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Robin Peake, Deputy CEO at Wycliffe Bible Translators, has just written the 8th edition of The Complete Fundraising Handbook, and he has a warning for the sector: too many charities are abandoning what works in favour of the next shiny thing. In this episode, Adam Stacey talks to Robin about why the fundamentals of fundraising never change, what he put into the new edition, and how to build innovation on tried and tested foundations rather than putting good money after bad. Along the way, Robin shares how a masters in 1920s football history led him into fundraising, the major donor meeting where he stopped himself five minutes before walking in, and why relationships don’t work in 12 month cycles. We also talk about the £50 a month budget that turns a supporter care team into donor delighters, why he only hires fundraisers who give, and the personal board of trustees that keeps his thinking sharp. If you work in fundraising, lead a fundraising team, or want to understand what actually makes donors give and stay, this one is for you. In this episode Why the fundamentals of fundraising don’t change, and why the sector keeps forgetting themWhat’s new in the eighth edition, from Facebook ads to AIWhy “people give to people” and “people give because they’re asked” still hold trueThe major donor meeting that nearly went wrong, and the mindset shift that saved itWhy Robin only hires fundraisers who are donors themselvesHow a £50 a month budget creates donors for lifeBuilding a personal board of trusteesTimestamps 00:00 Welcome and introduction01:04 Quickfire questions: camping, electric scooters and Bible translation myths04:32 How Robin found his way into the charity sector06:50 Learning from other charities: lunches, coffees and generosity10:56 Donor-centric fundraising and why it works12:54 Hiring fundraisers who give, and building a culture of thanks16:02 Standing out: the £50 a month supporter care budget20:55 From Innovista to Home for Good to Wycliffe23:24 Mentors, coaches and a personal board of trustees26:58 Becoming Deputy CEO and the problem of quieter feedback30:17 Building culture in a remote-first organisation34:28 The Complete Fundraising Handbook, eighth edition36:52 Why the fundamentals never change39:13 The lesson Robin learned the hard way: relationships don’t work in 12 month cyclesAbout the guest Robin Peake is Deputy CEO at Wycliffe Bible Translators, with around 15 years in the charity sector, primarily in fundraising. He is the author of the 8th edition of The Complete Fundraising Handbook. Links The Complete Fundraising Handbook: Directory of Social Change website and AmazonWycliffe Bible TranslatorsRobin on LinkedIn

Why isn't major donor fundraising working for your charity? According to Louise Morris, it's rarely the cause, and it's almost never a lack of contacts. Louise is the founder of Summit Fundraising, a consultancy and training company specialising in major donor fundraising. She began her career in sales and marketing at Unilever, moved into the charity sector in her mid-twenties and held fundraising roles at Tommy's, Samaritans and RNID before becoming a Director of Fundraising. Ten years ago, she set up Summit and now works with charities of every size, from small local organisations to household names. In this episode, Louise shares: Why losing her Dad prompted her to leave Unilever and look for more meaningful workHow corporate negotiation training gave her confidence with donorsWhy she stepped away from a director role, and what a missed after-school football club taught her about flexible workingThe fear and "lumpy cashflow" of going it alone, and how Summit grew from thereWe then dig into how small and medium-sized charities can start or grow a major donor programme: Why it won't grow unless someone has protected time to lead it, even if that's just three hours a weekWhy trustees hold back on introductions, and why they don't need to ask anyone for moneyWhy doing major donor fundraising badly can be worse than not doing it at allWhere to find your first potential major donors (they're probably already involved with you)Why being a smaller charity can be a real strengthThe most common mistakes; impatience, skipping the building blocks and nobody owning itHow long a board should realistically wait, and the milestones to track besides incomeLouise closes with a reflection that will resonate with anyone who has ever felt stuck - leadership is not your job title. Chapters 00:00 Welcome and introduction 00:40 Quick-fire questions 03:30 From Unilever to the charity sector 09:40 Leaving the director role and starting Summit 17:20 What Summit does today 20:57 Where to start with major donor fundraising 28:13 Making the case to your board 30:34 The skills and support you need 33:09 Common mistakes charities make 36:21 How long before you see returns? 41:21 Leadership is not your job title Resources mentioned The Summit 3 Essentials guide and other free resources: https://summitfundraising.co.uk/free-resources/ Join the free Summit major donor community: https://summitfundraising.co.uk/join/ Find out more about the Major Donor Fundraising from Scratch programme: https://summitfundraising.co.uk/from-scratch/ Connect with Louise on LinkedIn (Louise Morris, Summit Fundraising) or visit summitfundraising.co.uk

