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What the Fundraising
Banking On Purpose: Nonprofits, Money & Meaning In Uncertain Times with Kelly Skalicky
00:34:41
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- [00:00]
Kelly Scalicki
I think this huge shift, are you working from scarcity or abundance? And for us, there is an abundance amount of needs you can fill and work you can do. And if you do that, and that's why all of our employees are really unified and like, let's have our customers thrive and prosper. If they do, then their communities will be fine. So it's sort of the other way around where if we serve and we're actually adding value. Mallory, I mean, that's the big thing.
- [00:33]
Mallory
Hey, my name is Mallory and I'm obsessed with helping leaders in the nonprofit space raise money and run their organizations differently. What the fundraising is a space for real and raw conversations to both challenge and inspire you. Not too long ago, I was in your shoes, uncomfortable with fundraising and unsure of my place in this sector. It wasn't until I started to listen to other experts outside of the fundraising space that I was able to shift my mindset and ultimately shift the way I show up as a leader. This podcast is my way of blending professional and personal development so we as a collective inside the nonprofit sector can feel good about the work we are doing. Join me every week as I interview some of the brightest minds in the personal and professional development space to help you fundamentally change the way you lead and fundraise. I hope you enjoy this episode. So let's dive in. Welcome everyone.
- [01:28]
Unknown
I'm so excited to be here today with Kelly Schlicke. Kelly, welcome to what the fundraising.
- [01:34]
Kelly Scalicki
Thank you, Mallory. It's so nice to meet you.
- [01:36]
Mallory
So nice to meet you too.
- [01:37]
Unknown
Thrilled to have you here. Why don't you start by just telling everybody a little bit about you and what brings you to our conversation today.
- [01:45]
Kelly Scalicki
Well, Kelly Scalicki, I am CEO of Stearns Bank. Stearns Bank. We are about a $3 billion bank, which usually means nothing to people, but we do business nationwide, which means a lot to people. We specialize in very unique niche sort of areas like nonprofits. So I'm really excited to be on your podcast and be one of you are a wealth of resources for people. And nonprofits have a lot of challenges today. So about two years ago devised a nonprofit banking solutions and we did that for the very reason that we were making nonprofits. And they felt like they're falling through the cracks. I mean, all size, all size, you know, from small nonprofits to very large scale, they all seem to have some of the same issues. So we really set out, did a little survey nationwide and found where their pain points at, what they love about their banking relationships, and what they Struggle with and some of the challenges. And then we devised a suite of services. But this nonprofits are just one of the areas, the real niche, specialty areas that we serve nationwide. We do SBA lending, small business lending, we do construction lending nationwide. We're pretty unusual for even a national bank. Not a lot of national banks our size don't actually do business nationally. In every single state, about half our assets, about a billion of our assets are in small ticket equipment finance. So very small ticket, average piece of equipment, 70,000. So that's Solopreneur, very small business. Every industry you can think of, we've been doing that for 25 years across the country. We have like 35,000 customers nationwide. Very, very small. So we understand very lightly resource businesses where you're either the owner doing the business and doing your banking and doing the business development, the whole works to somebody who's got a few employees. And then of course, we do very, very large developers and we have very, very large customers across the country. But we've kind of kept our roots in kind of that small business, thinly resourced type business. And we found that, look, nonprofits have the same cash flow issues that small for profits do.
- [04:07]
Unknown
Right.
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Kelly Scalicki
Even more challenging many times because of the way they raise funds. Some of it's reimbursable. Well, how do you get a reimbursable grant when you don't have the money to do the work? You get a grant. Yay. Best day of our life. And then it's coming out in nine months. How do you hire staff, prepare for that? And so we found that there was this gap financing need, this bridge financing need. So we developed this solution. So when I read your bio and learned about the resources you bring together, I thought, well, what a good fit. We can learn from each other.
- [04:38]
Unknown
Thank you. And it was such a pleasure meeting with folks from your team when we were sort of talking about this episode and learning more about kind of beyond the banking solutions themselves, how you think about economic empowerment, how you think about showing up for not just small organizations, but organizations doing really critical work when it comes to those core issue areas. So I'd love for you, because I feel like we're in this moment right now where, I don't know, there's sort of like all these unspeakable topics. And I think what I was so, like, moved by your team was sort of the way in which you all are actually really showing up for nonprofits right now that are feeling particularly vulnerable.
- [05:18]
Kelly Scalicki
Yeah.
