By David Langton 
President, Langton Creative Group, Ltd.

In his new book, Cory Doctorow describes the decay of social platforms in three stages:

1. We work for the people
2. We work for our backers
3. We work for ourselves.

What if we applied these stages to nonprofits?

Nonprofits are often founded by people who want to do good by addressing a cause and meeting the needs of their beneficiaries. Many nonprofits start with the beneficiary in mind. Then funding is needed. In stage two, they start focusing on the backers. It’s about the galas, it’s about the fundraising campaigns, it’s about attracting prestigious board members. By stage three, it’s about legacy, heritage, and the survival of the organization itself. Sometimes, founders and their subsequent leadership teams lose sight of the organization’s purpose. As Maria Lilly, a strategic communications consultant, offers, “It becomes tragic when nonprofits focus more on reputational issues than finding smarter solutions to the issues they are chartered to address.”

Does this sound familiar?

Tech Giants are susceptible to decay.

Doctorow documents how Google, Facebook, Amazon, and tech leaders have all followed this path to making the online experience worse with each iteration. Let’s look at Amazon as an example.

Amazon started as a service that sold books and delivered them with guaranteed next-day delivery. It was all about customer focus. Then, Amazon expanded to sell nearly everything imaginable. In this second stage, the company became more manufacturer and supplier-focused, selling consumer data to build a marketplace for sellers.

In the third stage, Amazon now pits sellers against each other. When customers search for “Duracell batteries,” they are likely to list other brands first because “batteries,” as a search term, has been sold to the highest bidder. Amazon is no longer in the business of delivering to the consumer exactly what they want or supporting the sellers of the products; they are in the business of making money for Amazon.

How can nonprofits avoid the same fate?

Doctorow’s cure for the tech giants involves government regulations, breaking up monopolies, and renewing the importance of privacy rights. Admittedly, these are not the issues causing decay at nonprofits.

Instead, the issues that need to be addressed focus on defining or reaffirming a nonprofit’s mission and purpose. This is essential to never losing sight of their cause and the needs of the beneficiaries they serve. It’s also about clearly delineating what needs to be done and the activities pursued to achieve that mission.

This is by no means a suggestion that a nonprofit should not pivot if situations change. For example, March of Dimes was founded to address polio in children. When that disease was eradicated, they shifted their focus and now fight for the health of all children. GMHC was founded as the Gay Men’s Health Crisis when anyone afflicted with AIDS was likely to die. When drug regimens curtailed the disease, GMHC shifted its focus to “living” with AIDS.

There are also rare cases when a nonprofit will close once it has accomplished what it set out to do. Bill Gates has announced that the Gates Foundation will cease in 2045. He intends to accelerate its work and spend all of its funds, as he is not interested in building a future foundation that will lose its current focus.

What can you do to re-focus your nonprofit?

Strong leadership demands accountability to the non-profit’s purpose and is essential to meet the goals of its core mission. We advocate that nonprofits undertake genuine visioning exercises that create common goals and responsibility. Everyone at the organization — not just the marketing and development teams — must be on board. This is not about developing clever campaigns or marketing taglines, but rather core messaging that defines the vision and values of the organization. As Maria Lilly adds, “Core messaging that reflects the DNA of a nonprofit can help create a blueprint from which to operate and stay true to goals.”

Start by answering these questions about your nonprofit:

• Why does this organization exist? What and who do we serve? This is foundational to all activities – from operations to development.
• What are the measurable goals of success? And why NOW? Details matter. Do persona studies on the people you serve.
• Who is missing? Why? This exercise can serve to heighten focus or expand opportunistically.
• What are the barriers that prevent you –and your beneficiaries from succeeding? Be honest. Tackle weaknesses and challenges head-on. That’s strong leadership.

After addressing these issues, share the results with the entire organization. Everyone should be able to articulate the nonprofit's core vision, key target audiences, and commitment to deliver on a clear mission. This is key to avoiding nonprofit decay, building towards sustainability, and ultimately serving the greater good.

David Langton - Branding your nonprofit organization and building the right website are more critical today in the age of AI. I believe in harnessing the power of design to promote, educate, entertain, and inform — especially in the nonprofit sector, where a clear need for effective communication exists. We’ve worked with leading advocacy and cause-related organizations, including Alzheimer’s Drug Discovery Foundation, Children's Aid, The International Rescue Committee, and The Legal Aid Society.  I am on the Board of the NYC AFP Chapter and spoke about understanding your audience and building a better communication program at the AFP ICON Global Conference in Toronto. I am the president of Langton Creative Group, a New York design and branding firm, and author of Visual Marketing (Wiley). For over 15 years, I have taught communication design and media studies courses at Hostos College/CUNY in the Bronx.

by Jason Ellinger
Founder, Beard & Bowler

A board member once asked me something I’ve never forgotten.

They weren’t talking about our work.

They meant the videos their team made in-house.

Maybe you’ve felt that too, pouring your heart into a story that somehow doesn’t land.

That question made me realize how often organizations wrestle with the same challenge, how to make a story feel as powerful as it is.

The Real Problem: Forgettable Stories
This year alone, we've partnered with nonprofits across New Jersey, New York, Vermont, even Los Angeles, California. During all those projects we've come to realize that, it’s never a lack of story or purpose.

It’s about helping others see, hear, & feel the impact the way that you do every day, yet somehow, what feels powerful in person can fall flat on screen.

That’s the frustrating part, right?

You know the work is life-changing, but the story doesn’t always hit the way it should.

Too long. Too polished. Too safe.

When your mission is on the line, forgettable just won't cut it.

So we started asking a better question.

What actually makes a story unforgettable? Something that actually sticks...

We’ve learned that producing a video that's even remotely memorable, comes from clarity, emotion, & purpose, not perfect lighting or fancy gear.

Plan a Story That Moves People
Start with who, not what.
You’re not making a video for everyone.

You’re making it for one person.

Maybe it’s the volunteer who’s unsure if they have time.