In this episode of the Charity Changemakers Podcast, Adam is joined by Kathryn Ward, a people leader, consultant, interim, fractional and coach who spent six years as Chief People Officer at Guide Dogs before founding her own consultancy, Zephyr People. Kathryn shares the moment a headhunter first called about the Guide Dogs role in January 2019 - and why she turned it down, convinced she didn't have the right background. By the time they called back in April, a shift from a fixed to a growth mindset had changed her answer, and it shaped how she's approached every big career decision since. Together, Adam and Kathryn unpack: Why she nearly said no to the job that defined her charity careerThe gendered confidence gap behind that hesitation, and how she moved past itWhy "you have to like people to be good at HR" is a mythTrusteeship as the smartest, lowest-risk way to test a move into the sectorThe breadth and loneliness of sitting on a charity exec teamWhy charity leaders need more peer-to-peer networks, not fewerLeaving Guide Dogs to build Zephyr People - a portfolio life of consultancy, interim work and coachingBurnout, trauma-informed coaching, and why change is so hard for people who've self-actualised through their cause Kathryn also reflects candidly on loneliness in leadership, the staff reps she still stays in touch with more than former senior colleagues, and why making space for quieter voices has become central to how she leads. This is a warm, practical conversation for anyone weighing a move into the charity sector, sitting on the fence about a trustee role, or wondering whether "good enough" really is good enough to take the next step. Takeaways Career journey from commercial HR into the charity sectorImposter syndrome and the shift to a growth mindsetThe realities - and the myths - of a career in HR and people leadershipTrusteeship as a deliberate route into charity leadershipThe breadth and complexity of sitting on a charity exec teamPortfolio careers - consultancy, interim work, fractional roles and coachingPeer-to-peer networks and why the charity sector needs more of themBurnout, trauma-informed coaching and leading through changeInclusive leadership and making space for every voice Chapters 00:00 Introduction and quickfire questions07:11 The phone call that changed everything - falling into charity leadership10:46 Overcoming imposter syndrome to become a Chief People Officer18:40 Why trusteeship is the smartest way in from commercial22:17 The hardest part of stepping up - holding the breadth of an exec role26:58 The power - and the gap - in charity peer-to-peer networks32:06 Leaving Guide Dogs and launching Zephyr People35:53 Coaching, burnout and why change feels so hard in charity culture38:40 Leadership lessons learned the hard way If you enjoyed the episode, please like, share and leave a review. Your support helps more charity leaders and changemakers discover the show. #CharitySector #CharityLeadership #NonProfitLeadership #CharityCareers #HRLeadership #PeopleAndCulture #Coaching #CharityChangemakers

In this episode of the Charity Changemakers Podcast, Adam is joined by David Craig, Chief Executive of Scotland's Charity Air Ambulance, for a conversation about a career that was never planned. David talks candidly about falling into the sector almost by accident – from processing invoices in a hospitality company, into its public relations team running charity-of-the-year partnerships, and from there into professional fundraising with no formal background in it at all. He shares the pivotal, deeply personal moment that reshaped his path: after his son was born ten weeks premature, David became a trustee of Bliss, the charity for newborn babies, and helped establish Bliss Scotland from scratch. That experience of sitting on the other side of the boardroom table gave him his first real grounding in governance and strategy, and set him on course for his first chief executive role at 38. Eleven years into leading Scotland's Charity Air Ambulance, David reflects on what's kept him in one organisation for so long in a sector where leaders typically move on every five to seven years, what