Do you want to meet the challenges that hinder your understanding?

Today’s fast-paced and ever-evolving business landscape demands adaptability, strategic thinking, and the ability to navigate complex problems with compassion.

At Exponential Squared, we help you develop the kinds of questions that do not just unravel complexities, but enhance understanding.

Successful organizations understand that growth is a continuous journey as opposed to a single destination.

Areas Of Consultancy Expertise

Nonprofit and for-profit organizations often operate within their own bubbles with staff and board members deeply involved in the day-to-day operations and familiar with established processes.

While this level of involvement is essential, it can sometimes lead to tunnel vision and resistance to change.

In a concerted effort to understand your internal biases and preconceived notions, Exponential Squared can objectively assess your organization’s strengths, weaknesses, and areas for improvement.

Leadership/BoardTraining

Your leadership/board is the driving force behind your organization’s success. Without proper guidance and skills, however, your organization’s full potential may remain untapped.

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Ineffective leadership can lead to a lack of strategic direction, poor decision-making, financial mismanagement, and difficulties in generating revenue/fundraising. An absence of accountability mechanisms and a failure to address diversity can further compound these issues. To mitigate these pitfalls, organizations must prioritize diverse and skilled leadership, effective communication, ongoing training, and strong governance practices.

Marketing

An effective marketing strategy can ensure that your message reaches a wider audience, sparks conversations, and ignites interest in your mission, services, or product.

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Nonprofits often struggle with marketing, whose activities are often rooted in budget constraints, limited resources, and the difficulty of quantifying social impact. Overcoming these hurdles requires strategic creativity, a clear brand identity, and adept use of cost-effective digital strategies to authentically engage supporters and communicate the organization’s mission effectively.

Strategic Planning

Strategic planning is a transformative journey that will position your organization for sustainable growth, greater impact, and continued success.

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The balance between short-term survival and long-term growth can be elusive. Strategic planning can help organizations prioritize key objectives, foster adaptability, and leverage available resources, all of which can enhance the effectiveness of strategic planning efforts for both small businesses and nonprofits.

Fundraising

Effective and sustainable fundraising requires a strategic and holistic approach that emphasizes donor engagement, transparency, and adaptability.

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Nonprofits grapple with multifaceted challenges in fundraising, including limited resources, intense competition for donor attention, economic volatility, and diverse funding sources that demand strategic management. Successful navigation of these challenges requires strategic adaptability, transparent communication, and a focus on sustained donor engagement.

Development

Development is not just about building relationships, but your internal systems, processes, and infrastructure that can support your growth trajectory.

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Small businesses and nonprofits face unique challenges. Striking a balance between social impact and profitability is a delicate task for nonprofits, while small businesses contend with the complexities of how to stand out in crowded markets. To overcome these challenges, development requires a strategic and adaptable approach that maximizes available resources and embraces innovation.

Organizational Assessments

In the ever-changing landscape of the nonprofit sector, it is crucial to periodically evaluate your organization’s strengths, weaknesses, and opportunities.

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Organizational assessments can take various forms, including surveys, interviews, focus groups, and data analysis. The goal is to provide leaders and stakeholders with a comprehensive understanding of the organization’s strengths, weaknesses, opportunities, and threats, which can inform strategic plans for sustainable improvement and growth.

Our Philosophy

Exponential Squared's approach to business is steeped within philosophy, ecopsychology, Indigenous thinking, Systems theory, Organizational Development, Taoism, Buddhism, Ubuntu, and consciousness studies. These areas of research correspond with Founder, Dr. Robert Levey's areas of research interest and expertise.

In this video, I explore how systems thinking can enhance leadership capacity by revealing the complex interconnections within organizations and their environment.

In this video, I explore the relationship between the past, present, and future, and how it shapes our understanding of leadership and systems thinking.

In this video, we explore the concept of transformation beyond just reaching goals and outcomes to challenge the Western focus on knowledge production and acquisition.

