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.

by Craig Shelley
CEO, Schultz & Williams

Post–Labor Day often feels like the starting gun has gone off for fundraisers and nonprofit leaders. In the last Chapter Leadership Briefs, my fellow board members CJ Orr and Gary Weinberg shared strategies on gearing up for a busy fall and making year-end efforts more successful. With September here, the season we’ve been preparing for is officially upon us. So, now what?

First, take a breath. It has been a tumultuous year across the nonprofit landscape. Just this week, a 20-year sector veteran described the past quarter to me as the most chaotic he’s ever seen. Change, disruption, and uncertainty may feel like the new normal, but that doesn’t mean progress has stopped.

Every day, money is being raised and impact is being made. A national nonprofit client working in educational equity just closed their fiscal year ahead of goal, exceeding projections by over $1 million, even as headlines suggest equity and education are losing traction. Last week, I visited a zoo in the Midwest, another client, that just finished one of its strongest membership campaigns ever despite the narrative that people “don’t join things anymore.” The lesson is clear: when we do the work well, success is still possible. It may not be easy (was it ever?), but it is achievable.

In my advice to fundraisers and nonprofit leaders right now, I emphasize one thing above all: connection. Connect with your donors and your teammates. Ask what’s on their minds, what matters most to them and be just as intentional about sharing what matters to you.

For donors, visibility is everything. In a crowded media landscape, recency bias is real. Stay present, stay relevant, and keep your mission top of mind. For teammates, clarity is key. Set expectations, communicate goals, and ensure alignment. Donors should never be surprised by an ask, and staff should never be surprised during a year-end review.

This season is fast-paced and demanding, but with focus, clarity, and connection, you can turn it into your organization’s strongest finish yet.

Craig collaborates with ambitious nonprofit leaders to accelerate their impact, bringing a creative yet practical approach to strategy, organizational development, fundraising, and board optimization. As CEO of Schultz & Williams, he leads one of the nation’s premier consulting firms specializing in fundraising strategy, direct response, strategic planning, and outsourced development. In partnership with Carey & Co—which provides complementary expertise in finance, HR, and executive leadership—Craig ensures clients receive integrated, mission-centered solutions that strengthen organizations and drive sustainable growth.

A Certified Fundraising Executive (CFRE), Craig is a frequent speaker and author on leadership and philanthropy. He also serves as President of the Association of Fundraising Professionals - New York City Chapter and as a member of the board of directors of The Giving Institute.

by CJ Orr
Chief Executive Officer, Orr Group

This year has been hectic to say the least. The city’s energy never truly fades, but even New York eases its grip a bit in August. Colleagues take time off at the beach or a long weekend upstate. We may not close shop like Italy’s Ferragosto, but we should still claim August—intentionally—as the month to rest, reset, and ready ourselves for the sprint that begins on Tuesday, September 2, the day after Labor Day.

Why the urgency? Because the philanthropic engine roars back to life in early September—and then accelerates. UN General Assembly High‑Level Week brings global leaders to town September 22–30, amplifying traffic, convenings, and attention across New York; diaries fill quickly, and donor calendars do, too. And if you’re focused on year‑end results, the data is pretty concrete: nonprofits see a large share of annual giving at the end of the year—roughly 30% of donations occur in December, with a notable spike in the final days. That reality makes our fall execution decisive.

Use August to Rest—And to Reset Three Things

1) Your calendar (and your board’s).
Block the first two weeks of September for donor and board touchpoints you control: stewardship breakfasts, site visits, and quick “welcome back” coffees. Pre‑schedule at least three anchor activities per week (e.g., one major‑gift visit, one stewarding touch, one institutional follow‑up). Draft the Q4 communications calendar now—pledge reminders, fall appeals, GivingTuesday pre‑work—so you’re executing in September, not planning.

2) Your pipeline (and your message).
Use a quiet Friday in August to triage the top 25 relationships: where each stands, what value you’ll bring in your next interaction, and the most credible pathway to a commitment by December 20. Refresh gift tables and proposal targets; align program, finance, and advancement on the case elements you’ll feature this fall—impact, urgency, and specific “first‑quarter” outcomes for 2026 planning.

