Fundraising

This Danish foundation gives away $1.3 billion annually – and their secret isn't efficiency ratios, it's something far more radical: They implement nothing. Behind this Danish foundation's rapid rise is Ozempic – the blockbuster diabetes and weight-loss drug that's generated unprecedented profits for Novo Nordisk. The Novo Nordisk Foundation, which owns about a quarter of the pharmaceutical giant, has become one of the world's wealthiest charitable foundations with assets around $167 billion. Yet rather than hiring armies of staff like other major philanthropies, they've gone the opposite direction. In a recent interview, their Chief Scientific Officer for Health Flemming Konradsen revealed their secret to me: They don't implement – they only work through partners. Zero programs. Zero direct service delivery. The model: ➡️ Find what already works  ➡️ Partner with governments who own the strategy ➡️ Create sustainable markets, not dependency  ➡️ Stay for 15+ years, not 3-year cycles Example: Their school feeding programs create permanent markets for local farmers while training health workers and scaling AI solutions across continents. The hard part? Saying no to putting your name on things. Letting partners get the credit. Trusting that influence matters more than control. For development professionals: This approach creates new opportunities. These ultra-efficient funders skip the usual suspects and source partners who can be trusted with strategy, not just execution. They're looking for implementers who think like owners. If you can demonstrate government relationships, long-term thinking, and the ability to build sustainable systems (not just deliver projects), you become invaluable to this new breed of funders. What could your organization accomplish if it stopped trying to do everything itself? Disclaimer: I’ve edited this post as it’s been flagged that Novo Nordisk Foundation has 250 employees. #Philanthropy #Partnership #Foundation 📷 Novo Nordisk Foundation

If you're a founder trying to fundraise right now, it probably feels like the entire venture world has gone quiet. The response times are slow, OOOs are on and it’s easy to feel like you’re losing momentum. Don't stress. The summer slowdown is predictable, and it's not a setback, it's a gift of time if you use it well. I see this every year... The founders who scramble to send frantic emails in July/August are the same ones who struggle in the fall with an over-shopped deal and the fatigue of an endless fundraise. But the founders who use this quiet period for deep, focused preparation are the ones who run a crisp, successful process after Labor Day. The fundraising race is won in the prep lap. Here are a few things you can do right now to prep for a big fundraising push this fall: 1. Build a High-Fidelity Investor Pipeline. Go beyond a simple list of names. Create a comprehensive document that tracks every firm and partner, their specific thesis, your history with them (if any), your connections to them and crucially, the feedback they've given you in the past. This turns your outreach into a strategic campaign. 2. Assemble a "Push-Button" Data Room. Don't wait for an investor to ask. Build your data room now so it's ready to go at a moment's notice. This includes your customer contracts, cohort analyses, deck, references and financial model. A well-organized data room signals professionalism and creates momentum. 3. Craft a "Juicy" Forwardable Blurb. The best introductions are easy to forward. Write a tight, compelling, one-paragraph teaser. It must include a unique insight on the market, why your team is going to win and any key metrics. This makes it effortless for people like me to advocate on your behalf. 4. Pressure-Test Your Narrative. Use this time to pitch trusted advisors, mentors, and other founders. This isn't about memorizing a script, it's about finding the weak spots in your story. Ask them to be ruthless. The tough questions you answer now in a friendly setting will save you in a rapid fire partner meeting later. 5. Get Your "Diligence" in Order. This is the one everyone forgets. Talk to your lawyer now. Make sure your corporate governance is tight and your cap table is accurate (and clean). Uncovering a messy problems during late-stage diligence can kill a deal. Solving it now is a massive de-risking event. 6. "Warm Up" Your References. Your best customers are your most powerful asset. Don't wait until an investor asks for a reference call to talk to them. Re-engage with your top 3-5 champions now. Check in, share your progress, and get them excited about your vision. A reference who is prepped and genuinely enthusiastic is infinitely more impactful. The fall fundraising season will be here before you know it. The work you do in the quiet of August will determine the success you have in the chaos of the fall. We are prepping for our next fundraise as well so this is how I'm spending my time💥

