Executive Transition Consultant

Consultant Details:

Contact: Alison Wallis
Name of Firm: Gina Airey Consulting, Inc.
Language Spoken: English, Spanish
Website/LinkedIn URL: www.ginaairey.com

Consultant Expertise

Organizational assessments, Board development, Executive coaching, Transition consulting & project management, DEI

Program Areas

Arts and Culture, Community and Economic Development, Education, Environment, Health, Human Rights, Human Services, International Relationship, Public Affairs, Science

Legal Structure of Organization:

S Corporation

Year Practice Founded:

2003

Number of Individuals in Firm:

5

Names and Titles of Individuals in Firm:

Gina Airey
President/CEO, Senior Strategic Planning Consultant & Certified Executive Coach
Alexis Moreno
Senior Strategic Planning Consultant
Rachel Hamburg
Strategic Planning Consultant
Alison Wallis
Business & Client Relationship Manager, Certified Executive Coach
Alda Merino-Caan
Strategic Planning Consultant

Names and Titles of Individuals in Firm:

Gina Airey
President/CEO, Senior Strategic Planning Consultant & Certified Executive Coach
Alexis Moreno
Senior Strategic Planning Consultant
Rachel Hamburg
Strategic Planning Consultant
Alison Wallis
Business & Client Relationship Manager, Certified Executive Coach
Alda Merino-Caan
Strategic Planning Consultant

Firm or Consultant Address:

1653 7th Street, #1008, Santa Monica, CA 90401

RFQ Contact Name:

Alison Wallis

RFQ Contact Phone:

949-310-9772

Geographic area currently served by firm (select all that apply):

Los Angeles, California, USA, International

How would you describe the range of diversity reflected in your firm’s consultants and leadership (or self, if sole practitioner)?

Gina Airey Consulting is a woman-owned and managed firm. Our consultants embrace a range of identities in terms of race, ethnicities, languages spoken, ages, abilities, socio-economic and educational backgrounds, professional experience, religion, geographic, and cultural origin. Our core team identify as Latine, Latina and Asian-American, Jewish, and White. As a small, nimble firm we augment our core team on a project-specific basis to ensure that we have a team that reflects our clients and community. Of our three longest-term subcontractors, all are BIPOC women who bring expertise that enhances GAC’s capabilities to: integrate racial equity into strategic planning and strategic doing; build relational, healing, anti-racist cultures during planning and implementation; guide organizational development across a range of topics and at different stages of the life cycle; and design, develop, and manage multi-sector collaboratives and collective impact initiatives. GAC is committed to pursuing our internal anti-racist values and ongoing equity journey that deepens our team culture and our collective capacity to guide clients in building anti-racist organizations.

Please describe your mission, values, and approach:

At GAC everything is directed by our vision that social change makers are resilient leaders, organizations are anti-racist, and collaboration is equitable, accountable, and effective. Reflecting our three-part vision statement, we support client organizations and collaboratives to: develop and coach change makers within organizations; build and nurture strategic, anti-racist social change organizations; and, strengthen equitable, accountable collaboration within and across sectors. Our approach and unique contribution is that: the work of social change – improving our communities, relationships, and the availability and distribution of resources – is never complete; living accountably in community means being engaged in ongoing, generative practice on the individual, interpersonal, institutional, and ideological levels to improve, grow, build, and learn; in order to reach the equitable world we are working toward, anti-racist principles must guide this work at every level; and, GAC’s work to strengthen social change actors, organizations, and ecosystems (via collaborative efforts) is complementary to other anti-racist efforts to strengthen individuals, relationships, organizations, and ecosystems. GAC is guided by our mission to facilitate social change makers toward the clarity, consensus, and collaboration needed to reach their visions. We know from decades of experience that the collaboration needed to reach visions must take many different forms. The way we facilitate social change makers and the team environment we create with clients and community align with our values of Social Justice & Racial Equity, Impact & Transformation, Co-Creation & Collaboration, Community of Care, Growth Mindset & Agency, and Abundance. Grounded in these values, we translate our primary value of social justice and racial equity into four equity principles. We embrace Race Forward’s definition of racial equity as “a process of eliminating racial disparities and improving outcomes for everyone. It is the intentional and continual practice of changing policies, practices, systems, and structures by prioritizing measurable change in the lives of people of color.” GAC applies equity as both a process and an outcome by inviting all clients into this approach: centering equity in our practice is a process that creates transformation as we go, not relying on it to emerge as a result of the plan we build together; equity is always a work in progress (none of us will be perfect at it) and it requires stretching and discomfort. In partnership with clients, we intentionally address ways in which white dominant culture and inequities have been built into clients’ systems and organizations.

