One of the benefits of being a CIPR member is the variety of learning opportunities available through its Continuing Professional Development programme. Over the last year, I've accumulated CPD points in all sorts of ways, from networking events and webinars to reading research papers and reports that challenge my thinking.

One such paper was Gullible Search Optimisation (GSO): The Attack of the AI Search Optimisers by agency, Hard Numbers.

While the title initially raised a smile, the content quickly highlighted a serious issue: what happens when artificial intelligence becomes increasingly responsible for finding, filtering and presenting information on our behalf?

Most of us have become reasonably adept at evaluating traditional search engine results. We understand that rankings can be influenced by search engine optimisation techniques, advertising and content strategies. We know to apply a degree of scepticism and to cross-reference information where necessary. AI-powered search tools however create a different challenge.

Rather than presenting a list of sources for us to evaluate, they increasingly synthesise information and present answers directly. The convenience is undeniable, but it also introduces new risks. If information can be manipulated in ways that influence how AI systems interpret and surface content, then the confidence users place in those answers may not always be justified.

The issue extends far beyond technology; it is fundamentally about trust.

As leaders, communicators and advisers, we are increasingly operating in environments where decisions are informed by information gathered through AI tools. Whether researching a market, preparing a briefing, analysing stakeholder sentiment or simply answering a question, there is a growing temptation to accept AI-generated outputs at face value.

The paper serves as a useful reminder that technology has not removed the need for critical thinking; if anything, it has increased it. The most effective professionals are those who can assess its credibility, understand its limitations and ask the questions that others overlook.

Much of my role involves helping organisations navigate complexity, challenge assumptions and make better decisions. The same principles apply whether reviewing a business case, assessing organisational risk or evaluating information generated by an AI system.

Good judgement remains a human skill along with curiosity, critical thinking and a willingness to verify before acting. What role does critical thinking play in your use of AI tools? Have you changed the way you evaluate information since AI became part of your daily workflow?

Have you subscribed to my new newsletter, The Space Between on LinkedIn?

In the first issue, I talk about my comment on this LinkedIn post where I raise the issue of how often organisations confuse having a strategy with having a way of making decisions.

One of the unintended consequences of having a strategy, is that almost anything can be made to look as though it supports it. I've sat in enough meetings over the years to know that if somebody is passionate enough about a particular initiative, they'll usually find a strategic objective that appears to justify it.

The problem is that strategic alignment and organisational benefit aren't necessarily the same thing.

Projects gain momentum because they sounded exciting, because they had a persuasive sponsor, or because nobody wanted to be the person asking awkward questions.

That's why I've always had a soft spot for action plans and risk registers because they force a different conversation:

• Who's accountable?
• What are we stopping in order to do this?
• What assumptions are we making?
• What does success actually look like?
• What happens if we're wrong?

To stop organisations disappearing down expensive rabbit holes, the best discussions expose wishful thinking, encourage common sense and are supported by good governance and robust planning.

As fractional Chief of Staff and membership consultant to the CEO at the Chartered Institute of Ergonomics & Human Factors (CIEHF), Di worked across the senior leadership team during a period of significant organisational evolution.

The role sat at the intersection of strategy, governance, operations and delivery, helping translate ambition into practical execution while strengthening the Institute’s commercial and operational foundations.

Challenge
Like many professional membership bodies, CIEHF was balancing a complex mix of priorities: modernising systems and ways of working, improving member engagement and financial sustainability, while ensuring governance and operational delivery remained aligned with the organisation’s broader mission.

Alongside this sat the practical realities of coordinating staff, volunteers, Board stakeholders and external suppliers, all while maintaining momentum across day-to-day operations and strategic initiatives.

Approach
Working as a close adviser and operational partner to the CEO, Di provided strategic counsel across organisational priorities while also leading delivery on several high-impact initiatives.

This included delivering a CEO-sponsored organisational change programme designed to align strategy, governance and operations around four mission-driven pillars. She also introduced more structured reporting, planning cycles and executive dashboards, improving visibility, accountability and leadership decision-making across the organisation.

Alongside this, Di led work to reform membership structures and payment systems, helping strengthen financial sustainability while improving the member experience. Her role also extended into digital evolution and organisational capability-building, including CRM optimisation, implementation of a new community platform and the introduction of AI-enabled tools to improve insight, engagement and operational efficiency.