3) Your tools (and your guardrails).
AI will remain the buzz of 2025–2026, but the opportunity is less the sizzle and more the systems. Many nonprofits are experimenting without a clear plan: in a 2025 benchmark report of 1,321 nonprofit professionals, 76% reported they do not have an AI strategy, 80% lacked an acceptable‑use policy, and only 7% said they had successfully adopted AI to tackle operational or mission challenges. If you’re in that majority, August is the moment to draft light‑touch guardrails (disclosure, data hygiene, human review) and spin up two or three discrete, high‑leverage use cases—briefing prep, meeting recaps, first‑draft grant language—that your team can pilot in September.

If you want practical perspective tailored to fundraising, AFP‑NYC has already begun curating it. See the recent chapter brief on using AI for better fundraising—an instructive reminder that technology should augment, not replace, our human connection with donors. NYC AFP

What’s Ahead at AFP‑NYC This Fall

AFP‑NYC programming resumes after Labor Day with education, networking, and community—the perfect complement to your fall plan. Specific event listings publish on the chapter calendar and member porta very soonl; check the Upcoming Events page and make sure you’re subscribed to the chapter eNews so you don’t miss registrations as they open. Expect the usual mix of professional‑advancement programs, Emerging Leaders networking, and fall skills workshops—plus the New York City National Philanthropy Day Celebration on November 18th, (NPD is observed on November 15 each year across AFP chapters).

A Final Word

Leaders set the team’s cadence. Taking time off in August isn’t indulgent; it’s strategic. Rest lets us return sharper—more present with donors, clearer with boards, and better prepared for the decisions that determine our Q4 outcomes. Put simply: protect August so you can perform in September. Circle September 2 on your calendar, come back ready to run, and let’s make the most of a season when donors are back in town, attention is high, and generosity surges toward year‑end.

CJ Orr, having served as a trusted partner to clients for over 10 years, has broad experience in fundraising and development, executive leadership, strategic planning, campaigns and event management. He has launched funds, designed and led strategic initiatives, and driven fundraising for large galas and campaigns ranging from $10M to $1B+ in revenue. As an expert project and relationship manager, he executes on the development of strategies and tactics to drive effective fundraising plans that meet or exceed targets. Internally, CJ is responsible for setting and driving achievement of Orr Group’s financial targets and overseeing efficient operations within the firm. Additionally, CJ supports the efforts of Orr Group’s Growth team to identify and cultivate new business opportunities and build relationships with nonprofit partners, ensuring that the services offered are best aligned with our partners’ needs.  CJ’s background in finance provides him with a strong foundation in analytics, metrics and ROI. Prior to working at Orr Group, CJ worked in Institutional Fixed Income Trading at Alliance Bernstein, where he was responsible for funds trading, account management, and reviewing analytical research. He also spent several years in municipal bonds sales and trading at Oppenheimer & Co.

by Gary Weinberg
President, DM Pros

AFP's Fundraising Effectiveness Project (FEP) reported in July that while total dollars raised increased 3.6% in the first quarter, this growth was driven largely by larger donors. Donations from smaller donors are declining. However, there are proven strategies you can put to use now to make your year-end direct mail and direct response campaigns more successful.

The Foundation: Three Ways to Raise More Money

Years ago, one of my fundraising gurus shared a simple truth: "Gary, there are only three ways to raise more money from individual donors—(1) acquire new donors, (2) get existing donors to upgrade their gifts to larger amounts, and (3) get existing donors to give more often."

This leads us to the "leaky bucket" theory. Your current donors are the water inside, new donors and reactivated donors flow in from the top, lapsed donors drain out the bottom. The goal—stop the leakage while increasing the inflow.

Strategy 1: New Donor Acquisition for Year-End

If you're not acquiring new donors, your donor pool is shrinking. Start with people already familiar with your organization—volunteers, gala attendees, program participants, and other lists you may have. Send these prospects a letter expressing your appreciation for their involvement and asking for a special year-end gift.