What expertise or perspective do you bring to organizations looking to ground their collaboration practices in values of diversity, equity, and inclusion?

GAC’s top value of social justice and racial equity informs the strategic planning and other organizational development/transition processes we design and facilitate. Equity is integrated from the inside out (that is, we support clients to root their choices and actions in anti-racist organizational culture and practices). GAC’s preferred tool for an internal equity assessment is Building Blocks for Change (BB4C), a race equity assessment from Building Movement Project that “assesses staff experiences through the lens of four key Capacities – Learning, Leadership, Conversation, and Voice… The assessment process aims to deepen nonprofit organizations’ understanding of the changes necessary to become more inclusive and racially equitable” (https://www.buildingblocks4change.org/). We also believe that BB4C is a tool for understanding the current state and providing direction for future learning and action which builds foundational resilience, not only for racial equity but for general leadership and operations. While we do not specialize in recruiting, we have had some experience in integrating a DEI/JEDI/DEIB perspective when advising and facilitating clients. For example, through our years of supporting the implementation of the strategic plans of the LA County Perinatal and Early Childhood Home Visitation Consortium, we guided a pilot in which we advised leaders of two home visiting providing community-based organizations on how to implement a guide to improve the recruitment of African-American/Black home visiting staff. We also developed recommendations that were added to the recruitment guide to include relational retention efforts using a variety of supportive strategies and policies after hiring. Additionally, since our strategic planning clients often set a priority of building an anti-racist internal culture and we have supported implementation efforts for these clients, we are practiced in helping clients to reflect on how DEI or anti-racism is alive in their culture and how it can be further operationalized and nurtured. Often, we are designing activities and internal pilots to support building the practices and relationships that create a more equitable culture.

Please describe your ideal engagement. Feel free to include issue area and scope of project:

GAC is inspired by a range of issue areas, and we have seen that our systems-focused approach, comprehensive methodology, and disciplined coaching skills work across issues. We welcome an ever-expanding array of clients and engagements! The ideal engagement for us is one in which clients receive the profound value they seek during transitions through the full capabilities we offer as strategic facilitators and coaches, guiding clients deeply over time to navigate the stages of transition and reveal their own strategic answers in an intentionally phased engagement. Together we can custom design the best approach, tapping into the benefits of: engagement with the organization before, during and after transitions; organizational assessments (such as Building Blocks for Change) and tools for individual assessment/reflection; involvement from a broader circle of support and collaboration around the executive (including leadership team, board leaders, administrative staff); a combination of coaching and advising/consulting; and the possibility of implementing cohort learning experiences.

How many executive-transition related projects have you or your firm been involved with?

11+

Please describe your fee structure:

We develop customized fixed-price engagements based on the desired level of support, activities, and deliverables. We have also contracted for hourly fee structures up to a maximum fee.

What percentage of your clients are within the nonprofit sector?

100%

Are you open to remote engagements?

Yes

Briefly name and describe 1-3 examples of executive transitions with which you have been involved as a consultant (please prioritize NSI-funded and/or LA-based organizations).