Throughout the engagement, she acted as a bridge between strategic intent and practical delivery, helping maintain pace, alignment and clarity across multiple concurrent priorities.

Outcome
The work contributed to stronger organisational alignment between governance, strategy and operations, alongside measurable improvements in reporting visibility and executive oversight.

Membership reforms improved renewal performance and reduced late payments, while commercial and strategic recommendations supported projected income growth and increased member engagement. At the same time, the organisation accelerated its digital capability and strengthened internal planning and delivery processes, creating a more robust operational foundation for future growth.

Testimonial
“Di brought a rare combination of strategic judgement, operational grip and pace. She quickly became a trusted adviser, helping translate ambitious ideas into practical delivery across the organisation.

She has a strong instinct for where focus is needed most, and an ability to bring people together around change without creating unnecessary friction. Her contribution significantly strengthened both our operational effectiveness and our confidence in decision-making at leadership level.”

 

Many students enter the job market with strong academic credentials but little experience of how to position themselves effectively with employers. Competition for internships and placements can be intense, and repeated rejections can quickly undermine confidence. 

When Dezel started working with Di, he was actively applying for placement opportunities but struggling to gain traction. Despite clear capability and determination, applications were producing little success and the process was becoming increasingly frustrating. 

Challenge 

The challenge was not a lack of ambition or effort; the approach was too broad making it difficult to present a compelling and consistent story to employers. At the same time, repeated unsuccessful applications were beginning to affect his confidence. 

The objective was to help him identify a clearer direction, strengthen his personal positioning and approach recruitment processes with greater confidence and preparation. 

 

Approach 

Together, they reviewed his CV, personal statement and project experience, identifying opportunities to better communicate strengths and achievements. Rather than continuing to pursue a broad range of roles, the focus shifted towards a specific area of interest, allowing applications to be tailored more effectively. 

Alongside practical support with applications, Di provided interview coaching and preparation, helping anticipate likely questions, develop stronger responses and build confidence in his ability to perform under pressure. 

Throughout the process, the mentoring extended beyond careers advice. Di knows that resilience and confidence are just as important as technical preparation and made a conscious effort to support Dez behind the application process, particularly during periods of disappointment and uncertainty. 

Where appropriate, she also leveraged her professional network to identify potential opportunities and provide additional visibility into the market.  

Outcome 

The impact of a more focused and strategic approach was almost immediate. 

Within two weeks of refining the target market and tailoring applications accordingly, he had two successful applications after previously experiencing little progress. He also advanced through a competitive interview process using techniques and preparation developed during the mentoring relationship. 

More importantly, Dez developed greater confidence in her abilities, a clearer understanding of how to position himself professionally and a stronger foundation for future career decisions. 

The experience reinforced that successful mentoring is often about more than career advice alone. It is about helping people recognise their strengths, navigate setbacks and maintain momentum when opportunities feel out of reach. 

Testimonial 

“Di far exceeded my expectations of a professional mentor. From the first session, she created an environment where I could ask anything and collaborate freely. 

Together, we worked through my CV, personal statement and project experience, helping me present myself far more effectively. She encouraged me to move away from applying for a broad range of placements and instead focus on a specific field, tailoring my applications accordingly. The result was that I went from no successful applications to two successful outcomes within two weeks. 

Before my first interview, Di offered to run a preparation session where we practiced answering likely questions and staying composed under pressure. During the interview, three of the five questions asked were ones she had predicted and prepared me for, helping me progress to the next stage. 

What made the biggest difference, however, was Di herself. She was supportive, reassuring and genuinely invested in my success. Her first concern was always how I was doing personally, not just professionally. When opportunities were limited, she even reached out to her own network to explore potential placement vacancies on my behalf. 

Di did everything a great mentor should do, and more.” 

I often get asked what a Chief of Staff really does. It's a good question since the title means different things in different organisations and there's a lot of talk about it right now. So here’s how I tend to explain it.

A Chief of Staff helps the person in charge (or leadership team) do their job. It’s about creating the right environment for good decisions, important conversations and making sure everyone is moving in the same direction.

In practice, this means shaping how the leadership team works together, not just when they meet. It also means keeping the link between strategy and what’s really happening, since that connection often gets lost.

I work fractionally and on focused engagements because most organisations that need this kind of help don't need a full-time senior hire. I come in and truly add value by being the glue BETWEEN the roles.