Maybe it’s the funder who needs to feel the impact behind the data.

Or maybe it’s the neighbor who’s never heard your name before.

Before we ever roll a camera, we ask 3 simple questions:

1. Who is this for?
2. What do you want them to feel?
3. What do you hope they’ll do next?

It’s not about marketing strategy. It’s about empathy.

Lead with emotion, not information.
People don’t connect to bullet points.

They connect to belief.

After years of filming stories for mission-driven teams, I’ve seen it over & over.

The videos that move people aren’t packed with stats, they’re anchored in a single human story.

A parent. A teen. A turning point.

You don’t have to tell everything.

You just have to show one moment that captures what your mission really means.

Keep it real, not scripted.
Some of the best stories start with imperfect words.

You don’t need a script that sounds corporate. You need truth that sounds human.

The rhythm we use is simple:

Hook: “We weren’t sure this would work…”

Context: “It was a rainy Monday morning in Newark.”

Challenge: “The team was tired, but we tried again.”

Change: “Then Maya walked in.”

Soft nudge: “Sometimes small wins are the biggest.”

That kind of storytelling works because it feels like a conversation, not a campaign.

Produce With What You’ve Got
You don’t need expensive gear.

You need stories that feel real.

We’ve filmed powerful pieces using nothing more than an iPhone, good light, & a quiet room.

The gear helps, sure. But it’s never what people remember. It helps by removing distractions & pulling people into the story more.

However, what your audience will really remember is the feeling.

Invite people behind the curtain.
Some of the most-shared moments we’ve ever captured were never planned.

A laugh after a joke.

A hug from a counselor.

A passing nod from the ED.

These are the scenes that build trust.

The ones that remind viewers your story is human, just like theirs.

Let silence do its work.
When someone shares something vulnerable, we don’t rush to the next question.

We wait.

Five, maybe ten seconds.

That’s when the truth shows up.

That’s when you see what really matters.

Those pauses hold more power than any line in the script.

Share It Where It Matters
A good video doesn’t belong everywhere, it belongs where your people already are.

We’ve seen stories thrive on:

Instagram → where community & volunteers live

Email → where your most loyal supporters still open & care

LinkedIn → where funders, partners, & corporate sponsors scroll with intention

Grant Applications → where you've explained the "what" but need the "why"

When the story is shared in the right space, it does more than inform, it moves.

That’s the part most teams forget → Distribution is part of storytelling.

You Don’t Need Perfect. You Need Real.
This isn’t about chasing viral moments.

It’s about being remembered by the people who already believe in what you do.

So next time you're thinking about filming a story,

sharing a moment,

or trying to figure out what to post...

Try this:

→ One story.

→ One honest video.

→ One real message.

If you’re looking for a storytelling or a video partner that understands your world,

& knows how to turn real stories into lasting impact...

We’re here to help you make videos people don’t just watch,

but feel, remember, & share.

Maybe that’s what real storytelling is about.

First, & most importantly, I’m a husband of a beautiful wife & father to two amazing boys - a 5 year old & a 1 year old.
Of secondary importance, I am the owner of Beard & Bowler Productions, a Commercial Filmmaking creative company that helps nonprofits raise funds & awareness through the power of storytelling via video.
I have worn all the hats, including an English bowler, in my time building this company & have been privileged to work with a long list of businesses, agencies, & organizations. There is genuine power to the art of storytelling and I’m proud to be part of a company that uses this power to make an impact in our world.
As with any good story there are numerous details I must not go into great detail over here. From my days as a hard news journalist to A.J. Video to Beard & Bowler I continue to learn & grow. Only greater things to come… just you wait.

by Carolyn Vine
Chief Development Officer, Robin Hood

At Robin Hood, we’re fortunate to have a distinguished board that brings both generosity and insight to our fight against poverty in New York City. These are people who could spend their Tuesday afternoons doing just about anything, yet they choose to sit around our conference table wrestling with questions about resource allocation and fundraising strategy. Recently we decided to ask them a simple question. How can we make these meetings more valuable for you?

Their answer caught us off guard in the best possible way. They told us they want less information and more conversation.

It turns out our high-achieving, data-loving board members weren’t hungry for more PowerPoints or longer updates from staff. Instead, they wanted to dig into the messy, important stuff — the strategic debates that don’t have easy answers. They asked for discussions about how we allocate resources across our portfolios, real talk about our fundraising challenges, and honest conversations about what is working and what is not.

They also said they would like more time set aside for dialogue with one another rather than presentations from us. Suggestions included devoting a larger share of the agenda to discussion, experimenting with round robins or breakouts, and creating more informal moments for social connection. The common thread was clear. They see real value in space for candor and relationship-building.

They spoke about what they called our “meeting hygiene.” They asked for cleaner pre-reads with a simple “Top 5/Bottom 5” from our CEO, dashboards that do not just celebrate wins but acknowledge struggles, and agendas built around conversations we actually need to have rather than information we need to deliver.

Here is what we learned. Our board members are not just donors or advisors. They are ambassadors who take our story into their networks every day. They do not need another slide deck — they need talking points that stick, stories that resonate, and the kind of insights that only come from genuine dialogue with peers who care as much as they do.

Our hope is that board members will leave meetings not just informed but energized, having the kinds of conversations that lead to introductions, advocacy, and the kind of sustained commitment that transforms an organization.

Your board doesn’t need more slides. They need conversation — and you might be surprised where it leads.

