Leading product in a nonprofit
In our conversation, Don talks about his transition from working in product management at for-profit organizations, like IBM, to a nonprofit environment. He discusses how he introduced a formal product management function to Charity Navigator, as well as how he measures success when profit is not the ultimate goal.
Measuring success in nonprofit organizations
Your time at Charity Navigator marks your first experience working for a nonprofit organization.
What surprised you the most when you first made this transition?
The biggest transition for me was understanding the difference in terminology. In our world, we don’t talk about profit. Instead, we focus on revenue. That shift in language was a significant adjustment, especially from a product management perspective. Another key difference is the mission component. Charity Navigator’s mission is to make impactful giving easier for all by providing comprehensive ratings. Many corporations have mission statements outlining their goals, but in the nonprofit sector, there’s a deeper sense of altruism. The reasons organizations exist often stem from a broader purpose, and those values don’t always translate directly into revenue.
How do you measure the mission? What does that mean? How do you balance the revenue versus the mission? There’s always this chicken-and-egg conversation with somebody who is mission-driven. They’ll say, “Well, it’s all about the mission,” but then on the other side of it, if you don’t make revenue, you can’t further the mission. How do you balance those two? That’s a constant discussion point.
*View other media mentions and press releases in our Press Room.
Leverage Our Insight
Contact Our Experts
We're always happy to connect with journalists, podcasters, and influencers. Please reach out to us, and we'll be happy to answer your questions and arrange interviews with our team.