For organizations ready to make a larger investment, formal acquisition programs offer greater long-term potential. This approach costs significantly more because you're renting multiple prospect lists and testing different packages and messages to find what works best, and the response rate will be relatively low.

While the initial metric is response rates and dollars raised, lifetime value is the bigger picture and long-term goal. Lifetime value is the total amount each donor gives over time. Example: You acquire 100 new donors at $25 each ($2,500 total). If acquisition costs $50 per donor, you won't see positive return until the third gift. By Year 5, perhaps only 20 donors remain but give $200 each ($4,000 total). Lifetime value also helps to plan your acquisition budget investment.

Acquisition Techniques:

• Direct mail campaigns: Test different formats, envelopes, and messaging
• List rental strategies: Test prospect lists and co-op databases matching your demographics
• Online lead generation: Use paid advertising to drive traffic, then add leads to email and direct mail

Strategy 2: Lapsed Donor Reactivation

Reactivating lapsed donors costs much less than finding completely new ones. These people already know your mission and have given before—they just need the right invitation to return.

Reactivation Strategies:

• Write personal reactivation appeals that acknowledge their history. For example, if Mary last donated $100 3-years ago: "Mary, thank you for your past support. Please consider renewing your support with a gift of $100 or $125. Even a gift of $50 would go a long way to help feed New Yorkers facing hunger."
• Include the impact of the last gift: "You made a difference in 2023—will you do it again this year?" or even more specific, "We miss you. Your past support helped feed 320 families—thank you."

Strategy 3: Upgrade Existing Donors

Your current donors are your most important supporters. Beyond keeping them, focus on growing their gifts. Show the impact to encourage larger gifts: "Mary, thank you for your continued support. This year-end, would you consider increasing your gift to help us reach more people in need?"

Strategy 4: Increase Gift Frequency

Turn annual donors into multiple-gift supporters. If Mary gave two gifts of $50 last year, and gives three gifts of $50 this year, you've raised more money.

Develop your monthly giving program and include the option on all donation response devices. Monthly giving creates more committed donors while providing steady income. Ask monthly donors for an extra gift at year-end (of course, after thanking them and acknowledging them as a monthly donor).

Additional Tactics:

• Strategic appeal calendar: Plan targeted appeals throughout the year for more giving opportunities
• Email campaigns: Increase your mix of informational emails and donation requests
• Urgent appeals: Respond to current events with extra emergency appeals

Donor Retention and Stewardship Strategies

Keeping current donors is cheaper than finding new ones. Stewardship is an investment to bond and retain donors:

• Prompt acknowledgment: Thank donors within 48 hours—show the impact of their gift
• Regular communication: Send newsletters and updates between appeals
• Personal touches: Select the top 100-200 donors in your fundraising appeal list and have your production firm return them to you assembled and stamped but unsealed, for you to write personal notes and mail from your office
• Recognition programs: Create giving circles based on higher giving levels
• Infographics: Use graphics to visualize your impacts

Additional Direct Response Strategies

Several other tactics can boost your year-end results:

• Matching gift opportunities: Announce challenge grants that double the donor's impact with a deadline for urgency
• Deadline urgency: Use December 31st deadline to encourage immediate action—donations received before the end of the year help you start the new year strong, ready to serve more people and expand your impact

The Critical Role of Impact Demonstration

I've used the word "impact" here many times. I can't overemphasize the value of demonstrating your impact at every opportunity.

City Harvest does an outstanding job showing gift impact on their website donation form: "$36 helps feed 11 NYC children for a week… $52 helps feed 1 NYC family for a month… $83 helps feed 8 NYC seniors for 3 weeks… $135 helps feed 10 New Yorkers for a month."

Conclusion

The decline in small-donor participation requires action. By focusing on new donor acquisition, lapsed reactivation, donor upgrades, and increased frequency—all supported by strong stewardship—your year-end campaign can be even more successful.

