Fifteen years in philanthropy has shown me that when charities struggle, it’s rarely due to lack of a good cause or committed, competent teams.
Charities struggle when they lack clear strategy, rigorous governance, and, leaders who read the risks and then do the work to address them early.
I’ve built my career on being that kind of leader.
At Full Fact, the UK’s misinformation-fighting charity, I joined as Head of Development months before the organisation lost its largest corporate funder with no warning. I built a fundraising team, diversified income across four streams, and grew annual income from £1m to £2.7m in eighteen months. I sit on the senior leadership team and advise the Board and CEO directly on financial risk and long-term strategy.
At London’s Air Ambulance Charity, I built the philanthropy and special events programme from the ground up, growing major donor income by nearly 200% in three years. I held personal responsibility for £8m of a £15m capital appeal target, secured a £3m pledge, managed the charity’s relationship with the Royal Patron, and event managed a flagship Gala that raised over £1m.
I began my career at Gonville & Caius College, University of Cambridge, running the most successful Oxbridge telephone campaign to date. I then moved into philanthropy roles at Prostate Cancer UK, Centrepoint, and London Business School. As Executive Director at Magic Bus UK, I led an international fundraising team supporting young people out of extreme poverty across India.
The thread running through these roles: I’m drawn to organisations at an inflection point. After sudden income loss, a leadership change, or a period of strategic drift, I step up to evaluate the financial and organisational risk with clear eyes, rebuild trust with donors and boards, and build income without compromising the charity’s mission and values.
I draw on Margaret Wheatley’s philosophy of leadership as hosting:
convening people well, and building trust to empower good people to do work.
carolinegellatly.com 