it's like leading a team whose work is genuinely life or death, why he's already thinking about succession planning, and why – whatever the job title – he still describes himself first as a fundraiser. Takeaways A career that began entirely by accident, from accounts admin to public relations to professional fundraisingHow corporate charity-of-the-year partnerships can be a genuine route into the sectorWhy a personal crisis – his son's premature birth – led David to become a trustee of BlissThe case for taking on a trusteeship as a deliberate career development moveBecoming a first-time chief executive at 38, at Falkirk FC's Community FoundationWhy David still calls himself "a fundraiser" despite the CEO titleWhat's kept him at Scotland's Charity Air Ambulance for eleven years and countingSuccession planning, and the responsibility of leaving an organisation in a stable positionLeadership lessons learned the hard way: listening, clarity, and a culture of "no surprises" Chapters 00:01 Introduction and quickfire questions05:41 Falling into fundraising by accident15:39 Recruitment consultancy and becoming head of fundraising at the Tulliken Trust18:56 A premature birth, a chance leaflet, and becoming a Bliss trustee28:22 First CEO role: rebuilding Falkirk FC's Community Foundation31:47 Joining Scotland's Charity Air Ambulance38:06 Eleven years on: why David has stayed, and planning for succession43:40 The leadership lesson David learned the hard way #CharitySector #AirAmbulance #CharityLeadership #NonProfitLeadership #CharityCareers #Trusteeship #Fundraising #CharityChangemakers

In this episode of the Charity Changemakers Podcast, Adam is joined by Julie Randles, Chief Executive of Power2, a children and young people's charity based in Ashton under Lyne, working across Greater Manchester, the North West, West Midlands and Greater London. Julie's route into the sector was anything but obvious, starting on the WHSmith graduate scheme, moving through Waterstones and children's publishing, then into charity by way of unpaid volunteering at Save the Children. She talks candidly about why volunteering and trusteeship are two of the most underrated routes into senior charity leadership, what running Power2's Teens and Toddlers programme has taught her about self worth, and why the gap between proven impact and available funding remains one of the sector's biggest frustrations. Julie also reflects on the hardest leadership lesson of her career, learning when passion needs a little less heart on the sleeve. Takeaways Volunteering can be the fastest route into a charity career, even at a senior levelSitting on a board teaches you what it is really like to be a CEOCharity job applications reward detail, not passion statementsProven programmes often can not scale because funding lags behind demandLived experience across a team changes how a charity works, not just what it says Chapters 00:00 Introduction and quick fire questions04:00 From WHSmith to Save the Children, an unlikely route into charity11:00 Why volunteering and trusteeship open doors19:40 Inside Power2, Teens and Toddlers and the programmes that followed24:40 The funding gap holding back proven impact35:15 How to actually get a charity sector job38:40 The hardest leadership lesson Julie has learned If you enjoyed the episode, please like, share and leave a review. Your support helps more charity leaders and changemakers discover the show. Visit the Power2 website here. #CharitySector #NonprofitLeadership #CharityChangemakers #Power2 #CharityCareers #Trusteeship #SocialImpact

In this episode of the Charity Changemakers Podcast, Adam is joined by Roxanne Lawrance, CEO of Teens Unite, a charity supporting young people aged 13 to 24 living with and beyond a cancer diagnosis. Roxanne never planned a career in the sector. She built a commercial career in business analysis and contact centre management before volunteering with Teens Unite while on maternity leave, telling the founders she'd stay for two years. Nearly nine years on, she's leading the organisation. Roxanne and Adam unpack how she moved from founder led leadership to running the charity herself, the mentors and "be bold" mindset that shaped her career, and why she believes the best charities operate with the same commercial discipline as any business, just with a different kind of profit. A candid conversation on team culture, handling funding setbacks, and what it really takes to lead in the charity sector. Takeaways Career journey from commercial leadership into the charity sectorWhy business skills transfer directly into nonprofit leadershipThe value of career mentors, and being bold enough to ask for themBuilding a team culture around honest feedback and psychological safetyNavigating funding setbacks without losing team moraleWhy the best charities are mission driven and commercially disciplined Chapters 00:00 Introduction and background05:17 Getting into the charity sector09:24 The two year plan that became a career14:05 Building a team culture that isn't built by accident18:18 Mentors, and being bold in who you ask25:57 Success, setbacks, and what continues when you're not in the room40:20 Why charities need mission and commercial discipline #CharitySector #NonProfitLeadership #CharityCareers #LeadershipLessons #ThirdSector #CharityChangemakers #Podcast

