Reflections at 29 years

Recently celebrating 29 years of matchmaking companies to charities through my business, Cavill + Co, and with the year ending, I’ve been reflecting on my career and life.

Over the years, I’ve weathered several crises: the dot-com crash of 2000, the GFC of 2008, and the lingering economic impacts of COVID. Now, Australians face a cost-of-living crisis that’s hitting non-profits with a double whammy: skyrocketing demand for services - especially food, housing and mental health support - paired with declining donations*[1]

Despite it all, I’m still here, doing what I love, on my terms. Joining forces with Georgia McIntosh, I’m expanding my impact through BePartnerReady.com®, empowering non-profits to forge transformative corporate partnerships and at the same time, ensuring that my legacy is in good hands. Reflecting on three decades, I’ve pinpointed three core lessons that have helped me not just survive, but thrive - lessons equally crucial for non-profits looking to navigate these turbulent times: 1) diversify income streams 2) cultivate a positive mindset, and 3) nurture relationships.

 1. Diversify income streams 

Although my niche is corporate partnerships, I lead two businesses that serve very different audiences: Cavill + Co for corporates and BePartnerReady.com® for non-profits. This means I never get bored (entrepreneurs get bored with repetition!) and I don’t have all my money-laying eggs in one basket. I also have an Airbnb cottage, attracting a different audience – couples wanting to disconnect from the world and connect to each other.

For non-profits, the principle is the same: diversify funding streams. Relying on one source, like government grants, or a big face to face event, makes you very vulnerable. Explore options such as corporate partnerships, bequests, even a social enterprise. Corporate partnerships are fantastic because they can provide untied income (the best kind!) but also can spectacularly boost your profile, putting your brand in front of potential donors.

While diversifying, beware of mission creep. It’s tempting to chase every shiny new opportunity, especially during a crisis, but stay focused. Product development takes time, so concentrate on what directly aligns with your mission and has the greatest potential for income. Lean into what you’re famous for, and do it better than anyone else.

2. Cultivate a Positive Mindset

Running a business or non-profit requires tenacity and self-belief. I also believe you must be acutely aware of the value of your time, even if you’re not selling ‘time’ as we consultants often do. Stay open minded – and excited - to new opportunities. Don’t let fearmongering shut down creativity and innovation.

Develop an honest self-awareness: know your strengths and delegate or upskill for the rest. I dislike the financial side of running a business, so I rely on a great team to handle it while I focus on creating processes that empower others. Meanwhile, my hubby - who shares my aversion to finance - is currently buried in a sea of receipts, muttering as he prepares for year-end!

Take calculated risks, view setbacks as learning opportunities, dust yourself off and get back on that horse! Building something enduring takes grit and a commitment to keep going.

Richard Branson’s approach is inspiring—he’s visionary, resilient, and knows how to have fun. While non-profits deal with heavy societal challenges, a little excitement and joy in your work can be infectious. It attracts donors and partners who share your energy.

3. Nurture Relationships

You already know that relationships are the glue that holds non-profits together. Invest in them. Value your employees, ensuring alignment in values and skills. Post-COVID, some non-profits lost talented corporate partnership staff because they insisted on rigid ‘work in the office full-time’ rules. Flexibility could’ve saved them huge costs in recruitment and lost productivity.

Collaboration is just as crucial. Partnerships have been at the heart of every business idea I’ve brought to life. Corporates and donors who enjoy working with you will refer others, expanding your network.

And don’t forget suppliers - they’re stakeholders too. Treat them as you would donors. Many suppliers become donors themselves, so be loyal and avoid jumping ship for what appears to be a ‘cheaper deal’.

Finally, ensure your life partner is on board with your vision. The demands of driving a non-profit or business often spill into personal time, especially now many of us work remotely. You want their support, so enrol them to your vision.

Hailey Cavill-Jaspers

[1] Read my blog from last month ‘weathering the storm’ which cites 5 research studies showing declining donations in Australia