Interim Chief Executive | Charity Sector | Dr Nia D Thomas
Creating Measurable Impact Across the Charitable Sector
interim ceo
I am an Interim Charity Sector CEO who supports organisations to strengthen their strategy, systems, and culture in order to achieve measurable and sustainable impact.
I bring extensive experience from across health, local government, civil service, and the charitable sector, combining strategic and systems thinking with a people-centred approach. My leadership style is inclusive, practical, and forward-looking. grounded in human-centred planning and improvement that ensures organisations are effective, resilient, and built for the future. If you have an interim role or a project with which you need structured and accountable delivery, get in touch.
latest blog articles...
BOOK REVIEW – Insight, Dr Tasha Eurich
Having an interest in self-awareness, I really wanted to read this book. It has a wealth of data, information, case studies and resources in it. I couldn’t believe that for the price of the book alone you had 14 appendices worth of tools to help you assess and develop...
BOOK REVIEW – The 8th Habit, Stephen R Covey
A review of a great book from 2014! Take a look! Click below…
What is Self-Awareness?
Take a look at the first in my Knowledge Share video series on YouTube In this video I talk about self-awareness and my three layer definition Click to watch!
A Welcome Space
Today I was reminded about the importance of environment. I went to work somewhere I very rarely go. I didn’t have the access codes, I wasn’t sure what card to tap on which door and I didn’t know which room to go to, or even which staircase got me there It made me...
Plan B – Plan Brilliant!
Back in January, I blogged about the necessity of having a Plan B. If you go to my website and search Plan B, it’ll be there at the top of the list I talked about the importance of having a back up plan if your current work plan didn’t well, go to plan! I thought I’d...
Speak Out for Well-being
We’re very good at keeping up appearances and keeping on keeping on. We don’t want to let our colleagues, our families or our friends down. We keep battling on until our batteries are at 4% and flashing red. Organisations are getting better at breaking down this...