In this episode of the Charity Changemakers Podcast, Adam is joined by Olivia Barker White, co-founder and Chief Executive of Kids Club Kampala, an international children's charity now working across Uganda, Kenya and Tanzania. Olivia traces her journey from an 18-year-old on a gap year in Uganda to running a 20-year-old organisation that has supported over 1.5 million people. She's candid about the discomfort of "voluntourism," the moment that turned a fun kids' football club into something much bigger, and why she believes small, agile charities are often better placed than large NGOs to respond to real need on the ground. Together, Adam and Olivia unpack: the ethics of gap years and international volunteering, the accidental, organic route into founding a charity, why a community-led partnership model (not a UK-charity-knows-best model) has been central to Kids Club Kampala's growth, how being small allowed the charity to pivot fast during COVID and feed thousands when larger NGOs pulled their staff out, and why donor stewardship and thanking supporters well has quietly driven two decades of growth. Olivia also reflects honestly on pride, burnout, boundaries, and learning that she isn't personally responsible for solving everything – and why looking after her own wellbeing is what keeps the charity sustainable for the long run. Takeaways The ethics of gap years, volunteering and avoiding "white saviourism"How Kids Club Kampala started organically from a gap year friendship, with no strategy or planThe moment that shifted focus from fun and games to child protection and basic needsWhy a genuine, equal partnership model with local teams is central to impactHow being a small charity enabled a fast pivot to emergency food relief during COVIDThe value of excellent donor stewardship in sustaining long-term growthLearning to set boundaries and protect wellbeing as a charity leader Chapters 00:00 Introduction and quick-fire questions04:35 Olivia's route into the charity sector07:12 Gap year in Uganda and the founding of Kids Club Kampala17:03 The return trip and the moment that changed everything23:44 Registering as a charity and building the UK–Uganda partnership28:03 Why small charities can be more adaptable than large NGOs31:02 Pivoting to emergency food relief during COVID32:15 Olivia's personal journey to becoming full-time Chief Executive37:36 The power of donor stewardship39:56 Kids Club Kampala today: education, family strengthening and child protection42:06 Reflecting on impact, pride and sustaining yourself for the long run #podcast #charity #careers #internationaldevelopment #nonprofitleadership #charitychangemakers

In this episode of the Charity Changemakers Podcast, Adam is joined by Ru Watkins, Chief Executive of Hamelin, a learning disability and autism charity growing rapidly across Essex and East Anglia. Ru brings a career unlike most in the sector. After 23 years in the British Army, he moved into corporate roles with BT and others before a phone call from a headhunter changed his direction entirely. That call led him to Noah's Ark Children's Hospice in North London, a struggling organisation with something worth saving. It was the first of what would become a defining theme across his leadership career: walking into complexity, listening hard, and building something better. His arrival at Hamelin tells that story at its most vivid. He was called in to close the charity down. Instead, he walked the sites, listened to families, and went back to the board with a different proposition entirely: invest and grow. Four and a quarter years later, Hamelin supports nearly 1,750 people and families, has moved from 100% statutory reliance to 60% self-generated income, and holds significant reserves. In this conversation, Adam and Ru explore: How a chance phone call took Ru from corporate burnout to charity leadershipWhat 23 years in the military actually teaches you about listening, chaos, and getting things doneWhy Ru walked into Hamelin's board interview and told them not to close itThe Klingon Cloak of Care and what it costs people with learning disabilities and autismWhy community building is the most important thing charities can do right nowThe danger of chief executives confusing their ambition with organisational readinessWhat chief exec loneliness really looks like and how Ru manages itWhy letting a support worker leave to train as a nurse is a mark of success, not failureHow Hamelin is getting young adults with learning disabilities into employment Ru is direct, self-aware, and genuinely funny. This is a conversation about what bold, values-led leadership looks like in practice, not in theory. Find out more about Hamelin: www.hamelin.org.uk