Carolyn oversees all fundraising activities at Robin Hood and leads the Development, Marketing, and Events team in their work raising funds to support the organization in its critical poverty-fighting work. In that capacity, she is responsible for reaching annual fundraising goals of more than $150 million and driving Robin Hood’s development strategy by identifying new partners and initiatives to expand its fundraising platform, including planned giving, an endowment campaign, and a next-generation leadership group. Prior to joining Robin Hood in 2010, Carolyn worked at the global investment firm, D. E. Shaw & Co., in the Resource Development and Fundamental Research groups, focusing on business development, recruiting, and research.  She has an M.Sc. in African Studies from the University of Oxford. She earned a B.A. in English Literature from Columbia University.  A native New Yorker, Carolyn is passionate about making this city a more equitable engine of opportunity for all, and she has fought to do so in her fundraising roles at Robin Hood for over ten years.  She lives in Manhattan with her husband and two small children.

by Matthew Weber
CEO, Development Guild

The World is Moving at Warp Speed

Look around. Politics, AI, economics — everything is shifting faster than any one leader, board, or organization can track. Your donors, staff, and community are living in a different reality every six months. The ground is not just shifting under your feet — it’s accelerating.

Meanwhile, your board cycle is quarterly. Your planning cycle is annual. Your strategic plan is five years old and out of date.

And here’s the uncomfortable truth: when the world moves faster than your organization, you fall behind. You lose relevance, trust, and momentum.

Nonprofits are built to endure — but right now, endurance is not enough.

The Problem Isn’t Just Speed — It’s Alignment

Most organizations are not short on ideas. Staff have them. Donors have them. Communities have them. The problem is that leadership often doesn’t know what their people are actually thinking. They don’t know the insight, hopes, or hidden energy inside the organization.

Instead, boards make decisions based on fragments: a consultant’s report, a few major donors’ voices, the staff who spoke loudest at the retreat. That’s not strategy. That’s selective listening.

When everyone in your ecosystem is moving at their own speed — donors, staff, alumni, patients, members — the risk isn’t just confusion. It’s fragmentation. A base that could be galvanized splinters. Leaders push forward with outdated assumptions. And the mission suffers.

Practical Ways to Get Informed When the World is Moving Faster

The common challenge is not a lack of information — it’s a lack of timely, aligned information. Different parts of the organization are hearing different things, and by the time it’s pulled together, the moment has passed.

There are ways to sharpen the picture:

• Micro-surveys in the flow of engagement. Short, frequent questions after events or in emails can provide quicker reads than an annual survey cycle.
• Listening circles. Brief, structured sessions with donors, alumni, or staff surface themes that might otherwise remain siloed.
• Social media signals. Your community is already expressing what it cares about online. Tracking what gains traction — and what falls flat — provides a real-time pulse.
• Staff as early detectors. Program staff and gift officers often sense shifts before leadership does. A regular channel to capture what they’re hearing keeps signal flowing to the top.

Each of these helps. But each is still a snapshot — partial, slow to compile, and hard to translate into the kind of clarity boards need to move decisively.

Listening at the Scale of Your Mission

Mission isn’t shaped by a handful of voices — it lives in the whole ecosystem. For a university, that can mean 300,000–500,000 people when you include alumni, students, faculty, staff, neighbors, and partners. For a hospital, it’s patients, families, clinicians, donors, and advocates. Citywide nonprofits can encompass entire neighborhoods. That’s the true scale — and it’s where decision-making breaks down, because traditional methods can’t reach that many people fast enough.

BIG Question collapses the lag. What used to take months — interviews, surveys, analysis, a slide deck — now happens in hours. It runs as a live, always-on strategic conversation: you pose one bold question, your community responds immediately, and AI surfaces patterns in real time. By the time your board meets tomorrow, you’re not relying on fragments. You’re looking at a living, collective picture of what matters now — not last quarter.

And it’s not "listening" for its own sake. It’s decision-grade output.

Here's what you can expect:

• Top three mission priorities with quantified backing from your full community.
• Trade-offs surfaced — the tensions your board must address head-on.
• Clear next actions: what to do in the next 90 days vs. the next three years.
• Signals of risk and opportunity — blind spots, minority views, and emerging trends.
• Language that lands: distilled phrases and framing you can use immediately with donors, press, and staff.

That’s the difference between chasing your mission and driving it: hours, not months; always-on, not once-a-year; results you can act on while the moment is still hot.

Strategy at the Speed of Mission

The real opportunity is not simply to gather more input, but to align your community fast enough that it makes a difference. Hours, not months. A living picture of what matters now, not what mattered last quarter.

Because when leaders move with speed and alignment, momentum follows. Decisions carry weight, communication lands cleanly, and the mission advances with the full force of its people behind it.

That’s the essence of leadership in a fast-moving world: not chasing urgency for its own sake, but channeling it into clarity, coherence, and action.

Innovation and collaboration are at the heart of Matthew’s work at Development Guild. Matthew currently serves as our CEO, and previously led our product team through the conception, development and launch of our AI platform.

Matthew joined Development Guild as a strategic executive from the tech world and as a professor from higher education. His professional work includes collaborations with clients such as Sesame Workshop, Morgan Stanley, and the Olympics. He taught for 14 years, first as a professor at New York University and later as a lecturer at Columbia University. As a speaker, Matthew has presented at NASA, won pitch competitions, and continues to speak at universities.

In his free time Matthew enjoys learning Spanish and spending time with his family in New Jersey.

by Justin Kuczma, CFRE
Development Manager, St. John's Senior Services

Growing up, life was often a struggle. We would go days (sometimes longer) without electricity. Having a reliable car was out of the question, and I spent many years wearing shoes that were too small with my toes sticking out of holes in the front. In first grade, despite limited means, my parents signed me up for Cub Scouts. They knew the importance of being part of this incredible organization. I went on to become an Eagle Scout and continue to this day as a volunteer leader with Scouting America (formerly the Boy Scouts of America).

After high school (uncertain of a clear direction), I attained an associate’s degree in Massage Therapy and the next couple of years were filled with a series of moves and dead-end retail jobs. Two years and a divorce later, life took an even steeper downturn, leading to a few months of homelessness and couch-surfing. Eventually, a local summer camp job offered temporary stability, providing food and shelter. Rock bottom didn’t take long to hit after that. I took a minimum-wage job at everyone’s favorite seasonal Halloween store, where I dressed as a gorilla and danced on the side of the road.

