Silver Tsunami: A Conversation with Tatumn Zale, AFP's 2026 Outstanding Young Professional

Summary

The PM Podcast – “Silver Tsunami: A Conversation with Tatumn Zale, AFP's 2026 Outstanding Young Professional”

Host: Jay Frost
Guest: Tatumn Zale, Assistant Director of Development, All Thrive365
Date: June 13, 2026
Recorded live at the Exchange at AFP Icon 2026

---

Episode Overview

This episode centers on Tatumn Zale, named one of AFP’s 2026 Outstanding Young Professionals, and explores her dynamic journey into fundraising, the importance of preparing for America's impending "Silver Tsunami," and innovative ways nonprofits can address both demographic change and workforce needs. Zale candidly discusses how her experiences in the arts, sales, and personal caregiving have shaped her leadership in the nonprofit sector, and she shares practical, heartfelt insights on building teams, engaging communities, and empowering younger professionals in philanthropy.

---

Key Discussion Points and Insights

1. Receiving the AFP Outstanding Young Professional Award

[02:13–03:43]

• Tatumn’s Surprise Nomination:
  Tatumn was unaware of her nomination, submitted by Director of Communications and close colleague, Elena Burr. She suspected something was up when asked for detailed success metrics.
• Significance of the Award:
  Recognized for rapid growth and impact, including revitalizing donor communications, rebuilding events, and a “131% increase in individual giving in just one year.”
• Organizational Growth:
  Over Tatumn’s tenure, All Thrive365’s philanthropy team expanded from 2 to 8 staff, enabled by visionary leadership and a key capacity-building grant.

2. Building Fundraising Capacity in a Traditionally Government-Funded Agency

[04:23–07:56]

• Diversifying Revenue Streams:
  Under CEO Tammy Bohannon, All Thrive365 shifted focus from predominantly government contracts (85%) toward increased charitable giving.
• Mission as Magnet for Investment:
  “If the mission is well known in the community, you will find partners that want to make sure that mission can reach as many people as possible.” — Tatum Zale [07:06]
• Trust-Based Philanthropy:
  Funders who believe in an organization’s vision will invest in strengthening its mission advancement (fundraising) department as the driver for greater impact.

3. The Silver Tsunami: America’s Demographic Shift

[08:24–10:23]

• Defining the Issue:
  By 2030, older adults will outnumber those under 18 in the US, a seismic demographic shift often called the “Silver Tsunami.”
• Unique Arizona Impact:
  Arizona, with its appeal to retirees, will be especially hard hit:
  “We know in Arizona that we'll be disproportionately affected by this demographic shift, which is why we are rallying the troops...” — Tatumn Zale [10:23]
• Systemic Stressors:
  Anticipated increased strain on hospitals, social services, and public funding (Medicare/Medicaid), with wealth transfers not evenly distributed.

4. Personal Journey: Arts, Sales, and Caregiving

[10:40–14:02]

• Theater’s Lasting Influence:
  Stage experience provided confidence, improvisational ability, and resourcefulness.
  “You should always hire the arts kids because we love tight timelines, making things work with low resources, and having fun while we're doing it.” — Tatumn Zale [15:53]
• Sales as Training for Fundraising:
  Zale’s stint in insurance sales taught her how to quickly gain trust and work toward measurable outcomes. “There’s a lot of transferable skills between the sales world and fundraising.” — Tatumn Zale [10:59]
• Caregiving Shaping Mission Connection:
  Personally cares for her grandmother and advocates for working caregivers, highlighting the practical challenges families face as loved ones age in place.

