Impact, held to the same rigour as capital.
Latitude Zero is fractional Chief Social Impact Officer leadership for family trusts, UHNWIs and mission-driven organisations — strategy and evidence held in the same hand.
Partner organisations
Impact is no longer optional.
Stakeholder demands for social impact and sustainability are accelerating across every sector. Without strategic oversight, well-intentioned programmes carry a hidden, compounding cost.
Reputational Drift
Well-meaning programmes lack cohesion, clear measurement, or demonstrable long-term value — quietly eroding public perception and stakeholder trust.
Fragmented Giving
Internal resources are overstretched, making it difficult to sustain focused, strategic giving without a dedicated, specialised role.
Underleveraged Capital
Without focused leadership, real opportunities for social impact and financial return are missed — capital sits underutilised.
Three principles, appliedwithout exception.
Social impact initiatives demand the same rigour and strategic foresight as financial management — nothing more, nothing less.
Strategic Rigour
Impact initiatives are held to the same discipline, foresight and accountability as financial management — never treated as a soft adjunct to it.
Leverage Over Scale
Effective giving prioritises leverage over mere scale, and genuine humility over fleeting hype. Depth beats headline size.
Lasting Change
True legacy is measured not by what is given away, but by the lasting, tangible change it creates — verified, not asserted.
The best way to predict the future is to create it.— Peter Drucker
Small is beautiful.It is also precise.
The method descends from E. F. (Fritz) Schumacher, whose Small is Beautiful permanently changed how economic development is understood. Two of his ideas still do the structural work here.
Appropriate Technologies
Solutions built from local resources — human-scale, low-cost, environmentally sound and people-centric responses to village-level challenges. The real test of a solution is not how impressive it looks in a report, but whether the people living with it can sustain it once the funding round closes.
Tri-Sector Partnership
Durable change needs the State, the Private Sector and Civil Society acting together — Schumacher's ABC approach. No single sector holds enough of the problem to solve it alone, and capital travels furthest when all three are in the room and accountable to the same evidence.
- A State
- B Private Sector
- C Civil Society
Where the three overlap, solutions hold
Capital is rarely absent. It is misplaced. The work is moving it to where the problem actually sits — at a scale the people living with it can hold.
From concept to lasting legacy.
End-to-end strategic guidance across four disciplines, each built to survive scrutiny.
Strategy
Designing and refining philanthropic and impact investment philosophies that align with your values and maximise effectiveness.
Execution
Vetting partners, launching programmes, and guiding critical decisions with proven, on-the-ground expertise.
Measurement
Building custom impact metrics and reporting frameworks that demonstrate tangible, defensible results.
Stewardship
Representing your name with integrity, polish and demonstrable results across every stakeholder interaction.
From commitment toverified impact.
The framework behind the Founders4Schools and LSE Mentorpreneurship partnerships — now applied portfolio-wide.
Baseline
Starting-point data established for every cohort before any intervention — no retrospective claims.
Track
Engagement, progression and mentor contact logged continuously, not sampled at exit.
Verify
Outcomes tested against sourced external benchmarks, rather than self-reported satisfaction.
Report
Figures published as minimum / baseline / stretch ranges, with provenance attached.
Impact claims that survivedue diligence.
For larger charities, grant-makers and institutional donors, the question is rarely whether a programme did good work. It is whether the claim being made about it would hold if someone independent went looking. That is the work.
Contribution, not attribution
Explicit results chains for every hypothesis, with rival explanations named and tested rather than waved away. We report what a programme contributed to — and where the evidence settles nothing, we say so.
Disconfirming evidence, in advance
Before any data is collected we state what would prove the hypothesis wrong. Committing to that in advance is the thing that stops contribution analysis quietly collapsing into confirmation.
Independent by construction
We take the analytical decisions, interpret the evidence and write the report. Review by the commissioning organisation is for factual accuracy and clarity — not for adjusting the conclusions.
The three conditions of systems change
Structural conditions leave documents behind. Relational and transformative conditions do not — and that is precisely where most evaluations retreat into assertion.
Structural
Enacted measures, institutional guidance, budget allocations, procurement and financing decisions. Traceable in policy texts, published accounts and budget data.
Relational
Who convenes whom, who sits on which body, and whose account is treated as authoritative. Evidenced by movement from being cited as a case to being cited as an analyst.
Transformative
Semantic shift in how a problem is framed, and whether opponents are forced to argue on your terms. Evidenced by discourse coding and opponent reformulation.
Methods — and what gets scoped first
We separate what will definitely be used from what depends on data nobody can see before inception. Promising a method that the evidence base cannot support is how evaluations lose their credibility at draft stage.
