When I first heard about The Growth Project, I was drawn to its simplicity. The idea of bringing together charity and business leaders to learn from one another felt both practical and human.
It wasn’t about titles or status. It was about shared learning, curiosity and the chance to grow.
I applied for the program once and didn’t get in. The feedback I received was honest and helpful, and I realised the timing wasn’t quite right. Over the next year I focused on strengthening AMBA’s systems and leadership structure, and when the opportunity came around again, I tried once more. This time we were accepted.
The Growth Project isn’t a course you simply complete. It’s an experience that challenges how you think about leadership, purpose and impact. Each session builds on the last, moving from personal reflection to strategy, communication and collaboration. Early on, we were asked to think deeply about purpose. Not just what we do, but why we do it. That single question reshaped how I approached my work.
Understanding Purpose
As a charity leader, it’s easy to focus on outcomes—programs, policies, advocacy. But The Growth Project reminded me that purpose drives everything underneath. It’s the reason people stay up late to volunteer, the reason they persist when resources are tight, and the reason small wins feel big.
For me, purpose meant being clear about the role AMBA plays nationally. We’re here to support multiple birth families, but we’re also here to advocate, to educate and to raise awareness of the real challenges these families face. The clearer I became about that purpose, the more confident and centred I felt as a leader.
Learning from Others
One of the most powerful parts of the program was the diversity of people in the room. Leaders from business and the not-for-profit sector brought completely different perspectives, yet the conversations were genuine and respectful. I saw how much both sides could learn from each other.
Business leaders brought structure, efficiency and strategy. Charity leaders brought empathy, community and purpose. Together, we found a balance that felt both practical and inspiring. The discussions were never abstract; they were grounded in real stories about people, decisions and consequences.
Leadership in the Real World
The experience also made me think differently about leadership in volunteer settings. Leading a national organisation that runs almost entirely on volunteer effort can be difficult. Everyone is busy, everyone has competing priorities, and progress can feel slow. The Growth Project taught me that leadership in these environments isn’t about control. It’s about creating the right conditions for others to thrive.
It’s also about reflection. In busy organisations, leaders often jump straight to solutions, but growth requires space to pause and think. The program gave me that space and, in doing so, helped me rediscover my own motivation.
What Growth Really Means
The Growth Project helped me see that growth isn’t always about expansion or scale. Sometimes it’s about depth—understanding yourself, your team and your impact more clearly. It’s about learning to lead with purpose and humanity, not just with plans and deadlines.
For AMBA, the experience has already made a difference. We are clearer about why we exist and how we measure success. We’ve focused more on developing our volunteers, building partnerships and making sure our programs reflect our values.
Personally, the program reinforced something I’ve always believed: leadership isn’t about authority. It’s about service. It’s about helping others step into their own potential and trusting that they’ll carry the work forward in ways you might never have imagined.
The Growth Project gave me new tools, but more importantly, it gave me perspective. It reminded me that growth happens through people, through connection, and through the willingness to keep learning.
Falcon Cohort