5. The Human Element: Storytelling, Empathy, and Reframing Fundraising

[19:37–21:30]

• Reframing the Ask:
  “When fundraising shifted for me is when my mindset changed from asking people for money to… offering an opportunity to be involved in societal change. What could be more exciting than that?” — Tatumn Zale [19:39]
• Giving as Partnership:
  “You don’t give to a gift officer. You give THROUGH a gift officer.” — Tatumn Zale [20:19]

6. Retaining and Empowering the Next Generation of Fundraisers

[21:30–24:55]

• Workforce Development Challenge:
  Many young professionals don’t realize fundraising or nonprofit work is a viable, impactful career.
• Notable Quote:
  “We need to open the front doors of this sector, but close the back doors.”
  — Tatumn Zale quoting Art Taylor, CEO of AFP Global [22:51]
• Role of Leadership:
  Burnout and turnover (as short as 13–18 months) must be addressed with supportive, flexible leadership—protecting bandwidth, modeling work-life balance, and ensuring development staff spend time with donors, not just at their desks.

7. The Post-COVID Landscape and Face-to-Face Engagement

[24:55–25:40]

• Changed Donor Dynamics:
  Despite initial hesitation post-COVID, Tatumn finds donors "craving" and "hungry" for in-person dialogue and connection.

8. Looking Forward: Fractional Support and Sector Innovation

[25:40–28:20]

• Launching Kindling Impact Consulting:
  Tatumn and her partner help small/mid-sized nonprofits bridge resource and capacity gaps, offering “fractional” expertise in areas like events, annual funds, and workflow automation.
• Personal Drive:
  “If I could help every nonprofit in the country, I would... my brain is going truly a million miles a minute about how the framework that myself and my business partner have created... will be able to help as many missions as we can.” — Tatumn Zale [27:45, 28:20]

---

Notable Quotes & Memorable Moments (with Timestamps)

• On Mission-Aligned Investment:
  “If the mission is well known… you will find partners that want to make sure that that mission can reach as many people as possible.” — Tatumn Zale [07:06]

• On Arizona and the Silver Tsunami:
  “We know in Arizona that we'll be disproportionately affected by this demographic shift, which is why we are rallying the troops, as they say, with our partners, with funders that know this is important work and want to get ahead... ” — Tatumn Zale [10:23]

• On Arts-Informed Leadership:
  “You should always hire the arts kids because we love tight timelines, making things work with low resources, and having fun while we're doing it.” — Tatumn Zale [15:53]

• On the Mindset Shift in Fundraising:
  “…You don’t give to a gift officer. You give through a gift officer… when fundraising shifted for me is when my mindset changed from asking people for money to… offering an opportunity to be involved in societal change. What could be more exciting than that?” — Tatumn Zale [20:19, 19:39]

• On Workforce Retention:
  “We need to open the front doors of this sector, but close the back doors.”
  — Tatumn Zale quoting Art Taylor (AFP), [22:51]

• On Personal Drive:
  “If I could help every nonprofit in the country, I would...”
  — Tatumn Zale [27:45]

---

Timestamps for Key Segments

• Tatumn’s Surprise Award & Team Growth: [02:13–03:43]
• Fundraising Transformation at All Thrive365: [04:23–07:56]
• The “Silver Tsunami” Explained: [08:24–10:23]
• Personal Story: Arts, Sales, Caregiving: [10:59–16:59]
• Formative Roles, Improv, and Risk Awareness: [14:25–19:13]
• Reframing Fundraising & Donor Relationships: [19:37–21:30]
• Workforce Development and Next-Gen Talent: [21:30–24:55]
• The “Back Door” Challenge & Leadership’s Role: [22:51–24:55]
• Face-to-Face in a Post-COVID World: [24:55–25:40]
• Cravings, Consulting, and the Future of the Sector: [25:40–28:20]

---

Conclusion

This episode is a vivid portrait of a passionate young leader embodying the intersection of art, business, and heart in the nonprofit world. Tatumn Zale distills hard-won lessons on the impending "Silver Tsunami," the vital need for leadership in capacity building, the joys and challenges of donor engagement, and a candid look at how the next generation can find lasting, rewarding careers in philanthropy. Her blend of authenticity and practical wisdom offers inspiration and actionable insights—especially for organizations, fundraisers, and advocates looking to navigate rapid change with purpose and humanity.