- Contribution analysis against explicit results chains
- Process tracing of each causal link
- Outcome harvesting for effects nobody planned for
- Narrative Policy Framework coding of setting, characters, plot and moral
- Qualitative Impact Protocol for blind self-attribution at national level
- Document, media and semi-structured interview research
- Formal Bayesian process tracing. Hoop, smoking gun, straw-in-the-wind and doubly decisive tests, forcing prior confidence to be stated before the evidence is read. It makes the reasoning auditable by a reader who disagrees with the conclusion.
- Diachronic computational discourse analysis. Word-embedding models across time slices, testing whether the vocabulary moved from charitable framings toward structural and fiscal ones. Depends on corpus access, language coverage and metadata quality.
Where a funder has an obvious interest in a positive finding, auditability is a credibility asset rather than an academic flourish. The reasoning has to be followable by someone who would rather it came out the other way.
Auditing a programme's own claims before they reached the funder
At the six-month point we audited the monitoring tracker against the draft impact report, before either went to funders. The question was not whether the programme was working. It was which claims would survive scrutiny.
Every column total reconciled. The claims still failed.
The problems were definitional — sitting between columns and between documents. No amount of arithmetic checking would have surfaced them.
Training exceeded reach in all ten schools
Two columns measuring different things, under labels that imply a hierarchy. At one school, 300 trained against 55 reached.
A goal about girls, met with adult women
The target was reported as achieved by folding in an adult cohort the target did not describe.
Referral worked, treatment did not
Only 24% of referrals converted to treatment — the most operationally significant finding in the whole dataset, and one nobody had surfaced.
Baselines everywhere, endlines nowhere
Baseline surveys complete across every site. Every endline column empty — including school absenteeism, the most fundable claim the programme could have made.
Where the draft report departed from the tracker
The same programme, described with materially different numbers. That divergence is itself evidence about how reporting pressure shapes claims as they travel from field record to funder narrative.
| Claim | Draft report | Tracker | Consequence |
|---|---|---|---|
| Villages | 12 | 25 | Understates the network actually built |
| Schools | 5 | 10 | Understates coverage |
| Women and girls receiving napkins | 7,500 | 3,007 | No source in the tracker — roughly two and a half times recorded reach |
| Health check-ups and treatment | 500 | 114 treated | The referral number presented as a treatment number |
| Sathi Clubs | 12 | 40 | Clubs established, but not all of them yet meeting |
The outcome — reducing the claim strengthened it. Every number that survived the audit is defensible, which is worth considerably more to a funder deciding on year-two support than a larger figure that does not hold.
What a village-scale audit teaches a decade-scale one
Three patterns that scale directly from a single programme to a multi-country portfolio reviewed over ten years.
Internally consistent data can still be wrong
Every total reconciled; the failures were definitional. A long retrospective across multiple countries and reporting systems will have the same problem at far larger scale.
The gap between documents is a finding
Drift between internal monitoring and public claim tells you something real about reporting pressure. For an evaluation it is evidence — not noise to be reconciled away.
Baselines without endlines are the common failure
The most fundable claim had no measurement behind it. Expect the same pattern at portfolio level, where the outcome most worth evidencing is often the one nobody set up to measure.
Fifteen organisations.Five domains.
Every programme carries a monitoring and evaluation framework, so impact claims survive scrutiny — across charity, banking, media and government.
Sport, Youth & Community
Four organisations using sport and grassroots delivery to reach young people at the sharpest end of exclusion, poverty and violence.
Bloomsbury Football
Football as a vehicle for social change across nine London boroughs — tackling financial barriers and improving mental health for young people aged 3–18.
School of Hard Knocks
Sport-based social inclusion for young people facing school exclusion, unemployment and poor mental health, UK-wide.
Give. Help. Share.
Grassroots charity tackling child food poverty — nutritious weekly food bags and health education workshops for families in crisis.
Sport is the entry point, not the outcome. Each programme is designed so attendance converts into bursary access, sustained mentoring and measurable wellbeing gains — with retention tracked rather than assumed.
No More Red
A youth violence prevention campaign co-created with 16–24 year olds, delivered as vertical microdrama for TikTok and Instagram. Latitude Zero built the funder architecture — Tier A / Tier B partner model, silent-partner structure, and the M&E framework benchmarked against ONS, MPS and YEF data.
“You are funding the young people. Arsenal is funding the camera.”
Why this matters — FIFA's ambush-marketing crackdown makes authentic, community-rooted football association structurally more valuable. A campaign genuinely built with young people cannot be replicated by a brand buying its way in.
Climate & Corporate Impact
Nine years architecting Net Zero strategy inside a challenger bank, plus community climate infrastructure and global policy advisory.
OakNorth Bank
Nine years on the founding team, architecting ESG reporting and Net Zero strategy — making OakNorth one of the first UK banks to neutralise Scope 1 & 2 emissions.
