SERVICESPractical support, built around you
Ways we can work together — usually starting with whichever one is causing the most immediate friction right now.
Who I work with
I work best with small-to-medium charities (up to £1m income) and small, self-funded causes — including unregistered organisations and CICs — across animal welfare, conservation, international development, disaster relief, health, mental health and community causes. Outside that? Still get in touch — it's a starting point, not a gate.
STRATEGY
A clear, realistic fundraising approach for your organisation — a written plan covering where your income should come from, what to prioritise, and how to grow sustainably over time.
Strategy is about helping you take a step back and build a fundraising approach that genuinely fits where you are, not where a bigger charity might be. That means a proper audit or review of what's already working, a development plan setting out priorities and realistic targets, and thinking about how to diversify income so you're not relying too heavily on any one source. It also covers the donor and supporter journey itself, and the retention and engagement planning that keeps that relationship going.
Before deciding what to do next, it helps to know honestly what's happening and why. That's the insight side of this pillar — fundraising audits and reviews, performance analysis, and reporting that goes further than a spreadsheet of totals. I benchmark findings against a diagnostic framework I've developed myself, so an organisation is measured fairly against others at a similar stage. I also build the KPI frameworks and reporting tools that teams keep using long after a project ends.
A lot of the insight that gets lost in a small charity isn't a strategy problem, it's a data problem — a CRM that's set up awkwardly, records that are inconsistent, or a system nobody feels confident using. I help fix that too: cleaning and organising data properly, getting GDPR and data governance genuinely right, and building segmentation around how supporters actually behave. I've worked hands-on with systems including Salesforce and Beacon.
Real example: ran a structured audit of income and segmentation performance for a charity operating with just two people in fundraising — identifying quick wins like reactivating dropped income streams, and building the reporting rhythm that let evaluation happen after every campaign instead of only in hindsight.
ENGAGEMENT
Helping the people who give to you feel genuinely connected, valued, and understood — not just processed.
Strong relationships are at the heart of successful fundraising, and this is where I help you build them well. That means mapping out the engagement journey a supporter actually goes through, improving onboarding so people feel welcomed rather than just thanked, and strengthening the loyalty and participation that keeps people involved over time. It also covers the communications themselves — making sure they feel meaningful rather than transactional, and that every touchpoint feels consistent and aligned with your values.
This is genuinely where my own background runs deepest: my Master's dissertation focused on experiential marketing and supporter experience, including building a supporter-experience measurement tool, and I hold a Certificate in Philanthropic Psychology with Distinction — so the journeys I design are grounded in why people actually stay engaged, not just intuition about what feels nice.
Real example: built a stewardship programme from scratch at a national charity where none existed — mapping every supporter journey from welcome through to lapse and reactivation, and writing the data standards that went with it. Processing times fell, supporter complaints dropped, and the cleaner data made the charity's later database migration far less painful.
GROWTH
Growing your income and your supporter base together, at a pace and scale that's realistic for your organisation.
Growth isn't just a bigger total at the end of the year — it's a bigger, more diverse supporter base sitting behind that number, and sometimes it's the fundraising function itself that needs to grow to support it. This covers income diversification, revenue modelling and forecasting so targets are grounded rather than aspirational, and planning for sustainable growth in supporter numbers alongside income. What's realistic depends entirely on your organisation's size and starting point, so I calibrate targets to where you actually are.
Real example: built a regular giving programme from around 50 donors to 5,000 through a structured cross-sell campaign that converted one-off, unengaged donors into sustained supporters — combining segmentation with messaging tested across variants.
COMMUNICATIONS
Reaching the right people with the right message, so your cause resonates and grows.
This covers the practical side of getting your message out — marketing strategy and planning, messaging and tone of voice, and developing and delivering campaigns that actually reach people. It also includes audience segmentation and targeting, and the website, email, and social content that carries your message day to day.
Real example: turned a national charity's first-ever Christmas appeal into its best-performing campaign to date, built around one deliberate emotional contrast — the Christmas dinner people picture, against the one some families were actually facing.
Ways to work together
Whatever the service area, there are a few different ways to structure the actual working relationship. Here's what each one really means in practice.
ONGOINGFractional
Regular, embedded support over time — the closest thing to having senior fundraising or supporter experience input on staff, without a full-time hire. This is where most ongoing relationships sit.
DEFINED SCOPEProject
A clear brief and a clear outcome — a fundraising audit, a supporter journey map, a strategy document. Good for a specific question that needs a proper answer, not an ongoing relationship.
Typically 1–2 days a week of my time
Because it's part-time rather than full attention, most projects run over several weeks to a couple of months in calendar terms — which usually works in your favour, giving your team room to digest and respond between each stage rather than a rushed sprint.
OCCASIONALLY, BY EXCEPTIONInterim support
On rare occasions, I take on interim support — up to two days a week, for a defined period. This works best for steering a specific initiative or being the senior point of contact during a gap, not for running day-to-day operations solo. If you think this might be what you need, let's talk about whether it's actually the right fit before assuming it is.
No pressure to know in advance — most people don't when they first get in touch.