As Charlotte Atheists & Agnostics grew, I helped revamp the organization’s bylaws to restructure how it was led — expanding the core leadership team from four members to six so responsibilities could be split by strength instead of stretched across too few people.
A Structure That Had Outgrown Itself
A four-person core team had carried the organization, but growth had outpaced the structure. Responsibilities blurred, decisions bottlenecked, and too much depended on too few. The bylaws needed to define clear roles — and create room for more hands on them.
What We Did
Expanded leadership
Grew the core team from four members to six, creating space for specialized roles and a shared load.
Role definition
Analyzed the organization's real operational needs and wrote roles that matched people's strengths.
Accountability
Rewrote the bylaws so every role was clearly defined and answerable — less ambiguity, better decisions.
Stronger teamwork
Built a structure that fostered collaboration and a more cohesive, resilient team dynamic.
Charlotte Atheists & Agnostics
The secular community organization whose leadership structure and bylaws this work reshaped.
Read the Document
Real links from the project — see the work for yourself.
The Impact
A leadership structure that matched the organization’s size and ambitions: clearer roles, better-distributed responsibility, and decisions that moved instead of stalling. Amendments have been made since I left, but the six-member framework laid the groundwork.
Structure Is a Feature
Whether it’s software or a nonprofit board, systems work better when roles are clear and the load is shared. Rewriting the bylaws was governance work, but the instinct is the same one I bring to every system I design: make the structure serve the people using it.
