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💥

In neighbourhoods across Berlin, a quiet rebellion is unfolding in the form of Kiezblocks (or “neighbourhood blocks”). What began as a grassroots response to political inertia and rat-running cars has evolved into a compelling experiment in bottom-up urbanism coordinated by Changing Cities e.V. For years, Berliners have complained about the rise of through traffic onto quieter side streets never designed to carry such volumes. While their 2018 Mobility Act promised a shift toward alternatives, progress on traffic calming has been slow and uneven. In that vacuum, residents began organising. Kiezblocks propose a simple idea: prevent cars from cutting across neighbourhoods by installing modal filters—planters, bollards, parklets—that limit access to local destinations. They draw inspiration from Barcelona's Superblocks, but here, the momentum comes not from city hall, but kitchen tables. Enter Changing Cities. Founded as a civic advocacy group, the foundation has become the administrative backbone of the Kiezblocks movement. It provides legal guidance, communications support, and a citywide platform for dozens of neighbourhood groups pushing for traffic calming in their local areas. Instead of dictating a top-down approach, they operate as a facilitator. Residents identify problem corridors, gather signatures, and present proposals to district councils. The foundation helps them navigate bureaucratic processes, coordinate campaigns, and share best practices between communities. More than 70 initiatives are active in Berlin’s 12 boroughs. Some are in the petition stage, others are pilot or permanent projects. Their rapid growth reflects a dual energy: frustration at the political reluctance to tackle through traffic, and optimism that collective action can shift the debate. Residents, emergency services and deliveries still have access. The incentive to use local streets as shortcuts is just removed. Traffic volumes drop. Children regain space to play. Conversations replace engines. Streets start to function less as corridors for movement and more as places for living. In an age of climate urgency and political inertia, Kiezblocks tell a different story: residents refusing to wait for grand masterplans, and reclaiming their own streets. Where shortcutting cars once ruled, planters and plazas now signal a new priority: places for passing time, not passing through.

Fundraising in India is a beautiful, brutal dance. After 15 years of knocking on doors, writing proposals, and building relationships in the charity space, I've learned that money follows trust, not just need. And trust is earned in whispers, not shouts. Most fundraisers think it's about the pitch. The perfect slide deck. The heart-wrenching story. The immaculate impact metrics. But that's just the costume you wear to the real party. The truth is messier. More human. More honest. First, nobody cares about your organization. They care about the problem you're solving. Stop talking about your NGO's journey and start talking about the journey of the people you serve. Your founder's story matters less than the story of the girl who can now read because of your work. Second, relationships outlast transactions. I've watched fundraisers chase cheques like they're chasing buses – desperate to catch the next one, forgetting that the real journey happens when you're walking together. The donor who gives you ₹10,000 today could give you ₹10 crores in a decade if you treat them like a partner, not an ATM. Third, most Indian donors don't want innovation. They want reliability. They've seen too many NGOs come and go, too many promises evaporate. They're tired of funding pilots that never take flight. Show them consistency before you show them creativity. Fourth, your finance team is your secret weapon. In a country where trust in institutions is fragile, your ability to account for every rupee isn't just good practice – it's your survival strategy. I've seen brilliant programs collapse because someone couldn't explain where the money went. Not because of corruption, but because of chaos. And finally, the hardest truth: fundraising isn't about money. It's about meaning. People don't give to causes; they give to become the person they want to be. The businessman who funds your education program isn't just building schools – he's rewriting his own story, becoming the hero his childhood self needed. I've sat across from millionaires and watched them cry when they talk about their mothers. I've seen corporate leaders who manage thousands of crores struggle to write a personal cheque for ₹5,000. I've witnessed wealthy donors argue over a ₹500 expense while approving ₹50 lakhs in the same meeting. Because money isn't rational. It's emotional. It's cultural. It's complicated. The fundraisers who thrive in India aren't the ones with the fanciest degrees or the most polished English. They're the ones who understand that in this country, giving is deeply personal, profoundly spiritual, and incredibly relational. So stop treating fundraising like a Western import that needs to be implemented. Start treating it like what it is – a conversation about values that's been happening on this soil for thousands of years. Because when you get it right, you're not just raising funds. You're raising hope.

