Clarity first. Then the results.
Three ways Kerri has helped nonprofit leaders get unstuck: by showing them where they really stand, building a plan that points the whole organization in one direction, and backing the people leading the work.
growth in private funding within one year
capacity-building grant awarded by a large foundation
for a first-time director, recognized for her work
Different organizations, same pattern: get clear on where you stand, then move with confidence.
Organizational Assessment for Growing Revenue
The organization raised around $1 million a year from private philanthropy, with a small grants portfolio and most other funds coming from events and individual giving, mainly through campaigns. The biggest share of funding came from fee-for-service contracts. As the number and size of those contracts changed, they knew they had to grow private philanthropy to sustain the organization and then grow regionally and nationally.
- Led a full assessment of fundraising capacity with the VP of Strategy and Director of Development
- Reviewed five years of funding, plus budget, time and tools, team fit, internal communication, board roles, past grant applications and campaign messaging
- Interviewed staff and leadership
- Revamped materials to tell the story both emotionally and with data
- Recommended team investments, board development and a two-year revenue strategy
The organization stopped guessing at what was in the way. They had a clear picture of where they stood and a road map forward. The team felt included, which made buy-in much easier. Their materials now showed what they did, why, their impact and how it was assessed, and leadership could make informed decisions and allocate resources toward their goals.
The organization implemented several parts of the road map and not only met its fundraising goal but greatly surpassed it.
Strategic Grant Development
The organization was talking with a large foundation about a capacity-building grant, but early conversations hadn’t gone anywhere. The foundation asked whether development capacity building could help them understand their fundraising potential. Leadership needed support to keep the conversation going until they were formally invited to apply, and a strategy for the narrative and budget.
- Over a few months, helped leadership understand their current development capacity and funding picture
- Distilled why investing in development capacity would be a catalyst for their strategic vision into language the funder could act on
- Once invited, led the grant development process, wrote the narrative and built the budget
- Met regularly with leadership to refine messaging, goals and deliverables
Leadership built a clear vision of how the funding would do more than grow revenue for the year: it would have a multiplier effect. They could now explain to the funder how the work would build momentum for programs and strengthen the organization’s infrastructure.
Coaching a New Director to Lead with Confidence
Kerri’s client had just been hired into her first Director-level role, a brand-new position. She had to establish her leadership and build a new function at the same time. She needed to understand her own strengths, organize her work around her style, grow in confidence, and have a partner to think through how to structure the work.
- Coached her over several months, shifting her mindset from asking to presenting
- Helped her communicate expertise while clearly asking for the support she needed
- Reviewed planning documents and presentations for the new programs
- Broke her OKRs into weekly and monthly workstreams
Her confidence grew. She developed a new program for the organization, built relationships with colleagues that supported the work, and put in place the structures that fit how she works and learns, so she could be productive without burning out.
She also learned what motivates her, so when she was ready to move on she knew exactly what she wanted in her next role and organization.