Fundraising is about building relationships. Every message you send should deepen donor connection to your mission. Start planning these strategies now for your year-end campaign and continue them into the new year. With careful testing, clear messaging, and strong stewardship, your efforts can deliver exceptional results.

Gary is a specialist in individual giving. He has been a leader in direct mail and direct response fundraising communications for over 35 years. He takes a holistic approach, focusing on the complete giving cycle from direct mail and digital solicitation, through acknowledgment and stewardship activities.

He currently serves on the AFPNYC Board of Directors, Chairs the Government Relations Committee providing advocacy for charitable giving issues in NYS and on The Hill in DC, and is active in the Professional Advancement Committee that organizes the Chapter’s regular seminars. In addition, serves as Vice Chair on the Board of the Lehman Center for the Performing Arts in the Bronx.

by Adam Glick and Lucretia Gilbert
FRDNY 2025 Program Committee Co-Chairs

Fundraising Day New York offers an opportunity for nonprofit professionals at all stages of their careers to come together, learn from colleagues longstanding and new and explore the most important issues facing our sector. The program for FRDNY 2025 – workshops, roundtables, flash coaching sessions, panel discussions, and more – was as dynamic as the day’s 1000+ attendees. Organized by a dedicated team of volunteers who plan for eight months leading up to the big day, FRDNY aims to build and scale in ways both quantitative and qualitative each year. After all, if the best fundraising is a balanced mix of art and science, FRDNY should reflect that!

We had the opportunity to serve as Co-Chairs of FRDNY’s 2025 Program Committee and invite leaders from across the sector to join the planning team. We were honored to have the collaboration of Kennedy Bennett, PK Drago, Lori Kranczer, Abril Peña, Caroline Ver Planck, Carmel Napolitano, Diana Rodriquez Susan Sharer, and Farra Trompeter in designing a robust and inspiring day. Any successful teamwork is predicated on mutual respect, trust, understanding, and open communication, and it was because of the work we all do and, moreover, how we work together, that joining forces to shape and organize the program for FRDNY 2025 was a natural fit. As the adage goes, “if you want something done, ask a busy person!”  With that, and since we knew each of us was just busy enough to say we could support the other, we set out to make FRDNY’s 2025 program the best one yet along with the help and innovative ideas of our stellar Program Committee members.

Throughout the course of reviewing and deliberating session submissions, thinking how to guide prospective participants, and ensuring FRDNY’s program made adequate space for in-house fundraisers, external consultants, senior leaders, vendors, coaches, and other nonprofit professionals, we learned that many people wanted to work even more closely with their current or new consulting partners and vendors. We also were particularly mindful to develop more intentionally a track for senior leaders to ensure their commitment to AFP and FRDNY was matched with programming from which they would benefit.

We repeatedly heard that maximizing consulting engagements to allow for in-the-weeds work while still offering fresh, objective perspectives was important to frontline fundraisers, CDOs, CEOs, and their team members. We were asked to consider sessions dedicated to working with consultants as part of one’s team more effectively and comprehensively; how the traditional consulting model had changed; and how making the case to CEOs and boards for partnering with consultants often proved as difficult as it was necessary, especially for those faced with hiring and full-time employee retention challenges. We also noted that the topic of how to get the most out of a consulting partnership touched on nearly all other aspects of FRDNY’s program: from data mining and AI to frontline fundraising support, HR, and attracting, retaining, and advancing top talent – the list continued.

For us, this also highlighted the ever-evolving nature of fundraising (and work culture generally), with many of us still operating remotely and not in a traditional office setting – a change celebrated by some and lamented by others since the great work-from-home shift coming out of the COVID-19 pandemic. With traditional structures relaxing and alternatives to being in an office from 9 to 5 with “your” team five days a week increasingly acceptable, the question then became what additional value, insights, and perspectives could an organization gain from consultants and vendors since these advisors and augmentative team members often engage with their clients as remote full-time employees do.

Since no AFP article is complete without a checklist, below are a few recommendations for how to think about how you can get more out of your vendor relationships and consulting partnerships (and have fun doing it):

1. Remember that your vendors and consulting partners are your colleagues: whether it’s a short-term/project-specific engagement or a longer-term multi-layered partnership, they are there in support of your efforts and success, and their success is your success.