If this is something you think might be of interest, feel free to get in touch, and we can arrange a chat.

Di has worked with HewardMills in a long-term fractional strategic advisory role since the organisation’s early stages, supporting the leadership team as the business evolved from start-up through to an internationally recognised data protection consultancy operating in a highly regulated environment. 

Working closely with the founder and CEO, her role extended beyond traditional strategic consultancy into broader organisational development, helping shape not only market positioning and commercial direction, but also many of the operational and structural foundations needed to support sustainable growth. 

Challenge
Building credibility in the global data protection and governance sector requires more than technical expertise. The organisation needed to establish a clear market identity, professional infrastructure and scalable operating approach capable of supporting growth across multiple jurisdictions and client sectors. 

Alongside commercial expansion, there was also a need to ensure consistency in brand, communication, governance and client experience particularly given the trust-sensitive nature of data protection work and the increasing complexity introduced by GDPR and UK GDPR regulation. 

The business was also developing a growing portfolio of social impact and non-profit clients, requiring careful positioning and go-to-market thinking within a highly specialist field. 

Approach
Acting as a strategic adviser and trusted operational partner, Di supported a wide range of foundational and growth-focused initiatives across the organisation. 

This included advising on aspects of company structure, organisational development and operational scaling as the business matured internationally. She led the development and implementation of core brand and communications infrastructure, briefing and managing the design process to establish a professional and credible market presence aligned with the organisation’s positioning. 

Alongside this, she embedded practical operational tools and templates across the business including reporting structures, presentation materials and client-facing documentation helping create consistency, professionalism and scalability across day-to-day operations.  

Her work also included strategic advice to the Board on market positioning, commercial development and growth opportunities as well as supporting go-to-market strategy for the organisation’s social impact client portfolio. Part of this work included her support for HewardMills’ successful application to become a B Corp. 

Over time, Di developed a strong working understanding of GDPR, UK GDPR and the wider governance and risk considerations affecting both commercial and non-profit organisations, enabling her to contribute effectively to strategic discussions in a highly regulated environment.  

Outcome
The organisation successfully evolved from early-stage consultancy into a globally operating data protection business with a stronger commercial identity, more consistent operational infrastructure and clearer market positioning. 

The work helped establish a professional brand presence and scalable internal systems capable of supporting international growth, while also strengthening the organisation’s ability to engage both commercial and social impact clients with confidence and credibility. 

Throughout the engagement, Di provided continuity, strategic challenge and practical implementation support across multiple phases of the company’s development. 

Testimonial
“Di played an important role in helping shape HewardMills as we grew from an early-stage business into a global organisation operating in a highly regulated sector. 

What sets her apart is the breadth of her contribution. She combines strategic thinking with practical delivery and has a strong instinct for what an organisation needs in order to scale effectively and professionally. 

From brand development and operational infrastructure through to commercial thinking and leadership support, she consistently brought clarity, pace and sound judgement. She became a trusted adviser to both the Board and wider leadership team during a critical period of growth.” 

One of the patterns I see is that leadership teams aren’t short on ideas; they’re short on protected capacity to follow them through.

Strategies are agreed. Priorities are clear. The intent is there but progress slows under the weight of governance, member needs, operational demands and the simple reality that most teams are already at full stretch.

This is where I work best.

As a fractional Chief of Staff, I sit alongside CEOs and leadership teams to create the structure, clarity and momentum that allows organisations to move forward with confidence.

That might mean: 

• Translating strategic priorities into practical, deliverable plans
• Ensuring alignment between board, executive and operational activity
• Bringing focus and coordination to complex or sensitive initiatives
• Strengthening internal systems and ways of working
• Acting as a trusted partner who can see across the whole organisation

For CEOs (and often COOs) this role becomes most valuable when growth or complexity starts to stretch the system.

When every priority feels important, governance demands are increasing, and the team is already operating at capacity, someone needs to hold the whole picture. Not to add another layer but to protect focus, ensure follow-through and reduce friction at senior level.

Membership organisations, in particular, operate in uniquely complex environments. Balancing governance, member value, stakeholder expectations and long-term sustainability requires constant attention and often, additional senior-level capacity.

The role of a Chief of Staff is to create the conditions where leadership teams can focus on direction, decision-making and impact.