I studied 118 nonprofit donation forms. Here's what I found. 1. Add a big, obvious, donation button to your home page right now. It takes 5 seconds on your website builder. A quarter of the nonprofits I looked at hide their donate button behind a dropdown, or have no clear CTA (call to action) on their homepage. Those nonprofits were 51% more likely to have a budget deficit. 2. Ugly websites beat beautiful ones. The average donor is: - old (~avg. US donor age is 64) AND - distracted (89% of donation page visitors leave before donating) Relentlessly prioritize ease of use over aesthetics with: - high contrast colors and large, simple fonts - redundancy (Smile Train has 3 donation buttons on their home page) - visibility (Obama Foundation's website even shows you a donation form before the main website) 3. Use the grandma test. Grab your grandma (or mom...if she's a grandma). Have her try and donate to your nonprofit. Stand beside her and watch. If she asks for help before she finds the donate button, you have work to do. 4. Add an impact unit to donation amounts One study showed that the gap between bad donation pages (8-11% conversion) and well-optimized ones (22%) is closed mostly by two things: form simplicity and tangible-impact framing (e.g. $50 = 10 meals) 5. Cut your donation form down to 4 fields. Most nonprofit donation forms ask for 8-12 fields. One study found that reducing form fields from 11 to 4 led to a 120% increase in conversions. The only fields donors actually need: name, email, amount, payment. Everything else is friction. Open your form, count the fields, and delete every one that isn't essential. Address, phone number, "how did you hear about us" -- cut all of it. You can ask in a follow-up email. 6) Default to monthly recurring, not one-time. Ethically pre-selecting monthly giving on your donation page can increase conversions of monthly donations by up to 35%. For some reason, almost nobody talks about donation page mechanics in nonprofit world. I haven't posted in a while... is this research/content helpful to keep posting?

🚨 Most sponsorship proposals fail because they’re sales decks, not stories. Too many rightsholders still lead their proposals with what they have to sell — logo placements, hospitality, social media slots. But brands don’t buy assets. They buy outcomes. 🤝 Sponsorship isn’t sold on assets. It’s sold on ideas. That’s where creative strategy is the missing bridge. A great sponsorship proposal doesn’t just list rights. It shows how those rights can be activated through stories fans care about, and how those stories ladder up to a brand’s marketing and business objectives. 💡 Without creative strategy: Rights feel generic, interchangeable, and hard to justify. 💡 With creative strategy: Rights become a platform for culture, emotion, and growth. The difference between a sponsorship that gets signed and one that gets ignored comes down to how well you connect the dots between: • Rightsholder value (audience, assets, moments) • Brand ambition (category growth, audience penetration, equity building) • Creative strategy (the story that makes it irresistible) 👉 In a cluttered market, creative strategy isn’t a nice-to-have — it’s the glue that turns inventory into impact. Yet, week in week out I still see rightsholder proposals that lack that bridge. If you don’t understand how brands grow > work with those who do If you don’t have the time to customise for categories > work with those who do If you don’t know how to think about creative strategy > work with those who do Having spent most of my career advising brands how to grow through sponsorship (and having reviewed thousands of proposals for both Coca-Cola & Sky), get in touch if you want your sponsorship proposals to no longer be ignored. #sponsorship #marketing #brands #creative #strategy #sports #sportsbiz #sportsbusiness #sportsmarketing #sportsindustry

I completely misread a major donor's signals and lost a six-figure gift. It was humbling. And it transformed my approach to donor relationships. Here's what happened: After multiple positive meetings, I was confident our capital campaign proposal aligned perfectly with this donor's interests. The signals seemed clear—enthusiastic questions, facility tour requests, introduction to family members. I prepared an impressive proposal with all the recognition bells and whistles. I was already mentally spending the gift. When I made the ask, his response was immediate: "This isn't what I care about at all." He wasn't interested in naming opportunities or recognition. He wanted to fund scholarships for students like himself—first-generation college students from rural communities. The proposal I'd spent weeks crafting completely missed his core motivation. What I learned: - Enthusiasm doesn't always signal alignment - Assumptions are fundraising poison - Direct questions about motivations beat clever interpretation - Donors give from personal values, not organizational priorities I now ask every donor: "What aspect of our work matters most to you personally, and why?" The answer has never led me astray since. Share a valuable lesson from a fundraising misstep! 💡 If this resonated with you, join thousands of fundraisers who are sharing what works and what doesn't inside the Donor Participation Project. Join us here 👇 shorturl.at/qhMHM

