For professional bodies and membership organisations

We fix the work that has been costing you members, income and the board’s confidence.

At Masteri Group, we work with membership organisations and professional bodies to close the distance between what they set out to do and what is actually getting done. We are the independent voice that says what needs saying, to the people who can act on it.

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What this looks like

You can usually feel it before you can name it.

  • Renewals drifting below the 80 to 85% benchmark
  • Staff costs rising faster than subscription income
  • A strategy the board approved that nobody can summarise six months on
  • A long list of projects running and very few of them finishing
  • Board papers full of activity and light on outcome
  • Every function busy, and the organisation still slow
  • Revenue stagnant or declining year-on-year

One or two of these is normal. Several together usually means the organisation is spending its capacity on the wrong things, and has lost the means to tell which.

My Mission

Ambition without execution is just intention.

Most organisations I work with already sense something is not landing. What they lack is someone positioned to say it plainly. Internal teams are too close to it, too invested in it, or too far from the decision. Boards see a report, not the reality behind the report.
My job is to be that person. To look at what is actually happening, say it without softening it, and leave the board with a route forward it can hold people to.

Why strategy stops becoming delivery

21 to 4

fragmented departments consolidated into regional hubs

93%

reduction in caseload backlog after an operating model redesign

15+ yrs

at programme and board level, public sector and professional bodies

The work

One piece of work. Six weeks.

The Strategy and Delivery Review answers one question: what should this organisation actually be doing, and what is getting in the way? I speak to your chair, chief executive and senior team, read what the board has been given, and look honestly at the work already in flight. You get a clear read and a plan, not a framework.

01

Stop

The initiatives that are consuming capacity without returning anything, and what stopping them frees up.

02

Simplify

The handful of things that genuinely matter, stated plainly enough that your whole organisation can repeat them.

03

Stabilise

The work worth protecting, given proper ownership, a realistic timescale and a 90 day plan.

When people call

The moments this tends to land.

  • You are six to eighteen months into a chief executive role and inherited more than you expected
  • A strategy was approved and nobody can say clearly what has moved since
  • A deficit or pressure on reserves means something has to give, and nobody agrees what
  • The same audit or assurance findings keep reappearing
  • A new chair or committee chair wants an independent read before committing
  • A major system or change programme is visibly drifting

Who you would be working with

Directly with me, not a team of juniors.

I am Michael Tabirade, founder of Masteri Group. I have spent over fifteen years leading complex change inside large organisations, and I now work with professional bodies and institutes as an independent adviser to the people who are accountable for making the strategy actually happen.
I am direct. I would rather raise the uncomfortable thing in week two than manage you towards a polite surprise in month six. You get my judgement, not a template.

More about how I work

  • “

    Thank you for your sterling work on our Strengthening Delivery Programme. You have worked tirelessly to set up project and programme management rigour around our improvements, and have been a great colleague to work with.
    Oliver Harmar
    Chief Operating Officer, Natural England

  • “

    Michael brings rigour and judgement to complex governance. He structures clarity from ambiguity, chairs with discipline, and is an effective critical friend, robust in challenge yet constructive and solutions-focused. A significant asset for any organisation.
    Melanie Robinson
    Managing Director, ABE

  • “

    A natural solution-finder in complex NHS situations. Critiques and analyses systems quickly, with emotional intelligence. Confident communicating at all levels. Boundless charismatic energy, natural system leadership, robust project management. Will make an excellent senior system leader.
    Kenny Gibson
    Deputy Director for NHS Safeguarding, NHS

Independent Board & Executive Adviser

Strategic advisory and programme management

Membership & Public Sector Specialist

NHS, UKHSA, Natural England and others

Author and Speaker

Leadership, high performance

Ready to move from strategy to delivery?

Book a no obligation discovery call. We will talk through where you are stuck, what good would look like, and whether I am the right person to help. No pitch, no pressure.

Book a Discovery Call