2. Clearly define and agree upon what elements of a vendor or consultant’s work are quantifiable and which are not. For example, if a consultant is supporting major donor prospects and pipeline development, determine what success looks like: how many donors, projected revenue probability, fundraising timeline, etc. Remain in regular conversation about progress and updating it as you work together to achieve your goals.   

3. As you think about how a vendor or consultant could potentially provide additional support and what, if anything, would need to be prioritized differently to achieve this, ask them! Stay in active conversation with your external partner to think of new and additional ways they can help drive your work and organization forward.

4. Maximize consulting and vendor relationships by leveraging their knowledge from working with a variety of nonprofits across the sector that will benefit your organization as you approach direct mail, CRM migration, year-end fundraising appeals, and more. Their perspectives on and understanding of how many organizations work can help shape and drive your own work faster and more effectively.

Of course, some of the most important parts of FRDNY are grounded in established and emerging leaders coming together to share knowledge, network, and learn best practices.  We look forward to seeing you at FRDNY 2026 next year on Friday, June 12, 2026, as we continue to build community and strengthen connections across the nonprofit sector -- for those of in and out of house!

Lucretia Gilbert is the Chief Philanthropy Officer of the Elton John AIDS Foundation and Adam Glick is a Vice President at Orr Group.  Among their many common interests is a love of handwritten notes – sending and receiving.

Adam Glick is Vice President at Orr Group, where he develops and implements innovative strategies from strategic planning to securing major gifts across individual, institutional, corporate, and campaign-specific sources. Previously, Adam served as Director of Individual Giving and Special Projects at Hudson River Park Friends, the philanthropic partner of the Hudson River Park Trust, where he oversaw the growth of the Park’s annual fund, secured new and increased multi-year support from its major donors, and directed the organization’s capital and membership campaigns. He also served as the inaugural Curator of Mad. Sq. Art, the public art program of the Madison Square Park Conservancy. He has lectured at the Stern School of Business and Steinhardt School of Education (NYU), the Hite Art Institute (University of Louisville), and elsewhere. Adam has also participated in numerous panel discussion sessions hosted by the Center for Advanced Study in the Visual Arts at the National Gallery of Art in Washington, D.C. He has been featured in publications such as the New York Times, the Wall Street Journal, the Robb Report, and the New York Observer. Adam is the co-author of Object Impermanence: Ethics, Endowments, and Deaccessioning (MuseumsEtc., April 2021).

Lucretia Gilbert is the Chief Philanthropy Officer for the Elton John AIDS Foundation, which has launched a transformational $125 million campaign to redouble the global fight against AIDS. Lucretia is a seasoned development professional and innovative leader with over 25 years of experience in the nonprofit sector. She concomitantly serves as the Principal & Founder of The Philanthropy Advantage, a high-impact philanthropy consulting firm that provides strategy and implementation support for nonprofits, private foundations, individuals, and corporations. Previously, Lucretia was the Chief Philanthropy Officer for the Breast Cancer Research Foundation (BCRF), where she managed the development and events department, raising more than $500 million. Previously, she served as the Executive Director for The Pink Agenda, the Associate Director of Major Gifts at Gilda's Club Worldwide, and Director of Special Events at the ALS Association Greater New York Chapter. Lucretia is a graduate of the Executive Education Exponential Fundraising Program at Harvard University’s Kennedy School and holds a Master’s in Public Administration. She is currently on the Board of Directors for the New York City Chapter of the Association of Fundraising Professionals and is serving as the Program Co-Chair for Fundraising Day in New York 2025.

by Amethyst A. Rodriguez
Institutional Giving Officer, Dr. Phillips Center for the Performing Arts

“Charity is writing a check for a cause you care about. Justice asks more of us. It means investing your money, time, knowledge, and relationships to challenge — and change — the very systems that make charity necessary.”

