Client Case Study: Acquired Brain Injury Ireland (ABII)
Project: Strategic Planning & Implementation Support
Timeframe: Mid-2024 – Ongoing
Background
Acquired Brain Injury Ireland (ABI Ireland) is the leading national provider of community-based neuro-rehabilitation services for people living with an acquired brain injury. As the organisation approached the end of its previous strategic cycle, ABI Ireland sought a bold, inclusive, and future-focused roadmap to guide its next chapter.
Our Role
In mid-2024, ABI Ireland partnered with Mantra to co-create a new strategic plan that would reflect the voices of people affected by acquired brain injuries, staff, and stakeholders—while setting an ambitious direction for the future.
Working closely with the CEO and senior leadership team, Mantra facilitated a highly collaborative strategy development process, grounded in insight, inclusion, and impact. The result was “Beyond Boundaries: Strategic Plan 2025–2029”—a clear, mission-aligned framework designed to expand ABI Ireland’s reach, deepen its impact, and strengthen its organisational foundations.
Highlights
Co-creation Workshops: Led engaging sessions with staff, leadership, and board members to shape the vision and goals.
Strategic Narrative & Framework: Developed a clear, energising story for the future—supported by bold but actionable priorities.
Successful Launch: Mantra supported ABI Ireland in launching the strategy across four staff engagement days nationwide in early 2025, helping teams connect with the vision and see their role in bringing it to life.
Ongoing Implementation Support: Mantra was retained to provide implementation support—working closely with the CEO and senior team to translate strategic priorities into concrete workplans, monitor progress, and maintain momentum.
Impact
A shared sense of direction and renewed energy across the organisation
Staff engagement embedded in both strategy design and rollout
A strong partnership between strategy and day-to-day operations
Continued leadership alignment and accountability through implementation coaching and planning
Looking Ahead
With a strong foundation now in place, ABI Ireland is poised to deliver on the ambitious goals of Beyond Boundaries. Mantra continues to serve as a strategic partner—supporting progress, removing roadblocks, and keeping the organisation focused on what matters most.
Client Case Study: One Family – Embedding Culture to Future-Proof Impact
Client Background
One Family is Ireland’s national organisation for people parenting alone, sharing parenting, and separating. With a strong legacy of social impact, the organisation champions empowerment, representation, and sustainable practices across its services and advocacy work.
The Challenge
As part of their 2025–2027 Strategic Plan, One Family sought to strengthen internal culture to ensure long-term sustainability and team cohesion. Amidst the challenges of hybrid working, there was a recognised need to reconnect team members to the organisation’s mission, improve transparency, and foster a greater sense of belonging.
Our Approach
Mantra Strategy partnered with One Family to co-develop a comprehensive People & Culture Strategy, rooted in a staff survey, team culture workshop, and the organisation’s strategic goal to “Future Proof” its internal capabilities.
Key elements of the engagement included:
Interactive Culture Workshop (May 2025): Engaged staff in identifying desired workplace feelings (e.g., supported, confident) versus undesirable ones (e.g., overwhelmed, disconnected), while surfacing cultural barriers and opportunities.
Staff-Driven Solutions: Co-designed practical ideas to enhance internal communication, recognition, and connection—ranging from “Virtual Kitchen” Zoom slots to themed in-person connection days.
Tailored Strategy Framework: Delivered a six-pillar roadmap addressing psychological safety, recognition, communication, and purpose-alignment. Initiatives included peer-nominated “Values in Practice” awards, leadership visibility actions, wellbeing champions, and a dedicated Culture Steering Group.
Outcomes & Impact
The People & Culture Strategy created a clear path forward, blending short-term engagement wins with systemic culture change.
Feedback from the workshop reflected increased optimism, hope, and a renewed sense of connection—laying a strong foundation for sustainable cultural evolution.
Client Case Study: Galway Simon Community - Repositioning Fundraising in the West
Galway Simon Community was set up in 1979 by a group of volunteers who refused to accept homelessness on the streets of Galway. With the support of the wider community, they have grown, developed, learned and adapted over the years to become a leading provider of homeless and homelessness prevention services in the region.
