From founder-led complexity to sustainable systems
Building capacity in a small arts charity
This case study reflects my seven years as Executive Director of Mural Routes, a small charitable arts organization supporting the creation of community-engaged mural art. The organization operated with a very lean team - roughly 2.5 staff - and, like every small nonprofit, ongoing funding constraints.
I stepped into the ED role following the retirement of the organization’s founder. For years, the focus had been on ambitious program delivery, with little attention to internal systems or long-term capacity. Much of the organization’s knowledge, history, and decision-making lived with one person - and then, suddenly, with me.
The stakes were high. Beyond operational efficiency, there were real risks: staying compliant with charity-related reporting, paying artists on time, supporting staff without burning them out, delivering programs as promised, and maintaining trust with community and funding partners. Much of this responsibility sat with the ED, often without the systems to support it.
During my tenure I was able to turn the organization into a well-oiled machine. And when the time to step down from my position came, the leadership transition went smoothly - not only for myself and the new leader, but also for the staff and board.
Holding everything, without a map
When I assumed the role, there was very little written down. Processes were informal, tools were fragmented, and access to information was limited. I became the decision-maker, knowledge-holder, relationship manager, and administrative lead - all at once - while feeling deeply unprepared for the scope of the role.
At the same time, the organization was coming to the end of a large multi-year grant that had supported an unusually high level of programming. Community expectations remained high, but funding and staff capacity had shifted significantly. Internally, there were no systems to help navigate that gap between ambition and reality.
One of the most immediate challenges was financial oversight. I inherited the final six months of a $500K+ grant without a usable budget tracking system. Financial reporting relied on static reports requested from a bookkeeper, and the chart of accounts didn’t align with funder reporting categories. I had no clear, real-time understanding of where we stood.
Building systems that reflect reality
Over time, I led a gradual but deliberate process of organizational change grounded in practicality and collaboration. Rather than introducing systems “on paper,” I focused on designing tools and processes that reflected how the organization actually operated day to day.
Early on, I built a budget monitoring tool that aligned directly with funder requirements and allowed for real-time tracking. This brought immediate clarity, ensured compliance, and protected an important funder relationship. That tool is still in use today.
From there, the work expanded to include:
Developing SOPs to reduce reliance on individual memory
Selecting and implementing tools and tech that met the budget and needs of the organization
Creating a board dashboard to centralize governance information
Streamlining contractor processes and transitioning to digital payments so artists were paid accurately and on time
Leading governance and policy updates, including transitions related to new nonprofit legislation
Staff were actively involved throughout. Tools were tested, discussed, and adapted together, which helped build trust and an organizational culture that was open to change - particularly around technology and shared responsibility.
From bottleneck to shared ownership
Operationally, the organization moved away from reactive firefighting toward clearer coordination. Information became accessible. Decisions no longer bottlenecked with the ED. Internal meetings were reduced to what was actually necessary.
Staff gained clarity, confidence, and agency in their roles.
For me, the shift was equally significant. I regained mental space - not just for leadership, but for professional development, peer connection, board development, and eventually, succession planning. When I took time off, the organization was able to function without me.
Perhaps the most telling moment came when staff said:
“Don’t worry - we’ve got this. We’ll only reach out if it’s really necessary.”
Most importantly, the organization successfully navigated two leadership transitions: from founder to me, and later from me to my successor - this last transition with minimal disruption.
Today, the organization operates with systems that support leadership rather than depend on it. The incoming Executive Director inherited an organization with solid, documented, and adaptable foundations - allowing them to focus on shaping their own leadership approach and long-term impact.
This is what good systems look like in practice: not just survival, but sustainability.
You don’t have to figure this out alone.
We’ll start with a conversation to see whether this kind of support makes sense for your organization.
Packages start at $4,000/month