In this video, we explore the concept of space as a metaphor for strategic planning and collective participation.

Fundraising Files

Check out the latest “Files” in The Philosopher Files, an exploratory project of Exponential Squared where we provide the philosophical rationale behind all our services (and approach to life).

Space as Metaphor: Beyond Output-Oriented Paradigms (Part II)

Strategic plans are particularly excellent examples of a process with questionable results, especially if stakeholder collaboration is desired.

Space as Metaphor: Beyond Output-Oriented Paradigms (Part I)

In various fields (counseling, education, business, and leadership, etc.), transformation and change are often framed as part of a metaphorical hero’s journey.

To ‘Lead’ Or Not To ‘Lead’ (Part III)

If we think in silos, we bring ourselves deeper inside single systems, which “cannot account for interrelations and how the system we have chosen to study interacts with, affects, and is affected by, its environment” (Montuori, 2012, para. 6).

To ‘Lead’ Or Not To ‘Lead’ (Part II)

What does social purpose mean in the context of my life? How do I apply my belief in a social purpose? How I answer these questions may provide insight into the extent to which I have retained my systemic sensibility.

To ‘Lead’ Or Not To ‘Lead’ (Part I)

Is the past really past, and is the future somewhere ahead of us? The realization that past trauma, for instance, has a direct bearing on our mental health lends credence to the notion that yesterday is alive, a consideration that leads to a cybernetic complementarity that the future is equally real today. Can we hold two seemingly disparate ideas?

Best Practices in Organizations

Recently, I had a “conversation” with an individual about next steps related to further developing a nonprofit board. Excited about some of my recent research that touches on new ways to conceptualize the role of nonprofit board development, I indicated that perhaps we could consider new ideas.

Motivation

We have all heard it. “If I were you, I would…” Is such a statement meant to motivate, or is it instead a strategy by which we assert our position in life? Is it motivation at all?

Perspective

If we are to understand an organization, we must ask certain questions first, right?

What are your job descriptions? What is your employee retention rate? Do you offer benefits? Are you profitable? What is your mission?

Space as Metaphor: Beyond Output-Oriented Paradigms (Part II)

Strategic plans are particularly excellent examples of a process with questionable results, especially if stakeholder collaboration is desired.

Space as Metaphor: Beyond Output-Oriented Paradigms (Part I)

In various fields (counseling, education, business, and leadership, etc.), transformation and change are often framed as part of a metaphorical hero’s journey.

To ‘Lead’ Or Not To ‘Lead’ (Part III)

If we think in silos, we bring ourselves deeper inside single systems, which “cannot account for interrelations and how the system we have chosen to study interacts with, affects, and is affected by, its environment” (Montuori, 2012, para. 6).

To ‘Lead’ Or Not To ‘Lead’ (Part II)

What does social purpose mean in the context of my life? How do I apply my belief in a social purpose? How I answer these questions may provide insight into the extent to which I have retained my systemic sensibility.

To ‘Lead’ Or Not To ‘Lead’ (Part I)

Is the past really past, and is the future somewhere ahead of us? The realization that past trauma, for instance, has a direct bearing on our mental health lends credence to the notion that yesterday is alive, a consideration that leads to a cybernetic complementarity that the future is equally real today. Can we hold two seemingly disparate ideas?

Best Practices in Organizations

Recently, I had a “conversation” with an individual about next steps related to further developing a nonprofit board. Excited about some of my recent research that touches on new ways to conceptualize the role of nonprofit board development, I indicated that perhaps we could consider new ideas.

Motivation

We have all heard it. “If I were you, I would…” Is such a statement meant to motivate, or is it instead a strategy by which we assert our position in life? Is it motivation at all?

Perspective

If we are to understand an organization, we must ask certain questions first, right?

What are your job descriptions? What is your employee retention rate? Do you offer benefits? Are you profitable? What is your mission?

Exponential Squared

Delivering unexpected value, care, and compassion in a world in active ecological crisis.

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