Core Goals
Mantra was engaged to revamp an already established fundraising programme to lift response and community engagement. Mantra Strategy has worked with Galway Simon to co-create a new four-year funding strategy and to support the establishment of a new Major Donor Giving Circle focused on capital priorities.
Methodology
Using our 5 step strengths-based DREAM model, we had considerable input from stakeholders including the fundraising team, board and donors through interviews, and group sessions.
Outputs
Strategic 4-Year Fundraising Strategy
Implementation Plan
4-year Budget Projections
Team structure development
Final Strategy with 5 Key Pillars build under the GIVE WEST banner
Give West. Give Local – individual giving
Give West 100 – major donor giving circle
Give West Power Hour – corporate giving
Give West Quest – community fundraising
Give West Legacy – legacy giving
Outcomes
Newly established programme
Reinvigorated fundraising team with greater role clarity
Clear strategic roadmap to build the fundraising programme
Client Case Study: AsIAm - Building sustainable funding to give people with autism the Same Chance
Since 2014, AsIAm has been a powerful movement for change for the Autism community in Ireland. AsIAm has transformed from an online platform designed to share information and experiences to Ireland’s National Autism Charity, dedicated to transforming society, so it works for autistic people and their families. AsIAm is autistic-led and focused on representing, connecting, coordinating and unifying the Autism community in Ireland.
Core Goals
Mantra Strategy was initially engaged to co-create their new Strategic Fundraising Strategy for the period 2021 – 2024 to diversify their portfolio. Mantra continues to support the implementation of their funding strategy and Same Chance communications platform.
Methodology
Using our 5 step strengths-based DREAM model, we had considerable input from stakeholders including the team, funders, autistic community and other interested parties through interviews, group sessions and surveys.
Outputs
Strategic Fundraising Plan with two subsequent reviews
Final Strategy with 4 Key Pillars
Strategic Partnerships
Philanthropy
Public Fundraising
Integrated Campaigns
Foundational Implementation including:
Fundraising communications
Website wireframe and copy
Corporate partnerships pitch deck
Legacy strategy and materials
Case for Support
Philanthropy & corporate targeting strategy
Digital and individual giving strategy and communications plan
Fundraising Team recommendations
Outcomes
Fundraising income has more than doubled in 2 years
Building a team to enable future growth in fundraising
Diversifying revenue and building sustainability
Greater confidence for the future
“Mantra are engaging and collaborative and they bring a wealth of passion and expertise to their work. As a growing organisation, their insight and strategic support have been essential as we have set out to navigate the complex world of fundraising. I would highly recommend Lisa-Nicole and MANTRA to any organisation which wants to build its offering and secure a sustainable growth path”
Adam Harris, CEO, AsIAm
Client Case Study: Payzone – How external support can help drive a go to market strategy
Client Background
Payzone is a leading multi-channel service provider. For over 20 years, they have been connecting people to payments, processing millions of transactions through their payments network every year. With a retail payment network of 3,500 agents nationwide, debit & credit card processing solutions and a consumer app. Payzone builds technology for all.
Mantra Strategy provided Payzone with a detailed sales and marketing action plan which supported their go to market strategy.
With its experience in the retail sector, and existing business powering payments from parking to tolls, the organisation wanted to expand its offering to support Irish charities with their fundraising and payments needs via a new fundraising platform. This system provides a one-stop-shop for charities and fundraising teams and can also be used with the corporate sector as a CSR fundraising management tool. They wanted a partner to support them with a sales and marketing strategy which would bring them to this new market. Mantra has extensive experience in the charity sector so was an ideal partner to work with a commercial client seeking to make inroads in the sector and offer its highly beneficial fundraising service
Core Framework
1. Define
Establishing the three-year goals, scope of project, and urgent support requirements. With its experience in the retail sector, and existing business powering payments from parking to tolls, the organisation wanted to expand its offering to support Irish charities with their fundraising and payments needs via a new fundraising platform. This system provides a one-stop-shop for charities and fundraising teams and can also be used with the corporate sector as a CSR fundraising management tool. They wanted a partner to support them with a sales and marketing strategy which would bring them to this new market.
