04 / Past Projects & Clients
29 projects · 18 countries
Projects.
Every project in our portfolio begins with a question: what does this organisation, community, or system genuinely need to thrive? We do not arrive with a template. We arrive with deep knowledge of the cultural sector, rigorous methodology, and a commitment to work that endures beyond the engagement.
Our work spans the full arc of cultural development, from establishing organisations and designing governance, to building financial resilience, training the next generation of leaders, evaluating impact, and creating programming that has reached audiences of millions. Across every brief, we have worked alongside governments, royal offices, international bodies, national institutions, and grassroots organisations to deliver change that is locally grounded and globally informed.
29
Projects delivered
Culture · Education · Policy · Festivals · Theatre · Creative economy
18
Countries
UAE · New Zealand · Nepal · Pakistan · India · Bangladesh · South Africa · Eswatini · Spain · France · Kenya · Australia · Italy · United Kingdom · Seychelles · China · Belgium · Rwanda
5
Continents
Asia · Africa · Europe · Oceania · Middle East. Bridging the Global South in dialogue with the world.
- 01 Setting Up a Non-Profit and the Region's Flagship International Children's Film Festival
- 02 Growing the Sharjah International Children's Film Festival
- 03 Developing a Fundraising Strategy for Individual Giving
- 04 Training South Asian Arts Managers in Marketing and Institutional Development
- 05 Training Master Trainers for Arts-Integrated Education
- 06 Feasibility Study for a New Arts and Culture Centre in Lahore
- 07 Strategic Planning and Financial Planning Training for Arts Professionals
- 08 Impact Analysis and Institutional Legacy Report
- 09 Strategic Oversight for Organisational Development
- 10 Community Arts Practice Toolkits and Training
- 11 Arts Education Content Creation and Teacher Training
- 12 Arts and Culture Curriculum Development
- 13 TEDxBarcelonaWomen: Curation and Cultural Programming
- 14 Maard Ban: Documentary Film and National Cultural Dialogue
- 15 Balance the World and Fearless: Publishing and Cultural Outreach
- 16 Innovation Journey Nairobi: Documentary and Cultural Exchange
- 17 Organisational Transformation of a Theatre Company for Young Audiences
- 18 Entrepreneurial Leadership in Major Theatre Institutions
- 19 National Youth Arts Landscape and Cultural Investment Strategy
- 20 School Drama: Arts, Education, and University Collaboration
- 21 Venice Biennale: Cultural Relations Strategy and Sustainable Business Model
- 22 India/UK Together: Season of Culture
- 23 Tara Theatre: Cross-Cultural Theatre Capital Development
- 24 Supporting the Cultural and Creative Economy in Seychelles
- 25 Revitalising Local Areas Through Arts, Culture, and Heritage
- 26 A Design Policy for South Africa
- 27 International Cultural Leadership Training Programme
- 28 African Youth Heritage Hub Strategic Planning
- 29 Setting up a Non-Profit & the Region's Flagship International Children's Film Festival
All projects — 29 projects
Building cultural value, project by project.
Book a 30-minute conversation →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
Challenge
A non-profit organisation was needed to advance children's film, media education, and creative storytelling in the Arab region.
What we did
We shaped the organisation's mission, vision, governance structure, operating framework, and founding team, and developed partnerships with schools, cultural stakeholders, and potential sponsors.
Outcome
The initiative created the foundation for an international children's film festival, a major regional platform combining programming, outreach, sponsorship development, and youth engagement into a sustainable structure.
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 · 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
Challenge
A theatre company for children and young people faced financial vulnerability and needed national recognition for artistic excellence, community impact, and organisational resilience.
What we did
Over eight years we expanded youth ensembles across metropolitan, regional, and remote communities, developed commissioning partnerships, strengthened national co-productions, and embedded long-term planning, digital capability, and governance systems.
Outcome
The organisation achieved 30 per cent financial reserves and doubled government and philanthropic income, becoming a more stable, ambitious, future-ready organisation.
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
Challenge
The British Pavilion at La Biennale di Venezia needed a more sustainable business model for the UK's cultural relations strategy.
What we did
We consulted internal arts and business teams, senior sector stakeholders, funders, and government partners, then delivered commissions, exhibitions, tours, fellowships, public programming, and Pavilion restoration.
Outcome
Strategic positioning and long-term sustainability were strengthened, culminating in a Special Mention for National Participation in Architecture 2025 at La Biennale di Venezia.
Creative Economy & Policy · Programming & Curatorial
India/UK Together: Season of Culture
British Council
14.3m audiences
Challenge
India's 75th anniversary of independence called for a bilateral season of culture to strengthen exchange, advance equitable opportunity, and deepen mutual understanding between India and the UK.
What we did
We directed a major season spanning arts, education, English, and creative industries, engaging 1,945 artists and 51 major partners across 21 cities in India and the United Kingdom.
Outcome
The season reached 14.3 million audiences, contributed to creative economy cooperation during India's G20 Presidency, and positioned the UK as a strategic cultural partner.
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.