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Unknown
So can you, can you talk a.
- [05:19]
Kelly Scalicki
Little bit about that. A real unique aspect of our bank because people think about banks as like an institution and very transactional. We are very mission driven. I myself personally am a very like mission driven person. Our bank is 25% owned by our employees. So one thing that we really strive for as a mission, it's really a concept of shared prosperity. And I think at these times more than ever when there seems to have been a huge shift to this monopolistic, capitalist, kind of a dog eat dog, you have to really think as a nonprofit founder, as a consultant, as a business owner, which we're a business, you have to get back to the core. Why are you in business? What do you really want to do? You want to make a lasting impact? Our employee ownership, I mean, it's a phenomenal profit sharing among our employees. And our mission as a company is saying, look, our goal is to help other people achieve their greatest ambitions. So small business, nonprofit community organization, you know, larger business. If we help them achieve their greatest ambitions, they will achieve prosperity that will support, then their communities will thrive where their employees are, the work they're doing will thrive. And when they're prosperous, those communities thrive. We prosper, right? And then we have profit sharing among our employees. And then all of our communities, our employees are in 38 different states, right? And those communities are lifted. And I think this huge shift. Are you working from scarcity or abundance? And for us there is an abundance amount of needs you can fill and work you can do. And if you do that, and that's why all of our employees are really unified and let's have our customers thrive and prosper. If they do, then their communities will be fine. So. So it's sort of the other way around where if we serve and we're actually adding value, Mallory, I mean, that's the big thing. If we're not adding value and helping that business look at how they can grow and thrive, what are their real financial goals? What is their why?
- [07:35]
Unknown
Right?
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Kelly Scalicki
Can we help them? It might be a, somebody will always come to you with a transaction and you'll say, okay, but why do you want to do this? Where are you going? You're going to do this? And then what are you going to do? You really want to understand where they've come from and where they're going in order to position them.
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Unknown
Right?
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Kelly Scalicki
And we're really well suited to do it because that's how we think of our company. And so all of this empowerment that we try to create is all about sharing the prosperity.
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Unknown
Right.
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Kelly Scalicki
With the communities And I can give a hundred examples of ways we've done that that we didn't have to do during COVID when there was all this stimulus out there and everybody, all the other banks had so much deposits, in fact, they were getting kicked out of banks. We had people calling us and going, our bank doesn't want us. Will you take our money? So we were still, and we have reports on that, Mallory, that if you banked with us, all the banks around the country were paying zero interest because they didn't have to, and then they were making bad investments with their surplus deposits. But that being aside, we said, this is a time when people need stimulus from the government and they're really scared and there's shutdowns and we're going to continue paying interest. So if people had their deposits with us, we've done analysis over the last three years, you'd have over 100%, and depending on that level, if you had over 100,000 with us, you would have had over 200% more interest because we continued to pay interest on people's deposit accounts. So we approach banking as a really important. If we can financially empower people, right, then there will be more prosperity shared. And that's the core of what we do. And if we can't do that, if we get to a point where we aren't adding that kind of value, well, then we've got to find a new business. Right? So that's how we really approach it.
- [09:27]
Unknown
One of the things I really appreciate there is sort of, to your point before, around the way we think about banking as this, like, purely capitalist function that is going to do whatever it needs to do to make the fastest transactional buck, which I think is how most people think about financial institutions. And they certainly, you know, when I've been leading organizations and working with clients, I don't know if I've ever heard a fundraiser or I've ever felt like my bank is my ally.
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Kelly Scalicki
I think it's one of the most important partnerships you can have.
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Unknown
Okay.
