A little over a year ago, I made the transition into full-time consulting after spending 25 years as a fundraiser. It has been a year of both opportunities and rewards—marked by upheaval across the nonprofit sector, but also by the privilege of walking alongside leaders and organizations doing remarkable work in their communities. 

What I’ve discovered is that the greatest fulfillment doesn’t come from having all the answers, but from shaping strategy together through authentic, hands-on collaboration. 

A year of change, and a shift in perspective 

Of course, I may have chosen one of the most complex years imaginable for this transition. The past twelve months have brought unpredictability and constant recalibration for nonprofits of every size. That reality has reminded me—and the organizations I serve—that in uncertain times, having a thought partner who can provide perspective and create space to think differently is not just helpful, but essential. 

One phrase I heard at a recent Giving Institute gathering continues to guide me: 

“We don’t know better. We know different.” 

That insight reframed how I approach consulting. My role isn’t about knowing more than the leaders, I serve—it’s about bringing a different lens shaped by experience, empathy, and the chance to see patterns across many organizations. 

Perspective over perfection 

I’ve learned that organizations rarely need a “perfect” answer. What they truly seek is perspective. Sometimes that has meant reimagining priorities alongside a development officer, walking with an executive director through a leadership transition, or helping a board stay grounded in moments of uncertainty. 

Listening has been my most important tool. Every nonprofit has its own culture, history, and voice. My job is to create conditions where insights can surface, reflect what I hear, and add perspective that helps sharpen the path forward. 

Balancing strategy with empathy 

If there’s one theme that has carried through, it’s the importance of holding both strategy and empathy at the center. Strategy matters, of course. But the work becomes transformative when it’s paired with genuine care for the people carrying the weight of leadership and decision-making. 

I’ve had the privilege of supporting executive directors and presidents managing overwhelming responsibilities, development officers navigating shifting donor expectations, and board members striving to stay true to their mission in difficult times. In each case, my role has been less about providing a quick fix and more about offering a steady presence, practical tools, and encouragement. 

Moving from good to great 

In reflecting, I’ve seen how outside perspective can help organizations move from good to great. That doesn’t mean imposing a one-size-fits-all solution. It means aligning resources, talent, and energy so that missions can deepen their impact and build long-term sustainability. 

Sometimes that looks like shaping a compelling case for support, guiding a campaign, or uncovering insights from data. But the common thread has been this: when strategy and empathy come together, organizations—and the people who lead them—find the clarity and confidence to move forward with intention. 

Closing reflection 

I’m grateful for the trust so many leaders have placed in me, and for the reminder that consulting is less about providing answers and more about walking alongside others on their journey. If there’s one lesson I’ll carry forward, it’s this: progress happens when we think differently, listen deeply, and pair strategy with empathy.