Transcript

[A]

Yeah, I think I'm definitely a person that if I could do everything, I would. I think, yeah, if I could help every nonprofit in the country, I would. And so my brain is going truly a million miles a minute about how the framework that myself and my business partner have created and shared with others, how that will be able to help as many missions as we can.

[B]

Welcome to the PM Podcast brought to you by Evertruh Studios, the show that takes you inside the lives of thought leaders, innovators and change makers in fundraising, philanthropy and civil society. I'm your host, Jay Frost. My guest today is Tatum Zale, Assistant Director of development at all thrive365 and one of AFP's 2026 outstanding young professionals. Tatum has quickly built a reputation as a creative, disciplined and deeply human fundraising leader. At All Thrive365, she has helped revitalize donor communications, rebuild fundraising events, strengthen corporate partnerships, and grow both recurring and individual giving, including a 131% increase in individual giving in just one year. She now manages $6 million in annual grant revenue, has increased event sponsorship revenue by 233%, secured major gifts and expanded practical in kind partnerships serving low income seniors. Tatum is also the co founder of Kindling Impact Consulting which works with small to mid sized nonprofits. Recorded live in the Exchange At AFP Icon 2026, this conversation explores her journey into fundraising, how theater and sales help shape her presence, storytelling and connection with donors, how caring for a family member has informed her work with older adults, and what the coming silver tsunami means for philanthropy, nonprofits and the future of care.

[C]

Welcome Tatum Zale to the podcast and I'm so happy to meet you. But first I want to congratulate you on the award from afp.

[A]

Thanks so much Jay. I'm so happy to be here with

[C]

you guys and you know I'd love it if you'd actually introduce the award for people who don't know anything about it and how you heard about it, how you heard about receiving it.

[A]

Yeah, absolutely. So I am very honored to be one of the two 2026 outstanding young professionals honored by AFP Global and was nominated by my best friend and work wife, my Director of Communications, Elena Burr. But got the call from our CEO that we have been chosen or I had been chosen and very big honor. So just happy to be here celebrating and learning at the AFB conference.

[C]

Did you know about the nomination?

[A]

I didn't know about the nomination. You know but what's funny is that when your team is wonderful and is writing a Nomination for you. They'll request little bits of data that kind of give it away or maybe give an inclination. They ask me, okay, how. What was our year over year increase in individual giving last year again, could you just remind me or what was. What was your successes in the corporate partnership program last year? Do you have that number handy? And it makes you go, I wonder why they're asking for that.

[C]

It sounds like the tip tip offs were a surprise birthday party or something.

[A]

Yeah, something like that. But you might, you might be able to sniff just a lingering of something rumbling.

[C]

So did you suspect?

[A]

I think I suspected potentially, yes. But more than anything, our agency has experienced this immense amount of growth, specifically in the philanthropy department. I work in Phoenix full time at all 5 3, 6 5. So we're in public health and our mission is to help Arizonans age with confidence. So we are in the aging and people with disabilities space in housing, healthcare and connection. And we played a lot in the government contracts as well as reimbursement space and 50 year old organization with virtually no philanthropy department at the time that I came on.

[C]

When was that? When did you join?

[A]

I joined just almost. It's about four years now. Three. Somewhere between three and four years. And since I was brought on, we had a team of two. We've grown it to now a team of eight. But came really from leadership, investing in young talent and building out this team pretty rapidly because the organization needed it.

[C]

Okay, so the need was there. It was recognized. When was that need recognized, if you know what I mean. Sometimes it's because there's a loss of government funding suddenly and then we have to do something or maybe there's recognition in advance. What was the moment where people discovered this?