2. Discovery
High level feasibility analysis to validate that Payzone had a unique offering for the Irish market. This involved a deep dive on understanding the platform, the breadth of functionality, the approach to customer service, development plans, and testing the system in terms of known fundraising requirements of both small and large fundraising teams. Review and present research on existing Irish and international platforms, compeditor analysis of their approach to embedding in the market, outlining the clear differentiation between these and insights from their journeys
3. Dream
Mantra conducted a deep dive into the scale of ambition and how targets could be achieved, and the approach needed per market segment. Big goals and focus areas were agreed here.
4. Design
Mantra created a detailed go-to-market strategy for this new area of business and provided recommendations on sales and marketing, partnership strategies including sponsorship and guidance on which potential clients would be early adopters of the new fundraising platform. A user-group demo was set up by Mantra with our clients to fully engage the users in the plans and functionality.
5. Deliver
Mantra then worked on an implementation phase with Payzone to test the detailed roadmap. This ranged from producing marketing collateral, updating the website, creating videos, to feasibility testing with prospective clients, engaging potential partners and more. Mantra also actively trained and supported the Payzone sales team to improve the approach to marketing to this audience across corporate and charity prospects. Finally, Mantra was enlisted to run the strategic search of the key sales management and leadership roles to help propel the plan further.
The Outcome
Payzone’s fundraising platform is enhanced and growing in popularity as a vital tool for the charity sector. With clients including AIB, Goal, Safe Home Ireland, regions of SVP, and Make a Wish Ireland, it is fast becoming a go-to platform for many fundraising campaigns, event sales, individual giving, corporate giving and more. Mantra provided a clear plan and helped its execution but also ensured a detailed handover.
“Entering a new market segment is always a challenge so having a knowledgeable partner like Mantra was a must. Mantra helped us ensure we had a feasible platform, that there was market demand and advised us on a range of approaches to key fundraising prospects. Vitally, they created a new role in our organisation and hired a fantastic business development leader to drive growth into the future.”
Nadine McKeone, COO, Payzone
Client Case Study: Samaritans Ireland
Charity Boards and the vital importance of a transparent, diverse appointment and succession plan for leadership
Client Background
The Samaritans Trustee Board leads Samaritans to best achieve their vision that fewer people die by suicide, both through Samaritans’ direct service provision and their influencing work. Samaritans Ireland completed a large-scale governance and structure review in 2021. As a result of that review, Samaritans Ireland was taking on greater responsibility for income generation and external relations but also needed a succession plan for the Board, a best practice requirement in the Charities’ Governance Code.
The Challenge
Succession plan for the Board to comply with best practice To best achieve their vision that fewer people die by suicide Income generation to provide direct service provision. Mantra Strategy provided Samaritans Ireland with a rigorous process for sourcing, screening and interviewing board trustees and helped create a solid pipeline for future leadership needs. A robust and transparent recruitment process addressing both existing vacancies but also to expand competencies of the Board specifically in public policy, fundraising, brand, marketing and knowledge of the landscape of Northern Ireland was required. The charity also wanted a pipeline of potential board and committee members for future needs and wanted to ensure that diversity and inclusion were at the heart of the process.
Four-Step Approach
1. Strategy & Targeting
We immersed ourselves into the governance review, skills matrix and gap analysis of the Board and developed a detailed list of competencies, experiences and backgrounds required. A detailed candidate briefing document for each trustee position was then created. A robust and transparent recruitment process addressing both existing vacancies but also to expand competencies of the Board specifically in public policy, fundraising, brand, marketing and knowledge of the landscape of Northern Ireland was required. The charity also wanted a pipeline of potential board and committee members for future needs and wanted to ensure that diversity and inclusion were at the heart of the process.