Donors don’t read what you write. They skim and scan. Science proves it. Even with a $4 billion annual budget, the United Nations can’t get people to read their reports. “The problem isn’t intelligence, it’s communication,” says Ann-Murray Brown🇯🇲🇳🇱 who shared the viral UN article below. That’s why I say: get to the point to get the donor. Here’s how in nine quick tips. ⤵ 𝟭. Write at an 8th grade level. 𝟮. Delete half, delete again. 𝟯. Open with the outcome. 𝟰. Use bullets, not blocks. 𝟱. Make sentences short. 𝟲. Say it once, not twice. 𝟳. Bold key messages. 𝟴. Be clear, not clever. 𝟵. Cut all the jargon. “I can hear you thinking... our stakeholders expect academic rigor, we might get criticized for oversimplifying,” Brown continues. “However, you’ll definitely get ignored for overcomplicated. Pick your poison.” Short does not mean shallow. ↳ Simple doesn’t mean simple-minded. 💪🏽💛

📣 One Incident – Four Reports? One breach. Four regulators. A 24-hour clock already ticking. Welcome to the EU’s new incident-reporting reality. Your team detects a serious cyberattack. It’s technical. It’s operational. It affects personal data. It involves a third-party component. Suddenly you’re dealing with DORA, NIS‑2, CRA… and GDPR. Four regulations. Four clocks ticking. Four authorities. One incident. 🧩 The Real Challenge Isn’t Just Compliance. It’s coordination. ⏱️ Reporting deadlines range from 24 hours to 72 hours 🧾 Each framework requires something slightly different 📡 Reports go to different bodies — CSIRTs, DPOs, ENISA, Supervisory Authorities e.g. BaFin, FINMA 📉 Failing to act in time? → Up to 4% global turnover in penalties So here’s the real question: 💬 Do you have ONE reporting pipeline for ALL of them? 🛠️ It’s Time to Align Your Reporting Engine A unified incident reporting workflow should let you: ✅ Classify the incident (ICT, data, product, critical service) ✅ Map obligations (DORA? GDPR? Both?) ✅ Trigger tailored reports – automatically generated, role-reviewed ✅ Track deadlines – in one dashboard ✅ Route to the right authorities – with consistency 🧠 Final Thought You don’t need 4 processes. You need 1 reporting pipeline, built to handle all 4. Resilience isn’t just reacting fast — it’s reporting smart. 💬 How are you streamlining multi-regulation incident reporting today? Let’s swap ideas — drop a comment. #CyberSecurity #IncidentResponse #DORA #NIS2 #CRA #GDPR #Compliance #RiskManagement #OperationalResilience #RegTech #EUCompliance

The best sponsorship proposals I received had 3 things in common: 1. They understood and offered solutions to my business challenges. 2. They spoke my language. 3. They use the correct visual cues. This is where you can source each of the above: 1. Business challenges: Start with the "risk factors" section of the company's Form 10-K (the annual overview of the company's financial performance and business activities). Several (publicly traded) companies describe their geographic, market, and competition threats. Interviews with CEOs and CMOs are also excellent sources. 2. Language: Every company has its vocabulary. When you speak their language, you have greater chances of being noticed. The Coca-Cola Company uses "unit cases" to describe sales volume. Visa calls its bank customers "issuers". This is true for every company. Listen to their management's quarterly presentations to analysts on YouTube, their marketing leaders at the Cannes Lions International Festival of Creativity, and so on. 3. Visuals: Using the correct logos, brand iconography, campaign taglines, and color palette will not close your next sale, but a mistake here will certainly destroy your chances of getting the next meeting with the company. These references can be easily found online. Good luck with your next pitch deck.