RECENT CASE STUDIES

A National Emergency Services Charity — Dialogue / F2F Manager

A national charity supporting emergency services personnel was at a pivotal moment. With a large and growing regular giving base and increasing demand for services, they needed to consolidate and grow their dialogue fundraising operation, bringing together an in-house F2F team and external agency partnerships. This was a senior, complex, multi-channel brief requiring someone who could manage both internal teams and agency relationships, develop strategy, hold budgets, and champion the supporter experience simultaneously.

The Dialogue Manager role sits at the intersection of operational management and strategic development, a rare combination. We placed a candidate who brought that balance, helping the charity move into its next phase of regular giving growth with the right leadership in place.

The lesson: dialogue fundraising roles need recruiters who understand the full F2F and TM landscape — not just the job description.

A Growing UK Face-to-Face Fundraising Agency — National Fundraising Manager

A UK face-to-face fundraising agency was entering a scale-up phase with ambitions to grow significantly, from a small team to 500+ donors per week nationally across multiple offices. They needed a National Fundraising Manager to lead that growth: overseeing regional offices, coaching managers, opening new territories, and professionalising how F2F fundraising was delivered across the country.

But this wasn't a standard F2F agency. They employ their fundraisers full-time, pay above the living wage, and operate an ethical, long-term model with major national charity clients. The candidate needed to share those values as well as deliver results. Finding someone who combined serious operational F2F experience with the cultural fit for a business actively moving away from old-school commission-only models required a recruiter who genuinely understands both sides of the F2F market, agency and charity. We do.

The lesson: growing a fundraising agency requires a different kind of leader than running one. Finding them takes a recruiter with deep F2F market knowledge.

An NHS hospital charity — Supporter Giving Manager

This Hospital Charity had a clear ambition: to sustainably grow their supporter giving programme and build genuine, lasting relationships with donors — people who give in memory of loved ones, leave gifts in wills, and support the projects that transform patient care. The role sat at the heart of that strategy, leading gifts in wills and in-memory fundraising while developing a three-year income plan alongside the Director.

Hospital charities occupy a distinctive space in the fundraising landscape. The cause is immediate and personal, patients and families who have experienced care firsthand, but the fundraising culture is often less developed than at larger national charities. The Supporter Giving Manager needed to bring both the technical skills to build a legacy and in-memory programme from a relatively early stage, and the emotional intelligence to work sensitively alongside clinical colleagues and supporters at vulnerable moments.

Finding someone who combined strategic fundraising capability with that particular kind of human judgement, and who understood the specific dynamics of an NHS charity, required going well beyond the standard candidate pool.

The lesson: hospital charity fundraising requires a rare blend of technical income generation skill and genuine emotional intelligence. That combination needs a recruiter who understands what good fundraising looks and feels like.

A Leading Children's Charity — Telemarketing Manager (Fixed-Term Contract)

A leading UK children's charity needed an experienced Telemarketing Manager on a fixed-term contract to lead the day-to-day delivery of their telemarketing programme — managing agency relationships, driving compliance, developing creative, and maximising retention income from individual supporters. At a moment when the organisation was sharpening its focus on supporter experience and sustainable income, this was not a role for someone learning on the job.

The fixed-term nature of the contract narrows the candidate pool significantly. The best TM managers are typically employed and settled, persuading the right person to move for a contract role requires a recruiter with strong relationships in the market, not just access to a database. We placed a candidate with the operational expertise and sector credibility to walk in and deliver from day one.

The lesson: fixed-term specialist roles require active networks, not just job adverts. The right candidate is rarely looking.

A Hospice — Head of Commercial

The Head of Commercial is one of the most strategically important hires a hospice makes — sitting on the executive team, reporting directly to the CEO, and responsible for the commercial income streams that fund clinical services. The brief required someone with genuine commercial acumen, retail leadership experience, and the cultural intelligence to operate in a values-led, volunteer-rich environment. That combination is genuinely rare and rarely found through conventional advertising.

We identified and placed a candidate with exactly the right blend of commercial drive and hospice-sector understanding, someone who could present a growth strategy to the board one day and walk the shop floor with volunteers the next.

The lesson: executive-level hospice roles need a recruiter who understands both the commercial brief and the culture. A generalist will find you a retail director. We'll find you the right one for a hospice.