What does Formula One have to teach the charity sector about impact? Quite a lot, as it turns out. In this episode of the Charity Changemakers Podcast, Adam is joined by Rushab Shah, founder and CEO of OneHive, a tech for good organisation helping youth charities streamline their admin and scale their impact. Rushab's route to the sector is anything but conventional. After studying mechanical engineering at Warwick, he worked in the F1 supply chain, drove test cars around tracks for a living, and led digital strategy for a business decarbonising maritime transport across the Shetland Islands. Running a youth club for disabled young people throughout university kept the mission close. When the engineering career reached its ceiling, he looked at the charity sector with an engineer's eye and spotted something striking: charities spend enormous time delivering programmes and then enormous time analysing what happened. By which point, it's too late to change anything. In Formula One, you know what the lap time will be by the end of the first corner. What if youth charities could work the same way? That question became OneHive, now supporting around 30,000 young people across 18 youth-focused organisations, with a county council investing to roll the platform across 10 charities simultaneously. Adam and Rushab explore: Why charities are measuring impact too late, and what real-time data actually changes on the groundHow a shared interest in Thomas Tank Engine taught Rushab more about inclusion than any disability trainingThe "say yes to everything" approach that built a career in five years and a startup from scratchWhy small and medium charities are currently beating large ones at adopting techThe tension between failing fast and working with vulnerable young peopleThe honest lesson on when to pitch and when to shut up and listen A candid, practical conversation about what genuine sector transformation looks like when someone builds it from the ground up. Find out more about OneHive at onehive.ai Chapters [00:00] Introduction and quickfire questions [05:00] A 17-year-old hosting a residential for young people with disabilities [08:30] From F1 data to the charity sector, and what the gap revealed [13:00] Building a career by saying yes to everything [16:15] How TutorHive became OneHive [21:20] What OneHive looks like today, 30,000 beneficiaries and growing [24:00] Real-time safeguarding, the Joe example [29:00] Sceptics, screen time and why tech is the solution but not the answer [34:20] The THRIVE framework and plans for Manchester and beyond [38:00] The personal cost of always saying yes [40:45] The hardest leadership lesson: knowing when to stop pitching #CharityChangemakers #TechForGood #CharitySector #YouthWork #SocialImpact #NonprofitLeadership #DataForGood #DigitalTransformation

In this episode of the Charity Changemakers Podcast, Adam is joined by Callum Dixon, Director of Service Delivery and Member Support at Citizens Advice, for a candid and reflective conversation about a career built on stepping into the unknown. Callum's journey started with a semi-dismissal at a law firm drinks reception that inadvertently pointed him toward Citizens Advice as a volunteer. From there he moved through Shelter, higher education, a chief executive role at 25, a merger, a housing association, and eventually home to the national Citizens Advice organisation, where he has held four different leadership roles in five years. Together Adam and Callum explore: Being told you're too young for a job, and taking it anywayWhat gorilla-glueing carpet while writing a National Lottery bid teaches you about small charity leadershipThe loneliness of the chief executive role and why peer community mattersLeading a merger and the strategic lessons around stakeholder managementHow federated organisations teach soft power over positional authorityWhat becoming an adoptive parent changed about Callum's leadership styleWhy the version of yourself you were 10 years ago shouldn't be recognisableThe importance of slowing down in a sector driven by passion and urgency Callum also talks openly about the complexity of Citizens Advice as a federated charity, the postcode lottery of advice