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Kelly Scalicki
Because in America, we take for granted we have a very diverse banking system. Other countries go to Canada, they have about eight banks, and then six. Most countries have a very consolidated banking system. So in our country, they look at the big $5 trillion banks, those huge, you know, the Wells, the Chase, the humongous city. They serve their purpose in our banking system, but it's generally not banking a nonprofit or a small business or a foundation. That's just not what they do well, but people's experience, because they see Them on every corner. They, you know, I have to bank with them because. And I think it's interesting today when you ask more people, do you really go into the bank? Do you deal in cash? Like, you don't want to go into the bank, do you? Nobody wants to schlep in the bank. And I always, you know, people go, well, where are you? You know, do you have branches? It's like, well, everywhere your phone is, that's where we are. We're in your pocket, right? Because unless you want to go into the bank, most people don't want to go into the bank. And Mallory, I think about it sometimes. Is this a good relationship for you? And we all have been in really bad relationships, right? So think about, you have a deposit account somewhere and you call that. That's my bank. They don't pay you any interest and they pay you fees for everything. And you would kind of consider that, like, it's kind of a bad relationship. Then you need a line of credit or you need some financing. Oh, we don't do that. Well, that's a really bad relationship. So in this country, we literally have 4,500 banks, almost 5,000 banks to choose from. Then you have another 5,000 credit unions. So you as a consumer, be picky, choose, just admit, like, this relationship I got with this key part of my financial hub is it's not serving me at all. When I really need something, they say, sorry, can't do it. And I know almost every nonprofit we bank, they had their account somewhere, but they would never get financing, or they could never bridge anything. And then they got feed to death, and then they couldn't customize their accounts and let alone get someone on the phone. So to me, it's like, people have to understand. It's like an accountant. It's like when you set up your business or you're going to expand or you got a W2 and you want to do something on the side, a side hustle. Think about wherever you deposit your money, you ask that bank, now, if I need a loan, I'm building this business, I won't need it now. But do you do this kind of financing? Do you do this kind If I need the option, and if they say no, find someone else who is going to be open to that because it should be a mutual. And then ask, what are your fees? Are you paying interest on my checking account? There's this idea out there that if you have a checking account, you get zero interest and fees, all kinds of fees. If you have a savings account. That's where you get to earn money on your money. That's not a bank rule. Okay? That is a specific bank that doesn't want to pay interest and has convinced people, oh, you don't get interest on your checking. Well, not at that bank. We pay. No, your checking account. I always think it's so interesting. You work so hard for your money and you put it in this bank and nobody's looking at, like you're all trying to hustle and, and get more revenue, but you're not looking at this money sitting here and dwindling. Because I'm not getting interest and I'm getting fees and actually my principal is going down. Like I'm losing money literally on the money I worked hard to earn. Like, you don't have to do that. You don't have to do that. And if you don't deal in cash, you have a plethora of choices. But make sure you're asking the question, what are your fees? Do I get interest? What are your tiers? And then what are the catches? Like our profits are driven by our fees. Again, it's based on, are we adding value to these customers? And we are paying out interest, right? And think about when you deposit money, right? Then we're paying out interest before we've even deployed a loan. So we're paying out of our gross revenues just voluntarily. We don't have to do that. But we think it's important because people work hard for that money, they should earn a fair interest on that money.
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Unknown
Right?
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Kelly Scalicki
So we've done things like Mallory, like ATMs, like people are global and mobile today and they're traveling all over the place and they gotta go to an atm. You don't wanna go, oh, are they in the network? Or I have to look for that specific bank. Where are they located? It's like we've just waived, let's waive all ATM fees. If you bank with us, you can use ATMs all over and you won't get charged overdraft fees. You know, it was really interesting that all came to light over the last year. Do you know the largest the trillion dollar banks, the Wells and the Chases, and they make over a billion dollars on just overdraft fees, which when you think about it, a billion net. And when you think about it, and I'm not demonizing them, it's just that's what they can do because people just keep banking with them. But think about who has overdraft fees. People who are struggling, like kind of paycheck to paycheck. So it's literally the statistics are there of whose billion dollars is that being netted? So you have to decide this is what I'm saying. Mallory, could we do it? Sure, we could do it like every other bank. We just decide as a matter of principle. That is not a business plan. That is not adding value as a financial institution. That should be really financially empowering people. If that's how we have to make our bottom line, I think we should find a new business.
- [15:41]
Unknown
Right.
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Kelly Scalicki
So it's really intentional. Now, all the banking industry celebrating because they did away with the overdraft rules. So now they can charge whatever they want to because the rule that the CFB put in was you can't charge more than $5. Now the banking industry is celebrating like, oh, thank goodness they took that cap off. Well, I'm kind of frankly embarrassed for the banking industry. Should we really be celebrating that? I mean, is that really how you want to be making money? I mean, there's nothing illegal about it, obviously, but I just don't think for us, that doesn't align with our values, you know?
- [16:18]
Unknown
Yeah.
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Kelly Scalicki
As an. And it's important.
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Unknown
Right.
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Kelly Scalicki
You do that in your business.
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Unknown
Right?
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Yeah.
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Mallory
Right.
