What I do

Most organisations I work with have already hired agencies, deployed platforms, and run projects. Some worked well. Many did not. The reason is rarely the tool. A digital consultant helps you step back from the immediate problem and look at the full picture: how your teams are organised, how decisions get made, what processes are in place and how well they are documented, what your audiences do and actually want, and whether your technology supports or hinders all of that. In practice, my work ranges from digital strategy and governance to fundraising programmes, AI frameworks, technology selection, and upskilling. The common thread is helping organisations make better decisions about digital, and giving their teams a framework with templates and tactics they can use.

An agency builds things. I help you decide what to build, why, and whether you are ready to do it. I have no delivery team to keep busy, no preferred technology to sell, and no interest in making a project larger than it needs to be. I often work as an extension of your team. I am also sector-specific: all my work is with NGOs, charities, and international organisations. That means I understand your funding constraints, your governance structures, your audiences, and the tools our sector actually uses. Most of my clients ask me back for a second or third project, which I take as the best measure of whether my work was useful.

It varies considerably. A focused audit or technology selection process might take two to four weeks. A full digital transformation programme with stakeholder workshops, governance design, and roadmap can run over three to six months. The pace is usually set by your organisation's capacity to engage, not by mine. I try to be clear about scope and timeline before any work starts, and I keep things moving without creating unnecessary pressure on already stretched teams.

Yes. Technology selection is one of my core services. I have run procurement processes for CMS platforms, donation platforms, and marketing automation tools for more than thirty organisations. I start by gathering proper requirements from your team rather than jumping to a shortlist. That means understanding what you actually need the tool to do, what your team can realistically manage, and what your budget allows. I then review what is available, help you run a structured RFP process, evaluate proposals, and support the final decision. I also scope pilot projects so you can test before committing to a multi-year contract. Sometimes, I help you implement or configure the tools once selected or brief an agency or a partner.

Yes, and with the same level of commitment. Some of my longest relationships are with small organisations that do not have a full-time digital person. In those cases I often act as a part-time head of digital, available when something needs thinking through or moving forward. Larger organisations: international NGOs, UN agencies, major charities, need a different kind of engagement: more structured, more stakeholders, more governance. I have worked across both ends of the spectrum for many years and I adjust my approach accordingly. The first conversation is always worth having, whatever your size.

Most organisations I work with are not ready, and that is completely normal. The pressure to adopt AI is real, but moving without a framework creates more problems than it solves. My starting point is always a readiness review: what is already happening informally, where the real risks are, and what is genuinely possible given your team's capacity and your data quality. From there I help you build a practical framework covering use cases, red lines, data policy, and governance. The goal is not to make your organisation an AI leader overnight. It is to give your teams clear, practical guidance so they can use tools like generative AI, predictive AI, and agentic AI responsibly and effectively, without the hype and without the risk. Take a simple AI readiness quiz.

Yes, though my focus is on the strategy and infrastructure behind the campaign rather than execution. That means defining the audience, the ask, the donor journey, and how you measure what works. I map the full journey from first contact to conversion, stewardship, and reactivation; covering acquisition, retention, regular giving, and the data you need to improve over time. For media buying and creative production I work with trusted specialist partners. I can help you brief, select, and manage them so the campaign stays coherent from first impression to long-term donor relationship. Whether you are launching a new acquisition programme, improving a struggling retention campaign, or building your first regular giving product, the starting point is always the same: understanding what your donors actually do, not what you hope they do.

More than I can count. I tend to get called when something has already gone wrong, or is about to. Over the years I have dealt with a vendor going silent two weeks before a major campaign launch. I found, briefed, and onboarded a replacement in time. A head of digital leaving mid-project with no handover. I stepped in to manage the team and keep delivery on track. A donation platform failing during a live emergency appeal. I coordinated the technical response while keeping the campaign running on a backup. An agency delivering work entirely off-brief with no time to redo it. I rebuilt the critical parts overnight. A CRM migration going badly wrong three months before a major fundraising peak. I restructured the project and stabilised the data in time. If something has gone wrong, or you can see it coming, get in touch early. The sooner I can look at the situation, the more options there are.

It depends on the scope. I produce a written estimate before any work starts, then invoice based on time actually spent. Projects typically range between 5 and 50 days of consultancy. Most projects are between 10 and 15 days and come in under £15k. Larger and more ambitious projects such as full digital transformation programmes, technology procurement processes, or ongoing partnership arrangements take longer and cost more. A focused audit or a single workshop can be much lighter. The first conversation is always free, and I will always be upfront if I think a project is likely to exceed your estimate budget.

I am based in Madrid and Valencia and work internationally, primarily in English and French, not yet much in Spanish. Almost all of my work is remote. Video calls, shared documents, and collaborative workshops work well for the kind of strategic and programme I do. When it is genuinely useful to be in the same room: for a key stakeholder workshop, a team session, or a difficult conversation, I travel. I have worked with organisations across Europe, the Middle East, Africa, Asia, and North America. Location has never been a barrier.