ASI Gamechangers: Meet Duncan in London
Our “ASI Game Changers” series introduces the people who make our work possible, and allows us to learn about what drives them in their quest to create lasting impact in some of the world’s most challenging, complex environments. In this edition, Duncan de Vere Lorrain reflects on how his international background, his work supporting institutional reform in contexts such as Somalia, and his commitment to public service have shaped his sense of responsibility and purpose.
- Name: Duncan de Vere Lorrain
- Role: Manager, ASI Europe
- Location: London, UK
What’s your big “why”? What’s the positive change/impact you and others in your field are trying to achieve and what are some of the challenges you face whilst doing so?
When I was about 12 or 13, I had a pair of running spikes with the words “The world is watching” stitched into the tongue. At the time, it was simply a personal motivator, a reminder to show up, work hard and hold myself to a high standard, even when no one else was looking. That idea has stayed with me, but its meaning has evolved.
In my professional life, especially working in Somalia, the world really is watching. People are watching how international actors behave, how seriously we take our commitments, and whether we are contributing to something genuinely constructive and lasting.
My motivation is rooted in that sense of responsibility. Our work is not abstract. It is about supporting security and justice institutions at a moment when they are under serious pressure, and helping key functions reform so they can provide sustainable, reliable services to citizens.
The challenges are significant. There is political volatility, institutional fragility, resource constraints, shrinking donor budgets and drifting international attention. Those pressures make the work harder, but they also make it more meaningful.
What do you like about working in a global development company?
What I value most is the exposure to different philosophies of development, particularly in public sector reform. Because we work with a wide range of institutions and donors, especially European institutions and member state bilaterals, you see very different approaches in practice. Some emphasise long term institutional capacity building. Others prioritise rights based approaches or strong local ownership.
Seeing how those philosophies translate into programme design, expectations and ways of working gives you a much deeper understanding of the development landscape, and how political traditions and foreign policy priorities shape donor behaviour. As someone who is British Belgian, that international dimension feels natural to me. Although ASI is British founded, much of our work is embedded in European cooperation. Being able to support those interventions up close and observe how each donor interprets development on its own terms is genuinely fascinating.
What’s the most exciting thing happening in your project/at work right now?
One of the most exciting developments is the growth of ASI’s Europe portfolio, particularly our recent award supporting the Commission on Revenue Allocation in Kenya. The CRA plays a central role in Kenya’s devolution architecture, advising on how national tax revenue is shared between counties. Through this EU funded programme, we will be supporting county governments to strengthen their own source revenue systems, helping them expand, manage and govern the resources they generate locally.
This is significant for us. It is our first EU funded engagement in Kenya, and it signals genuine trust from the EU delegation. What makes this especially meaningful is the broader context. At a time when funding instability is becoming the norm, with US aid stepping back in several sectors and other donors reducing budgets, the EU has an opportunity to provide consistent, long-term support.
The Kenya win represents more than a project. It signals that our positioning with EU institutions is landing, that our credibility is strengthening, and that we are entering new markets where our work can genuinely add value.
What movements or discussions are inspiring you right now?
A conversation that has stayed with me dates back to my time at the Overseas Development Institute. I worked alongside Nilima Gulrajani in setting up the Donors in a Post Aid World platform, an initiative exploring how international cooperation might evolve beyond the traditional North to South aid model. The discussion centred on moving towards something more equitable, politically aware and genuinely co constructed. It was not simply policy commentary. It was real dialogue about power, ownership and how partner countries can shape agendas rather than respond to donor cycles.
That conversation feels even more relevant today. With geopolitical uncertainty, shifting donor priorities and growing calls for autonomy from partner governments, the question of what comes after traditional aid is fundamental. It is encouraging to see European donors engaging with these ideas, particularly around institutional partnerships and long term cooperation that respects political realities rather than trying to bypass them.
What do you do outside of ASI?
It inevitably involves running. A few years ago, I ran the London Marathon and raised £2,200 for Save the Children, supporting children affected by crises, including those impacted by the Turkey Syria earthquake and in parts of Somalia. The funds helped provide essentials such as baby formula, food, emergency medical support and access to education. Running has always been my escape, a place to think clearly and reset. Being able to turn that into something that supports causes I care about feels incredibly meaningful. The training builds discipline and consistency. The fundraising reminds you why those causes matter in the first place. It connects my personal life with the values that drive me professionally.
What qualities should a Game Changer have?
Curiosity comes first. In development, nothing moves if you are not willing to ask questions or look a layer deeper, whether that is interpreting what a ministry really needs or improving internal systems. Curiosity helps you spot better ways of doing things.
Collaboration is equally essential. The work is too complex for any one person to shift alone. The biggest breakthroughs I have seen, in bids and in delivery, happen when people trust each other and pull in the same direction. A game changer brings others with them.
And finally, resilience. Things rarely go to plan. Priorities shift. Context changes. Especially in places like Somalia, steady persistence often matters more than grand gestures. A game changer adapts, stays calm and keeps moving forward.
If you could rewrite your job title, what would it be?
Firefighter.
People often talk about putting out fires in project management, but in our field it is intensified. Whether it is client expectations, beneficiary governments, counterpart coordination or delivery pressures, there are challenges and opportunities at every step.
If I had to rewrite my job title, it would probably be firefighter, keeping all the moving pieces under control until we get over the line.
