Things people usually ask

Is this a long-term commitment?

No. Engagements start with whatever scope makes sense — sometimes a focused two-to-three week sprint, sometimes several months of ongoing work. There's no minimum term. If it's not working for either of us, we say so and move on. Many clients choose to continue after their initial engagement because the work is producing results, not because a contract requires it. That distinction matters.

What size organization do you typically work with?

Mostly small to mid-sized nonprofits — organizations with one or two development staff, or none at all. The ones that benefit most are usually doing important work but haven't had consistent access to senior-level fundraising strategy. If you're a larger organization looking for a full-time hire, I'm probably not the right fit and I'll say so upfront.

How do you have time for multiple clients?

My engagements are built around outcomes, not open-ended hours. Most clients need focused, senior-level work — a plan built, a pipeline clarified, a campaign structured — not someone sitting in their office indefinitely. That focus means I can serve a small number of clients well without anyone getting shortchanged. And if the timing genuinely doesn't work, I'll say so before we start, not after.

What does working together actually look like week to week?

It depends on what you need. Some clients want a clear plan and the tools to execute it themselves. Others want a more active partner — someone helping shape donor conversations, reviewing proposals, and adjusting strategy as things develop. We agree on the structure at the start. One thing that's consistent: I work alongside your team and your leadership, not around them. The goal is always that you come out knowing more and able to do more than when we started.

We need money now. Can you help with that?

Yes, and it's worth being honest about what that looks like. Most organizations under cash pressure are already doing some version of transactional fundraising — events, appeals, emergency asks. That work has its place. What I try to do is address the immediate need without burning the longer-term relationships that will fund you reliably three years from now. Those two things aren't always in conflict, but you have to be intentional about both at the same time.

Our board isn't really a fundraising board. Is that a problem?

It's extremely common, and it's not necessarily a problem. Most board members joined because they care about the mission — not because they wanted to make donor asks. Running generic board training and hoping something changes rarely works. What does work is figuring out who in your organization — board members, staff, volunteers, the executive director — can actually move a donor relationship forward, and building a system around those people. That's a different conversation than pushing everyone into a role they're not suited for.

How is this different from hiring a grant writer or a fundraising firm?

A grant writer focuses on foundations and written proposals — a specific and valuable slice of development work. A fundraising firm typically brings a full team, a proprietary methodology, and a price tag to match. This is something different: one senior person who can look at your full development picture, help you figure out what to prioritize, and work alongside you to do it. No overhead, no hand-offs to junior staff, no templated reports that sit on a shelf.

Can you help us think through tools — AI, donor databases, and things like that?

Yes. Part of what's changed recently is that small organizations now have access to tools — better donor database features, smarter segmentation, AI-assisted drafting and research — that used to require much larger teams and budgets. One thing I help clients figure out is which of those tools are actually worth using and how to put them to work without losing the personal touch that good donor relationships require. The goal is a stronger, more capable organization — not one that's chasing every new platform.

Why consulting instead of working for one organization?

Honestly, this is where I do my best work. More than 25 years inside organizations taught me what works and what doesn't across very different environments — global health, humanitarian response, education, arts, community development. Consulting lets me bring that range to more missions, move quickly, and focus entirely on the problems that matter most. I'm not navigating internal politics or waiting for the next budget cycle. I'm just doing the work. That tends to show in the results.

Do you help with grant writing?

Grant research and grant writing are available, but as an add-on rather than a core offering. Grants are a funding source — not a fundraising strategy. Organizations that rely primarily on grants are structurally fragile because grants end. The first conversation is always about the broader funding mix. That said, grants can be important for near-term stability, and when they make sense as part of the overall strategy, the research and writing support is there.

Before our first conversation, here's what I'm already thinking about

Every first conversation starts in the same place — not with a pitch, but with a set of questions that reveal where the real work is. These aren't a checklist. They're a window into how I think about a fundraising program and where the gaps usually are.

If you're considering reaching out, it's worth sitting with these before we talk:

Do you have a written list of your top donors — and do you know something personal about each of them beyond their giving history?

When did you last reach out to a donor for a reason other than asking for money?

Is there a specific person in your organization who owns each major donor relationship — someone who knows where that relationship stands and what the next step is?

If you didn't raise anything new in the next three to six months, what would that mean for the organization?

What would it take for your best donor to give significantly more next year?

Does your board give? Does every board member contribute at a meaningful level?

Can you say in two sentences why someone should give to your organization and not to a larger, better-funded one working in the same space?

What's your niche — the thing you do that a bigger organization in your field doesn't or can't?

There are no right answers. But the conversation these questions start almost always points directly to where the work needs to begin.