Greater Manchester · United Kingdom
Jaiden Corfield
A Salford lad with a belief that when you create the right conditions for communities to come together, they find a better way forward.
Find out more ↓
A Salford lad with a belief that when you create the right conditions for communities to come together, they find a better way forward.
Find out more ↓
I grew up in Salford — and at eleven, a charity for working-class young people showed me what communities can do when you create the right conditions for them.
I've spent the last decade testing that belief at every level: mobilising £10M+ alongside organisations from Mission 44 to KPMG, Ashoka to Google, shaping national policy, sitting on funders' boards and community advisory panels in the same week, and building programmes targeting a population of over a million.
What's rare isn't the range — it's that I hold all of it comfortably. And right now, that matters more than ever.
I've designed funds from the ground up and supported individuals to give with clarity and conviction — which means I understand both sides of the table. The best philanthropy doesn't just move money. It moves power.
Alongside a qualification in philanthropic psychology, I've spent a decade learning what actually shifts funders from transactional giving toward genuine partnership — and building the models that make that shift real and sustainable.
I served on Mission 44's inaugural board, co-designed The Listening Fund, the Spark Awards, and Rekindle — each built on the premise that communities closest to the problem should shape the solution, and that funders willing to share power get better outcomes.
I also work directly with individuals, families, and corporates to develop giving strategies that are honest about what they're trying to do — and build toward something that lasts.
Having worked with KPMG, Google, and Virgin, I understand the gap between a corporate's stated values and its real-world community impact. I help close that gap — CSR that is credible, community-led, and built to last beyond the next reporting cycle.
Designing funds that are honest about power, responsive to communities, and built to outlast their founding moment. Includes structure, governance, community involvement, and funder relationships.
Working with individuals and families to develop giving strategies rooted in what they genuinely care about — cutting through complexity, finding the right organisations, and building an approach that creates lasting impact.
Some of the most powerful philanthropic impact comes from a collective unified around shared purpose. I help form and facilitate giving circles — bringing the right people together and channelling resources toward real momentum.
Understanding how to move across multiple funding streams — statutory, lottery, philanthropic, and commercial — and building the narrative that makes very different asks land with very different audiences.
At Ashoka UK I was appointed their first-ever young co-lead, tasked with designing their intergenerational strategy and co-leading their flagship New Models of Youth Co-Leadership programme — publishing two guides now used across the sector globally. I joined The Lowry board at 21 as their youngest ever trustee, and joined the Co-op Foundation as a trustee shortly after.
My approach is practical and structural: building the co-leadership models, shifting internal culture, and creating the conditions for young people to hold real power — not just a seat at the table.
Intergenerational Collaboration is not a nice-to-have — it's the core design question of our time. Organisations that bring different generations into genuine co-leadership don't just feel better; they make better decisions, build more durable trust, and create conditions for real and lasting change.
Over the past decade I've led strategy design for large-scale funds, co-designed programmes with global organisations, authored published guides on youth co-leadership, and advised some of the most ambitious social change organisations in the world on how to embed IGC into the fabric of their work — not just their communications.
Building intergenerational co-leadership into the structure of an organisation — not as a programme bolt-on, but as a genuine shift in how decisions are made and power is held.
Supporting organisations to bring genuine diversity of generation and mindset into governance — including the structural and cultural changes that make it real rather than performative.
Advising on how to shift internal culture so that intergenerational collaboration isn't dependent on one programme or one champion — but embedded in how the organisation operates day to day.
Most organisations confuse engagement with co-production. Engagement asks communities to respond to something already designed. Co-production means communities shape the solution — from the first question, not the last one.
That distinction matters enormously. It's the difference between a programme that communities tolerate and one they own. It's the difference between policy that gets implemented and policy that actually changes things.
I've spent a decade practising this — not as a methodology borrowed from a textbook, but learned through doing it: listening before building, staying when it gets slow, and trusting that the people closest to the problem already hold most of the answer.
I advise on how to design genuine co-production processes, how to hold them well, and how to make sure what communities shape is what actually gets built.
Designing co-production processes from the ground up — establishing the right structures, timelines, and facilitation approaches so that community involvement is genuine, not performative.
Being in the room when it matters — holding the space when the process gets difficult, staying honest when it isn't working, and keeping everyone facing the same direction.
Supporting organisations to embed co-production into their culture — so it isn't dependent on one project or one person, but becomes the default way of working.
Open to conversations about fund design, philanthropic strategy, intergenerational collaboration, co-production, speaking, advisory roles, and what comes next.