GAC has engaged in approximately a dozen executive transitions. We know that context and reasons for transitions can vary. The following examples represent select scenarios from a merger to an unexpected executive vacancy to a planned transitions. 1. During the integration phase of a merger, GAC provided executive coaching to a nonprofit CEO after they were elevated to become CEO of a merged entity. Through this merger, organizational assets under the CEO’s responsibility more than doubled and employees soared to over 2,000. While the new CEO brought much ambition and enthusiasm to their role, they were well aware that the CEO of the other nonprofit in the merger was long-tenured and well-beloved. As they reflected on how to be accepted as the new leader over the newly merged entity, we were able to bring several areas of expertise into the coaching and advising: change management; strategic management; leadership development; organizational design; organizational development; and leadership/executive team management. We eventually led strategic planning for the merged entity as well, supporting the new CEO to engage with the strategic planning committee (board members and executive team) in ways that set the tone for their new leadership. 2. In an example of an unplanned and untimely transition, we were midway through a strategic planning engagement when the CEO resigned. The second highest leader in the organization was actually very new to the organization and even very new to the nonprofit’s field. Given the unusual situation, the board decided to elevate the leader to interim CEO. Relying on our experience with strategic planning and our engagement with the organization so far, the interim CEO asked us to advise them on whether or not to continue the strategic planning process. This important inquiry led to a vital advisory role with the interim CEO as they navigated a new role with the board, staff, funders, community partners, and consultants. We help them to assess their priorities and advised the interim CEO on how to complete the strategic planning process. The progress that had already been made on the strategic plan served as a framework for informing the interim CEOs approach and priorities. After planning was complete, we were retained to continue to advise them on building out the implementation plan. Once they were permanently elevated to CEO, they requested that we continue to advise them on leadership development and strategic implementation and they have already requested we facilitate a future strategic plan refresh. 3. Our clients are at many different stages of development. For one client we facilitated the development of their first strategic plan with only voluntary leaders, including volunteer staff and board members. While they were a long-standing nonprofit, they were being very cautious about hiring their first full-time staff. We helped the leaders set their priorities for recruiting and selecting their first professional executive director. Given our long-standing history with the organization, we were able to serve as an advisor and coach for the new executive director. Their priorities included operationalizing the strategic plan that we had facilitated, including building out the design for their signature program, formalizing other programming, and building the infrastructure for governance. With only one other staff member, capacity was always a constraint and we offered guidance in setting expectations and pacing progress. THE FOUNDATIONAL SUPPORT PAID OFF. Today the ED is still in place, there are 16 full-time staff members, and the impact has increased exponentially.

Add any other information you feel would aid in understanding the value you or your consulting firm can bring to an organization preparing for or implementing an executive transition:

GAC works with clients across a broad range of topics and across programs/services, advocacy, and collaboratives. We have long-term experience with clients in several niche areas and multi-disciplinary fields, such as: early childhood education and development; home visiting; child health equity; educational equity; school-based health services and centers (medical, mental, dental); Black birth outcomes (birth justice); family strengthening and foster care; public education policies, curricula, and collaboration across entities (including Local Control and Accountability Plans, dual language learning, transitional kindergarten, environmental literacy, career education and pathways K-16); public, private, and corporate philanthropy; (severe) mental illness; and communities for seniors. We provide three services that are helpful precursors before executive transition: strategic planning; organizational assessments; and capability mapping/organizational design. Our strategic plans always include some strategic objectives focused on the internal capabilities needed to successfully implement, including goals related to leadership, succession planning, capacity building, bench strength, culture, skills, resources, and infrastructure. As a part of strategic planning or as a stand-alone offering, we conduct organizational assessments to measure current strengths, organizational culture, and identify areas to enhance organizational resilience. Our unique approach to organizational design starts with mapping all the capabilities (operational, programmatic, and strategic) needed to implement the strategic plan and then identifying any gaps in capabilities and/or capacities that can be addressed through recruitment. This mapping process supports leaders to assess the current structure and reorganize to support future growth. Additionally, we support leadership teams to increase in effectiveness and cohesion, including their ability to engage in constructive feedback dialogues, lean in and navigate conflict more directly through a Restorative Justice and coaching lens, heal past harms and destructive behaviors, and generally attend to the professional health and well-being of their team members and the team as a collective body.

Do you always conduct an organizational assessment as a part of your scope of work?

How (or do) you involve senior staff and other stakeholders in the process

Prior to narrowing the pool of candidates for a client, do you make it a practice to share the full list of applicants with the client?

Do you identify/place interim executives?

Do you have a minimum fee?

What percentage of your searches are for LA-based organizations?

What is your track record of placing BIPOC candidates?

Do you have a guarantee policy or an “off-limits” policy?