For mission-driven organizations navigating the gap between culture and performance

Your team knows what's wrong. Your structure doesn't let them say it.

Individual growth without collective identity is insight with nowhere to land.

When leadership feels it but can't name it, I name it. Then I co-create the engine that changes it.

See If We're a Fit

2 to 3 engagements per month, by design. Virtual and in person.

When the gap is what's unsaid

The candor problem

Leadership feels the tension. Staff already know what's wrong. The real conversation is happening everywhere except the room where decisions get made. This is an empathy failure: the structure has no path for truth to travel.

The Clarity Engine addresses both

When the gap is between functions

The translation problem

Two good teams, such as technical and programmatic, expert and non-expert, or mission and operations, respect each other and still can't build shared standards. This is an accountability failure: there is no shared definition of done, and no structure for decisions to hold.

Why most culture work didn't hold

Empathy became a workshop.
Accountability became someone else's job.

Psychological safety is the door, not the ceiling. The question isn't whether your team feels safe. It's: safe enough to do what, exactly?

Organizations bought psychological safety programs that gave empathy nowhere to go, and operational consulting that never asked whether anyone trusted the process enough to follow it.

The Clarity Engine addresses both. Empathy and accountability, built as one system.

The Clarity Engine works at the system level: the structure, the dynamics, the leadership, and the path that difficult information travels before someone with authority to act hears it.

One piece of it, free, right now: at your next leadership meeting, ask each person to name one thing the team should start saying out loud, one thing it should stop handling in side conversations, and one voice it should invite into the room that isn't there yet. That's the seed. What I build with your team is the full engine.

10,000+
Leaders trained
30
Countries
9.2/10
Client satisfaction
750+
Coaching hours
17+
Years in practice
80%
Reduction in formal grievance escalation, Cornell

Trusted by

Bill & Melinda Gates Foundation
Environmental Defense Fund
World Health Organization
UNOPS
Google
Sony
Open Society Foundations
Search for Common Ground
Ad Council
Arizona State University
Cornell University
New York University
PubMatic
Predictive Index

In practice, when the gap is what's unsaid

130 staff. One session.
It shaped the entire week.

A global environmental nonprofit brought me in to anchor its annual development retreat: 130 staff across organizational levels, in a year of significant institutional change.

Participants reported that my session generated more growth than any other element of the retreat.

The organization signed a follow-on engagement before the retreat ended. What they took with them wasn't a report, it was a protocol built from their own room, in their own language, that they kept running themselves.

"Their facilitation is grounded in psychological safety, behavioral change, conflict transformation, and inclusive leadership practice. They are particularly effective at creating spaces where participants can reflect honestly, engage across difference, and translate insight into concrete action."

Senior Manager, Organizational Effectiveness & Culture, global environmental nonprofit

130
Staff across all organizational levels

In practice, when the gap is between functions

Two days. One paradox named. A framework that outlasted the room.

A global mission-driven foundation brought me and a co-facilitator in to work with its senior technical and programmatic leadership, two functions that respected each other and still couldn't build shared standards.

Both functions were competent and well-intentioned, and decisions still didn't hold.

Over two days, the group named the specific behaviors it was leaving behind: information silos, side deals, territorialism. They replaced them with explicit agreed norms and left with three prioritized strategic clusters and a shared operating framework neither function could have built alone.

"This was the first time in years our technical and programmatic leads walked out of a room with the same definition of 'done.'"

Senior leader · global mission-driven foundation

2
Days of senior cross-functional facilitation
3
Strategic clusters prioritized for action
1
Shared operating framework, still in use
0
Templates handed to them, everything built from their room

In practice: at institutional scale

Instructor-led training across a global workforce.

UNOPS holds a signed Blanket Purchase Agreement (July 2025) with Unsiloed for instructor-led training reaching 6,000+ personnel globally. Delivery is KPI-governed and compliant with the UN General Conditions of Contract.

The agreement follows an earlier multi-year partnership won through competitive bidding, with 50+ workshops delivered.

The record behind both kinds of rooms

17 years. Tested at the highest levels of institutional complexity.

This isn't a methodology developed for one kind of organization or one kind of problem. It's been pressure-tested in active humanitarian field contexts, inside the UN system, in global philanthropy, and at some of the most politically complex organizations in the world.

Cornell University. Associate Dean, Conflict Transformation Services

Designed and implemented a university-wide conflict resolution and governance system for 20,000+ students, faculty, and staff. Contributed to an 80% reduction in formal grievance escalation, by building structural early-intervention pathways that addressed conflict before it required institutional machinery. This is the same structural model the Clarity Engine is built on.

Bill & Melinda Gates Foundation: Multi-year engagement

Emotional intelligence, inclusion, and psychological safety programs for leadership teams. In-person retreats across 4 countries. Culture advisory for the DEI & Culture Center of Excellence. Executive coaching through organizational transition.

