Jason Gornto, Ph.D. Strategy • Alignment • Execution

Selected Work

Strategy is valuable when something changes.

The measure of a strategic engagement isn't whether the meeting went well. It's whether leaders make better decisions, priorities become clearer, people take ownership, and the organization moves.

Foundation Strategy

Healthcare Foundation of Miami County

2024 • Two-month board engagement

Challenge

The foundation had limited public awareness, an identity that did not clearly communicate its role, and a grant process that was not generating the level of community participation leadership wanted. The board wanted a clearer identity and a more ambitious way to increase community impact.

Work

The engagement focused on clarifying who the organization was, how it wanted to serve the community, and how to make its grantmaking more visible and accessible.

  • Clarified organizational identity and positioning
  • Developed a new organizational name
  • Created updated mission, vision, and purpose statements
  • Redesigned the approach to community grantmaking
  • Developed a high-visibility “splash grant” initiative for a major community-impact project

Arts & Culture Strategy

The Times Theater

2025 • One-year Strategic Plan + Activation engagement

Challenge

The board had no shortage of good ideas, but there was no shared strategy for deciding what should come first or how to move the organization forward. The theater also relied on a very small group of regular volunteers, limiting its capacity to execute.

Work

The engagement moved beyond planning into activation, creating both strategic direction and the operating structure needed to carry it forward.

  • Established a focused strategic plan and one-year implementation timeline
  • Created a formal process for identifying and pursuing grant opportunities
  • Assigned board ownership for volunteers, marketing, grant writing, and finance
  • Developed a volunteer recruitment and training approach
  • Supported activation and accountability after the planning process

Arts & Culture Strategy

Manchester Symphony Orchestra

2024 • Four-month engagement

Challenge

The orchestra had become heavily dependent on a single partner for funding, marketing support, and its performance venue. When that partner announced it would discontinue funding and marketing support, the organization needed to rethink its long-term model rather than simply replace one lost resource.

Work

The board, executive director, and artistic director/conductor worked through the orchestra's mission, role, partnerships, audience strategy, and long-term sustainability.

  • Revisited mission, vision, and organizational positioning
  • Identified new strategic partnerships for funding, outreach, marketing, and venues
  • Expanded the approach to fundraising and resource development
  • Strengthened patron engagement before, during, and after performances
  • Considered programming designed to reach a broader audience

Selected Engagements

Experience across mission-driven and complex organizations.

Additional executive facilitation work has included complex organizations, Fortune 100 companies, and universities through Jason's work as a Senior Consultant with Interaction Associates.

What Clients Say

“The planning process has helped create clearer alignment among leadership, a stronger shared understanding of organizational priorities, and a practical framework to guide the organization as the work continues.”

Corinne Becknell Lucas
Northern Indiana Community Foundation

“One of Dr. Gornto's greatest strengths is his ability to move organizations beyond broad aspirations and toward practical implementation.”

Trent McCormick
Peru Community Schools

“Jason's leadership facilitating our discussion was invaluable.”

Jim Smith
Manchester Symphony Orchestra

What needs to change next?

If the answer requires clarity, alignment, and a practical path to action, let's talk.

Discuss Your Initiative