The company organizes its work in three areas. The company runs different ‘studios’ that support feminist philanthropy, art, leadership, and activism (see more https://www.closerthanyouthink.co/) This year the studios focused on the following: Feminist Co-Leadership - We provide coaching services to co-leaders of non profit organizations around the world. This includes dedicated coaching as well as peer coaching. It also includes bringing a small group of coaches of co-leaders together to reflect and learn together, as well as offer free drop-in coaching spaces. We also continued to make our resources available mostly for free. We continued to distribute Oracle Cards online. We also began a small project working with intergenerational leaders to test small initiatives that would bring different generations together to reflect on age dynamics and experiences. Participation and Power with Girls and Young Feminists - This studio works to strengthen our practice and contribute to sector and movement wide learning. With partners and sister organisations we are in relationship with, we endeavour to identify and create intergenerational connections across the ecosystem and deepen concrete accountability for girls and young feminists. This year, we published learning documents and accompanied different organisations. Music of Our Movements - We began designing a dedicated project on the power of music in social change. This was conceptualized as an online archive and potential podcast. We began to put together a team to coordinate the project and held a concert at the AWID Forum in December 2024. Leadership Transitions - We continued to hold community with other leaders that have recently transitioned out of their roles and published a magazine with learnings and recommendations in June 2025. Garment Worker Solidarity - we continue to host a digital campaign begun in 2020 to support garment workers during the COVID-19 pandemic. However, this is now being led by other community members and we provide our solidarity as needed. We provide advising services in different areas. This past year it included: Facilitation - working with different organisations to design and facilitate convenings with activists and funders. This year, we developed a participatory arts-based method that engaged meeting participants in conversations that were co-documented on a life-scale mangrove installation. Strategy development and research - coordinating the development and writing of different grantmaking strategies for feminist philanthropy. The year focused on crisis and girls and young feminists participation. In particular, we conducted analysis of the Violence Against Children Sector, with mapping and recommendations going forward. We began offering our first fiscal hosting services under our “Chrysalis” program. This is a fiscal sponsorship/hosting offering. We began hosting two projects: 1) Elemental - which seeks to contribute to an enabling environment for resourcing narrative power - and prefigure the future of philanthropy in how we show up today; and 2) Reimagining Fiscal Sponsorship - a research project that explore new possibilities for fiscal sponsorship practice that shares power.

Our stakeholders are: Multigenerational practitioners, activists, organisations, groups and collectives working across Social Justice Movements around the world, particularly in the Arts and Cultural Production, Philanthropy, and Community Organizing. We do all of our work based on principles of collaboration, participation, and diversity. Our stakeholders are often part of the projects we work on. For example, we host regular consultations with other feminist leadership coaches through a community of practice, or we create advisory groups of young people that we work with. Following our first pilot year of fiscal sponsorship, we will evaluate the program with the pilot projects and others who may be interested in the program. We also intend to build a community of practice with other companies and organizations offering this service and seeking to find ways to transform the model.

The aggregate amount of fee paid to or receivable by directors in respect of qualifying services was £ 40,175.80 There were no other transactions or arrangements in connection with the remuneration of directors, or compensation for director’s loss of office, which require to be disclosed.

No transfer of assets other than for full consideration