The Day-to-Day Logistics of Leading Donors to their Best Gift, Every Year
Fundraising strategy is one thing. But what you actually say — in the email, in the meeting request, during the meeting, and then in the follow-up — is another.
I train nonprofit CEOs and development teams in the day-to-day mechanics of donor cultivation: getting the meeting, writing the email that gets a reply, hosting the meeting, and leading a donor's behavior without sounding salesy or desperate.
It's not what you're asking. It's how you're showing up.
"Donors don't respond to my emails. Donors don't want meetings with me."
These are the two complaints I hear most — and neither one means what people think it means.
It's not that your donors don't care.
It's that most fundraising correspondence is long, vague, and easy to ignore. In short, it’s transactional. Getting donors to take action requires emails with brevity, intention, and directness — which is almost the opposite of how most nonprofits are trained to write.
You want to know why donors and foundations aren’t responding to your emails? Too often they are salesy and come across as needy. Donors see right through it.
That's why they're not writing back.
What 40% more email replies from donors actually looks like
One client started tracking this after we worked together. Their major donors began responding to 40% more emails compared to prior years.
What did 40% more replies turn into?
A 71% increase in major donor dollars — and a fiscal year that ended $2M ahead of goal.
That's not a fluke. That's what happens when teams know how to create true human connection with donors and influence their behavior.
I believe 99% of organizations could get results like this if they invested in real, intensive training for their leadership and fundraising teams — not just mass email blasts, but the actual day-to-day skill of getting a donor to open the email, take the call, and say yes to the meeting.
Ready to see this shift in your own reply rates?
Fundraising is Sales.
But, I speak to fundraisers around the country who’ve never had proper, enterprise-level sales training.
If you want to grow your budgets, scale your gen-ops dollars, or become less dependent on events, you must constantly invest in your fundraising staff members becoming top-level salespeople. And, this is not covered in a $1,000 professional development allowance. That’s a bandaid.
Honestly, this is why I work with organizations for twelve months at a time.
Enterprise-level sales teams invest in skills-work regularly and deeply, because they know the day-to-day mechanics of cultivating and asking are just as important as the strategy behind it. Most nonprofits skip the mechanics of major-gift work entirely — then wonder why their teams default to galas, depend on site-visits, or offer transactional sponsorships.
“Out of all the training and consultants I've done, your method and strategy is heads and tails above the rest. Not only were your tools customizable, but they also got the heart of what major donors wanted to see, hear, and know. But the most powerful thing was the tools combined with your regular feedback and check ins. Changing the way we have conversations, changing the way we present the mission and work, is something that has to be practiced and tweaked and then practiced some more. I needed 12 months. Full stop. Not a 6 hour training or 4 week session.”
— Kendra, Founder and Executive Director of Change The Air Foundation
Beyond fundraising consulting.
Into revenue transformation.
I can't wait to help your nonprofit turn everyday cultivation into your organization's most reliable donor pipeline source of major gifts.