funding across England and Wales, and the ongoing work to shift power dynamics through co-design with their member network. To find out more about Citizens Advice, volunteer, or access advice, visit: https://www.citizensadvice.org.uk If you enjoyed the episode, please like, share and leave a review. Your support helps more charity leaders and changemakers discover the show. Takeaways Stepping into a role before you feel ready is often how the most valuable learning happensBuilding a peer community is essential for chief executives navigating isolation at the topParenthood can fundamentally shift how you understand and exercise leadershipFederated organisations require influence and relationship skills more than positional authoritySlowing down is a leadership discipline, not a weakness Chapters 00:00 Introduction and career journey08:50 Becoming a chief executive at 2515:00 Peer support, board relationships and early leadership lessons19:00 Merger, housing association and the road to Citizens Advice22:00 Career development, visibility and backing yourself26:00 Parenthood and evolving leadership style33:00 How Citizens Advice works and what it delivers38:41 How to get involved with Citizens Advice

Adam is joined by Jess Camburn-Rahmani, Chief Executive of Cerebra, a UK charity supporting children and families living with brain conditions. Jess takes us on a fascinating career journey from a VSO placement with an indigenous communities NGO in Uganda, to community development in Swansea, to building Elrha (a humanitarian innovation organisation) from a single grant into a 40-staff organisation with over £40 million of lifetime funding, before making a significant move into the disability sector. This is a conversation full of hard-won wisdom: about what it really means to lead without being the expert, how to build an organisation that isn't dependent on its founder, and why the relationship between a CEO and their board is one of the most undervalued assets in the charity sector. Together, Adam and Jess explore: How a VSO placement in Uganda shaped a career built on humility and listeningBuilding Elrha from a £250k project grant into a global humanitarian research and innovation organisationLeading through personal loss and learning to know when it's time to move onThe 18-month wobble many working parents experience and why having a brilliant board chair can make all the differenceWhy calling your charity "a family" might actually be doing your team a disserviceThe dangers of founder syndrome and how to leave an organisation at the right timeWhat drew Jess to Cerebra and the growth journey she's leading there nowWhy every CEO has imposter syndrome and why that's actually a good thingThe leadership mantra she's carried with her: give credit when things go well, take accountability when they don't Takeaways Career journey and international developmentBuilding organisations from the ground upFounder transitions and successionBoard and trustee relationshipsLeading dispersed and remote teamsParenting and leadershipImposter syndromeOrganisational culture About Cerebra Cerebra supports children and families across the UK living with brain conditions, from neurodivergent conditions through to rare diseases and birth injuries. All services are free of charge. Find out more at cerebra.org.uk and listen to their podcast, The Calm and the Complicated, on all major podcast platforms. Chapters [00:00] Introduction and quickfire questions[04:38] How Jess found her way into the charity sector[06:27] Reflections on VSO and the ethics of international development[08:41] Community development in Swansea and the role of Save the Children[12:42] The origins of Elrha, from a grant project to a global organisation[16:36] Leadership lessons from building something from scratch[19:35] The importance of a brilliant board relationship[21:43] Knowing when to move on and the guilt of leaving[26:13] Cerebra, what the charity does and why Jess was drawn to it[32:58] Leadership qualities that take organisations on growth journeys[34:42] Building culture across a dispersed team[39:48] Advice to your earlier self, nuggets of leadership wisdom #CharityLeadership #NonProfitLeadership #CharityChangemakers #HumanitarianSector #CharityCareers #DisabilitySector #Podcast #LeadershipLessons #ThirdSector #CharitySector #BoardGovernance #SocialImpact #PurposeDriven #OrganisationalGrowth