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Unknown
There's a difference. Just because you can do something doesn't mean you should.
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Kelly Scalicki
Right, Right.
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Unknown
So, yeah, I think that is really important.
- [16:31]
Mallory
You know, one of the things, when.
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Unknown
I was looking at your website and some of the annual reports you all have produced, you've done a lot around DEI as a company, but also in terms of the different kind of programs that you offer, like when I was looking at your. The different types of loans that you give and addressing Native American communities, in particular, affordable housing, finance, like, you have a lot of these things kind of front and center that address social issues with financial institutional opportunities that many communities have been disenfranchised from and separated for a long time. I was mentioning before, you know, given everything that's going on in the current kind of political climate, there are a lot of organizations really scared about how they talk about their work, how do they talk about their work externally. But then the services and things that they're doing internally, especially those that have been sort of outwardly addressing anti racism or civil rights issues, that's one thing. But then there are a lot of organizations where that's been built into their value system, that's been built into their programmatic model, but it's not the core program necessarily of their work. And they're trying to figure out how do they show up who Are our partners in this? How do we find institutions that we can trust with who we are and what we do? And one of the things I've personally been a little bit nervous about is like when we think about all the partners to nonprofits that who have this sort of like inside look at what they're doing, sort of how concerned do they need to be about those institutions in terms of kind of like, will they share that information in other ways? I'm just curious how you all think about that and how you think about your own role during this time and showing up and digging in around your values and priorities.
- [18:16]
Kelly Scalicki
Yeah, I think it's an inflection point. I think there's a always those kind of forks in the road that you come to. And again, I think it's really important as individuals, as leaders and as companies that you really think about what your core values are.
- [18:34]
Unknown
Right?
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Kelly Scalicki
For us, inclusion and diversity is really a non negotiable. I mean it's so in our DNA as a company. I can't even conceptualize how it can ever be a negative. I mean diversity, equity, inclusion, I cannot even a contorted manner, see, find anything negative. In fact, I mean, we all know as a business matter, as a community matter, as an economic matter, when you're inclusive, equitable and diverse, you make better decisions, you manage risk better, and you can serve better. And I think for us it's so core to what we do. When you're taught talking about financial empowerment and financial mastery, you absolutely want to be as broad as you can in scope and partner with all of the various organizations, which we do really, really well. I mean for us, I mean we've been about 3 billion assets for many, many years. We're not about growing biggering and bigger and biggering, but it's really about partnering. And we do a lot of partnerships nationwide with community organizations. Yes, affordable housing, all kinds of affordable housing, workforce housing, temporary housing, low income housing. I mean there are needs across the country in every single community, small, urban and rural.
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Unknown
Right.
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Kelly Scalicki
The needs are the same. We look at all of the small, the fastest growing small business segments are women, people of color, immigrant populations. Why a financial institution would not serve people fastest growing entrepreneurs, I have no idea. Then you don't know your business very well. That is the core of our role. And because we are so good at sort of the niche areas and I would put nonprofits into that. I have a background personally in nonprofits. I mean my mom formed a nonprofit named after my grandma, the Clara foundation back in 04. And it was in part establishing and founding Clara's House, which is a partial day center for mental health and substance abuse of children and teens, done in conjunction with centricare in St. Cloud, is one of the first of its kind around the nation. And so that was 04, you know, 20 years ago. So kind of growing up in that. But mom was very passionate, which most nonprofit founders are. They're driven by their personal experience and passion and mental health and chemical dependency and wanting to create those resources for a community and really designed it as not an institution, but a home. That's why it's called Clara's House, after my grandma, because grandma kind of had. She had 11 kids, but she also, in a small town, North Dakota, had everybody in the community kind of coming in and through her home. So that's been a big part. And mom passed away in 17. But carrying that on is just, you see the lasting impact to families since 04 and their extended families.
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Unknown
Right.
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Kelly Scalicki
And the community as a whole. And one of the big visions she had, which we still struggle with as a society, because I think it's constant vigilance is just eliminating that stigma around mental health and chemical dependency and getting help and asking for help. And that was a real, really important to Mom. And so we're carrying that on. But having that background, knowing and meeting nonprofits, I think people look at them as. And don't understand that they have cash flow issues, they have banking needs, they need accounting assistance. I mean, I think people, especially in this day and age, are getting a very clear look that you can't take that for granted. All of the vital work that nonprofits do, large and small, and a lot of times in communities, it's the small, small nonprofits is that without them. And again, the federal funding, so many times supplements are as matched and it comes floating down through states and then local organizations. And now people are kind of connecting the dots and go, oh, that funding, I thought it came from this organization. Yeah. And that got it from the state, and the state got it from the federal government. And it was either supporting very specific needs. But to say that those funds were not very impactful to the local communities is sort of not tracing the impact which I feel is going to be experienced by across the country in urban areas, rural areas. I don't think people quite understood the complex web of our federal government funding. But I think we're all about to find out the impact of that.
