A Letter to Nonprofit CEOs & Board Chairs

 

You know the mission. Let’s talk about what it takes to sustain it.

 

You have a committed team and work that matters. You may also have cash flow that keeps you up at night, systems held together by a few people, and a strategic plan that assumes more capacity than you actually have. As a CEO or board member, you know how much effort goes into keeping things moving, even when the reports suggest everything is fine.

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I bring more than 20 years of nonprofit experience and a background in organizational development, including the hands-on realities of serving as a Chief Operating Officer. My outside-in perspective comes from having worked inside the pressures you’re facing: competing priorities, limited resources, and difficult decisions that cannot wait for the next planning retreat.

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Through project-based consulting, interim leadership, and COO-on-demand support, I work alongside you to understand what is getting in the way. We look at where responsibilities, resources, and expectations are out of balance. We make room for honest conversations, including the quiet concerns that rarely make it into board reports, and turn those conversations into decisions people can act on.

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I appreciate a good SWOT analysis and team-building session. But when cash flow is tight, staff are stretched, and operational problems can’t wait, my work starts with what needs attention right now. We get honest about what’s happening, make the difficult calls, and establish clear priorities and accountability. From there, we build the discipline and strategy to move beyond responding to one crisis after another.

 

You may not have the budget for a team of consultants. We can start with a defined need and focused support. My role is to help you get clear about what needs attention now, work through the hard parts, and put changes into practice that your organization can sustain.

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