2. Candidate Research
Across the Mantra team, given our own experience with corporate and charity executive and non-executive leadership, we reached out to appropriate candidates but also targeted other suitably qualified people in executive and non-executive positions.
3. Mantra interviews & shortlist preparation
Direct approaches to key suitable candidates were made and screening interviews were conducted to ensure they had key competencies, experience, values fit, potential conflicts of interest and crucially capacity for the board trustee role and commitment to the organisation. A suggested shortlist was then presented to the Board with written profiles and CVs.
4. Board panel interview and selection
In this phase, a panel briefing was provided, scheduling and administration including reference checking and delivery of all feedback to candidates was completed. To deliver on our commitment to ensuring diversity and inclusion was at the heart of the process, we included neutral language in all targeting and briefings, and removed indicators of ethnicity and gender to ensure avoidance of bias as candidate profiles were presented.
The Outcome
Samaritans Ireland have a new cohort of trustees with expertise and track records in the areas they needed for future expansion. In addition, they have a robust succession plan and pipeline of prospective trustees and committee members. The process from start to finish took six weeks.
“We are a Triple-Locked charity and work to the highest standards of governance. It was vital we chose a partner who could deliver a transparent, rigorous and values led approach to securing new appointments to our board to expand our vital work. We knew that Mantra would represent our purpose to potential candidates, and it was remarkable how everyone who came to interview commented on how thorough the process was and how they felt they already knew how our organisation operated before they joined. I recommend every Chairperson to adopt this process for board selection and succession planning”.
Eleanor Farrell, Chairperson, Samaritans Ireland
Client Case Study: Cappagh Hospital Foundation - Rebuilding a Hospital Foundation fit for the future
Cappagh Hospital Foundation raises funds for the National Orthopaedic Hospital Cappagh’s development, research, education, teaching, training and the provision of strategic patient support programmes to meet patients’ needs and improve lives.
Core Goals
Following a period of inactivity during the pandemic, Mantra was engaged to do a full and comprehensive funding strategy to relaunch the Foundation. Mantra was subsequently retained to support the foundational implementation of the strategy over six months and to provide strategic search to find the new Director of Foundation to the strategy forward.
Methodology
Using our 5 step strengths-based DREAM model, we had considerable input from stakeholders including the hospital, board, team and funders through interviews, and group sessions.
Outputs
Strategic Fundraising Plan and Implementation Plan
Final Strategy with 4 Key Pillars
Visibility and Presence
Income Diversification
Future Focused
Compelling Storytelling
Foundational Implementation including:
Fundraising communications
Onsite Hospital Marketing (Boney Maloney)
Website wireframe and copy
Corporate partnerships pitch deck
Legacy strategy and materials
Case for Support
Philanthropy & corporate targeting strategy
Recruitment of Director of Foundation
Outcomes
Newly established programme
Relaunched to the Hospital
Right team in place to ensure growth
Client Case Study: Podiatry Ireland (Previously The Society of Chiropodists & Podiatrists of Ireland)
How a membership organisation can attract, engage and retain members with stakeholder engagement at its heart
Client Background
The Society of Chiropodists and Podiatrists Ireland (SCPI) is a long-established membership body for Podiatrists in Ireland and its membership includes healthcare providers and is focused primarily on lobbying, training and development. SCPI wanted a partner to develop an overall organisational strategy and a set of key recommendations for the coming years.
The Challenge
Mantra Strategy provided SCPI with a strategic approach to improving its membership services and relations and developed a new model of membership built around providing excellent membership support and services, and building engagement and retention.
Five-Step Approach
1. Define - Defining the core focus, scope, programme of work
2. Discovery - A deep delve phase of stakeholder engagement, interview, focus groups, engagement of the council, national and international comparator analysis, PESTEL and SWOT.