In this episode of the Charity Changemakers Podcast, Adam is joined by Rob Avann, charity consultant, interim leader and seasoned trustee, for a conversation that gets into the real nuts and bolts of charity governance - and why so many organisations are still getting it wrong. With 20 years in the sector, eight years as a permanent CEO, a spell as interim CEO, and 16 years across five trustee boards, Rob brings a rare 360-degree perspective. He shares how his career began in local government - commissioning services around crime, domestic violence and community safety - before a growing connection to the charity sector pulled him across. His first trustee role came before his first charity job, and that sequence, he argues, shaped everything that followed. Adam and Rob dig into what makes the board-CEO relationship work, why it so often doesn't, and what both sides consistently get wrong. Rob is candid about the mistakes he sees in his consultancy work, from the absence of clear governance frameworks to boards that drift into the operational when clarity breaks down, and explains why governance is never a destination, always a journey. Together, Adam and Rob unpack: Why every CEO should serve as a trustee somewhere else - and what it changesThe chair-CEO relationship as the most important dynamic in any charityHow to build trust across the board without letting challenge slide into blameWhat a governance review actually looks like - and how to handle findings that surprise peopleThe honest realities of transitioning from CEO to consultant, including the sleepless nightsHow interim and permanent CEO roles differ in mindset, not just tenureThe power of mentoring and where to find it - from Cranfield Trust to the Kilfinan GroupWhy delegation isn't optional, and burnout is what happens when leaders forget that Rob also reflects on the managers who shaped him, why he wishes he'd told them so at the time, and what he'd say to his younger self about not carrying the weight of an organisation alone. Takeaways Trusteeship | Governance | Board-CEO relationships | Interim leadership | Charity consulting | Mentoring | Delegation | Career development Chapters [00:00] Introduction and background[08:23] Why trusteeship is pivotal — for trustees and CEOs alike[10:08] What goes wrong between boards and chief executives[16:44] Navigating the line between governance and operations[21:44] Leading through COVID and the value of strong foundations[23:36] Mentoring, great managers and how to find support[28:10] The transition to consulting — variety, freedom and the odd sleepless night[32:17] Permanent vs interim CEO — a different mindset entirely[36:55] Governance reviews — holding up a mirror to organisations[40:27] Leadership advice and what Rob would tell his younger self #CharityGovernance #Trusteeship #CharityLeadership #NonProfitLeadership #CharityChangemakers #BoardDevelopment #CharityCareers #CharitySector #InterimLeadership #ThirdSector

In this episode of the Charity Changemakers Podcast, Adam is joined by Jonny Cobbold, Director of Development at Change Mental Health, a Scottish mental health charity supporting around 12,000 people a year. Jonny brings rare candour to the conversation, sharing his own lived experience with mental health, the career pivot that changed everything, and what it really takes to lead with consistency, humanity and purpose. Jonny opens up about his early career in recruitment - a world that left him in tears and led him to quit - and how that moment of misalignment set him firmly on the path into the charity sector. From there, he charts his journey through education charities to his current role at Change Mental Health, a place he describes as an incredibly personal fit, both culturally and because of his own mental health history. Together, Adam and Jonny unpack: •       Why a bad six months in recruitment became the defining moment of his career •       His lived experience of anxiety and how it shapes the way he leads today •       The fine line between being open about mental health and oversharing as a leader •       How working remotely for a Scottish charity while living near Liverpool actually works •       Building team culture across a dispersed organisation •       The power of long-term executive coaching and knowing yourself as a leader •       Why energy and enthusiasm will only take you so far •       The nuts and bolts of consistent, reliable leadership that teams actually need •       Change Mental Health's growth and the ambition that drives it •       Mental health in the workplace: why Jonny is passionate about training and prevention This is a warm, honest and thought-provoking conversation for anyone navigating senior leadership, working through their own relationship with mental health at work, or looking for a reminder that sustainable leadership starts with knowing yourself. Takeaways•       Career journey and sector entry •       Mental health and lived experience in leadership •       Remote working and team culture •       Executive coaching and self-awareness •       Consistent and reliable