Most organisations don't need more advice. They need someone who can get hold of a difficult situation and actually move it forward.I work with senior leaders when programmes are stuck, at risk, or going through significant change - the kind of moments where the stakes are high and the path forward isn't obvious. I'm typically brought in fractionally, embedded in the work rather than observing from the outside.My background is in complex, high-pressure environments - places where funding, reputation, and people are all on the line at once. I add calm judgement, a clear head, and I bring people with me.

about

I started out in politics, moved into the third sector, then dabbled briefly in corporate life before deciding it wasn't for me. Since moving to Portugal in 2019 to turn a derelict ruin into a home for me and my family, I've worked exclusively across the third sector, public health and in environments where I feel I can make a lasting difference. Much of my recent work has been in public health and addiction services, including significant time working across the gambling harm sector.Still based in Portugal and working primarily remotely, I work on one project at a time. This means when I'm working with you, I'm genuinely committed and prioritising what matters to you. I work closely with you and your team to bring calm, clarity and a sense of control back.

What i do

Experience

Over fifteen years working at the difficult end of organisational change - when contracts are in trouble, programmes are behind, or transitions nobody quite knows how to manage. Here's some of what that's looked like.

in practice

A national charity held a £7m contract to coordinate the UK's gambling treatment network. When the contract was terminated with six months' notice, they faced simultaneous TUPE processes, redundancies, a breakdown in the commissioner relationship, and an unforeseen data management crisis - all against a backdrop of sector-wide funding uncertainty.Brought in at the start of the process, I mapped the full scope of what needed to happen across HR, data, finance, clinical, and communications. I set up joint governance with the commissioner, managed the relationship at multiple levels, and solved the data crisis by negotiating a funded extension and supporting the build of a parallel data system.By the end, the organisation had navigated the wind-down while retaining over £10m in contracts with the same commissioner - rebuilding a deeply fractured relationship into one where both sides genuinely wanted to make it work.

testimonial

"Cami read the room with precision, knowing where leverage lay, when escalation was required, and how to move difficult work forward without creating unnecessary friction. She is a skilled operator in ambiguous environments, with a rare ability to bring people with her through difficult change." - former Executive Chair, GamCare"Cami has been recalled multiple times because of the quality of outcomes she delivers. She has the right project management and organisational skills combined with the influencing and interpersonal skills needed to achieve buy-in and get the job done." - former Director of Development, GamCare"Cami picks up organisational problems quickly, identifies solutions, and delivers long-lasting, sustainable change. Her personable, person-centred approach means she is able to take staff with her - while still focusing on organisational outcomes." - Deputy CEO, Green Party of England and WalesThese and other recommendations can be found on my LinkedIn profile