Islington Climate Centre
GLA and UCL-backed community climate hub, engaging residents, local government and community groups around resilience and repair culture.
World Environment Council
Advisory Council of a 120+ country global body promoting environmental stewardship through education, policy innovation and UN SDG alignment.
Nine years inside a bank made one thing clear: climate strategy only survives when it is legible to a credit committee. Every framework here is built to be audited, not admired.
Women, Literacy & Urban Impact
Rural women's livelihoods in India, adult literacy across the UK, homelessness and urban food growing in London.
Jeevika Trust
Empowering small and marginalised farmers — particularly women — to break free from poverty through smart farming across rural India.
Read Easy UK
Free, confidential one-to-one coaching helping adults learn to read, connecting volunteer coaches with learners UK-wide.
Single Homeless Project
Supporting Londoners facing homelessness, rough sleeping and complex mental health needs with specialist accommodation and prevention.
Spitalfields City Farm
Urban farm in Tower Hamlets connecting communities with food growing, nature and sustainable urban living.
Four very different interventions share one design principle: the people closest to the problem hold the solution, and funding structures should transfer control toward them, not away.
Film & Media Impact
Two organisations where the work is cultural rather than programmatic — and where impact measurement is least mature, which is precisely why the frameworks matter most.
Fully Focused Productions
Award-winning production company. Building the impact architecture, funding frameworks and BCorp pathway behind a slate of socially-driven film — No More Red, White Without Red, and the Bad Nainai multigenerational women's narrative on land, food and inheritance.
English National Opera
Managed corporate partnerships for one of the UK's leading opera companies — bridging arts and business in service of ENO's access mission.
Advisory
Two standing advisory roles — one global and policy-facing, one grassroots and operational.
World Environment Council
Advising consulting projects on sustainability, training Boards and Senior Executives, and framing climate policy with governments across 120+ countries.
Slippery Saints, via Jeevika Trust
Supporting Slippery Saints' charity work through Jeevika Trust — a grassroots organisation empowering rural women and communities across India.
SDG coverage acrossthe portfolio.
14 of 17 goals directly addressed. Coverage is concentrated — not scattered — around inequality, health, education and climate. Bar length reflects the number of portfolio organisations contributing to each goal.
CEO & Founder, Latitude Zero
MBA, University of Wales, Cardiff
Arun Rasuri bridges the gap between sustainability commitment and commercial advantage — bringing the social dimension to climate finance, so that decarbonisation and equity reinforce each other rather than compete.
He founded Latitude Zero in January 2024, building a proprietary framework that guides organisations beyond tick-box compliance toward precision-metric social and environmental contribution. Alongside the consultancy, he serves as Director of Growth & Strategy for UK & EU at GovEVA, an AI-powered ESG platform, and drives partnerships at Jeevika Trust empowering marginalised farmers in India through Smart Farming.
Responsible business practices aren't just ethical imperatives, but fundamental drivers of long-term business success and resilience.
OakNorth Bank — Founding Team
Nine-year tenure evolving from corporate secretariat to ESG leadership. Developed the bank's Net Zero plan, managed sustainability reporting, and helped take OakNorth from private UK bank to publicly listed entity.
Founder, Latitude Zero
A proprietary framework taking organisations beyond compliance into precision-metric social and environmental contribution.
Director of Growth & Strategy, GovEVA
Spearheading UK & EU expansion of an AI-powered ESG platform, guiding financial institutions through regulatory environments.
Jeevika Trust — Partnerships & Funding
Empowering small and marginalised farmers in India through Smart Farming, reaching over 100,000 rural villagers.
Flexible, transparent, collaborative.
An engagement model designed for seamless integration and maximum impact, tailored to your specific needs.
Fractional CSIO Support
Fractional Chief Social Impact Officer support, adaptable from 1 to 3 days per month based on your requirements.
Bespoke Advisory
Tailored advisory services for launching new initiatives or revitalising legacy programmes with strategic precision.
On-Call Expert Presence
Expert presence for boards, family councils and grantee partnerships, whenever strategic guidance is needed.
Repositioned a Legacy Family Trust
Aligned giving strategies with next-generation values, ensuring continuity and relevance for future impact across multiple generations.
Designed a Climate Impact Strategy
Developed a comprehensive philanthropic strategy focused on climate change for a prominent UK foundation, creating measurable environmental outcomes.
Developed a Social Impact Lens
Integrated social impact considerations into a private equity vehicle's investment criteria and decision-making process, enhancing returns and purpose.
Let's begin with afocused conversation.
Thirty minutes, tailored to your goals — not a sales pitch. We come prepared with insights specific to your organisation before we ever speak.
Tailored insights, prepared in advance of the call.
Discreet, outcomes-oriented — designed to feel like an extension of your team.
Rapid onboarding, with solutions tailored from day one.