Letās Fix the Friction.
Guiding Nonprofits Toward Sustainable & Systemized Impact
You lead and remain the hero.
We power what makes it all possible.
Ā
Youāre one of 1.48 million U.S. 501(c)(3) nonprofits (IRS) ā part of a crowded, mission-driven sector facing intense challenges and constant competition for limited resources.
Do you concede your mission is meant to plateau?
Or what will you do to set yours apart and keep it alive?
Do These Challenges Sound Familiar?
Executive Directors Burn Out in 3ā5 Years
š„ Turnover at the top.
Executive directors typically leave within 3 to 5 years, often due to burnout, underpay, and lack of support.
š Source
77% Struggle with Leadership Hiring
š Leadership pipeline is broken.
77% of nonprofits struggle to recruit senior leaders, and many lack training or mentorship programs.
š Source
65% Face Staffing Shortages
š„ Programs are shrinking.
65% of nonprofits report staffing shortages that force them to scale back services or delay expansion.
š Source
19%+ Staff Turnover
š Constant rehiring drains time.
Nonprofits report staff turnover rates above 19%, leading to disruptions, extra costs, and burnout.
š Source
76% Operating Under $100K Revenue
š Most nonprofits are very small.
The nonprofit sector runs lean: 76% of U.S. nonprofits operate on budgets under $100K, 88% under $500K, and 92% under $1Māunderscoring just how financially stretched most organizations are.
š Source
47% Underfunded
š° Financial strain is widespread.
Nearly half of nonprofits canāt fully fund their programs, limiting their impact and long-term viability.
š Source
50% Succeed Long-Term
š Half donāt survive.
30% of nonprofits close within their first 10 years, and by 15 years, nearly 50% are no longer operating. The most common reasons include inconsistent funding, leadership turnover, and lack of long-term strategic planning.
š Source
9% of All Fraud Cases
šØ Vulnerable to fraud.
Nonprofits account for 9% of all occupational fraud, with median losses of $75,000 due to weak internal controls.
š Source
Quick Systems Check: Where Do You Stand?
šµāš« Overworked team
Everyoneās doing everything. Have you triedā¦
- Clarifying who owns what with a role responsibility matrix?
- Setting a āno duplicate effortā policy for recurring tasks?
- Creating a weekly rhythm for workload check-ins?
š More staff, same burnout
Growth isnāt fixing the overwhelm. Have you triedā¦
- Resetting expectations after each hire or grant?
- Delegating outcomes instead of tasks?
- Checking if job descriptions match actual work?
š«ļø Unclear vision, scattered leadership
Energy and effort gets wasted. Have you triedā¦
- A quarterly vision reset with your leadership team?
- Condensing your orgās ānorth starā into one shared sentence?
- Mapping decisions back to vision in meetings?
š¤ Team tension
Low trust, crossed wires, weird vibes. Have you triedā¦
- A trust-building retro after each major project?
- Sharing āhow I workā docs across the team?
- Implementing weekly pulse check-ins (1ā5 scale)?
šø Fundraising scramble
Always chasing, never catching. Have you triedā¦
- Standardizing your top 3 funding stories?
- Building a āfunder journeyā like you would for donors?
- Treating grant-writing like a sprint, not a scramble?
š Messy growth
Chaos behind the scenes. Have you triedā¦
- Choosing one system to lead your operations?
- Naming and fixing your top 2 ārepeat firesā?
- Mapping your teamās capacity like a pie chart?
š¤ Busy ā impact
Everyoneās moving, but toward what? Have you triedā¦
- Connecting every project to a single strategic priority?
- Archiving anything not moving your mission?
- Holding ācancel somethingā meetings each quarter?
š§© Technology headaches
Clunky tools, no tech lead. Have you triedā¦
- Auditing your stack to drop or consolidate tools?
- Creating a shared dashboard for visibility?
- Assigning ātech stewardsā for each platform?
Organizations Weāve Worked With
Jeff provided us with very practical advice for some planned crowdfunding initiatives. Professional, helpful, and timely are three other words I would describe working with Jeff.
Michael W.