Determined to improve, I accepted a job at a local grocery store. Over seven years, roles across three states ranged from stocking produce to pharmacy work. It was a paycheck-to-paycheck existence, and I constantly struggled to get ahead. I wanted more for my family and kept searching for a better job.

Eventually, a role at a medical supply company offered an introduction to office work but still didn’t lift the financial burden. One pivotal day, with bills piling up and creditors calling, the realization hit: Change was needed to make a better life for the family.

A Blessing in Disguise

December 4, 2018—a needed opportunity came. I was fired from my job at the medical supply company and I spent a few minutes during that meeting in a daze. My fourth child was on the way and money was tight with Christmas a few short weeks away. Once again, faced with an uncertain future, I went out to my car and called my wife to give her the terrible news.

A single text would set my life on a new course …

Through my volunteer work with Scouting America, I got to know Frank Capozzi, the local Field Director of Seneca Waterways Council. Frank noticed my knack for connecting with other volunteers and recruiting families to join Scouts. After I was unexpectedly fired from my job, I reached out to him: “Frank, I was just fired. When can I start?”

Despite the initial obstacle of not holding a bachelor’s degree, the encouragement of leadership at the Council led to a job offer, marking the start of the next chapter in my life as a District Executive.

The three years I spent in this role were a hands-on, college education. One of my first tasks was to recruit a whole new board for my district, train them, and empower them to conduct meaningful meetings that would help to achieve our mission. That was only the first two months. From there, I learned how to develop and manage 10 different budgets totaling more than $100,000. Within six months, I went from asking doctors’ offices for medical paperwork to meeting with school superintendents, bank presidents, and highly influential leaders across the greater Rochester area.

This is also where I learned about fundraising. During my third week on the job, I drove to a small Pack in a Rochester suburb to talk to them about Friends of Scouting (FOS). This Pack had never donated before so I wasn’t sure what to expect … they raised more than $3,000.

Finally, at 35, I knew what I wanted to be when I grew up. This new career path provided a voice for those in need, and an opportunity to make a difference. At the end of 2021, I decided to leave Scouting America to focus solely on my fundraising career.

Focusing My Career on Fundraising and Pursuing the CFRE

Lollypop Farm became my next step—a dream job working for a cause close to my heart. There, exposure to successful fundraising strategies was instrumental, leading to notable successes, from boosting monthly giving and increasing Giving Tuesday revenue to securing major gifts. Through hard work and perseverance, I raised $1.5 million in 18 months.

In December 2023, the time came to set new goals. The CFRE credential seemed like a distant possibility, but with a solid plan to complete credits and a resolve to make it happen, 2024 became the year of my CFRE journey. By that summer, all my credits had been completed and it was time to schedule the test.

October 10, 2024, a week before AFP LEAD, I took the CFRE exam. Walking back to the front desk after completion, the receptionist handed me the results face down. My heart pounded as I turned that paper over and read the words, “We are pleased to inform you that you have PASSED the Certified Fund Raising Executive (CFRE) Examination.”

Passing the CFRE exam validated years of effort and affirmed my commitment to making a difference. This achievement isn’t only about a credential; it’s a testament to perseverance and a reminder of the value found in unconventional career paths. My goal now is to inspire others on their journey and advocate for those in a similar position to mine.

My journey is far from over. I hope to advance into a Director of Development role and, one day, become an Executive Director. I want to support my wife as she pursues her master’s degree (and possibly a doctorate) in Art History. I want to provide a strong foundation for my children to follow their dreams—whether as a music composer, video game designer, engineer or, in the case of my five-year-old, a T-Rex. We’ll see how that one goes!

Above all, I’m committed to making a positive impact on my community and supporting the causes that matter most to me.

Justin Kuczma, CFRE, is the Development Manager at St. John's Senior Services in Rochester, New York. He earned CFRE certification in 2024 and currently serves as a 2025 CFRE Ambassador.  This article was written as a benefit of CFRE's Thought Leadership Chapter Sponsorship.

by Dr. Pazit Levitan
Founder, The Path to Impact

The Fall season is upon us. The air shifts, the light softens, and we move toward the close of the calendar year. This is the most vibrant stretch of our work: Giving Tuesday, year-end campaigns and the intensified giving that sustains our mission.

This season is more than deadlines and goals. It is a magnifying lens that reminds us how fortunate we are to work in the space of change-making, where every day brings opportunities to encourage philanthropy, uplift communities and strengthen organizations. Our professional world is filled with donors, community members and colleagues deeply invested in the cause. Few professions give us such a clear view of how compassion and commitment turn vision into impact.

Yet, alongside this privilege lies an unspoken truth. Our work is demanding. We navigate expectations, balance organizational needs with personal lives and often encounter stress, miscommunication or unrealistic goals. The good news is that these challenges can be catalysts for growth, if we meet them with courage, humility and a learning mindset.

As a mentor, advisor and proud member of the AFP-NYC community, I have seen how focusing on one challenge at a time can unlock better understanding, improved communication and meaningful change. Below are three specific challenges I have confronted, along with lessons that may help us see them through a fresh lens.

Challenge One: Navigating Difficult Dynamics within the Organization
Lesson: Strengthen Collaboration through Trust

A mentee once described tension between program executives and development staff. Some program staff felt that development and marketing “dramatized success stories” to appeal to donors. Within any organization, it can be difficult to fully understand another department’s methodology, which often leads to misinterpretation or judgment.

One way to overcome this is to build trust with those who are skeptical. In this case, the development professional attended more program events to gain first-hand understanding of the community and invited program colleagues to review and shape communication with stakeholders. The result was greater mutual respect and stronger collaboration.

At the heart of fundraising is relationship-building, not only with donors but also with the colleagues who walk the path to impact alongside us.

