Most organizations write one grant at a time, reactively, when a deadline appears. One ask ends up carrying everything — infrastructure, staffing, programme costs — and funders read it as unfocused.

You already hold everything a funder needs. It's just held as operational knowledge instead of funder-legible narrative.

This is the decomposition step. I take what is actually happening in your organization — caseloads, near-misses, staffing pressure, ageing infrastructure, the unglamorous material — and separate it into fundable components. Infrastructure is not staffing. Staffing is not programme delivery. Each becomes its own fundable object, mapped to the funder categories it already qualifies for, with the specific evidence that establishes eligibility named for each one.

Nothing is invented. Every eligibility claim points to something that already happened.

What you get back: a funder map, the qualifying evidence per stream, and a recommended submission sequence ordered by approval speed and case strength — not by deadline panic.

No narratives are written at this tier. You take the map and run with it, or move to a full portfolio build.

Flat fee. Never a percentage of your award — contingency pricing is prohibited by the Grant Professionals Association and can put your funding at risk.