The challenge for Yellow Submarine was to become a more sustainable social enterprise. Their CEO and founder wanted to reduce the organisation’s reliance on grants and trusts whilst trying to grow and expand its range of services for its beneficiaries.

Running the day to day operation meant that the CEO found it very difficult to devote time to achieving this aim. Our mentor supported him to focus on this challenge and to assess and redefine the strategy of Yellow Submarine.

Reducing the Risk was looking to make a step change in their service development. Their aim was to move from a small charity to developing an enterprise with training ‘packages’ and national networks.

The challenge was to bring their many ideas together in an effective way.

Our mentor’s role was to help the trustees articulate their shared values and to develop a sense of shared ownership in their strategic direction and goals.

SOFEA’s co-founder and CEO approached us for a mentor at a privotal time in the organisation’s development. They needed help with how successfully to amalgamate two organisations to effect the best outcome for the young people they served.

This involved developing a strategic plan for the bringing together of the two organisations, combining their Boards and working carefully and systematically through any governance issues resulting from the change.

The Talking Shop project was only four years old when Charity Mentors got involved. It was at an exciting but demanding stage of growth. There were so many new things they wanted to develop but never enough hours in the week to achieve the new developments and improve the running of their existing services. Our Charity Mentor worked with the chair of Talking Shop to help her with the task of leading the team and achieving the focus and development desired.