[A]

We are very blessed to have a fundraising CEO. Her name is Tammy Bohannon, CFRE and is a legend really in Arizona. And she came in and took a survey of the mission advancement department and knew by looking at our budget that we needed to diversify our revenue pretty quickly. Six years ago. Ish. When she started, we were 85% government contract work. And when you look at any pie chart in philanthropy, we know that most of charitable giving comes from individuals, individuals who know that this world can be a better place and very quickly work to try to shift the diversification of our revenue. But you have to have a team to do that. So she invested in the growth of the team, had a capacity building grant that enabled us to do so with a funder that knows and trusts what we were after from a vision standpoint and Grew the team and we've been cooking with gas ever since.

[C]

So how large was the team when you joined? Three, four years ago? Was it two at that point? And now it's quadrupled, which I know is 8 is small for some places, it's big for others. But it's the main thing is it's big growth for you, for your big growth for us.

[A]

And in a very tight timeline and just we're very, like, blessed with leadership that saw the gaps in our team, had a funder that was willing to increase our capacity and leadership that trusted that that's the direction we needed to be heading.

[C]

You had someone who was willing to step into the breach and essentially fund your growth, your capacity building.

[A]

Correct. Of the mission advancement department, specifically.

[C]

Wow. So tell us about that. Because that is the biggest challenge for many organizations that want to grow and have no idea how they're going to find the capital to make those hires, to. To invest in those programs, to invest in the tech. How did you make that relationship?

[A]

It's so true. And what it really comes back to is mission. So if the mission is well known in the community, you will find partners that want to make sure that that mission can reach as many people as possible. We are specifically in a niche, at least in Arizona, in senior social services. And knowing that we have such a specified niche and a population that we serve and a community that we serve, the need for our mission was there. And with partners, funders who understand trust based philanthropy, they know that in order to make sure that that mission reaches as many community members as possible, that the number one investment that an agency can have is in their mission advancement department.

[C]

It's true, but it's often hard to find somebody who has a heart for that. You've got an additional piece here which I'd love to unpack. And that's about the demographics of making those kinds of investments at the staff level, with donors, but also just the community understanding that need. It may be visible to you, but it may be invisible to many. This need of seniors and. And people who have different kinds of disabilities or other barriers.

[A]

Absolutely. When we talk about seniors specifically, the flag that our agency likes to wave is that by 2030, we know that the amount of aging individuals, at least in Arizona, is going to increase by 40% across the country for the first time, we know that older adults will outnumber people under the age of 18. So we are experiencing a demographic shift that this country has never seen before. We actually call it the Silver Tsunami. If you've ever heard about it. You hear about the great wealth transfer, all of these things surrounding this issue. But in the public health space, specifically serving aging individuals, we have been really just trying to educate the community about this demographic shift that we'll be up against.

[C]

And that demographic shift also with that comes a growth and need because although there's this huge wealth transfer, it's not equally distributed.

[A]

Correct. There's that component as well as when this demographic shifts, we are going to see stress on our hospital systems, we will see stress on all of our social services, we'll see stress on the Medicare and Medicaid government programs. So we will be feeling this as a nation from all angles. And we are trying to make sure that we are on the front end, at least in Arizona, of that issue and making sure that our systems are well prepared for it.

[C]

Yeah. Well, in fact, Arizona, it's not unique in this perhaps, but it does seem like Arizona has been a magnet for people in retirement. Is that a fair.

[A]

Oh, absolutely. 300 days of sunshine draws a lot of people.

[C]

Very nice. Yes. And so I imagine that that means that the, that that silver tsunami is particularly is going to be a little taller there than it would be in, I don't know, Delaware certainly.

[A]

Yeah. We know in Arizona that we'll be disproportionately affected by this demographic shift, which is why we are rallying the troops, as they say, with our partners, with funders that know that this is important work and want to get ahead and try to alleviate some of the stressors that we're going to feel in the social impact sector.

[C]

You've got this down pat about how to talk about this. Where did that come from? Because people can't all see you, but I think it's a safe guess that you're not anywhere approaching retirement. But you have a heart for this. So it's not just the words, it's the feeling behind it. So where did that come from?