I wrote those words while working on my Ph.D. dissertation, which examines how leaders of color in philanthropy push — or struggle to push — the sector toward justice. As a person who has experience on both sides of the table, as a fundraiser and a fund giver, and now a researcher, I see clearly how storytelling in fundraising doesn’t just describe the world. It shapes it.

Fundraising is never neutral. It can either uphold systems of inequity or help reimagine them. Yet too often, nonprofit campaigns rely on stories that comfort donors while flattening the experiences of the communities they claim to serve. These stories reduce people to victims and cast donors as heroes. They strip away complexity, erase context, and preserve power imbalances. They don’t just reflect bias—they reproduce it. Roseanne Mirabella (2024) argues that fundraising often operates within colonial logics that prioritize donor satisfaction over community agency. Fundraisers face real pressure to meet revenue goals, but that pressure can drown out their power to shape narratives that inspire donors to see the world differently and invest in justice, not charity.

In their recent chapter “Decolonizing Fundraising Narratives in International Nongovernmental Organizations,” scholars Abhishek Bhati and Angela Eikenberry argue that many NGOs still use colonial-era tropes. They show how campaigns lean on images of poor children and women of color to trigger pity, while keeping donors — often white and Western — in a role of rescuer. These narratives resemble 19th-century colonial propaganda more than justice-oriented storytelling.

But these patterns don’t stop at international borders. They show up here at home — in the U.S. — in local food bank appeals, education initiatives, criminal justice reform work, and community arts programming. I know because I’ve worked across these areas. I’ve seen how easily our sector defaults to stories that sell suffering rather than build solidarity.

From Congo (DRC) to Central Florida and Beyond…

I began my career far from the philanthropic institutions where I now work. At 18, I moved to East Africa with a one-way ticket, a camera, and a deep desire to serve. I eventually settled in Goma, Democratic Republic of Congo, where I spent more than a decade co-leading a grassroots nonprofit focused on education, child protection, and community-led development.

We built schools, organized trauma recovery groups, started small businesses, and invested in local leadership. But I quickly realized our biggest challenge wasn’t infrastructure, war or poverty. It was perception. International partners pressured us to frame our work through a deficit. Funders wanted transformation stories but rarely asked about history, power, or systems. We spent too much time translating the community’s truth into language that donors would accept.

That experience shaped me. It taught me to question the role of fundraising not just as a financial strategy, but as a narrative practice. It taught me to ask: Who controls the story? Whose voice do we center? What do we erase to make a story “donor-friendly”?

When I returned to the U.S., I brought those questions with me. I now serve as institutional giving officer for the Dr. Phillips Center for the Performing Arts in Orlando. I lead institutional fundraising efforts for our arts education, community engagement, and wellness programs. 

I also lead proposals for initiatives like our veterans’ wellness program, which includes drum circles, improv comedy, choir, and spoken word — all grounded in arts-based healing. I approached this project with the same principle I learned in Congo: tell the whole story. We frame veterans not as broken or dependent, but as resilient leaders stepping into healing and creative expression. That narrative honors dignity and inspires donors.

Fundraising Is Not Neutral

Many fundraisers still believe that emotional stories drive giving, and they do. But emotional storytelling doesn’t need to dehumanize. We don’t need to rely on images of starving children or single mothers crying to motivate generosity. When we do that, we train donors to expect pity and performance instead of justice and partnership.

Studies back this up. Bhati’s research (2020) found that people with higher implicit skin-tone bias gave smaller donations — even after controlling for income, education, religion and political identity. Stereotypical images didn’t inspire greater generosity. They reinforced racial bias and stunted long-term investment.

When I lead a fundraising strategy, I don’t start with problems. I start with people — their brilliance, their history, and their vision. I position funders not as saviors, but as partners walking alongside. This shift matters. It changes how donors relate to the work. It moves them from transaction to transformation. It stops asking for charity and starts asking for solidarity.