3. Dream - Which is about envisioning possibilities for the future organisation
4. Design - This phase develops the more detailed plan which included resourcing requirements and dependencies.
5. Deliver - Providing the communications and final strategy documents and implementation roadmap.
At Mantra, we strongly believe in the vital importance of stakeholder engagement when developing any strategy. For SCPI, we wanted to ensure that an extensive approach was taken to get buy-in and ensure the greatest impact. Therefore, for this phase, a wide and diverse number of people both internal and external to SCPI were consulted including members, non-members, funders, academics, and those involved in the HSE and the School of Podiatric Medicine, National University of Ireland, Galway (NUIG) and included a full survey of the membership, several one-to-one interviews and workshops with the Council. We gained deep insight into what is important to SCPI members and those involved in the profession and the passion the members have for the profession was palpable, so this was kept at the core of the strategy, and vision development. We developed a new five-year strategy for the organisation centred around four key pillars. Under each of the pillars there are several organisational goals with an associated timeframe and resourcing plan phased over the five-year period. Central to our recommendations was putting the needs of the members throughout their career at the heart of the plan. New membership tiers to help attract new members and build a more sustainable revenue model for the organisation were developed as part of the design phase.
The Outcome
SCPI now have a new strategy and brand oriented around the goal of enhanced public profile and presence, so that more people know about the benefits of the profession to overall health, and the value of membership. Engagement of graduates right through to business owners was factored into the strategy and it is underpinned by a detailed set of phased resourcing and budgeting recommendations and KPIs over the 2023- 2028 period. In addition, the extensive stakeholder engagement resulted in improved relationships with key partners and provided a template for ongoing dialogue.
“It was wonderful to have an independent and fresh perspective on our mission and our purpose as an organisation and how we could build and serve our membership and engage more proactively with our funders and partners. Mantra exceeded our expectations, and we now have a robust strategy and an execution plan which we know will set us up for years to come”.
Jennifer Maxwell, Council Member
Client Case Study: Irish Deaf Society – How having a clear purpose is the basis for a great strategic plan
Client Background
Founded in 1981, the Irish Deaf Society (IDS) is the national representative organisation of 5000 Deaf and hard of hearing people, and its mission is to achieve equality and rights of Deaf people in Ireland. IDS is a DPO, that is a disabled persons organisation under the UN Convention on the Rights of Persons with Disabilities, and is Deaf-led, the majority of board and senior staff are Deaf.
The Challenge
The IDS was at an important point in its development in a post covid era, embracing technology and innovation to build on the work that has been done but needed a roadmap for it's future as societal attitudes and the needs of its community were changing.
Our Approach
Mantra Strategy provided the Irish Deaf Society with a comprehensive strategic plan based on renewed clarity of its core purpose. For the critical 2023-2026 plan, they wanted a partner to develop a strategic plan, examine its vision, values and purpose and ensure that the Deaf community was fully engaged with the entire process as co-creators of the future direction of the organisation.
Core Framework
1. Define - The internal review involved a comprehensive review of key documents, publications, existing services, structures and supports.
2. Discovery - The external review considered the broader landscape and environment both nationally and internationally, looking at legislation, research and horizon scanning. A SWOT and PESTEL analysis were completed. This enabled us to highlight the strengths and weaknesses and identify where there are opportunities and challenges for the IDS.
3. Dream - An extensive stakeholder engagement phase followed across a wide and diverse range of individuals and organisations both internal and external to the IDS. This included members, non-members, funders, Deaf groups, academics, researchers, parents, teachers, tutors, learners and those working in deaf services and organisations. Our methods of engagement included the first ever survey administered through ISL and we had extensive reach with almost 500 people in various locations around the country.
4. Design - We wanted to refocus on the values, purpose and mission of the organisation to ensure they were still aligned and relevant. Through facilitated workshops, we worked with the IDS to solidify its purpose as an advocacy organisation, a change maker and ensuring equality for Deaf people.
5. Deliver - A strategic plan including a new vision, mission and values statement, strategic options, KPIs, budgets and timelines was provided for sign off and launch.