[A]

Definitely my background comes from a few different places. And so my mom would say it's because I was raised in the arts. And singing, dancing and acting on stage gives you this quiet confidence to you. My dad would say it's because right after I graduated college I had a stint in sales and five found my way as a salesman first turned fundraiser, which not surprisingly at all, there's a lot of transferable skills between the sales world and fundraising. And then from the mission standpoint, my grandmother would say that I have a passion for our mission because I'm a caregiver and so I have a heart for the caregiving space and. And the fact that I work for a mission that walks alongside families with an aging loved one. They're aging themselves, or they're looking for resources for a family friend or community member. Because these systems that families go through on their aging journeys are vast, huge. And sometimes all you need is a hand to help walking through a certain services.

[C]

It's true, but not everybody always has been in the position of knowing that someone needs that hand. You just described one element of those three pieces from family as caregiving. So what's the caregiving journey been for you? Are there people in your family where you've been in a position where you needed to provide that care or you've seen it provided?

[A]

Yeah, definitely. So I'm a caregiver for my grandmother who is not able to live by herself, but wants to age in place. So we know that in this work, you ask the community. Right. The services that they want, and then hopefully the social impact sector meets them, meets the community where they're at. Right. We know that aging individuals, over 90% of aging individuals, want to age in place at home. And in this sector, you see there's options for people who can be fully independent, and there's, on the other side of the spectrum, options for people who are no longer able to be independent and need an elevated level of care. But the social services that exist in the middle are a little more far and few between the family that might just need somebody to help them sort through the list of resources the hospital gave them or following their discharge instructions or things like that. So I have walked alongside my grandmother in her health journey, and she's no longer able to stay at home alone in the evenings. So I spend the night there a couple nights a week. I split it with a couple family members, and I actually have an op ed about caregivers in the workforce because there are protections around mothers. We talk about working moms, but I am working to talk in this sector about working caregivers and employment protections for working caregivers.

[C]

Right, right. You also talked about both the work journey from sales, but also that. That kind of educational or arts journey. So that probably takes you way back to the days before you were helping your grandmother in the way that you are today. Tell me about that journey. So. So what is the role of the arts in your life? When did that start?

[A]

Yeah, I mean, from the time that I wasn't able to hit a softball, then arts entered my life, I think.

[C]

Okay, what were you doing? You were on the stage.

[A]

Yeah, I was on the stage. Yeah. So growing up, I was a competitive dancer at a small studio, you know, in Phoenix, as a lot of young girls are, and got involved in. In musical theater around high school age. Ended up studying it in college. I have a double major in musical theater and then political science.

[C]

So what's your big role?

[A]

What's my big role? I've had a few. I've had a few. I had a contract in New York. I was up in Woodstock, New York. I did a contract up there. That was probably my most fun. Yeah, summer stock. Yeah, you know, wonderful. Yeah.

[C]

So what were you doing? What was the. What was the show?

[A]

I did a couple. So summer stock, if anybody knows that's Listening, is very interesting. In the theater world, you actually do three shows kind of at once. You're performing one in the daytime and rehearsing another one at night. So we are doing Damn Yankees at the same time that we were doing La Casa Fall, if you know that show, and rehearsing one of them in the evening while performing the other one in the afternoon. So your brain is. Your brain is really, really jam packed. And I like to say that you should always hire the arts kids because we love tight timelines, making things work with low resources and having fun while we're doing it.

[C]

Right. Oh, wow. So you were doing that and you must have walked away from it at some point to go into sales. What was that? Transfer.

[A]

Yeah. Well, it's interesting. I actually kind of started on campus at U of A, fundraising for the School of Fine Arts. So running the cast parties, taking tickets at the door and selling T shirts. And very quickly I said, hey, I'm good on a stage. I can improv and roll with the punches. And found myself as a great conversationalist with a good heart, you know, And I think that you'll see that in a lot of kids that grew up in the arts that we have really big hearts and just translated a lot of those skills into a profession in fundraising. My stint in sales taught me a lot about structure, though. I'm a person that likes to figure out the box that I'm supposed to color within so that I'm able to color outside of it.

