Let’s say it out loud: the traditional development director model is broken. Not underperforming. Not outdated. Broken. Nonprofits are cycling through development staff every 12–16 months, losing momentum, donor trust, and tens of thousands of dollars in the process. And the worst part? We keep pretending like this is normal.
I’ve seen it from the inside—as a consultant, a former in-house leader, and someone who’s helped nonprofits clean up the mess after yet another failed hire.
Here’s the real story behind the revolving door:
- Most development directors are asked to be unicorns: strategists and implementers, major gift closers and event planners.
- They’re under-supported, overworked, and often brought in without a clear pipeline or infrastructure to succeed.
- And when they leave (because they inevitably do), the organization loses not just talent—but continuity, relationships, and time.
So what’s the alternative?
I believe the future of nonprofit growth lies in the Fractional Business Model (FBM)—a flexible, embedded support structure that helps Executive Directors do what they do best: build relationships and lead with vision.
FBM provides:
- Strategic infrastructure without a full-time salary
- Experienced support without a months-long search
- Continuity, follow-through, and momentum
It’s not theory. It’s what I’m doing right now with organizations like the Hough Foundation. And it’s working.
If you’re tired of hiring for hope and ready to build for impact, maybe it’s time to stop chasing unicorns and start building systems that work.
I’m always happy to share what this looks like—and what it’s already making possible for the nonprofits we serve.