The Outcome
The Strategic Plan was launch in June 2023 and all staff, Board members, members of the Deaf community and other stakeholders can now articulate the purpose of IDS in a consistent and concise way. In addition, everyone in the organisation knows the part they play in enabling the delivery of the strategic plan. IDS now have a meaningful strategy for the period from September 2023 - August 2026 which includes a resourcing and implementation plan.
“Having an external partner with a fresh approach was such a huge help to IDS for developing this pivotal strategic plan. We wanted someone we could trust, who could help ensure our purpose was still valid and vitally engage with the Deaf community to make sure everyone felt part of the process. We now have a plan that’s realistic, relevant and with our renewed purpose at its core.”
Lianne Quigley, Chairperson, Irish Deaf Society
Client Case Study: Look Good Feel Better – How interim executive support can make a huge difference to smaller charities
Client Background
Look Good Feel Better puts smiles on the faces of women receiving cancer treatment with free skincare and make-up workshops available online and in person all around Ireland throughout the year. Finding out you have cancer can be daunting and life changing. Added to this, the visible side effects caused by cancer and cancer treatment can have a devastating impact on over all well-being. Look Good Feel Better believes that your well-being cannot take a back seat to your cancer, and that you are more than your cancer. Self-care is not a luxury but a priority as it promotes improved physical and mental health.
Objectives
Look Good Feel Better were looking for an interim General Manager for an 8 week period of time, someone who could step in seamlessly and ensure that the strategic plan and day to day operations of this not for profit organisation would continue to be delivered on.
Mantra had worked with Look Good Feel Better on their strategic plan so had a good insight into the organisation and crucially a trusted relationship with the General Manager and small hardworking team. As a result of this trusted relationship, Mantra was able to quickly deploy a senior strategist Róisín Coughlan, into the organisation for two months. Róisín and Martina from Mantra supported day to day operations, Róisín publicly representing the charity, assisted in fundraising and she capitalised on opportunities arising in order to drive the strategic plan forward.
The Outcome
The board knew that the organisation was in safe hands, with workshops being booked for clients of the charity, ongoing fundraising initiatives continuing, and a new fundraising and beauty event planned.
“It was great to know that thanks to Roisin and Mantra Strategy, Look Good Feel Better would continue to offer a quality service. Having a trusted relationship with Róisín and her taking the reins meant that I knew the strategic plan continued to proceed but also that any possibilities could be embraced and dealt with.”
Annabel O’Keeffe, General Manager, Look Good Feel Better
“We found Mantra great to work with. They were efficient, clear and organised. The consultation and desk research undertaken was professional and inclusive and overall it was a really positive experience.”
— Marian Quinn, CEO, Childhood Development Initiative
“Narrative 4 Ireland worked with Mantra Strategy to develop a fundraising strategy. It was fascinating to be led through the process with Lisa-Nicole and her team and get an outsider's view of our project and the revenue raising opportunities open to us. I would highly recommend Mantra Strategy and will work with them again in the future.”
— Dr James Lawlor, Director, Narrative 4 Ireland
“I found working with Mantra Strategy Consulting impressive. Their sector knowledge, interest in our work and proposed vision for the organisation from an independent perspective assisted us in refocusing our fundraising strategic plan.
The team’s professional approach and warmth made it very easy to work with Mantra and I would highly recommend Mantra as an asset to any potential client”. ”
— Brian Allen, CEO, ChildVision
“NUI Galway's Active* Consent benefited greatly for working with Mantra Strategy and their whole of team approach. When a programme is scaling up rapidly and working with team members from diverse backgrounds and experiences, the kind of diagnostic support that they were able to provide is essential in moving forward with your team in the most mutually advantageous way possible. Lisa-Nicole's coaching took careful account of our programme's situation within academia and used her entrepreneurial knowledge and experience to bring together resources that have assisted our team in moving forward together. What impressed our leadership team most was not only their rigour and empathy in working with us, but the team’s dedication to finding the information and coming up with a plan of action that would most serve the unique needs of our project and team rather than forcing us to reimagine our work in ways that didn't serve our core mission of research-based consent education”.
- Dr. Charlotte McIvor, Active* Consent Programme Team Lead