[C]

What's the role? So you can do improv from it? Something like that.

[A]

Exactly. Yeah, exactly.

[C]

Otherwise, how do you know what to do? Yeah, no, that makes sense. But what kind of selling? What kind of sales?

[A]

So I have my insurance licenses, so I'm insured in property and casualty and life and health insurance.

[C]

Are you still doing that as well?

[A]

Not directly, but I would say that the licenses in insurance help to make sure that I make risk adverse decisions. Right. Some of that still influences my work today, especially when you start talking about grant writing and contract work and all of those types of things. But what ended up kind of transferring really well is that in the sales world, you are heavily metric. You have to gain trust very quickly for a specified outcome. And I realized that I wanted to do that for something that had a bit more heart and wanted to change the world. And so I transferred those skills pretty quickly into fundraising because I always knew I wanted to be in the public sector.

[C]

And so was this role, I mean, or this organization your entree into fundraising?

[A]

No, I worked at one other organization. Its name is Esperanza now. Transferred to, rebranded to Advance. So I worked in international development, fundraising and international development. And then Tammy Bohannon, I previously had worked for her. We worked together at that small shop. And then she went on to all thrive365, which is the fifth largest healthcare nonprofit in Arizona, and gave me a phone call real quick and said, you gotta. You gotta get over here.

[C]

It not only sounds like those other experiences would inform what you do now, but that even the kind of intellectual training you would have had in each of those would be pretty important. I mean, down to insurance, because talk about having a heart for things. It's really important to have that empathy, which you clearly do, but also to know something about the risk. You know, that kind of actuarial brain that you have to develop for insurance. I'm sure that they'll also be. Gave you an understanding of what the position that seniors are in must have. Must have really expanded your insights.

[A]

Oh, absolutely. I mean, I try to be like a sponge. Right. From every sector that I've had interaction with. You try to bring those things into your current role. And I think everybody should. Yeah.

[C]

So how is this for you now, doing this work? How are you. What are you finding is the most joyful part of it as well as the most challenging?

[A]

It's a really good question. Most joyful. The. The time. How do I say this? When fundraising shifted for me is when my mindset changed from asking people for money to. Instead, you're offering an opportunity to your benef, like, to your donors. You're offering an opportunity to be involved in societal change. What could be more exciting than that? So I hear that people are afraid to ask for money, but we have to have this mindset as fundraisers that you don't give To a gift officer. You give through a gift officer. I don't know if you've ever heard that term of phrase. And I think that for a lot of us in this work, that's when the mindset shifts, is when we are honest about the fact that we are asking for money. And that is an opportunity for these constituents to be involved in something that they really care about.

[C]

I'm glad you started with the job because now when I ask you about the challenge, Please. So maybe the challenge is just the vastness of this issue. Not just in Arizona, but across the country, really around the world, because we're seeing the demographics shift radically, but also we're not seeing a great deal of enthusiasm for funding the needs of seniors through the tax basis. So I'm not getting into politics. I'm just talking about dollars and cents. But maybe that's not the challenge. What is the challenge for you, as you go in day to day to maintain your obvious enthusiasm for this? How do you maintain that? What is it that lets you jump into every day and say, this can be done, we can do this?

[A]

Yeah. I am a big advocate for the expansion of the social benefit workforce. So I was lucky enough to all always know that I wanted to be in the public sector. And oftentimes I saw that that wasn't a career path. That was very seriously presented at the university level, at the high school level, in talking about fundraising or this whole sector, what we call the independent sector, as a place for really talented workforce to show up and make a real difference in. So when we talk about challenges, my brain goes specifically to workforce development and what I see with people my age that want to make change, they're really bright and brilliant, but don't know that this career path exists. And I find myself being a big advocate for actually art. Art Taylor, who is the CEO of AFP Global, has this great quote where he says, we need to open the front doors of this sector, but close the back doors. And how do we go about doing that?