Challenge Two: Feeling Overwhelmed with Seasonal Tasks
Lesson: Set Clear Priorities, Accept Support and Work at a Steady Pace

Development professionals are multi-talented. We are storytellers and negotiators. We are compassionate yet assertive, energetic yet patient. We listen deeply, speak with conviction, steward donors, model leadership, manage events, track data and solve problems. Each of us should be self-aware of what we do best and where we welcome help. Fundraising is a marathon, not a sprint.

It is no surprise that the last quarter of the year can feel overwhelming. To prevent burnout, set realistic goals and manage expectations of others. When someone is available to share the effort, accept it with grace. Communicate clearly about what needs to be done and where you need help. Clarity is a strength: when you invite others to share the workload, you not only relieve pressure but also deepen everyone’s sense of participation.

Challenge Three: Uncertainty About Career Growth
Lesson: Embrace Lifelong Learning as a Path to Advancement

Even with four academic degrees and my CFRE, I continue to nurture growth through continuing education, mentorship and learning opportunities. Every professional should balance what is needed in the current role with what will elevate them for the future.

The joy of self-growth is as important as professional advancement. Choose learning that fits your aspirations, time and budget, but also inspires and fulfills you. The AFP community is an extraordinary place to do this. Participate in  upcoming  events, join our mentorship program, explore training  opportunities, volunteer or simply invite a peer for a brief conversation to exchange wisdom. Professional development is not only about acquiring new skills. It is about staying renewed and grounded for the long journey of self-growth and leadership. In an ever-learning mode, we get inspired and new doors open for our consideration and our exploration.

As we enter this season of intensity and giving, let us remember that the challenges of our work are also part of its unique rewards. Growth does not come only from year-end totals but from being present in the journey, tending to relationships and appreciating the privilege of walking this path together.

May this Fall be a season of achievement, inspiration and purpose. Let us approach each hurdle as an opportunity for self-growth. Every challenge is an opportunity to reflect, think, and act, and when you need a compass, remember my personal motto: Progress over Perfection!

Pazit Levitan EdD CFRE is a seasoned nonprofit executive and Founder of the boutique advisory firm The Path to Impact, where she guides nonprofit leaders through fundraising strategy, leadership transitions, board development, and professional growth. She currently advises nonprofits and foundations, serves in interim leadership roles, and collaborates with professionals and philanthropic leaders to turn their vision into reality. Pazit serves on the board of AFP-NYC and its Mentorship Committee. She earned her EdD from Columbia University, with a dissertation exploring how women become influential leaders in nonprofit organizations. Based in NYC, she embraces the city’s cultural richness. Pazit is also a teacher and facilitator, helping individuals and teams become effective change-makers, and is authoring The ABCs of Impact, a guide to living a life of purpose.

by Terry Pearl
Founder & Chief Philanthropy Partner, 360 Philanthropy Partners

Today, I turn 55.

It’s a milestone I approach with a full heart, a clearer head, and—if I’m being honest—a deeper appreciation for the road behind me than ever before. I’ve earned every gray hair, every laugh line, and every quiet moment of insight. And I’ve come to understand that nothing has shaped my work in relationship-driven fundraising more than the wisdom gained over five and a half decades of living.

Fundraising, at its core, is not about tactics. It’s not about scripts, data, or even strategy—though all of those are important. At its best, fundraising is about connection. Human to human. Heart to heart. And nothing sharpens your ability to connect like living fully and paying attention along the way.

So today, in celebration of 55 years, I want to share four timeless lessons that have transformed the way I show up for my donors, my colleagues, our partners, and the causes I care so deeply about.

1. Listening is more powerful than persuasion.

When I was younger, I thought great fundraising came from great pitches. I'd labor over every word, making sure that the ask was airtight. But the older I get, the more I realize: it’s not about what I say. It’s about what I hear.

At 55, I’ve become a better listener—not just to what donors say, but to what they mean, what they’re afraid of, what they hope for, and even what they can’t quite put into words. I’ve learned to listen with curiosity instead of an agenda. That shift alone has opened more doors than any clever campaign ever could.

Donors want to be seen, known, and valued—not just thanked. They want to know you understand what matters to them. And that starts by listening like their story is more important than your proposal. Because it is.

2. Confidence comes from clarity, not control.

In my 30s and 40s, I believed confidence came from having all the answers. Now, I know it comes from something else entirely: clarity of purpose.

I may not control the outcome of every ask. I can’t predict the market or guarantee a campaign’s success. But what I can do—and what I do with increasing conviction—is lead with clarity. Clarity about the mission. About why it matters. About the real impact of the donor’s gift.

When you’re rooted in clarity, you don’t have to control the conversation—you simply have to show up as a trustworthy guide. At 55, I’ve stopped trying to “sell” donors and started inviting them into something meaningful. That’s a much more powerful place to stand.

3. Relationships are built in the in-between moments.

If you’ve been in fundraising long enough, you know this: the best relationships aren’t built in boardrooms or gala dinners. They’re built in handwritten notes. In follow-up calls that don’t include an ask. In moments when you say, “I thought of you,” and mean it.

Over the years, I’ve learned that consistency beats intensity. The fundraiser who shows up again and again—not just when there’s a gift to be made—is the one who earns trust. At 55, I make fewer “asks” and more “check-ins.” I track life events more closely than pledge payments. I treat my donor list less like a database and more like a garden—something to tend, not something to mine.

This isn’t just good fundraising—it’s good humanity.

4. Meaning matters more than metrics.

Don’t get me wrong—I love a good dashboard. I believe in data. I even help fundraisers learn how to track and measure what matters.

But here’s the thing: I’ve seen too many fundraisers obsess over metrics and lose sight of meaning.

At this point in my life, I care less about the number of donors and more about the depth of relationship. I care less about the campaign total and more about the impact that money will make possible. What did giving do for society and the donor?

What made them feel hopeful, powerful, connected?

Because in fundraising, we’re not just raising money—we’re stewarding belief in what’s possible. That’s sacred work. And it deserves a sacred mindset.

