Nonprofit teams

Technology consulting for nonprofits

Your team has people to support, volunteers to coordinate and services to deliver. I help find where the work gets stuck and stay involved in making it easier.

Map the work together Or just book a call

Who this is for: Nonprofit CEOs, COOs and the people responsible for technology, whether it is their official role or something they took on because someone had to. I work alongside your existing technical person, or help you establish that ownership.

The reason people call

This sounds familiar if…

A report means collecting the same information from several spreadsheets.
Registrations, volunteers or requests move between systems by hand.
One person knows how everything works, and everyone has to ask them.
Leadership and staff see different problems, and priorities are hard to agree on.
A vendor proposal needs someone on your side who can assess and manage the work.
People are concerned about a change, and you want to understand what would help them use it.

How this works

Understand it. Improve it. Stay involved.

First I speak with leadership about goals and constraints, then watch how the team works in practice. I bring back a map of the processes, the gaps and the reasons behind them. We agree on priorities with the person leading the work internally.

We run useful small improvements alongside deeper work on a more acute problem. At each step, we look for a practical improvement the team can use. We track results, ask the people affected and adjust as we learn.

I implement suitable work myself. For larger projects, I help select vendors and manage delivery on the nonprofit's behalf. You contract with and pay them directly. We decide where automation helps, where a person must stay involved and what to do when something goes wrong.

A change has to work for the people using it. Their concerns are part of the work.

Map the work together

Start with what happens in a normal week.

We talk to leadership and staff, look at the systems and handoffs, and choose the first improvements together. This gives the ongoing work a clear starting point.

What we look at

Leadership goals and the practical constraints on the team
Daily processes, repeated work and the reasons things get stuck
Existing tools, data quality, access and vendor responsibilities
Staff concerns and the places where human contact matters
The combined value of small improvements and the deeper problem to work on
Who will use, monitor and maintain each solution

What you get back

A process and gap map, grounded in conversations and observed work.
Priorities agreed with your internal lead, including quick improvements and deeper work.
An incremental plan with a baseline, a measure of success and clear ownership.
A handover and responsibility map: people, access, instructions and a practical check that someone can use the solution.

How long: Scoped together within ongoing support
Language: English or Hebrew
Where: Tel Aviv, or remote

An agreed bank of hours based on your needs, usually within a year-long engagement aligned with the nonprofit's planning cycle. We agree on scope, availability and response times before starting.

Start with a conversation Or read the one-pager (PDF)

After that

Where this usually goes.

We keep working through the priorities, with a weekly check-in and contact between meetings. I work remotely or on site when useful. We measure use and results, hear from the team, and decide what comes next. The aim is to keep improving everyday work throughout the engagement.

Knowledge stays with the nonprofit too: clear instructions, simple tools and an internal person who can operate the solution and recognize when help is needed.

Not ready to talk

Take the letter instead.

One short idea a week about exactly this, plus two or three things worth reading. Read the last few first if you would rather see what arrives before deciding.

Off the clock