We are visible, but cannot prove influence.
The programme generates activity and attention, but lacks credible evidence of adoption, contribution, or change.
Advisory engagements
Begin with the decision, claim, or pressure at hand.
AGC first establishes what the organization is trying to prove, who needs to use the conclusion, and where the current account breaks down. The scope follows from that diagnosis.
[02 / 06]Situations we address
Cross the threshold with the problem clearly named.
Our evidence is scattered or disconnected from our claims.
Relevant material sits across reports and teams, but no one has tested whether it supports the claim being made.
Our partners share a project, but not an influence logic.
Coalition members share obligations while carrying different assumptions, messages, incentives, and thresholds of proof.
Our advocacy is disconnected from actual decision pathways.
The strategy names audiences and activities but does not explain how the decision is expected to move.
Our messaging carries political or institutional risk.
The organization needs language that is useful without overstating evidence or damaging relationships.
Our team needs a way of working that lasts beyond a workshop.
The team needs practical rules, tools, and review points it can continue to use without an adviser in the room.
Ways of working
Three forms of support, matched to the problem.
Proof Gap Diagnostic
Tests the central claim, its evidence, the relevant decision pathway, partner alignment, and communication risk. The result is a diagnosis and a short set of priorities.
Best when the underlying problem is still unclear.Influence & Proof Lab
A defined engagement that repairs the part of the system found to be weak. The work may address evidence logic, decision pathways, partner alignment, working tools, or risk-sensitive language.
Best when a defined part of the system needs to be strengthened.Strategic Advisory
Ongoing access to senior advice when new evidence, donor expectations, institutional relationships, or political conditions keep changing the decision.
Best when the context changes faster than a static strategy can.Illustrative outputs
Each output must change how the work is done.
These are examples rather than a fixed package. An output earns its place if it clarifies a decision, disciplines a claim, organizes evidence, or gives partners a shared rule for acting.
- 01Proof Gap Map
- 02Claim & Proof Matrix
- 03Evidence Ledger
- 04Decision Pathway Map
- 05Message Architecture
- 06Coalition Alignment Rules
- 07Risk-Sensitive Language Guidance
- 0890-Day Activation Plan