From Charity-Based to Rights-Based

Bhati and Eikenberry challenge fundraisers to move from a charity-based to a right-based model. In the charity model, fundraisers highlight need, evoke pity, and reinforce dependency. In the rights-based model we highlight equity, evoke dignity and invest in collective power [1] [2]

Rights-based fundraising does more than tell a better story. It disrupts harmful narratives and educates donors about systemic injustice. It focuses on root causes, not symptoms. It invites donors into a relationship, not saviorhood.

I carry this approach into my doctoral research at Binghamton University, where I study how leaders of color navigate power inside foundations. My work interrogates how people like me — a Puerto Rican woman raised in a working-class home — can shift philanthropic culture not just by leading, but by telling the truth.

We don’t decolonize philanthropy with buzzwords. We do it by shifting power, redistributing resources, and changing who gets to narrate the work.

What Fundraisers Can Do Now

You don’t need a Ph.D. to start decolonizing your fundraising. You just need courage and clarity. Here are five steps I recommend:

1. Audit your materials. Count how many times you show people of color in passive roles. How many images lack context? Which stories position donors as heroes?
   
   
2. Co-create stories. Don’t just ask for a quote or a photo. Build long-term relationships. Let people tell their stories in their own voice. Pay them for their time and emotional labor.
   
   
3. Focus on systems. Move beyond “we gave her a scholarship” or “he escaped violence.” Ask why the school lacked resources in the first place. Point to policy. Frame your work within a broader ecosystem.
   
   
4. Diversify your team. Build fundraising departments that reflect the communities you serve. Invest in black, brown, and indigenous fundraisers. Make sure they don’t just execute appeals — let them shape them.
   
   
5. Practice narrative humility. You don’t speak for the voiceless. People have voices. Your job is to listen, amplify, and step aside when needed.
   
   Decolonizing fundraising means embracing discomfort. It means risking some donor pushback in order to tell the truth. It means remembering that every image, every paragraph, and every pitch teaches donors how to see the world — and who matters within it.

​Decolonizing fundraising means embracing discomfort. It means risking some donor pushback in order to tell the truth. It means remembering that every image, every paragraph, and every pitch teaches donors how to see the world — and who matters within it.

The Power of Fundraisers

Fundraisers hold immense power. We decide how stories travel. We decide who appears worthy of investment. We stand at the intersection of money and meaning.

Let’s use that power with intention. Let’s tell stories that don’t just raise funds — let’s tell stories that build a more just, truthful, and liberated world.

Amethyst A. Rodriguez serves as institutional giving officer for the Dr. Phillips Center for the Performing Arts and is a Ph.D. candidate in Community Research and Action at Binghamton University. She has raised more than $10 million for nonprofits across the globe and lives in New York with her husband and son.

References:

Bhati, A. (2020). Does implicit color bias reduce giving? Learnings from fundraising survey using Implicit Association Test (IAT). VOLUNTAS: International Journal of Voluntary and Nonprofit Organizations, 32(2), 340–350. https://doi.org/10.1007/s11266-020-00277-8

Mirabella, Roseanne M. "Decolonizing Fundraising." In The Handbook of Critical Philanthropy, Volume 2, edited by Toby Ford and Paloma Raggo, 2024, pp. 229–246

by Jason Ellinger, Founder
Beard & Bowler

We walked into the ballroom
at AFP Fundraising Day in NYC
with nothing but a plan, a camera
crew, & a deadline no one could pause.
Four hours later, 1,120 nonprofit leaders
would be watching a story they hadn’t
seen yet because we hadn’t filmed it.

As the ballroom filled at FRDNY 2025,
there was a name tag curling at the
edge of a table. A folder of ideas.
A seat filled by someone who rarely
gets to slow down. In a year when
teams are stretched thin, inboxes
are overloaded, & fundraising feels
like both a sprint & a marathon,
storytelling is not a side task.
It is one of the few things that
actually moves people.

FRDNY 2025 wasn’t just
another event for us. It was
a test of our team, our trust,
& our ability to show up under pressure.

We didn’t come to drop a sizzle reel.
We came to produce a same-day-edit
to remind the people in that room that
the work they do matters. We walked into
that ballroom with a plan, a small crew, & a
clock we could not stop. By noon, we had
to deliver a story we hadn’t even filmed yet.
Four hours. That was the window.

