Analysis, perspective, and case studies from nearly thirty years at the intersection of governance, technology, and civic power.
Most governance failures are not failures of rules. They are failures of culture, accountability, and the structures that make accountability real. In nearly three decades of governance training and board development work, here's what we've learned about what actually changes organisations.
A case study in long-game advocacy — and what it means to build infrastructure for a future others can't yet see. The dig-once legislation and public broadband coalition work from the early 2000s that the state eventually adopted.
Engagement is not the same as participation. And participation is not the same as power. The distinction matters for every platform, tool, and process that claims to serve democracy. What we've learned building Convexus.
Executive facilitation is not the same as meeting management. When rooms need to move — boards facing crises, coalitions facing fracture, leadership teams facing hard choices — the process is the intervention.
Most organisations are either racing toward AI or avoiding it entirely. The more interesting question is how nonprofits, governments, and advocacy organisations can adopt AI in ways that align with — rather than undermine — their missions.