Collaborations.
I keep the number of concurrent engagements deliberately small. The work is for educational, cultural, and mission-driven organizations — on positioning, identity, digital infrastructure, or the full system that connects them.
Most of the work begins with one question:
What does this institution need in order to become coherent?
The answer usually lives across three layers: how it thinks, how it appears, and how it works.
This work is for museums, schools, science centres, educational NGOs, foundations, and founders of mission-driven learning projects.
Usually, the institution already exists. The work is real. The ambition is clear. But the form it presents to the world has not yet caught up with what it is becoming.
If you recognize that point, the conversation is usually worth having.
Not every institution arrives able to name what it needs. Often the more useful first step is smaller: an accurate account of where the institution actually stands.
The Coherence Audit is that step — a fixed-scope diagnostic of how an institution thinks, appears, and works. Two to three weeks, entirely remote, approximately two to three hours of institutional time in total, and a written report with a first-ninety-days roadmap.
The audit is complete in itself. Some institutions end there. Some continue.
Institutional Digital Rebuild is a second defined engagement: digital restructuring for museums, science centres and educational or cultural organisations whose website, public language and digital processes no longer reflect how the institution actually works.
A defined scope, a concrete handover, and responsibility through the working version where implementation is part of the agreed work.
Larger custom engagements are scoped and priced separately, depending on the size and complexity of the institution. Final scope, fee and terms are agreed in writing before any work begins.
A short email is enough.
Tell me who you are, what you are building, and what feels unfinished, misaligned, or ready for its next form.
I read every message myself, and reply to the ones I can take on or meaningfully respond to.
Each collaboration involves real institutional thinking, not templated delivery.
For that reason, I take on only a few engagements at a time.
If we cannot work together now, I will say so directly — and where possible, point you toward someone who may be a better fit.
I build systems that protect what must remain human inside education.