- [23:26]
Unknown
Absolutely. Yeah, Absolutely. I'm curious. We're seeing a lot of. And thank you for sharing about your family's connection to nonprofits and your grandma. It's really amazing to hear that so story too. I'm curious, you know, we're seeing a lot of emails coming out in the sector right now how to recession proof your nonprofit. And I would say that to avoid the clickbait. But I'm curious like from your perspective and as they're thinking about how they're working with their financial institutions or what they should be thinking about financially with a pending recession coming, what should they be thinking about? What are like not easy wins that like oversimplifies it. But what are some of the critical things?
- [24:08]
Kelly Scalicki
I think there's a few things. Optionality is key to start looking at options, whether that be donated, lease space.
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Unknown
Right.
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Kelly Scalicki
As an option you may have wherever you're. If you occupy a space, part time, full time, whatever, and you've been given some security that you're there just looking around. There's still a ton of companies. Right. And a ton of individuals who are very philanthropic, very understand.
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Unknown
Right.
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Kelly Scalicki
The gap that's happening. So I think that anytime there's a shock like this and unexpected shock, frankly, unlike Covid, but kind of like Covid, that was completely unexpected.
- [24:46]
Unknown
Right.
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Kelly Scalicki
That we all have to respond. Developing options. So for example, let's say you have banking relationship. Your funding has stayed even 80% of where you were and it looks like it'll cover your operations. Lining up maybe some supplemental, even a line of credit if you don't need it now, that's fine. Developing some options.
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Unknown
Right.
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Kelly Scalicki
I think is the best way to prepare if you never need them. Beautiful.
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Unknown
Right?
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Kelly Scalicki
But developing a more diversified source and then making more connections, which I know you do on your show, like, you know, bringing people together and connecting, we are always happy. That's part of what we do. I mean we work with so many different organizations, local throughout the country. And occasionally it's like, oh, oh, have you talked to Propel or have you talked to so and so because Portland, we work with them, it might be something you want to tap into. So there's some of that where I think exploring optionality. Then I think also we have a few things happening right now. We have sort of a great wealth transfer coming. We all know that. And women. The last report I read from McKinsey, women's management of wealth has grown 51%. It looks by 2030 that 45% can see different reports. 40 to 50% of all wealth will be controlled by women. Now there's also McKinsey reporting that women have different financial goals. I'm not going to psychoanalyze that. It's just all the data probably true anecdotally in our lives or whatever, they have different financial goals. So I think it's good to start thinking also. And then you have this whole generation, there's an organization called the Resource Generation, where kind of second, third generation, younger people want to feel purposeful about what do I do? If they're inheriting or family business or what have you, how will they make a meaningful, lasting impact? So I think that there's groundwork to do, to think how do I stay true to our mission as a nonprofit and align with others who would, very much through personal experience, you know, geography, who would share that. And I've never met a executive director or anybody, frankly, that works for a nonprofit who is so committed to the passion they can articulate the mission and the lasting impact and the big impact that they want to make, not just today, but generationally just making that a point to continue to reach out and then ask, if you talk to somebody, you say, this is our mission. Do you know anyone else who would have an interest in this type of work? Always asking, because also people are generous in their wanting to share and make connections as well. So I think that we have to look to the future of people who are in companies and communities who are very, very vested in making our country right and the resources available to more. So that's, I guess, the advice. I would say it's not a short term quick, because I don't think there's a quick fix for anything. But I know the passion and the purpose behind anybody who not just founds, but works in a nonprofit. And I think sharing that and then asking for introductions is essential. And I'll tell you, people will thank you for that. Like, sometimes when I'm introduced to somebody, I'm like, I'm so glad I got introduced to you. I mean, like, having an opportunity to you, I mean, to talk to you. It's like, I'm so happy for that. And so I think that you have to approach it in that way too.