Why 55 Is Just the Beginning

If you’d told me 20 years ago that I’d feel more passionate, more effective, and more connected at 55 than I did at 35, I wouldn’t have believed you.

But here I am.

I’m more patient, more intuitive, and more grounded. I don’t chase donors anymore—I meet them. I don’t push myself to “do more”—I focus on doing the right things, the meaningful things.

And that’s the gift of aging in this field: You learn that fundraising isn’t really about money. It’s about meaningful connection. It’s about creating something bigger than yourself, something that will last longer than any campaign ever could.

So on this birthday, I raise a metaphorical glass to all the fundraisers walking this same path. If you’re younger, take heart—your wisdom is coming. If you’re older, keep sharing your stories—we need them. And if you’re right here with me, at the beautiful bend of midlife, then you know:

The longer we live, the more we have to give.

And what a gift that is.

Here’s to 55—and the many lives still waiting to be changed by the power of real connection.

Let’s Stay Connected

Whether you're a fellow fundraiser, a nonprofit leader, or someone who's passionate about advancing nonprofits through meaningful giving—I'd love to connect.

Reach out if this message resonated with you.
Let's talk about building relationships that matter, fundraising with heart, and leading with wisdom.
You can find me on https://www.linkedin.com/in/terrypearl360pg/ or drop me an email at terry@360philanthropypartners.com

We’re all in this together—and there’s so much more to do, learn, and give.

Here’s to the next chapter.

Terry Pearl is the Founder and Chief Philanthropy Partner of 360 Philanthropy Partners, bringing over 20 years of experience in fundraising strategy, board development, and nonprofit leadership. She has raised more than $200 million for mission-driven organizations, including principal gifts up to $50 million. Terry has advised a wide range of partners—from research institutes to veteran service organizations—and previously held senior roles at NYU Langone, St. Joseph’s Health, and The Headstrong Project. She holds MPA and MBA degrees from the University of Miami and a BA from the University of Pennsylvania. Terry is a passionate advocate for nonprofit growth and sustainability.

by Brenda Marie Turner
Soprano and CFRE

Fundraising is often described as the “engine” that drives the nonprofit sector forward. But anyone who has done this work knows it’s not just about dollars. Rather, it is about people. And not just the people we serve or the donors we engage, but about ourselves.

I’ve learned over nearly two decades of generosity-matchmaking (and a few more as a professional singer) that one of the most radical, sustaining practices we can embrace is listening to ourselves. Amid deadlines, campaigns, and constant requests to “hop on a call,” it’s easy to ignore the quiet signals. In silence, signals of fatigue, intuition, or even joy guide us toward healthier, more effective leadership. Listening inwards isn’t indulgent. It’s imperative.

As a classically trained soprano, I have spent countless hours preparing for performances. Singing demands a keen ear, not only to the music around me but also the voice within me. If I push past what my body is telling me by ignoring tension, for example, the performance suffers. But when I pause, adjust, and truly listen, the music soars. A bit cliché, I know.

The same is true in fundraising, though. When I’ve ignored my instincts, like saying “yes” to too many projects or chasing dollars instead of alignment, I’ve felt the strain. But when I trust my own voice, I can make decisions that serve both the mission and my well-being.

Let’s be honest, this work can be lonely. We are expected to hold relationships with donors, boards, program staff, and executives. We are bridges between competing needs, translators of impact into dollars, and stewards of both generosity and accountability. When the pressure builds, many of us retreat inward, convinced we must handle it all alone.

But isolation is a trap. Left unchecked, it leads to burnout (I’ve done it more than once), cynicism, and even leaving the field. The antidote, I’ve found, is intentional community. A curated circle of colleagues who don’t just celebrate your wins but who tell you the truth when you need to hear it most.

I am very fortunate to have such a circle. In my musical life, they are [mostly] fellow artists who remind me that my identity is not defined by the last performance, good or bad. On the philanthropy side, they are peers and mentors who remind me that my worth is not tied to my last closed gift.

These truth-tellers don’t flatter; they fortify. They remind me that listening to myself means I am better able to listen to donors, partners, and the communities we serve. They remind me that self-awareness and honesty are not separate from the mechanics of fundraising. Indeed, they are central to its practice.

This is why organizations like AFP, the NYC Chapter on which I am proud to be a board member, the African American Development Officers Network (AADO), where I serve on the conference planning committee, and Women of Color in Fundraising, to which I am a member, matter so deeply. Beyond trainings and conferences, and toolkits, they offer what fundraisers quietly crave: belonging. A chance to sit in a room (or on a Zoom) with people who truly get it. They understand the late-night deadlines, the donor who surprises you with their generosity, the campaign that felt impossible until it wasn’t.

As a singer, I know the joy of joining my voice with others, creating harmonies that are impossible alone. These professional organizations offer the equivalent: a chorus of peers whose collective wisdom, candor, and encouragement sustain us through the most demanding parts of this work and celebrate with us when we reach the other side.

In my own journey, standing on stage one night and leading a donor meeting the next, I’ve found that listening to myself has been the difference between exhaustion and endurance. It is the quiet “no” that preserves my ability to say a wholehearted “yes.” It is the decision to rest before my body forces me to. It is the humility to admit when I need help (I’m still very much working on that last one).

Surrounding myself with a community of truth-tellers – both inside and outside this profession – has sustained me in ways no professional accolade ever could. And in turn, it has made me a more present, creative, and strategic fundraiser.

To my fellow generosity-matchmakers: listen inward. Pay attention to the signals your body, mind, and spirit are giving you. And lean outward. Build your circle of truth-tellers. Join communities like your local AFP chapter not just for what you can learn, but for who you can become in the company of others.

Our sector cannot thrive if its fundraisers do not. And we cannot thrive if we do not listen first to ourselves, then to each other.