"Unsiloed demonstrated professionalism, responsiveness, discretion, and a deep commitment to quality. Their approach combined strategic insight, skilled facilitation, cultural fluency, and human-centered care.". Former Director / Chief of Staff, Gates Foundation

Global ad-tech firm: 548 employees, 14 offices

Inclusive leadership programs, culture transformation assessments, and psychologically safe conversation facilitation across 14 global offices.

"I feel very comfortable as a senior member of this organization handing the reins over to Love because I trust her with our employee experience, with our culture, and with our company.". SVP HR

Search for Common Ground. Uganda & South Sudan

Conflict resolution, mediation, and inclusion facilitation in active humanitarian field contexts. The same methodology that holds in a boardroom holds where the stakes are existential.

Facilitating a working session with participants

How to work together

Three ways to work together. One engine.

Every offer follows the same promise: one short pre-session call, the heavy lifting done before I arrive, and a leave-behind built from what happened in your room, not handed to you from mine.

01

Virtual Sessions

90 minutes to a full day, online

Surface what your team won't say, from wherever they are, before the next big moment.

For a team or board that needs to surface what's unsaid, wherever people are. Structured working sessions run online with breakout rooms and shared digital boards. The format changes. The discipline that gets people past performance doesn't.

What you leave with: The unsaid things named, a start/stop/invite protocol in your team's language, and a facilitator brief or decision log, depending on the session.

Examples of what this looks like
  • Virtual Leadership Working Session. 90 minutes, for teams of 8 to 30. A pre-retreat diagnostic that surfaces what your team won't say in the room, so the offsite ends in decisions instead of alignment that evaporates by Monday. Built for a team that is stretched or has been through leadership changes.
  • Virtual Executive or Board Session. The Leadership Decision Room. A full day for an executive team or board facing a hard decision or friction between functions. Pre-session stakeholder interviews, a designed facilitation sequence, and a documented decision log. It produces a decision, not a debrief.
  • Board consultations and governance advisory. Stakeholder consultations that surface what a board already understands about the organization's needs, turned into a governance model that is explicit, aligned, and actionable.
  • Instructor-led training for institutions. KPI-governed virtual delivery to large, global participant groups, built for UN agencies and similar institutions.
See If We're a Fit →

02

In-Person Offsites and Speaking Engagements

Half day to two days, on site

The session that shifts the candor of the room, and leaves your team the working protocol.

For retreats, offsites, board meetings, and events where the room has to produce something. Every engagement is built from a pre-session brief and what actually happens in the room. Speaking engagements are always paired with a working session, so the audience leaves with a protocol and not only an idea.

What you leave with: Resolved questions, surfaced concerns, committed next steps, and a protocol your team runs without me.

Examples of what this looks like
  • Retreat Session. A half day, in person, for up to 150 staff. It replaces a retreat facilitator whose energy fades by Friday with a working architecture your team keeps.
  • Leadership Decision Room, in person. A full-day session for an executive team or board navigating a hard decision, a restructure, or friction between functions that respect each other and still can't agree.
  • Board strategy retreat. Stakeholder consultations before the day, board facilitation during it, and a strategic report after. Built for mission-driven organizations at a point where growth has outpaced structure.
  • Senior management retreat. Two half-days on organizational reform, vision, and collaboration, for institutions and agencies.
  • Speaking engagement. A keynote paired with a working session for conferences, association meetings, and leadership summits. The keynote is shaped by a pre-session brief of the audience, not a standard talk.
See If We're a Fit →

03

Sprint Coaching

60 minutes, online, one decision

A clear head on one decision.

For an individual senior leader who is sitting with one hard call. Sprint Coaching is for individual leaders. It is not a smaller version of the organizational work.

What you leave with: A clearer view of the decision, what it depends on, and the next move.

Examples of what this looks like
  • Strategy Sprint. One 60-minute virtual session on one decision. You answer a single intake question: “What decision are you sitting with?”
  • Executive coaching. A thinking partner over time for a leader navigating a transition or a decision under pressure, drawn from 750+ hours of coaching practice.
  • Fractional advisory. Ongoing access to a thinking partner for an executive team during a period of scale or change.
Start with the intake question →

So you can picture it, and explain it internally

What a session actually looks like

Every engagement is built from what actually happens in your room, not a template dropped on you afterward. This is the structure that makes that possible. Sprint Coaching follows the same logic in a single one-to-one conversation.

01. Pre-session

Brief & diagnostic

A 15 to 30 minute call to understand context, name the specific tensions, and design the facilitation sequence. I do the heavy lifting before I arrive. Total time cost to your team before the session: one call.

02. Opening

Name the tension, not solve it

A short framing that names what's in the room, the real thing, not the polite version. This is where the session earns the trust it needs for what comes next.

