Sonder Collective: Creating capacity for strategy and self-management in a purpose-driven co-operative
The challenge
Sonder Collective – a global, self-governed co-operative of creative freelancers was operating under the principles of holacracy, with roles and decision-making distributed across its members. However, despite the intention to decentralise accountability, decision power remained largely with the board, which had limited capacity to engage in day-to-day operations. As a result, strategy and organisational development were often neglected, making it difficult for the co-operative to evolve in step with its growing needs and complexity.
The solution
To address this, I was asked to step into a leadership position composed of three interconnected roles: organisational development, lead link, and strategy development.
In the Organisational Development role, I identified structural and operational needs, supported the internal team with tools and guidance, and co-created more efficient systems for membership process, recruitment, onboarding, performance support, and internal coordination. We also revisited the mission, vision and the values of the organisation, and took steps to evolve the business model to be more sustainable and aligned with Sonder’s values.
As Lead Link, I helped ensure that members and collaborators had what they needed to succeed in their roles—providing clarity around priorities, structuring governance, improving internal communication, and making resourcing decisions based on strategic fit. I also worked to strengthen community engagement, foster transparency, and build capacity for shared leadership across the co-operative.
In the Strategy Development role, I created a participatory process to define long-term direction together with members and the board. This included facilitating alignment conversations, shaping the strategic framework, and translating broad goals into actionable plans, processes, and policies.
My role
I acted as a bridge between the board, members, and collaborators—guiding Sonder’s organisational development, shaping its strategic direction, and supporting the co-operative’s transition from a reactive to a more proactive and self-sustaining model.
Length of the assignment
17 months