Brenda studied classical voice at Stetson University and film at Northwestern University. She has performed professionally in the States and internationally. She has been a soloist at the Berlin Philharmonic, and the Nairobi Girls’ Chorale (Kenya). She has toured with German Pop Sensation Sarah Connor as a backing vocalist and featured artist, toured with Rev. Gregory M. Kelly and The Best of Harlem Gospel as a lead vocalist, and vocally supported a myriad of German stars on televised concerts and variety shows. In 2024, Brenda was invited to sing for the Silver Jubilee of His Royal Majesty Otumfuo Osei Tutu II, King of Ashanti, in Ghana and will return to partner with the University of Ghana in 2025.

Brenda is also a CFRE with nearly two decades of nonprofit fundraising experience. In addition to leading her firm, Turner Divine Consulting, she serves as Director of Regional Philanthropy for Springboard Collaborative, a national nonprofit promoting literacy. She serves on the board of AFP-NYC, on the conference planning committee of the African American Development Officers, and on the advisory board of Stetson University's School of Music.

by Sarah TeDesco
COO, DonorSearch

Why Analytics Matters — and Why Most Orgs Miss the Mark

Around 76% of nonprofits lack a solid analytics strategy, meaning most are flying blind when it comes to data-driven decisions.

That needs to change. Nonprofit analytics isn’t optional—it’s foundational. By transforming chaos into clarity, you get smarter donor engagement, stronger program outcomes, and more sustainable growth.

The Analytics Cycle: From Raw Data to Real Impact

Analytics isn’t just a buzzword—it’s a cycle with clear steps:

1. Data Collection — Pull in everything: donor systems, program reports, web metrics, event histories, volunteer platforms, surveys, forms.
2. Data Management — Clean it, dedupe it, validate it, and keep it secure. Trust in your numbers is non-negotiable.
3. Data Analysis — Use stats or modeling to spot trends and forecast outcomes.
4. Reporting — Dashboards, charts, infographics—make insights digestible for staff and stakeholders.
5. Action — Apply insights to plan smarter fundraising, tailor outreach, optimize programs.
6. Monitoring & Evaluation — Track results, measure impact, and adapt.

Four Types of Analytics That Actually Drive Results

Data isn’t helpful until it’s actionable. Here are the four analytics must-haves:

• Descriptive Analytics: What happened? Think monthly giving trends.
• Diagnostic Analytics: Why did it happen? Example: Why did graduation rates drop—was it fewer mentors or different demographics?
• Predictive Analytics: What will likely happen next? Which donors are most likely to give again?
• Prescriptive Analytics: What should we do? Suggests ideal outreach times or volunteer matches.

Together, they move you from gut instincts to strategy backed by insight.

The Payoff: Why Nonprofits That Use Analytics Win

1. Major Donor Identification – Find who’s most likely to give by analyzing prior behavior and wealth indicators.
2. Operational Efficiency – Spot bottlenecks, reduce waste, and do more with less.
3. Smarter Outreach – Tailor your message, timing, and channel to drive engagement.
4. Personalized Donor Asks – Craft approaches based on donor history and capacity.
5. Stronger Program Outcomes – Data clarifies what’s working and what’s not.
6. Better Storytelling – Data-backed stories build trust and resonate with donors.
7. More Competitive Funding – Evidence in your grant requests makes a difference.

Analytics Isn’t Static — It’s Accelerating Fast

Donors today expect transparency. Organizations that share impact data get on average 53% more from donors.

Advanced tech like real-time analytics and AI is replacing manual reporting. But as capabilities evolve, nonprofits must stay ethical—especially when deploying AI.

Common Pain Points — and How Analytics Helps

• Tight Budgets
   Analytics spots inefficiencies—even workflow hiccups—saving time and money. Affordable tools make this doable for even small organizations.
• Donor Retention Issues
   Personalized outreach—based on donor habits—keeps people giving by showing you get them.
• Weak Impact Stories
   If your reports aren’t compelling, donors tune out. Analytics adds clarity and emotional resonance to program narratives.

Metrics Every Nonprofit Should Track (Seriously)

Fundraising & Donor Analytics

• Affinity to Give – How aligned is the donor with your mission?
• Average Donation – Total gifts ÷ number of donations.
• Capacity to Give – Wealth markers like real estate, stocks, political contributions.
• Cost Per Dollar Raised (CPDR) – Campaign cost ÷ funds raised.
• Donor Acquisition Cost – How much does it actually cost to acquire a new donor?
• Donor Lifetime Value (LTV) – Forecasted donations over time.
• Retention & Lapsed Rate – Keep tabs on who stays vs. who drops off.
• Major Gift Potential – Who might give big next?

Digital Marketing Metrics

• Ad Cost Per Click (CPC) – ROI insight for your ads.
• Bounce Rate & Session Duration – Is your website engaging or a turnoff?
• Conversion Rate – Donation, registration, sign-ups.
• Email Open & Click Rates – Does your outreach land?
• Traffic Sources – Where are your visitors coming from?
• Social Engagement – Likes, shares, comments—do your followers care?

Program & Operations Metrics

• Cost Per Beneficiary – Is your spending delivering value?
• Reach & Outcomes – How many served? What changed?
• Satisfaction – Feedback from those you serve.
• Resource Allocation & SROI (Social Return on Investment) – Are you creating value commensurate with cost?
• Staff Turnover & Volunteer Retention – Healthy teams and volunteer bases matter.

How to Roll Out Analytics Without Getting Overwhelmed

Start small. Stay focused. Grow more deliberate.

1. Audit your data — What do you have, and how clean is it?
2. Set concrete goals — Is it retention? ROI? Impact? Your goals dictate your metrics.
3. Define data hygiene & governance — Make clear rules for accuracy, updates, privacy, and ethical use.
4. Pick the right tools — Start with existing systems (your CRM, Google Analytics), then layer in tools that adapt, automate, and scale—including AI where it fits.
5. Build a data culture — Train your team. Encourage data conversation. Foster ethical clarity in data use.

Final Thoughts

You don’t have to be a data scientist to level up. Just be intentional.

