Taken at Stonehenge. 2015.
CONSULTANCY - selected recent projects
The English Concert – 2020 to 2022
A comprehensive review of fundraising performance informed the development of new fundraising communications and a relaunched Patrons programme to support this world-leading orchestra. My follow-up work focused on board review and development, and the scoping and set-up of a new major fundraising campaign.
Magdalen was effective and to the point, offering practical and insightful solutions without needing constant guidance. She is articulate, personable and dedicated, and was able to engage with all staff constructively and effectively.
Alfonso Leal del Ojo, Chief Executive, The English Concert
Ironbridge Gorge Museum Trust – 2020 to 2021
The intense challenges faced by Ironbridge have included the devastating floods in February 2020 followed directly by the lockdown periods forced by the Covid-19 pandemic. As part of a comprehensive governance review in partnership with Farrer & Co., I undertook consultation to inform the development of the Trust’s future strategy. This involved multiple contributors including trustees, the executive team and key stakeholders including funders. The work also encompassed the review and update of all board policies and recommendations for improving board sub-committee structure and processes. I engaged Jessica Hogg as an associate to develop a case for support for an endowment campaign to support Ironbridge’s long-term future post-pandemic.
What has always impressed me has been her attention to detail, work ethic, creativity and interpersonal skills. She thrives on solving problems and her wide experience and contacts in the arts, culture and heritage sectors make her a very effective operator.
Mark Pemberton, Chairman, Ironbridge Gorge Museum Trust
St Dunstan’s Educational Foundation – 2021
In recent years, St Dunstan’s College has been on a significant journey of renewal, led by its inspiring headteacher, Nick Hewlett. It was ready for its next chapter to harness the potential of philanthropy through strategic fundraising and alumni relations. Combining strategic advice at a senior level with practical guidance for the existing team, I was able to facilitate and steer the formation of a new development board of alumni and establish a new in-house development function with a range of updated communication materials and processes.
Coupled to astute observation, intellectual agility and creativity, Magdalen proved herself a potent professional ally and one I would not hesitate to draw upon for future advice and guidance.
Nicholas Hewlett, Headmaster, St Dunstan’s College
National Centre for Circus Arts – 2021
Forming a team with marketing specialist Jane Macpherson, I led a review of the organisation’s income generating activity and repositioned their case for support. Consultation across trustees, executive team and stakeholders tested existing ideas and fresh approaches, resulting in an updated strategy to cover both commercial and fundraising revenue, and support organisational recovery post-pandemic.
Magdalen and Jane were very thorough in their research and very structured in their approach, setting clear milestones for the project at the outset which they absolutely kept to. They have left us with a strategy that is ambitious but absolutely achievable, and will enable NCCA to get on the road to financial recovery quickly.
Froniga Lambert, Chief Operating Officer, National Centre for Circus Arts
IN-HOUSE ROLES
Sadler’s Wells – 2015 to 2019
As Executive Director at Sadler’s Wells, I led the development of key organisational strategies and policies, including the theatre’s first five-year strategic plan and its first digital strategy. Working collaboratively with a wide cross-section of colleagues, stakeholders and trustees, this involved the re-articulation of the organisation’s vision, mission and values, and employed a process of workshops and problem-solving sessions to translate strategic thinking into actionable delivery plans. The strategic plan provided the principal vehicle for reporting to Arts Council England while also informing and reflecting departmental plans and guiding strategic target-setting.
English Heritage – 2004 to 2015
In a national role with responsibility for fundraising and volunteering, I led both capital and revenue fundraising. I introduced English Heritage’s first strategies for fundraising and volunteering, achieving income of over £58 million and doubling volunteer numbers to 1500, contributing over 85,000 hours annually. The key drivers of fundraising success were the major capital campaigns I led which delivered improvements through Lottery and private sector funding. These included the major projects at Stonehenge (£27m), Kenwood House (£7m), Chiswick House & Gardens (£12m), Wrest Park (£4.5m) and Osborne House (£1m). An expanded range of corporate and commercial partnerships developed alongside philanthropic giving enabled the business to leverage positive brand associations and marketing opportunities in addition to increased income.