People sometimes see Acumen raising large amounts of commercial capital and assume we no longer need philanthropy. No sooner had we announced $250M for our Hardest-to-Reach fund — to bring off-grid light and electricity to 70 million people across 17 of Africa’s most challenging markets — than some concluded Acumen must be set. In fact, the opposite is true. First, let me acknowledge how tough this fundraising environment is. I couldn’t be prouder of the team and partners who made our Hardest-to-Reach announcement possible after 2.5 years of relentless effort. And yet it’s worth underscoring: none of this would have been possible without philanthropy. Philanthropy is the first mover. It allows us to place early bets in fragile markets like Malawi and Benin, cover the development costs needed to structure and raise investment across the capital spectrum and provide the technical assistance that builds capacity. To put a finer point on it: of the nearly $250M raised for Hardest-to-Reach, more than $80M is philanthropic. That risk-taking anchor made it possible to prove new models — and ultimately unlock institutional investment. During Climate Week last month, I met philanthropists who see this as the time to pivot from grantmaking toward impact investing. While I understand the instinct, I want to offer a reframing: it’s not either/or. If you want your capital to have lasting impact, there may be no better use than catalytic philanthropy — especially when deployed through blended finance models like Hardest-to-Reach. Philanthropy cannot see itself at the margins. It is catalytic capital — risk-taking, patient, and unabashedly impact-first — creating the conditions for commercial capital to follow. And it's more important now than ever as traditional aid shrinks and many governments shift from grants to investment approaches. At Acumen, philanthropy from donors at all levels remains our bedrock. It enables us to reach the hardest-to-reach, build inclusive markets where none exist, and keep social impact at the center of everything we do. And because solving problems of poverty is Acumen’s mission, raising philanthropic capital will remain essential to our work.

I've been asked a lot recently on podcasts how to evaluate and think about large sponsorships. At ClickUp, we had a strategic partnership with the San Diego Padres that was extremely beneficial from an activation perspective. Here are some key points on how it worked/ was structured: 1. Embedded Partnership: It was important for us to be as integrated into their ecosystem as they were in ours. Our agreement included them using ClickUp as their primary work management tool across several departments. This integration was beneficial in many ways, helping them to speak our language when building out assets and discussing different aspects of our sponsorship. 2. High-Quality Content: We brought our team on board and ensured we had almost unlimited access to tell their story alongside ours. Baseball has a rich history and underwent significant transformations during the pandemic and when everything reopened. We were alongside them for that journey and wanted to tell that story through high-quality content. 3. Fluidity: I dislike rigid agreements. Life and business are dynamic, and our agreements should reflect that. We structured our partnership to be as fluid as possible, allowing us to add assets ad-hoc and make real-time changes. This created a true two-way partnership where both parties were continually thinking about how to further utilize each other. In many ways, it was one of the best partnerships/sponsorships I've done in my career (and I've done a lot). When evaluating potential sponsorships, beyond market fit and target demographics, consider the type of relationship you want with your partners. Look for organizations that align with that vision—it will pay dividends.

Designing Better User Journey Maps (+ Figma/Miro templates). Helpful guides and starter kits to design effective journey maps that generate insights ↓ ✅ We create user journey maps to visualize user’s experience. ✅ Their purpose, however, is to generate meaningful insights. ✅ We start by choosing a lens: current state vs. future state. ✅ Then, we choose a user who experiences the journey. ✅ We capture the situation/goals that we are focusing on. ✅ Next, we list high-level actions users are going through. ✅ We start by defining first and last stage, and fill in-between. ✅ You might start from the end to explore alternative routes. 🚫 Don’t get too granular: list key actions needed for next stage. ✅ Add user’s thoughts, feelings, sentiment, emotional curves. ✅ Add user’s key touchpoints with people, services, tools. ✅ Map user journey across mobile and desktop screens. ✅ Transfer insights from other research (e.g. customer support). ✅ Fill in stage after stage until the entire map is complete. ✅ Then, identify pain points and highlight them with red dots. ✅ Add relevant jobs-to-be-done, metrics, channels if needed. ✅ Attach links to quotes, photos, videos, prototypes, Figma files. ✅ Finally, explore ideas and opportunities to address pain points. As Stéphanie Walter noted, often user journeys start way before users actually start interacting with our product — so always consider non-digital touchpoints as well. Users might even need to consult other tools and services as they interact with yours, so keep track on them, too. Personally, I found it remarkably useful to map user journeys against specific mobile and desktop screens that designers have been working on (Spotify model). Not only does it visualize user’s experience *in* the product — it also maps key actions to key screens that the teams must relentlessly focus on. ✤ Useful resources: Guide To Customer Journey Mapping (+ Free Template), by Taras Bakusevych https://lnkd.in/e-emkh5A Complete Guide To User Journey Maps + Free Templates (Miro, PDF), by Stéphanie Walter https://lnkd.in/erheegtf End-To-End User Experience Map (Figma), by Justin Tan https://lnkd.in/eAV_h-hY Designing Interactive UX Maps, by Megan Brown Article: https://lnkd.in/ehrSi67B Template: https://lnkd.in/eZ6weHhp Ultimate Guide to Experience Mapping, by Joshua Zak, Mackenzie Mitschke https://lnkd.in/epN4zmAu User Journey Maps vs. Service Blueprints (+ Templates), by yours truly https://lnkd.in/e-JSYtwW Useful Miro Templates For Designers, by yours truly https://lnkd.in/eQVxM_Nq #ux #design

