Lara Ashley
Member Profile: Lara Ashley
january 2004
Name: Lara Ashley
Position: Senior Consultant in management consultancy
Company: The Management Centre
e-mail: l.ashley(at)managementcentre.co.uk
Web: http://www.managementcentre.co.uk
FACT FILE | |
Main business areas: consultancy in training, fundraising and management - solely in the non-profit sector | Date business started: 1988 |
Number of consultancy staff: 11 | Countries of operation: mainly in the UK, but also in Europe (eg Belgium, Serbia) and in the USA and Africa |
THE BUSINESS
What range of clients do you serve?
Arts organisations, local government, charities and NGOs.
How has your business evolved since it was started?
The Management Centre was set up by Bernard Ross and Clare Segal in 1988. At that time we focused largely on management and fundraising training, launching the National Arts Fundraising School. Over time, more and more customers started asking us for consultancy on top of the training. By 2001 we found that our consultancy work on both the fundraising and management side had grown to such an extent that we decided to formally establish the consultancy side of the business. The three areas of training, management and fundraising consultancy that we now offer mean we can provide our non-profit clients with a full service, so that we can help to make organisations more effective - both in respect of their behaviour, and in their policies and processes.
Where will your consultancy be in a few years time?
We are looking to continuously grow the business, and be at the centre of a network of agencies and individuals worldwide transforming the performance of value-driven organisations.
Which opportunities and threats do you see for your work in the sector and for the development of NPOs?
Increasingly, we are being asked by customers to deliver more holistic consultancy projects that cut across the three arms of the business, namely Training, Management and Fundraising Consultancy. NPOs are realising the value of an integrated solution to their organisational development needs and we believe this demand will continue to grow.
More and more organisations are also recognising the importance of being 'business-like' and the investment such organisations make in improving their organisational effectiveness and efficiency has significant impact on being able to better serve donors and beneficiaries. This is often quite tricky to sell internally as one has to reinforce the idea that the investment made in consultancy, which some might regard as a waste of donor funds, will enable them to utilise donor funds better in the future.
EUCONSULT MEMBERSHIP
Why did you join EUConsult?
We decided it would be a good opportunity to find out what else is going on in the sector. As a private sector business working in the non-profit sector, it is an interesting place to be. We certainly feel that professional exchange is important and that lessons can be learned from colleagues working in the sector.
With which other EUConsult members have you found the opportunity to cooperate on projects?
We are still a fairly new member, so we hope that future opportunities will arise.
BACKGROUND INFO
Where and what did you study?
I studied at the City University Business School in London, where I have a BSc and PhD in Organisational Behaviour and Management.
How did you first get involved in NPO consultancy?
The field has always interested me, even when I was working as a consultant with clients in the private sector. I wanted to make a difference in the non-profit sector and had the opportunity just over two years ago, when I started working at The Management Centre.
What interests you most about staying in the field?
My background is very much in making sure that organisations operate more effectively and I want to continue doing this in the sector. It is being able to make a difference that is really rewarding.
What do you do to relax and forget your consultancy work?
My partner and I have just moved into a new home - hence I am a huge DIY fan at present!