management •       Mission alignment and values-led leadership •       Workplace mental health training Chapters[00:00] Introduction and quickfire questions [08:00] How Jonny got into the charity sector [14:00] Lived experience of mental health and leading with empathy [18:00] Work-life balance and working remotely across borders [23:00] Building and maintaining team culture across distance [30:00] The role of executive coaching over 14 years [34:00] Change Mental Health - who they are and what they do [39:00] Mental health in the workplace and what comes next [41:00] Where to turn if you're struggling with your mental health [42:00] One leadership lesson learned the hard way Hashtags#CharityChangemakers #MentalHealth #CharityLeadership #NonProfitLeadership #CharityCareers #MentalHealthAtWork #Leadership #WorkplaceWellbeing #ThirdSector #CharitySector #PurposeDriven #SocialImpact #ExecutiveCoaching #LeadershipLessons #ScotlandCharity

In this episode of the Charity Changemakers Podcast, Adam is joined by Lee Barnett, Chief Encourager of Sandy Bear Children's Bereavement Charity, for a warm and candid conversation about life, leadership and supporting bereaved children and families across Wales. Lee shares a career journey that began in catering, moved through NHS dementia care, youth work with the Red Cross and public health commissioning, before arriving at Sandy Bear three years ago. He reflects on what compassionate leadership really looks like, why it's so often mistaken for weakness, and how personal life experience has shaped him as much as any formal training. Together, Adam and Lee unpack: How a career without a clear plan can be the best kind of foundationWhy bereavement work involves far more laughter than people assumeSandy Bear's model of supporting families before, during and after a bereavementWhy early grief support can reduce risky teenage behaviour and improve educational outcomesThe challenges of funding a small charity and the freedom that comes from reducing statutory dependencyWhy Sandy Bear is "bigger than bereavement"The origin of the Sandy Bear name, rooted in the beaches of PembrokeshireWhy being the least important person in the room might be the mark of a great leader A generous, grounded and joyful conversation for anyone working in the charity sector, leadership, or the often overlooked world of bereavement support. Takeaways Career journey | Compassionate leadership | Children's bereavement | Funding challenges | Grief and young people | Wales charity sector Chapters 00:00 Introduction and Career Journey09:13 Transition to Sandy Bear and Challenges of Funding14:46 Working with Local Authorities and Long-Term Planning20:54 Impact of the Charity's Work and Positive Memories26:21 Collaboration with Hospices and Family Support32:44 The Origin and Name of Sandy Bear40:51 Lessons Learned and Compassionate Leadership #CharityLeadership #Bereavement #ChildrensCharity #CompassionateLeadership #CharitySector #Wales #NonProfitLeadership #CharityChangemakers #SocialImpact #ThirdSector

In this episode of the Charity Changemakers Podcast, Adam Stacey speaks with Kit Powney, Head of Digital Maturity at Tearfund. Kit shares her journey from campaigning and advocacy into digital strategy, and explains how charities can approach digital transformation in a practical and thoughtful way. The conversation explores how technology, data and AI are reshaping the sector, but also why strategy, values and people must remain at the centre of any transformation effort. Kit also offers practical advice for organisations that feel overwhelmed by the pace of change, explaining why starting small and building a digital mindset across teams can unlock real impact. From AI adoption to organisational culture, this episode provides a thoughtful look at how charities can navigate technology while staying focused on mission and impact. Takeaways Digital transformation is about organisational change, not just technologyAI can unlock efficiency and innovation if aligned with strategy and valuesMany charities already have powerful tools available within Microsoft and Google ecosystemsSmall changes and experiments can deliver significant improvementsDeveloping a digital mindset across teams is critical for successful transformationThe charity sector must balance innovation with ethical considerations and human oversight Chapters 00:00 Introduction and Background05:27 Transition into Digital Strategy13:39 The Role of Digital Transformation21:19 Opportunities and Risks of AI35:23 Career Advice and Future Outlook If you enjoyed the episode, please like, share and leave a review. Your support helps more charity leaders and changemakers discover the show. #CharitySector #AIForGood #DigitalTransformation #Podcast