Take these steps and leverage the right tools—and data becomes your best ally, not your biggest headache.

Ready to ditch the guesswork and make every donor interaction count? Schedule a personalized walk-through with  DonorSearch now and see what data-powered growth looks like.

Sarah TeDesco serves as the Chief Operating Officer of DonorSearch at EverTrue, bringing over fifteen years of invaluable nonprofit expertise to the fundraising industry. Since 2007, she has helped grow DonorSearch into a nationally recognized and innovative technology leader in the nonprofit space. She continues to be inspired and motivated by nonprofits that work tirelessly to make the world a better place. Sarah is a recognized speaker and educator for fundraising organizations such as AFP, Apra, AHP, The Giving Institute, Salesforce and more. She is a graduate of the University of Maryland where she earned her BA in English and
Psychology, and MBA from the Robert H. Smith School of Business.

by Pedro Govantes

Transitions. The word can sound so antiseptic. It can be code for anything ranging from being fired from one job and luck enough to find another, to escaping some version of a perceived (or real!) professional hellscape and landing really anywhere else. But a transition doesn’t have to be viewed either way. It can be not so much a running away from one situation but an actual running toward another. I find myself in the midst of such a transition.

For the last nearly six years I have been working for a higher education organization as a fundraiser. It has been one of the most formative experiences of my professional life. I have enjoyed the privilege of serving alongside of and learning from two extraordinary leaders. These two women are creative, insightful, strategic, and decisive. Working with them has been a master class in our profession as fundraisers. Their breadth and depth of knowledge is astounding as is their ability to assess situations and people and chart effective courses of actions. Many of my colleagues and the those who made up the teams I formed and led are equally exceptional. They have shaped me in profound ways. We went through some tumultuous and difficult times for sure. But what emerged on the other side are a handful of relationships that I cherish and that will remain with me for the rest of my life.

I am going to an organization outside of higher education for the first time in over thirteen years. Naturally, I’m thrilled but I am also nervous. I don’t know my new colleagues and they don’t know me. I don’t know the systems and procedures. Honestly, in this in between time, the idea of going through such a change is a little daunting. But then I think about the mission! I am utterly captivated and inspired literally to the core of my being by the work that we will do together. I believe these years ahead will be among the most significant of my life. It will be demanding work. It will certainly stretch me in ways that I have not be stretched before. Yet, I find myself thrilled by the anticipation and eager to begin!

All to say, as I find myself leaving one world and entering another, something we all experience throughout our careers, I want to be mindful of these thoughts on transitions and how I think we can go through transitions well.

1. Leave the way you arrived. When you first came to this job you were probably excited by the opportunity and optimistic about what laid ahead for you. Remember those thoughts and feelings and take them with you. Sure, the job inevitably had its disappointments and frustrations, but leave those there. Life is short and our professional lives are even shorter. If there have been rough times at this job, learn what you can from them, but leave the heartache behind. It is too much of a burden to carry into the new role. It’s all in the past anyway and there’s nothing you can do about it. Give yourself the gift of remembering and highlighting the good that you experienced in your time there, especially the people with which you formed relationships!
2. Be mindful of the people following in your footsteps. There’s a wonderful admonition when you travel in national parks: Leave the area better than how you found it. Sometimes we can be so myopic in our thinking that we don’t fully consider the people who will be picking up the mantle of our work once we leave. Do everything you wish someone had done for you to prepare the way when you arrived fresh into what was then new role.
3. You may be leaving, but your reputation is staying. Some sage wisdom from Rocky Balboa in Rocky II, he says to Pauly, “They don’t remember you, they remember the rep.” Truer words have never been spoken! The fundraising world is ridiculously small. It is right and good to care about the reputation we build, to be cognizant of how people think about us and speak about us, particularly when we’re not around. We should strive to act in ways that will be remembered as being kind, generous with our time, and a consummate professional. It matters!
4. Take time between the position you are leaving the new one your starting. All too often in our excitement for the next adventure we rush into our next job immediately after leaving our old one. Instead, I would encourage you to take some time, maybe a week or two, if you can afford it, between the positions. We need the time to reflect on our past experiences, put them in context. We need to figure out what relationships, lessons, and experiences we are taking with us and which we are leaving behind. We need time to reflect on what’s coming, what things we want to do differently and what we want to keep doing.
5. Always be a student. Transitions offer us an opportunity to once again become students. We have a lot to learn about our new job. Not just the mechanics, but about the organization, its history, our new colleagues, board members, donors, etc. It’s also a time to teach ourselves about our new organization’s mission and the intellectual, cultural, maybe even political contexts within which it operates that makes its activities so critical.
6. Embrace the virtue of “I don’t know.” Remind yourself that the new organization likely didn’t invite you to join them because you know everything about them or how they operate. They offered you a job because they are convinced that you can help them do better and achieve more. So, don’t be afraid of saying “I don’t know.” Or of saying, in all kinds of different ways, that you need help. It will offer your new colleagues a way to get to know you and for you to get to know them. Invite them to meaningfully participate in your education about the organization and its operations. These small vulnerabilities at the time of onboarding can set the tone for your new relationships in truly positive ways.

Pedro is the son of Cuban immigrants and the only member of his family born in the United States. After attending the University of Maryland and receiving a bachelors in government and politics, he went on to complete two master’s degrees. Pedro spent twenty years working in religious nonprofits before making a move into higher education philanthropy. He began his career at Villanova University, where he received a master’s of business administration. After five years there, he joined the University of Michigan regional team, working in New York City. Pedro was then recruited to New York University where he was most recently the Senior Executive Director, Schools & Institutes and where he is nearing completion of his fourth master’s degree. Pedro has also taught as an adjunct professor in philosophy at The College of New Jersey for twenty years. He has several certifications and designations in philanthropy and fundraising. He also serves as a member of the AFP-NYC board. Pedro will begin in September to work with the KIPP Foundation as their Vice President of Development. Pedro is married and has three children.