. The work addressed governance, operational frameworks, and strategic planning for a new cultural institution focused on children's cinema and media.

The initiative strengthened institutional capacity, created sustainable business models, and positioned the festival as a leading platform for children's creative content in the Middle East and North Africa region.

Organisations & Leadership · Creative Economy & Policy

Catalysing Aotearoa's Asian Performing Arts Scene

ORYZA (formerly The Oryza Foundation for Asian Performing Arts) • Where The Asians At‽ (Aotearoa)

In 2007, Aotearoa's Asian performing artists had nowhere of their own to stand — no professional organisation, no dedicated funding pathway.

One kaupapa, carried for two decades: ORYZA, first of its kind in the country; productions — The Mooncake and the Kūmara 月饼和红薯, TEA, Scenes from a Yellow Peril, Basmati Bitch; the Asian Diaspora Dialogues; and, born in lockdown, Where The Asians At‽.

It carried to national level: NZ On Air's Pan-Asian music funding framework, and funds that did not exist before — the New Music Pan-Asian Fund, the Asian Artists' Fund (2022–2026).

Research & Insight · Programming & Curatorial

ASIAN(SOUND)SCAPES: Kaupapa and Research Before Platform

ASIAN(SOUND)SCAPES Festival

Auckland is 31.3 per cent Asian and growing fastest (2023 Census) — yet Aotearoa, so far as is known, had never staged an all-Asian music festival.

The question came first: First Findings from Conversations with Asian NZ Musicians — CARE, Massey University, funded by the NZ Music Commission — documented the precarity these musicians work under.

The answer travels: a festival that pops up where its audiences already are — Potters Park, Basement Theatre, Ponsonby Social Club, Auckland Live's Summer in the Square — 200-plus Pan-Asian artists, audiences nearing 3,000, no fixed venue.

* Kaupapa (te reo Māori): the foundational purpose and principles of an undertaking — the “why” that precedes and governs the “what”.

Organisations & Leadership · Revenue & Sustainability

Modern Māori Quartet: Recovering the Name, Touring the World

The Modern Māori Quartet Ltd

A kaupapa Māori showband headed for the world with a problem: the trade mark to its own name sat with a former manager, registered in her favour a month after parting ways.

IPONZ settled it in 2017 — a bad-faith filing, the name affirmed as the Quartet's own — one chapter in almost a decade of Te Tiriti-based co-management.

The Quartet took the name to four continents — 105 cities across twelve countries, twenty-plus across China in three years — peaking at 107 performance days to audiences above 60,000 in one year.

* Kaupapa Māori: grounded in Māori principles and values — here, a management partnership operating on Māori terms under Te Tiriti o Waitangi.