Every nonprofit is feeling this tension as donor expectations rise and teams run lean. Personalized stewardship still matters most, yet doing it for dozens or hundreds of donors feels impossible. Especially when every new automation tool promises ease, but adds setup and management time.

Let’s simplify.

If you feel both curious and cautious about using AI for donor research, you’re not alone. Many fundraisers are testing tools that promise speed and intelligence. Yet, the fear of misusing data or losing authenticity keeps us on edge.

The truth is, AI can help without taking over. Your human presence still matters most. The key is learning where AI belongs in your prep process, and where it doesn’t.

You might be sitting on a long prospect list that feels overwhelming. I’ve seen lists with hundreds of names pulled from wealth screens or event lists, but very few donors ever move forward.

In this week’s edition, From Donor Lists to Donor Signals: Prioritizing Your Best Prospects, I share that it’s time to stop treating every wealthy name like a top prospect and focus on the few who are both interested and engaged.

If 2026 revenue targets landed on your desk before anyone checked the donor pipeline, you have plenty of company.

Nonprofits are being pushed to “do more with less” while a smaller group of donors is carrying more of the load.

You feel the pressure to be bold, but you also see the reality in your database.

This week’s topic is about designing a plan that honors both.

If there’s one thing my nearly three decades as a major gifts professional have taught me, it’s that our work is never just about dollars. It’s about people, purpose, and possibility.

This week is especially meaningful for me as I celebrate the official release of my new book, Calling All Heroes: Combining the Best of Donor-Centered and Community-Centered Fundraising for Greater Impact. I wrote this book for you: the major gift officers, development directors, executive directors, and board leaders who show up each day with passion for your mission and a commitment to making real, lasting change.

Last week at the Nonprofit Storytelling Conference, I had the privilege of delivering my keynote, "Casting Your Donors in a Lead Role: The Power of Immersion." The positive response from over 800 attendees was so encouraging that I wanted to share some of these concepts with you here in the Scaling Major Gifts newsletter.

This edition is special. We just wrapped our very first all-virtual Excellence in Major Gift Fundraising Seminar, formerly brought to you by the Institute for Charitable Giving, now proudly hosted by the Modern Institute for Charitable Giving. For three energizing days, passionate major gift fundraisers and brilliant faculty members gathered, virtually, united by one mission: to advance major gifts programs in nonprofits of every kind.

Recently, I had the privilege of joining the "We Are For Good" podcast to talk about my new book, “Calling All Heroes: Combining the Best of Donor-Centered and Community-Centered Fundraising for Greater Impact.” Our conversation zeroed in on a challenge I’ve encountered and heard about in every region and organization size: building more inclusive, human-centered pipelines, especially when you’re a solo fundraiser or part of a small team.

This has been simmering inside me for months. It’s about the language we use in the nonprofit sector—and why we need to be more mindful of it.

Have you ever stopped to consider how the words we use shape not only how others perceive us, but how we see ourselves and our profession? In the high-stakes world of fundraising, every phrase matters. Too often, I hear well-intentioned colleagues talk about “tips and tricks” for getting donors to give, as if generosity is something to be engineered or coaxed with the wave of a wand.

By the end of this edition of Scaling Major Gifts, you’ll gain practical tools and fresh inspiration to elevate every donor interaction by simply choosing your words more intentionally.

The true measure of fundraising success isn’t landing the first major gift—it’s turning that milestone into years of partnership and impact. In my experience, donor retention is where the real transformation happens, yet it’s often overlooked by busy teams focused on acquisition. In this edition of Scaling Major Gifts, I want to talk candidly about why donor retention matters and lay out proven steps any nonprofit leader can take to nurture lasting relationships.

Whether you’re writing a book, launching a capital campaign, managing a major donor portfolio, or facilitating a board retreat, the challenges are universal: time scarcity, emotional toll, and sacrifices and trade-offs. Sound familiar? This article is for my fellow executive directors, major gift officers, development directors, fundraisers, volunteers, and board members who are striving to make a difference while balancing the many hats you wear.

As someone who’s spent nearly 30 years in the trenches of major gift work—building relationships, bridging tough divides—I know firsthand just how challenging it is to honor both your donors and your community. If you’re a major gift officer, development director, executive director, or board member, you’ve likely felt this tension yourself. In my experience, the “fundraising divide” isn’t just a headline—it’s an exhausting reality. And right now, it’s deepening.

What if you could practice high-stakes donor conversations in a safe space before the real thing? In this edition of Scaling Major Gifts, I share the strategies I wish I'd known before my first big ask, plus how new AI tools are changing the game for fundraisers like us. Read this edition and share it with your team—because we all need to fly together in this mission-critical work.

In this edition of Scaling Major Gifts, I want to share some hard-earned insights on upgrading major donors, drawing from both my own journey and the many talented professionals I’ve had the privilege to work alongside.

After nearly three decades in the world of major gifts, I can say with absolute certainty: securing that first major gift is a triumph, but transforming that initial generosity into a lifelong partnership is where the real magic—and challenge—happens. Whether you’re a major gift officer, development director, executive director, or board member, donor retention isn’t just a metric; it’s the heartbeat of your mission’s sustainability.

My book, Calling All Heroes, is my invitation—and my challenge—to all of us who believe in the transformative power of philanthropy. I wanted to offer a roadmap that blends the best of donor-centered and community-centered fundraising, grounded in real-world experience and a profound respect for every stakeholder in our missions.

After nearly three decades in the world of major gifts, I can say with certainty: the journey to securing transformational support begins long before a check is written. It starts with that very first impression—an interaction that can set the tone for a relationship that lasts years, even decades. Whether you’re a major gift officer, development director, executive director, or board member, how you approach those initial moments with a potential donor can make all the difference.

After nearly 30 years in major gifts, I’ve seen our field transformed—sometimes overnight—by technology. But one thing has never changed: major donors want to feel seen, valued, and connected to our missions.

Today, as executive directors, development leaders, and board members, we face the challenge (and opportunity) of building authentic relationships in a digital-first world. Let me share what I’ve learned, the pitfalls I’ve witnessed, and the practical solutions that keep donors engaged, loyal, and inspired—no matter the medium.

After thirty years in major gifts, I’ve seen the transformative power of strong donor relationships. But I’ve also seen the pitfalls when those relationships cross from professional stewardship into personal friendship. Let me share why, in my experience, maintaining professional boundaries isn’t just best practice—it’s essential for the health of both your organization and your own well-being.