For private and family foundations, endowments, corporate giving arms and awqaf. We design how the money goes out, track what happens after it does, and give trustees one current view of their duties. This is the practice we lead with.
Three separate pieces of work. Most foundations need them in this order, but each stands alone and each is priced on its own.
Many foundations grow into their grant-making rather than designing it. The criteria live in a trustee's head, the application is a Word form, and due diligence is whatever the last person did. We build the system properly, once.
This is design work, not software. It produces documents and decisions, not a login. Tooling comes afterwards, if at all, and by then the tooling question answers itself.
Four to six weeks. Interviews with trustees and staff, a draft reviewed in session, then a final system handed over with the documents you will actually use.
Once a grant is made, the work has only started. Payments, milestones, renewals, grantee reports and the payout position all need watching, and they are usually spread across a drive, an inbox and somebody's memory.
This is the operational half. Where Service 01 decides how money goes out, this one watches everything that happens after it does. Foundations with a well-designed process and no tracker still get caught by overdue reports and a payout gap found in December.
"What percentage of assets have we disbursed this year?"
"Which grantee reports are overdue right now?"
"Which grants come up for renewal in the next two quarters?"
| Grantee | Status | Committed | Paid | Next |
|---|---|---|---|---|
| Grantee A | Active | $450k | $300k | Report due Mar |
| Grantee B | Active | $220k | $220k | Renewal Jun |
| Grantee C | Overdue report | $180k | $90k | Chase now |
| Grantee D | Due diligence | $500k | — | 2 checks pending |
| Grantee E | Closed | $120k | $120k | Final report in |
One view across the five areas a foundation answers for, so trustee meetings start from current facts instead of assembled binders. It is the same governance dashboard our nonprofit boards use, tuned to foundation duties.
This is the governance layer. It sits on top of whatever Services 01 and 02 produce, and it is the piece trustees actually see. Several foundations start here, because it is the fastest way to show a board what is and is not currently visible to them.
Trustees, foundation chairs and foundation staff of private and family foundations. One page, read in five minutes before each meeting.
THE ONE-PAGE TRUSTEE BRIEF
What changed, what needs a decision, what was resolved. Five minutes before each meeting.
Illustrative, fictional data · your version is built from your records
Switzerland, Germany and the Gulf hold some of the densest concentrations of grant-making foundations anywhere, often running on small teams with large balance sheets and duties that do not scale with headcount. That is precisely the problem a well-built system solves.
Foundations, endowments, awqaf and corporate giving arms, modernising fast under national reform agendas.
One of the highest foundation densities in the world, with supervision and payout expectations to match.
Disbursement quota and T3010 reporting make payout planning a year-round job, not a filing task.
Private foundation payout rules, 990-PF filings and donor-advised funds to coordinate alongside.
Build note: payout percentages, quota rules and regulatory references shown here are indicative. Each published page cites the current rule from the relevant regulator with the retrieval date.
Different foundations, same duty: trustees who must answer for filings, payout, grantees, investments and the board itself, with the proof at hand. Four scenarios. Find yours.
The founder carried the foundation’s state in their head. The second generation now holds the duties, and what they inherited is binders, a filing cabinet and an accountant’s email address.
The five lenses assembled from the records that exist: filings, payout position, grantee checks, investments and board basics, refreshed on a quarterly rhythm.
The new trustees see their duties current for the first time, and meetings move from archaeology to granting decisions.
Last year the disbursement quota position was discovered at filing time, and the year-end scramble to grant in December was not strategy. Nobody wants to repeat it.
The giving and payout lens: position against the rule visible all year, with the gap and the runway in plain sight at every meeting.
Granting is paced across the year on purpose. Filing season confirms what the trustees already knew.
A growing foundation has appointed its first formal board. The members are senior and busy, the duties are new, and the reporting is whatever staff can assemble the week before.
The five lenses tuned to the foundation’s own duties and rhythm, with a one-page brief the board reads in five minutes.
The new board governs from one current page. Staff stop rebuilding binders, and the foundation’s credibility grows with its giving.
The trustees are volunteers with full lives. The binder arrives two days before the meeting and is skimmed on the train. Important items get the same minutes as trivial ones.
The one-page trustee brief on top of the five lenses: what changed, what needs a decision, what was resolved, with the detail one click behind it.
Five minutes of reading buys an informed meeting. The important items get the time, because they are visibly the important items.
The five areas a foundation answers for, in one live view.
Every figure tied to a filing, a record or a register.
Oversight takes minutes, so the meeting goes to the mission.
The records exist, in a platform or a spreadsheet. What is missing is the one look that says where every grant stands and what the giving adds up to. Four scenarios. Find yours.
One administrator holds the master spreadsheet, and the foundation’s state of play lives in her head. When she is away, status questions wait; when she leaves, they will have no answer.
The portfolio dashboard built from that same spreadsheet: stage, amounts, owners and deadlines, readable by every trustee without asking anyone.
The state of play survives vacations and succession. The administrator answers harder questions than where is that grant.
Hundreds of grants a year flow through the platform. When leadership asks what the company funded, where, and what it achieved, the honest answer takes three weeks to assemble.
The balance view and board report built from the platform’s own data: by theme, geography and program, in the same shape every quarter.
The three-week scramble becomes a one-look answer. Giving starts being managed as a portfolio, not a queue.
Grant volume is doubling and the informal tracking that worked at twenty grants is failing at eighty. Payments, reports and renewals are starting to surprise people.
The stage and deadline views: every grant’s position in the pipeline and every date that matters, in order, before it is late.
The foundation scales without losing track of a single commitment, and growth stops costing sleep.
Grantee reports are due, overdue, chased by memory and filed unread. The learning the trust is paying for never arrives, and renewals are decided blind.
The milestone and reporting tracker plus a roll-up that turns grantee reports into portfolio-level results the trustees actually see.
Follow-ups go out on time, reports come back and get read, and renewal decisions carry last cycle’s results.
Built from the records your platform or spreadsheet already holds.
Payments, reports and renewals surface before they are late.
The giving adds up to something the board can see.
One-pagers and use-case companions, two pages each.
Tell us the decision your board faces next quarter. The five lenses can be live within it.
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