Here it is described how I solved different problems at different institutions where I have been working in various positions (about institutions and positions you can read on CV page).
Create an organisational structure that will enable the organisation to remain resilient to crises and changes in leadership
Situation: Within the organisation, all processes are centred on the leader; the organisation is unable to make strategic decisions or manage key operational processes, including financial ones, without her. As a result, the organisation was vulnerable in times of crisis, and it was impossible to plan for scaling up its operations.
Solution: The restructuring of the team’s working arrangement to distribute responsibilities, alongside the introduction of a programme to enhance competencies and pass on prior experience and the organisation’s culture.
Analyse the organisation’s operations and propose a plan for operational changes
Situation: A young, non-profit organisation was at a stage of development where it was necessary to redistribute tasks, ease the leader’s workload, and revise work plans.
Solution: I analysed the current operational model, decision-making processes, areas of responsibility, document flow, and fundraising. I identified key bottlenecks in operational processes, held meetings, and prepared recommendations for their improvement. Based on this analysis, I developed an operational plan and implemented some simple improvements straight away.
Strengthening the localisation of humanitarian aid
Situation: Since 2022, Ukraine has seen an influx of humanitarian aid and international organisations bringing their expertise. There was a need to develop the approaches and capacity of local organisations and to create mechanisms grounded in the local context.
Solution: Whilst working as an advocacy coordinator, I quickly immersed myself in the field of humanitarian aid localisation, which was new to me. I analysed the documents governing the work of the national coordinating body, prepared detailed proposals for their improvement, and presented the organisation at working meetings. After the collaboration ended, I continued to research the topic and published a series of analytical pieces tailored to different audiences.
Situation: The organisation needed to attract foreign charitable funding in a sector where international links were poorly established, utilising its own existing network of contacts on both sides.
Design a format for meetings that would encourage collaboration between people who were previously unfamiliar with one another
Solution: Having analysed the capabilities and needs of potential donors and beneficiaries, I proposed a format for meetings that would foster keen interest and establish a direct emotional connection between decision-makers on both sides. This laid the foundations for further direct communication without the need for additional facilitation.
Situation: Female leaders of organisations and departments lack the support they need to make operational decisions and to work effectively whilst under the pressure of responsibility.
Solution: I launched the Women Managers’ Club – as a place for women who manage people and processes to meet, exchange ideas and offer one another support. Since then, I have trialled several working formats, gathered feedback from participants, and continue to seek a model that will enable such a community to be financially sustainable. This project has served as a laboratory for me to develop professional communities and test various models of interaction.
Develop an approach to the organisation’s institutional development
Situation: The organisation had the opportunity to secure funding for institutional development; however, the open nature of this funding required a clear justification of exactly what changes the organisation needed and why they were important. Common donor approaches often focus on specific tools — for example, the creation of individual policies or procedures, or the strengthening of specific functions.
Solution: I helped the organisation rethink its needs at a more systemic level and develop a vision for the team’s capacity building. Instead of adapting to ready-made donor solutions, it was proposed to develop the team’s ability to analyse the context independently, understand the logic of the sector and devise their own solutions. This made it possible to formulate a more long-term development strategy, whilst at the same time speaking the same language as donors and institutional development stakeholders.
Increasing footfall at the cinema
Situation: People did not go to the small old cinema, they preferred the modern format of multi-screen cinemas in shopping malls.
Solution: Having analysed the cinema’s potential and advantages, as well as my own resources, I decided to engage event organisers who did not have their own venue in the city. Once audiences had attended these organisers’ events, they would return to this now-familiar venue to watch films. Furthermore, as it was an unusual venue and an original event, they were keen to share their discovery with their friends, providing free publicity.
Establishing a support model for new activists
Situation: Having an exhaustive medium-term resource, it was necessary to create a framework for effective support of activist initiatives from people who do not have professional experience in public projects, and therefore have difficulties with realistic planning. The methodology for solving the problem is also linked to the global goals of building social movements and developing civil society.
Solution: The following framework was developed with three components that complement each other: 1) peer-to-peer support for activists of the same level, 2) financial support to attract additional resources and practice working with project structures, and 3) assistance in promoting ideas and projects in the media space.
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