(Originally published on LinkedIn)

Career decisions made at a young age can have a lasting impact, yet many students are expected to make important choices based on limited information and exposure to the realities of different professions. 

Through her early-career mentoring programme, Di works with young people at critical points in their education and career development, helping them better understand their strengths, explore possibilities and make informed decisions about their future. 

This mentoring relationship began when a highly capable 17-year-old student approached her future with complete certainty. She had one goal in mind: to become a pilot. 

Challenge
While ambition and clarity can be powerful drivers, they can also mask important unanswered questions. 

In this case, the challenge was not a lack of direction but a lack of exposure. Diya had developed a strong vision of her future career but had not yet had the opportunity to fully explore the practical realities of the profession or consider how well it aligned with the life she ultimately wanted to build. 

At the same time, her strengths in mathematics, physics and economics suggested a much broader range of opportunities than she had considered. 

The goal was not to persuade her away from a chosen path, but to ensure that whatever decision she made was informed, intentional and aligned with both her strengths and aspirations. 

Approach
Rather than offering advice from a distance, Di focused on creating meaningful opportunities for exploration and discovery. 

Recognising that first-hand insight would be far more valuable than speculation, she arranged for the student to speak directly with a professional pilot. The conversation provided an honest view of the profession, including the lifestyle, commitments and realities often overlooked by those considering the career from the outside. 

That discussion became a catalyst for deeper reflection. Together, they explored a wider range of options that better aligned with the student's natural strengths and interests, particularly within STEM and analytical fields. 

The support then moved beyond career exploration into practical preparation. Di worked closely with her mentee to build confidence, identify opportunities and prepare for internships and competitive recruitment processes, including interview preparation for Citibank. 

Throughout the process, the focus remained on helping the student make decisions for herself, while providing the challenge, encouragement and perspective needed to do so with confidence. 

Outcome
The mentoring relationship helped transform a narrow career ambition into a much broader understanding of future possibilities. 

Armed with greater self-awareness and a clearer understanding of her strengths, the student pursued opportunities that were more closely aligned with her interests, capabilities and long-term goals. 

Beyond individual career decisions, the experience also helped build confidence, resilience and decision-making skills that continue to influence her professional development today. 

Several years later, she still describes the mentoring relationship as one of the most significant influences on her career journey. 

Testimonial
“I met Di when I was 17 at a time when I felt certain about my future. I was determined to become a pilot. She challenged me to explore it properly and introduced me to a professional pilot. That conversation completely changed my perspective and I realised both the realities of the career and that it wasn’t the right fit for the life I wanted. 

The way she invests herself and understands her mentees, it completely stands out. She was helping me find the right path, not just any path and knowing my strengths in maths, physics and economics, she opened my eyes to a range of STEM and analytical career options that I hadn’t seriously considered before. 

She didn’t stop at advice, she took action. She guided me through the process of preparing for internships and personally helped me get ready for a Citibank interview, supporting me every step of the way. 

Her belief in me gave me confidence and she is still someone I think about when I think of a good mentor – she is exemplary. 

In hindsight, she didn’t just mentor me, she changed the direction of my career in the best possible way. Her ability to listen, challenge and guide with genuine care is something truly special. I can’t recommend her enough to anyone looking for honest, insightful and impactful mentorship.” 

As we enter Q4 2025, we’re all looking ahead to 2026. And membership organisations in particular are facing a perfect storm: members now expect a level of personalisation similar to what they experience with platforms like Netflix, while AI is transforming engagement strategies, all amidst tight budgets and a six-month runway to compliance with the DMCC Act.

So, what's the solution? It could be that by using fractional senior level support, it allows you to achieve strategic flexibility without the overhead, for example:

✅ Gain access to C-suite level thinking for strategic initiatives.

✅ Scale support up or down based on project needs.

✅ Benefit from fresh perspectives gained through cross-sector experience.

Research highlights essential capabilities that membership organisations must develop in 2026:

• AI integration for personalised member journeys.
• Data storytelling that drives renewal rates.
• Agile campaign management.
• Cross-functional collaboration.

The challenge is that hiring full-time employees with all these skills is not feasible for most non-profits but bridge these gaps by hiring fractional executive support.

The future of membership organisations isn't about having all the answers in-house; it’s about knowing when to bring in strategic expertise to elevate your operations.