Fiona Dunmore started Naze Mesh Vault in 2018 after eight years working inside organisations that were growing faster than their internal processes could keep up with. She had been the person called in to fix things after they had already broken, and she kept noticing that the problems were rarely unique. The same gaps appeared in different companies: decisions made by the wrong people, tools bought without a plan, knowledge held by one person who was about to leave. She started the practice to get in front of those problems earlier.
The name is deliberate. A mesh vault is a structural form where the load is distributed across many small connections rather than carried by a few large ones. That is the kind of organisation Fiona works toward with clients: one where the knowledge, the decisions, and the accountability are spread across the team rather than concentrated in whoever shouts loudest. The work is mostly unglamorous. It involves a lot of reading internal documents, sitting in on meetings, and asking questions that feel obvious until you realise no one has asked them before.
Since 2018, Naze Mesh Vault has worked with teams ranging from twelve-person product studios to operations divisions inside larger companies. Fiona works alone, which means clients get her directly, not a junior analyst who reports back. Engagements are kept deliberately small so the work stays careful. There is usually a short waiting period between enquiry and start date, and Fiona is honest about that upfront.
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Most organisations do quarterly planning. Most quarterly plans are out of date by week four. The problem is rarely that the team is not trying hard enough. It is that the planning process produces outputs that are too abstract to act on, and too rigid to survive the things that come up mid-quarter.
Read more →Most organisations that need process documentation have very little of it. The work has been done by the same people for long enough that writing it down felt unnecessary. Then someone leaves, or the team doubles, and the absence of documentation becomes a real problem. Starting from scratch is less complicated than it sounds, but the order in which you do things matters.
Read more →Most software contracts renew automatically. Most organisations do not have a single place where all active contracts are listed. The combination of those two facts is why vendor audits tend to find more than people expect. Running one before your annual budget review is straightforward, but it requires someone to own the process.
Read more →We trace how work actually moves through your organisation, not how the org chart says it should. The gap between those two things is usually where the friction lives.
Reporting lines, decision rights, team size. We look at what is slowing decisions down and give you a concrete picture of what a different arrangement would cost and gain.
Most growing businesses accumulate tools faster than they evaluate them. We audit what you are paying for, what is actually used, and where the overlaps are.
We sit alongside your leadership team for one planning cycle, ask the questions no one inside the room is asking, and help you leave with a plan that holds up past week two.
When a key person leaves or a process needs to transfer, we build the written record that makes the handover survivable. Plain language, no jargon, tested against the people who will use it.
"Fiona Dunmore spent eight years in operations and organisational design roles before founding Naze Mesh Vault in 2018. She worked previously as an operations lead at a mid-size logistics software company, where she was responsible for a team restructure that reduced decision latency across three departments. She trained in systems thinking through a postgraduate programme in organisational behaviour and has since applied that framework to clients across product, professional services, and manufacturing. Outside the work, she runs long distances on weekend mornings and keeps a detailed notebook of process failures she finds interesting."
Fiona replies within two business days of your first email. After that, there is usually a short scoping call, followed by a written proposal. If the proposal works for you, the typical gap between signing and start date is two to three weeks, depending on Fiona's current schedule.
Yes. Most of the work is done remotely, so location is not usually a barrier. Fiona has worked with teams based in Germany, the Netherlands, and Ireland. For engagements that involve on-site interviews or workshops, travel costs are agreed in advance and added to the project fee.