After decades of working with leaders at companies like Apple, Salesforce, and Cisco, we've identified 4 storytelling techniques that consistently work to deliver important messages in high-stakes settings: 1. Start with the unexpected Don’t begin your presentation with context. Instead, begin with the moment that makes people think, “Wait…what?” Instead of something like: “Here’s an update on our September campaign…” Try starting with the most interesting detail: “I broke our biggest marketing rule last month, and it worked.” Lead with the surprise. You can add context later. 2. Let people feel the tension After the surprise, don’t rewind to the beginning. Take your audience to the moment where things weren’t working. Flat numbers. Missed goals. Stalled progress. Instead of: “The campaign was underperforming, and our team went back to the drawing board.” Try:  "We were two weeks out from the end of the quarter. The campaign wasn’t producing results, and the team was out of ideas. That’s when I decided to take a risk...” You don’t need to explain the problem. You need to make people feel it. 3. Use real dialogue When your audience hears what was actually said, they stop listening to you and start visualizing the moment. This helps them connect emotionally with what you’re saying. Instead of: “The campaign manager said team morale was low and they were struggling to find a solution.” Try: “My campaign manager pulled me aside in the hallway and said, ‘We’ve tried everything. The team has been working overtime, and we don’t know what else to do.’” Dialogue brings listeners into the moment with you. It makes the story real. 4. Share the lesson Never assume people will infer the meaning you intended. End your story by answering: - What does this mean? - How should someone act differently now? Example: “Breaking our biggest marketing rule helped us turn this campaign around and hit our numbers. I strongly suggest we revisit our marketing guidelines. We could be leaving a ton of revenue on the table.” Without the lesson being clear, even a good story feels unfinished. These are the same techniques we teach to our clients at Duarte. Try them out during your next presentation and watch how people lean forward and tune in to your message. #ExecutivePresence #BusinessStorytelling #PresentationSkills

Here's how I would raise $5,000 a month, every month, if I were a small charity: No galas. No grants. No huge donor base required. Just a simple, repeatable system that actually works. 𝗦𝘁𝗲𝗽 𝟭: 𝗕𝘂𝗶𝗹𝗱 𝗮 𝗺𝗼𝗻𝘁𝗵𝗹𝘆 𝗴𝗶𝘃𝗶𝗻𝗴 𝗽𝗿𝗼𝗴𝗿𝗮𝗺 𝗳𝗶𝗿𝘀𝘁. 50 donors at $25/month = $1,250 in predictable revenue. That's your foundation. Name it something meaningful. Make joining feel like belonging to something bigger. 𝗦𝘁𝗲𝗽 𝟮: 𝗦𝗲𝗻𝗱 𝗼𝗻𝗲 𝗲𝗺𝗮𝗶𝗹 𝗽𝗲𝗿 𝘄𝗲𝗲𝗸. Yes, every week. Not a newsletter—an ask tied to a specific need or a story that connects them to your organization. Most small nonprofits under-ask and under communicate by a mile. Your donors WANT to help. Let them. 𝗦𝘁𝗲𝗽 𝟯: 𝗧𝗲𝘅𝘁 𝘆𝗼𝘂𝗿 𝘁𝗼𝗽 𝟱𝟬 𝗱𝗼𝗻𝗼𝗿𝘀 𝗼𝗻𝗰𝗲 𝗮 𝗺𝗼𝗻𝘁𝗵. A simple "thank you" or quick impact update. No ask. Just connection. These texts take 30 minutes and keep your best supporters feeling seen. 𝗦𝘁𝗲𝗽 𝟰: 𝗥𝘂𝗻 𝗼𝗻𝗲 𝗺𝗶𝗻𝗶-𝗰𝗮𝗺𝗽𝗮𝗶𝗴𝗻 𝗽𝗲𝗿 𝗾𝘂𝗮𝗿𝘁𝗲𝗿. A 3-day push with a clear goal and deadline. "Help us raise $2,000 by Friday to fund summer camp scholarships." Urgency + specificity = action. 𝗦𝘁𝗲𝗽 𝟱: 𝗔𝘀𝗸 𝗲𝘃𝗲𝗿𝘆 𝗻𝗲𝘄 𝗱𝗼𝗻𝗼𝗿 𝘁𝗼 𝗴𝗼 𝗺𝗼𝗻𝘁𝗵𝗹𝘆. Within 48 hours of their first gift. The conversion rate will surprise you. This isn't complicated. It's consistent. The charities hitting their goals month after month aren't doing anything fancy. They're just showing up in the inbox, telling great stories, and making it easy to give. What would you add to this list?