[C]

I'm a big art fan. I had not heard that phrase. I think that's going to go on a bumper sticker on my car.

[A]

Yes, that one stuck with me. How do we make sure that people know that this is a viable career path, not necessarily just one that people fall into? We hear that so often.

[C]

So speak to that. Because you just said age. So you, you mentioned it. And this is a, you know, young, young professional designation here we're talking about. So I know you can't speak for everybody in your age bracket, however, marketers like to think about that stuff. But you probably can speak to what you've heard from colleagues as you wander these halls, as you make your way through this profession, people who are on the younger edge of this field, how can we encourage them? How can you encourage them to close that back door and stick with this?

[A]

Yeah, certainly you hear all of these doomy, gloomy statistics right of the 18 month turnaround in a development department or I've heard rumblings that it's even down to 13 months and we have to tackle this head on. And what I'm a big believer in is that it comes to top down from leadership. Really. I've been really lucky to work for a lot of fundraising CEOs that protect bandwidth of their young team. And truly model by example is what I see a lot of leadership doing, of making sure that their young team doesn't hit those burnout points and leading by example of what that really looks like. In our sector, we do a lot of nighttime events or weekends or these types of things. And are you making sure that your team is allowed flex time for some of those evenings? Are you allowing the flexibility to push your development team away from their computer and out in front of your donors where truly that's where their time is best? You know that you're doing resource development correctly. If 60% of your time is not spent behind your desk, you really, really should be out meeting with your constituents and your partners.

[C]

Is that a challenge now, especially generationally, to get people out in front of others? Because we've lived through Covid together, you've lived through it professionally. So is that harder or easier or is it just the same as any other generation?

[A]

I think I'm of the positive mind frame that I think people are craving it more maybe now than ever. You know, we've seen as a society kind of sitting back since COVID and maybe being a little bit more adverse to some of these face to face interactions. But I've found at least with my donors that the hunger is there to get back to it, to have these face to face conversations about what we're up against and how we can solve these real issues together.

[C]

Okay, I love those two words you just used, the kind of craving and the hunger. And I've heard them used in the context of lots of things. Professional goals, you know, life goals, certainly fundraising and sales. So as you look forward, what are you craving?

[A]

What are you. Yeah, I. It's a really big question because my mind has been going 100 miles a minute about this for myself in the past six months. Something that I'm really after right now is. Pinpointing the pain points of our workforce issue in our sector. Sector. I recently, two years ago now started a consulting business with my business partner, Alaina Burr, helping small to mid sized non profits who need just a bit of fractional support that can look like fractional support in your annual fund. It can look like fractional support with your gala, with some of your automated workflows that if you took a beat and thought strategically about that, these issues that maybe you as an organization are up against alleviating the bandwidth there. So I personally am exploring kind of this fractional support consulting angle for the workforce because I'm seeing a lot of open job positions for a very long time and a lot of organizations who are very deserving of monetary support, of marketing of their mission and the community to rally behind these missions.

[C]

And it must feed something in you as well. Not just what you perceive as the need, but a need of your own.

[A]

Certainly. Yeah, I think I'm definitely a person that if I could do everything, I would. I think, yeah, if I could help every, if I could help every nonprofit in the country, I would. And so my brain is, my brain is going truly a million miles a minute about how, how the framework that myself and my business partner have created and shared with others, how that will be able to help as many missions as we can.

[B]

Well, that's it for this episode of the PM Podcast. You can learn more about Tatum Zale and the work of all [e-mail] and about AFP@AFP global.org our thanks to our sponsor, Evertrue, the global leader in donor engagement and fundraising intelligence, helping nonprofits find, engage and inspire their supporters. Our producer is Jack Frost and our theme music is Moving Out, Moving in by Jay Taylor, courtesy of Epidemic Sound. If you enjoyed this conversation, be sure to subscribe and check out our Front Lines of Social Good and How to Raise shows, all part of the Philanthropy Mastermind series. Until next time. I'm Jay Frost. Thanks for joining me.