Commercial Development Consultant

All five workstreams are core to this engagement. The exception is CRM (Section 4), dependent on the Strategic Operations Director being in post – if not yet appointed at engagement start, this section defers to the midpoint review.

1. Asset Audit & Commercial Opportunity Assessment
Audit commercially viable assets (Gloucester Hub, Forest of Dean Hub, Music Bus, IP, expertise, relationships). Assess realistic value and effort to develop each into traded income, benchmarked against comparable organisations. Surface any unseen opportunities.

2. Commercial Strategy Development
Identify 2-3 most viable income streams to pursue short-to-medium term, each with a feasibility assessment (market, audience, pricing, competition, resourcing). Set a phased timeline with milestones, identify capabilities needed, and recommend how trading should be structured within a charity, including subsidiary considerations.

3. Stakeholder Engagement & Internal Alignment
Engage CEO, SLT and staff to build shared understanding of the opportunity. Ground strategy in values and charitable purpose – flag any viable but values-misaligned opportunities, with recommendations (e.g. trading entity) to capture income without compromising mission. Present interim and final findings to the Board and Leadership Team.

4. Commercial Requirements for CRM and Systems
Define commercial requirements/spec for the CRM (bookings, sales pipeline, membership) alongside the Strategic Operations Director. Analytical only – implementation sits with the Director/organisation. Deferred to midpoint review if that role isn’t yet filled.

5. Final Report & Handover
Deliver an actionable report covering the audit, strategy, feasibility, structural recommendations and roadmap, including: 5-year income projections (low/mid/high) per stream; setup and ongoing costs for Board ROI assessment; a prioritised delivery roadmap with resourcing needs; required governance changes.