- [28:31]
Unknown
Yeah, absolutely. I think people are looking for really meaningful connection. And if they feel like it's the right person, the right work, the right way in which to impact the community and the world that they're in, people are really looking for that. And I feel like people are feeling stretched and overwhelmed. And, you know, I think we apply in fundraising a lot of our own, kind of like overwhelm and crazy time calendars. To, oh, they don't have time to talk to me or they won't have time to make an introduction or they have too many other things going on. But for the right thing and the right alignment and the right impact, people are looking for those moments. And so. Yeah, I really appreciate that.
- [29:11]
Kelly Scalicki
Yeah. And I think you bring up a really, really important point that the work of most nonprofits are filling a gap that hasn't been served. So by nature, the work itself is very stressful because they're usually the only or solo provider with very thin resources for a very desperate need. So the level of intensity of the work itself can. It lends to that overwhelm.
- [29:42]
Unknown
Right.
- [29:42]
Kelly Scalicki
But I think that the. Whatever the board can help. Having advisory boards, even a temporary advisory boards can help, but reaching out and making connections with other aligned nonprofits or community organizations I think can really help kind of bolster the ideation of different ways to approach it as well. But I think you bring up a really good point. I mean, it's very understandable and probably expected that most staff executive directors are going to be tasked most of the time because just the very work and the gap they're filling, the demand is so high and the needs so unmet that it's probably frustrating that they can't serve.
- [30:23]
Unknown
Yeah, absolutely. Absolutely. Kelly, I could talk to you forever and I'm so grateful for everything you all are doing. Over at Stearns bank, where should folks go if they want to connect with you, if they want to learn more, if they want to consider changing their banking solution, whatever. Where should they head?
- [30:39]
Kelly Scalicki
Google Stearns bank and call us and ask for a nonprofit banking specialist.
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Unknown
Right.
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Kelly Scalicki
And you'll be put in touch. One of the things we pride ourselves in, Mallory, is answering on the first ring. So when you call and people might go, well, in the digital age, why do you do that? Because every one of us, right, when you call somebody, especially like your bank or where you have your money or you. I just can't. I'm not going to email this. It doesn't translate. Somebody could just pick up the phone. I'm in between. You know, most of our businesses, right, they're between patients, they're between landscaping jobs, they're between podcast calls. If I could just like get somebody on the phone. So we pride ourselves in answering the first ring. And so you call our number, ask for a nonprofit banking specialist, and then we just go from there. But I'm also happy if people just call and ask for me. So they'll patch you through and then we'll have a nice chat, but I'm always interested to hear about I talk to a lot of our customers and it just helps me understand more about other areas that we can help fill a gap.
- [31:41]
Unknown
Well, thank you so much for the way you're showing up to support this ecosystem and nonprofits. I'm so grateful for the work that you do.
- [31:48]
Kelly Scalicki
Well, thanks for for having me. Anytime. Happy to chat.
- [31:52]
Unknown
Thank you so much for joining me.
- [31:54]
Kelly Scalicki
Bye Bye.
- [32:00]
Mallory
I hope today's episode inspired or challenged you to think differently. For additional takeaways, tips, show notes, and more about our amazing guest and sponsors, head on over to Mallorykson.com podcast and if you didn't know, hosting the this podcast isn't the only thing I do every day. I coach, guide and help fundraisers and leaders just like you inside of my program, the Power Partners Formula Collective. Inside the program, I share my methods, tools and experiences that have helped me fundraise millions of dollars and feel good about myself in the process. To learn more about how I can help you, visit mallory.com powerpartners Last but not least, if you enjoyed this episode, I'd love to encourage you to share it with a friend you know would benefit or leave a review. I'm so grateful for all of you and the good hard work you're doing to make our world a better place. I can't wait to see you in the next episode. The question I've been asked the most in the last five years is how do you always know what to say to a donor? And the truth is because I've navigated donor conversations thousands of times. Unfortunately I had to learn what to say the hard way. Live with a donor in high stakes conversations. It was uncomfortable, messy, defeating and definitely led me to burnout. I want better for fundraisers, which is why I built Practivated, the first AI powered donor conversation simulator built just for fundraisers. With real time feedback, customizable scenarios and coaching from your AI guide, Coach Tivi, you can practice donor conversations in a safe, judgment free space. I want to help you build confidence, reduce stress and strengthen donor relationships all at the same time. Are you interested? Book your demo with me Mallory erickson today@practivated.com demo.