I reviewed a deck, and even though it was excellent, it still had ten of the most common mistakes I see. Consider this just some of the items on your deck checklist: 1️⃣ Put contact info (name, title, email, website) on the cover slide. No exceptions. 2️⃣ Add a footnote or source to every stat. Build credibility. Bonus: Create an appendix slide with all sources, including the links. (This is in addition to citations on the slide.) 3️⃣ Move dense data to the appendix. I love seeing the math, but let me dig into that after I see the conclusions. 4️⃣ Show your most up-to-date numbers. And if you’ve been around for a while, show me the historical ones too. Not showing one (or both) is a 🚩. PS - Growth figures tell good stories. Use them. 5️⃣ Break down the use of funds. Exactly where is the money going - be specific. Hint - I want the funds going to revenue-driving activities. 6️⃣ Align financial projections across milestones and the use of funds. Example: if you’re raising $1MM for 24 months of runway to reach 100 users and $5MM in revenue, your financial model should show the same revenue and user count 2 years from now. 7️⃣ Explain every acronym. Never assume the investor knows your terms. 8️⃣ If you’re raising to build something specific, the roadmap better show that build occurring in the same time period as this fundraise’s runway. 9️⃣ If you talk about potential acquirers, explain precisely why they’d buy you based on history and/or business alignment. Not just vibes. PS - Just because people partner with you doesn’t mean they want to own you. 🔟 Leave out marketing speak and CTAs in your investor deck. This is not a landing page, and your investor is not necessarily your customer. The best decks are clear, well-sourced, aligned, and anticipate objections. Think: Simplicity over spectacle. Basics over buzzwords. Clarity over clutter. That’s how you build investor trust and confidence.

A new term is about to become more familiar to nonprofit organizations in 2026. Bunching. I expect many more people to start talking about bunching related to both corporate and individual philanthropy as the OBBA takes effect. What is bunching you ask? Bunching is the practice of giving more in one year and none in the year or two following to maximize tax benefits. Your individual donor who has always given $10,000 a year may skip a few years and then give $30,000 in 2028. The corporate donor who has always supported your 5K may take a year or two off (or seek a significantly greater marketing tie-in as they reclassify the gift as a business expense and turn a previous unrestricted gift into a restricted one with deliverables). What does this mean for nonprofits? Budget planning could become more chaotic as predicting year-over-year revenue may ebb and flow. As someone who has always enjoyed working closely with the finance team, this makes me (admittedly) nervous. I know the work that goes into building the forecast! Create multiple forecasts as we all learn how donors will respond to the new tax implications. Plan stewardship to continue through the “off” years. I know so many of us in the trenches recognize donors in a variety of giving societies by what they have given in the last fiscal year. Consider looking at a three-year rolling cycle. I like this for a variety of reasons that could be the subject of another post for another day. Begin to educate board members now.  Finance committees love consistency and stabilization. The new tax implications may lead to instability from year to year. Resist the urge to expand programs if you have a year of significant increase in funding, UNLESS you have had conversations with your donors and are expecting the growth to continue beyond one year. In other words, remember that donors could be bunching and remind your board. High-income itemizers and corporations are the most likely to be affected by changes in tax laws. Run a report to see how much of your revenue comes from these segments, and scenario-plan. Admittedly, we don’t know exactly how this will impact nonprofit funding but I think being prepared and understanding how this could be a roller coaster for nonprofits is important. For additional information on the changes, I will link a few articles in the comments!

Your gala just ended. You raised $125K. Everyone's exhausted. So you send a thank you email with photos. Just like every other nonprofit. And just like every other nonprofit, you watch those attendees disappear until next year's event. Here's what actually works: Your guests don't need another generic thank you. They need to see what their money did. The nonprofits converting event attendees into year-round donors follow a 10-day impact workflow: Day 1: Text thank you (personal, brief, sets the tone) Day 2: Email with photos and a single impact metric ("Your $50K will provide 200 families with...") Day 5: Impact story (one beneficiary, real name, what changed because of Saturday night) Day 7: Second impact story (different angle, reinforces the mission) Day 10: The ask (specific, tied directly to the stories they just read) But here's the part most people miss: not everyone gets the same sequence. Who bid? Who bought raffle tickets? Who was a first time attendee? Use that data to trigger different follow-ups: Bidders get a call from your ED before the email sequence even starts. Raffle participants get SMS nudges on Day 8 ("You bought raffle tickets. Would you consider a monthly gift of $20?") First-time guests get a longer nurture sequence focused on education, not asks. The workflow isn't complicated. But it requires two things most nonprofits skip: reviewing your event data and planning the sequence before the event ends. Stop treating your gala like the finish line. It's lead gen. And the real fundraising starts the moment your guests leave.