It’s All About the Soft Skills

Q: Can you describe your roles at Benefactor Group? 

A: I support capacity building — helping organizations optimize fundraising, governance, staff roles, and operational plans. We provide development assessments and roadmaps, aligning staff, board, and processes to elevate revenue. I also work on board governance, clarifying roles and expectations to enhance organizational impact … Clear governance, like strong fundraising infrastructure, is essential for success. 

Q: Let’s talk about your background. How did you transition from your original fields of study into a nonprofit career? 

A: I grew up in a small town in Virginia, very focused on ballet, traveling to New York every summer to train. I initially thought I’d go to medical school, but late in high school someone suggested I pursue ballet professionally — because I couldn’t go back to it later. I majored in ballet at Butler University [in Indianapolis] dancing eight hours a day, six days a week, and fitting academics around that. I also studied journalism and communications, and after a health setback in college, I realized I needed a career that offered stability. Ballet taught me discipline and resilience, and journalism taught curiosity and clear communication. Later, pursuing an MBA helped me combine creativity with strategic and operational skills, shaping my leadership approach to be decisive, analytical, and relational. 

Q: What was your first step into your nonprofit career? 

A: After college in 2009, I moved to Louisville, joining the Kentucky Performing Arts as a marketing intern. Soon after, I was hired into an entry-level marketing role. It was a great opportunity to engage with the full arts community — from Broadway tours to local orchestras and theater companies — and gain early perspective on nonprofit operations. 

Q: And then you progressed through several more organizations? 

A: Yes. I moved into Executive Project Management, essentially serving as the CEO’s chief of staff, handling cross-department initiatives, government relations, board relationships, and strategic planning. That role taught me leadership and stakeholder engagement. From there, I transitioned to fundraising at the Fund for the Arts, eventually leading the entire fundraising department and revising grant-making strategies to support smaller, community-based organizations. Later, at the Speed Art Museum as Deputy Director of External Relations and Programming, I oversaw fundraising, events, marketing, communications, membership, and public programming. 

Q: How did that begin to translate into leadership positions? 

A: I was intentional about taking roles that stretched me and seeking mentorship to point out blind spots. I pursued an MBA to understand nonprofits from the perspective of the business leaders who often supported our work through their philanthropy and board service, and volunteered on boards to understand nonprofits from that perspective. Ultimately, leadership is about asking the right questions and seeking diverse perspectives to create clarity and alignment. 

Q: Any particular lessons or experiences from those years that stood out? 

A: Nonprofit leadership is complex because it requires balancing the needs and expectations of many stakeholders — communities served, partner organizations, staff, boards, donors, volunteers, and often elected officials. Success depends on clear, frequent, and transparent communication that brings everyone into alignment around a shared vision. Nonprofit leadership, in essence, is a communications job. 

Q: Looking back, what advice would you give your younger self stepping into nonprofit leadership? 

A: Focus on roles that offer meaningful learning and challenge. Volunteer or serve on boards to understand nonprofits from multiple perspectives. Seek advice and surround yourself with well-rounded mentors who will support you and point out blind spots. Integrating professional and personal guidance is invaluable—it shaped who I am as a leader and person. 

Q: How did you transition from direct nonprofit work to serving nonprofits as a consultant? 

A: I realized I enjoy new challenges and solving complex problems more than doing the same work year after year. While at the Speed Art Museum, Benefactor Group conducted a development assessment that set a roadmap for revenue growth. I was recruited by the Speed to implement that plan, and I attributed much of my success in the role to Benefactor Group’s roadmap. Years later, I joined Benefactor Group to support other nonprofit leaders. Consulting allows me to support leaders across sectors, regions, and types of work, sharing best practices and building organizational capacity. 

Q: Are there recurring gaps you see across organizations? 

A: Across organizations, we see some consistent opportunities. For many nonprofits, strengthening fundraising infrastructure could unlock more predictable sustainable revenue. Clarifying board governance roles and decision-making and translating vision into actionable strategy can build momentum. And thoughtfully adopting technology can help organizations to work more effectively and efficiently. 

Q: Any practical steps nonprofits can take today to check themselves? 

A: Build reliable donor data systems as a single source of truth. Develop clear strategic and operational plans with step-by-step implementation. And educate boards on their roles—an effective, aligned board is an invaluable asset. 

Q: Any example from your board experience that illustrates the importance of governance? 

A: I chaired the board of Louisville Public Media during a CEO transition. Success came from constant conversations about roles — board, committees, staff — and clear expectations. That allowed the organization to navigate challenges successfully and welcome a new CEO with strong expertise. This experience informs how I guide other organizations in consulting work. 

Q: How do you measure success — for organizations and in your own career? 

A: For my team, success is seeing individuals grow, develop skills, and feel fulfilled. For clients, it’s their confidence, preparedness, and tangible progress toward their goals. When both align, we know we’re creating lasting value.