03. In the room

Structured small groups, then large

Mixed breakout groups (by function and level) work through a prompt built from the pre-session brief. The room reconvenes for a facilitated large-group moment where themes are surfaced and named out loud, often for the first time. Virtual sessions use breakout rooms and shared digital boards, the format changes, the discipline that gets people past performance doesn't.

04. Leave-behind

Built from your room

The session closes by building the start/stop/invite protocol live, in your team's own language. Not a template. An artifact distilled from what actually happened, customized to your team's named commitments, so they can run it themselves without me.

A candid filter, because your time is the expensive part

Is this a fit?

This is a fit

Nothing is broken. Something just isn't working as well as it should, and no one can say why.

Leadership has changed hands more than once recently, and the team is stretched.

Two good teams respect each other and still can't build shared standards.

A retreat, transition, board meeting, or major decision is on the calendar, and you need the room to produce something.

You're willing to be in the room. This works on leadership, not around it.

You've run a psychological safety workshop before and it didn't hold. That is a sign the workshop was the wrong tool. This one is structural, not educational.

This is not a fit

You want a speaker to fill a slot on an agenda with no working session attached.

You want a culture initiative that doesn't touch the executive team or change how leadership operates.

You're looking for validation of a decision that's already been made.

The goal is the appearance of listening rather than the consequences of it.

I'll tell you this on the first call if I see it, it saves us both the quarter.

The risk sits with me,
where it belongs.

The fit-first commitment

If the pre-session brief shows I'm not right for your situation, I'll tell you before you've paid anything, and point you to someone who is. I decline engagements every month.

The surface guarantee

If by the midpoint of the session we haven't surfaced anything your leadership team didn't already have on the table, we stop, and you don't pay the remaining balance. In 17 years across 30 countries, I have offered this every time.

Twice in 17 years, what leadership was asking for in the room would have done more damage than the silence it was meant to fix. Both times I stopped the session and said so, in front of the client. I won't perform the appearance of candor at your people's expense. If that is ever the situation in your session, you'll know before I act on it, and we'll decide together what's needed.

What participants say

“Love gave us a new language and mental models for how we work together. The session made it safe to say what we'd been thinking for months.”
Retreat participant, global environmental nonprofit
“For the first time, I felt comfortable being honest about where things weren't working. Not performing culture, actually talking about it.”
Retreat participant, global environmental nonprofit
“The framework we built in those two days is the one our leadership still runs its hardest conversations through.”
Cross-functional leader, global foundation
“Working with Love was the most useful engagement we ran that year: measurable, humane, and specific to our organization.”
Program director, long-term client

About Love

Lawyer. Mediator.
Executive Coach.
PhD Researcher.

Organizational Consultant & FacilitatorAdjunct Professor, New York UniversityFormer Associate Dean, Cornell UniversityTEDx Speaker · Forbes Coaches CouncilVP Strategic Planning, NY State Dispute Resolution Assoc.Founder, Unsiloed

I've spent 17 years doing one thing: building the empathy that lets people say what's true, and the accountability that turns it into action. I am trained as a lawyer (University of London), certified as a mediator, credentialed as an executive coach, Adjunct Professor at New York University, and a former Associate Dean at Cornell University.

My institutional record spans the UN system (UNOPS, UNDP, WHO), global philanthropy (Gates Foundation, EDF, Open Society Foundations), multinational companies (Google, Sony, PubMatic), and the U.S, public sector (U.S. Peace Corps, Cornell, Arizona State University), across 30 countries.

The organizations I do my deepest work with didn't start by having a crisis. They started by having a conversation. The Clarity Engine is what that conversation makes possible, not as a one-time intervention, but as a structural upgrade that compounds over time.

For engagements beyond a single leadership team, I draw on a vetted bench of co-facilitators, coaches, and assessment specialists I have worked with for years, so scale never means a stranger runs your room.

Current research: the Moon HAI Lab, designing complementary human-AI teams for mission-driven organizations, where lived experience and model development work as one system. Research focus: how organizations build human-centered AI systems without abandoning the equity principles that define their work.

A practice of Unsiloed · loveodihkumuyi.com

The organizations I do my deepest work with didn't start by having a crisis. They started by having a conversation.

The conversation your organization needs has a cost either way. One version costs a form and thirty minutes.

Two questions. If there's a fit, I respond within 48 hours to schedule a free 30-minute strategic conversation, useful whether or not we ever work together: you'll leave with the three questions your next offsite has to resolve. That first conversation is just that: a conversation. No proposal, no obligation, no pitch.

I review every submission personally. I take 2 to 3 engagements per month and one in-person engagement per month, not as a marketing device, but because full presence is the product. If it's not a fit, I'll say so clearly, quickly, and with a referral where I can.

One decision, rather than a team challenge? Sprint Coaching →