If you’ve ever had to prep an entire campaign
while answering emails from the board, send
last-minute reminders before an event, or
pivot mid-presentation to get the room back,
you already know what that pressure feels like.

We were simultaneously split across three
shoots that day. This was our Super Bowl.

We weren’t fully staffed. Kwami, one of
our best interviewers, was on National Guard duty.
Dani was just getting comfortable in these spaces,
but she stepped in to lead our presence on the floor.
I was leaving the next day for my first real vacation in months.

Still, we showed up. We knew who would be in the room.
Not just attendees. These were the quietly relentless.
The ones who keep showing up for something bigger than themselves.

Matt & I kicked off with an 8 AM lightning talk.
Christine was on the floor filming real-time reactions.
Jenna cut clips on the fly & backed up footage between
exports. AJ & Jono caught behind-the-scenes, the details,
the heartbeat. Richard conducted interviews remotely from Italy.
Dani became the face of the team that day. She was present,
grounded, & incredibly generous. Everyone knew their
role & every second mattered.

At 12:00, we were still exporting.
At 12:04, we handed the file to AV.
At 12:10, the audio collapsed.
My opening line only came
through in one ear.
For a moment, I froze.
Maybe we had missed our shot.
Maybe it would fall flat.
But Jenna knew what to do.
She rerouted the issue,
re-exported the file,
& got it back just in time.

At 12:15, the video played.
The room became silent.
Then came the laughs.
Then applause. People leaned in.
“Wait, this was filmed today?”
“That’s our table.”
“Is that me?”

We didn’t just deliver a video.
We helped people see themselves.
That is what I’ll carry from that day.
No one said, “Great edit.”Instead, they said,
“That’s what we’ve been missing.”
“We need help telling our story.”
“This reminded me why I started.”

What Nonprofits Can Do When the Pressure’s On
You don’t need a full production team or a perfect
plan to tell a great story. Here’s what we learned at
FRDNY that can help you the next time you are up
against the clock, the budget, or the blank page:

● Be brave, not perfect
The best stories are often the ones you feel nervous to tell.
The ones still unfolding. You don’t need perfect lighting or gear.
You need honesty. If you’re holding off on sharing your mission
until it’s tidy, you’re probably holding back your most powerful work.

● Keep roles crystal clear
Pressure breaks teams that don’t know their roles. At FRDNY,
we delivered under stress because everyone knew exactly
what to do. When your team has clarity & shared
ownership, you can handle just about anything.

● Lead with emotion, then inform
Start with a face, a moment, a real story.
Then bring in your data. People act when
they care, not when they’re just informed.
Make them feel it first, then
give them the numbers.

● Tell it before it’s tidy
You don’t need to wait
until your gala wraps or your
metrics are perfect. Share your story
while it’s still unfolding. That’s what
people remember. The messy middle
is often where the truth lives.

● Remember why you started
That’s what most of us came to FRDNY for.
Not just another panel or workshop, but
the reminder that this work is still worth it.
The people in your corner matter. Your story,
even now, is one worth telling.

That moment, on screen,
with 1,120 nonprofit leaders
leaning in, reminded me what matters most.
It is not about the lighting. It’s about the person
who steps into the frame & says, “This matters.”
It’s about the folder full of ideas & the name tag
curling at the edge. It’s about waking up & deciding
again to ask, to care, to build momentum from nothing.

To the AFP NYC community:
Thank you for making space
for that kind of storytelling.
Thank you for filling the room
with people who get it. The ones
who know what it means to stretch
a budget & move a heart, sometimes
before their second cup of coffee.

You reminded us that storytelling isn’t a final step.
It’s a force, a signal & a way to say: the mission still matters.
Not someday. Not when it’s perfect. Right now.
At Fundraising Day NYC, we gave away early access
to something we’ve been quietly building
a nonprofit storytelling mini masterclass.
Want in?
Sign up here!

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.