ReGround works with organisations when things feel complicated rather than clearly broken.
Who we are.
Between us, we bring a combination that is rare in the sector.
Dave brings commercial acumen and depth in governance, board development, and decision-making in complex charity environments. He is CEO of Bridging the Gap and Co-Chair of a Citizens Advice Bureau, with extensive experience across community advice and support services. This gives him a strong understanding of trustee dynamics, accountability, and how organisations operate within formal
charitable structures. Alongside this, he brings a practical sense of how systems and processes hold up under pressure and, importantly, how governance plays out in reality. As a educator, he has guided with some of the most challenging of audiences: sixth form business students!
Sean combines senior communications and organisational leadership, close work with CEOs and boards, and lived experience of addiction and recovery that brings a grounded perspective and unique insight. He is currently CEO of Rehabit, where he has developed organisational strategy, service models, and partnerships within a small, resource-constrained environment. He is also a trustee and director of The Counselling Foundation, contributing to governance and board-level decision-making. Earlier in his career, he spent over 20 years at BT leading communications through major transformation programmes and advising senior leadership. He also writes screenplays and is close to getting a film made — he
remains hopeful!
What we do.
We work with organisations whose purpose matters. Sometimes that can begin to feel heavy, especially where direction or structure becomes harder to hold.
Often, nothing is obviously failing. But responsibility concentrates in a few people, processes are bypassed or mistrusted, and leaders compensate personally for gaps in structure. Over time, this creates
strain: decisions become difficult, risk feels harder to hold, and people carry more than they should. We help organisations notice where goodwill is doing too much work, where roles are not clearly defined, and where systems are not supporting values in practice.
Our work begins by helping organisations slow down, orient themselves, and see clearly what is happening in practice, not just on paper. Through a small number of structured conversations with trustees, leaders, and those holding operational roles, we listen for where weight sits, where judgement is uncertain, and where people are compensating for weak or overgrown systems. From this, we offer a
clear and proportionate response.
This may include:
Clarifying where responsibility and risk are actually held.
Reflecting on how governance is functioning in practice.
Identifying processes that support judgement, and those that undermine it.
Simplifying or redistributing responsibility so that people are not left carrying what should be shared.
We treat process as a form of support, not bureaucracy. At its best, it takes pressure off individuals, clarifies who decides what, and makes good judgement easier. When it is missing, people become the system, and when it is overgrown, no one trusts it. We help organisations find the middle ground.
Occasionally, this reveals a more specific issue that needs practical attention. In those moments we may step in for a short period to steady the situation, simplify a process, or help a board or leadership team reach a decision that has become stuck. This might involve a safeguarding process that is not working in practice, leadership overload, or tension between board and executive. The emphasis is always the same: calm judgement, clear thinking, and practical steps that leave the organisation more confident and less
fragile than when we arrived.
Our work is shaped by direct experience of vulnerability, recovery, advocacy, and responsibility inside real organisations. It informs our judgement and our ability to recognise certain moments when they arise.
How we work.
Organisations rarely fail because people do not care. More often, systems become strained, responsibility becomes blurred, and decisions become harder to make.
Our role is to help organisations slow down, see clearly what is happening, and restore enough structure for people to move forward with confidence.
We work through four simple stages.
Understand the situation.
We begin by listening carefully and looking at what is actually happening rather than what policies say should be happening. This may include short conversations with key people and a light review of governance or process.
Name the real issue.
Many organisations feel that something is wrong but struggle to articulate it. We help surface the underlying issue clearly.
Stabilise the system.
We focus on practical adjustments that make the system workable again, whether that is clarifying ownership, simplifying a process, or helping a board settle a difficult decision.
Leave something usable.
We make sure the organisation leaves with something practical it can use. This might be a short governance note, a simplified process, or a clear decision framework. We then step back.