2025
impact report
If Year 1 was about introducing ourselves to the sector, in Year 2 a bit of wind hit our sails.
self-guided tour
HOW WE MAKE WHALES FLY
NAVIGATING UNCERTAINTY
MEASURING ORGANIZATIONAL MATURITY
LAUNCHED A SISTER COMPANY
WHO WE SERVED
PROBLEMS YOU'RE SOLVING
PROJECTS WE WORKED ON
OUR OUTCOMES
YOUR FAVORITE WORKSHOPS
OUR FAVORITE BOOKS
CASE STUDY: The American LGBTQ+ Museum works to bridge impossible divides
CASE STUDY: The myth of optimization
How we make whales fly
Steps we took with most organizations in 2025.
You told us what was bothering you.​
We identified the root cause of your pain.
We defined the prescription—a structured work plan that guided us to make at least one systemic change in your organization.
This change allowed you to more boldly address the challenge your organization was founded to address.
We helped organizations navigate uncertainty.
King tides are the highest tides of the year—caused by the alignment of earth, moon, and sun. They have the potential to flood existing systems. They are peak pressure moments. And yet they are not always destructive. They are the high tides capable of carrying nutrients into places that are normally left out. They are also a natural stress test that exposes weaknesses in coastal infrastructure—helping planners and communities understand where adaptation or retreat is needed before actual climate-driven sea level rise makes the damage permanent.
​
The King Tide Era for the social sector is the confluence of political, economic, and environmental pressures that have the power to erase or reconfigure us. ​
This year, many of you have said that you are not yet feeling the King Tide Era. Your funding is still mostly in place. Your donors are not acting skittish. Your program participants are feeling some economic pressure, but are not devastated.
In some ways you’re treating this time period as challenging, but you have seen equal challenges in the past. Many of you are preparing for years to come.​
In 2025, Flying Whale began to prepare organizations for the years to come by clarifying their stage of organizational maturity (see below) and specifying the projects needed to move to the next more resilient stage.
What's a King Tide?
We introduced a new tool: the Organizational Maturity Matrix.
The Flying Whale Organizational Maturity Matrix a practical self-assessment that helps funders and organizations answer one essential question:​
Example?
Are we built to thrive in the era ahead?
It contains 50 mini assessments across the topics of culture, programming, leadership, operations, and development. The result is a report that guides readers through tangible next steps that will trigger maturity in each category.
We launched a sister company
Flying Whale’s Grants Manager, Emily Brown started her own business this year– Loom Partners, a grant consultancy. Based in Lancaster, Pennsylvania, Emily is one of the most attentive and hardworking professionals I know.
Attentive
Emily to Hillary, “I noticed they reported 15% growth in one place and 17% in the other. I think the correct number is 17 based on what I’ve seen elsewhere, but I’m going to confirm.”
Hardworking
Emily to Hillary, “I just got my hand caught in the garage door and had to call 911 with my other hand, but I also just finished that draft.”
​
Emily started with Flying Whale in May 2024 as a Level 1 Grants Apprentice. She had a full grant writing career behind her, and was willing to dedicate herself to studying the difference between good and great.
“I just got my hand caught in the garage door and had to call 911 with my other hand, but I also just finished that draft.”
-Emily Brown
Wait. What happened?
​She progressed quickly to Level 2 when she began working on grant language libraries for several clients--taking a hodgepodge of existing material and crafting sourcebooks that will accelerate their grant writing. She also took on the 1-1 coaching and training of one of our clients in San Francisco, a new Development Manager who now oversees grants and major donors for a social enterprise coffee company.
​
Emily proved she was ready for Level 3 when she led us through the onboarding of our new relationship with Emma’s Torch, a full service grant management contract with the goal of raising $4.2 million in grants revenue this year.
​
If you were to spy on us, you'd see Emily and I meeting over zoom to talk about our clients. She shares insight on where she's headed with upcoming applications. She assigns me tasks. She focuses my attention. She digs up information that the funder didn't know was out in the world. She finds links to portals that were not published. Kind of like a wizard.
​
Picture a very organized workshop, but all the tools are out of their drawers, Emily is covered in sawdust, I'm bringing her a latte, and we're sitting on overturned buckets and taking a minute to ask ourselves, “What if we built a boat that could also fly?” ​
She finds links to portals that were not published.
Loom Partners is rooted in the belief that nonprofit leaders need more than just strong writing to run an effective grants operation.
They need a strategic partner who can weave together strategy, on-the-ground experience, and practical systems that move their work forward.
What's the name of Emily's business?
who we served
222
leaders
136
organizations
132
served intensively
your job titles
Administration Manager
Advocacy & Outreach Coordinator
Alumni Program Coordinator
Annual Fund Manager
Assistant Director
Associate Development Director
Associate Director
Board Chair & Acting Co-ED
Board Member
Board President
Board Secretary
Board Vice-Chair
Career Coach
Chief Executive Officer
Chaos Coordinator
Chapter Fundraising Strategist
Chief of Staff
Chief Operating Officer
Co-Founder
Co-Founder & CEO
Communication Manager
Communications Director
Community Engagement Manager
Community Health Outreach Coordinator
Community Organizing Manager
Compliance & Administration Manager
Conservation Director
Consultant
Chief Operating Officer
Culinary Director
Data Analyst
Development & Communications Manager
Development Associate
Development Data Coordinator
Development Director
Development Manager
Development Officer
Director of Advancement
Director of Advancement & Strategic Operations
Director of Development
Director of Development & Advancement
Director of Development & Communications
Director of Development & Education
Director of Engagement
Director of Immigrant Development
Director of Operations
Director of Organizational Development
Director of Partnership Development
Director of Programs
Director of Programs & Impact
Donor Relations & Communications Director
Engagement Coordinator
Events Coordinator
Executive Director
Exhibits & Communications Director
Extension Educator
Founder
Founder/President
Gift Planning Specialist
Grants Manager
Habitat Program Coordinator
HR Manager
Human Resource Coordinator
Incoming Executive Director
Individual Giving Manager
Interim Director
Intern
Jefe
Manager of Individual Giving
Manager, Accelerator
Marketing & Communication
Membership and Development Manager
Office & Grants Manager
Office Manager
Operations Coordinator
Operations Director
Operations Manager
Organizational Development Manager
Outreach Manager
Pastor
People and Operations Associate Director
Philanthropy Manager
Portfolio Manager
President
President & CEO
Process Improvement Manager
Producing Artistic Director
Program & Operations Director
Program Director
Program Evaluation Specialist
Program Lead
Program Manager
Programs & Events Manager
Programs Director
Project Manager
Regional Director
Restaurant/Food Truck Director
Senior Director
Senior Engagement Manager
Senior Minister & President
Senior Strategy Advisor
Service Manager
Shop Manager
Site Co-Ordinator
Strategic Alliances Director
Strategic Alliances Principal
Treasurer
Vice President
VP Advocacy and Philanthropy
VP Finance & Operations
VP Girl Scout Experience
VP of Advancement
VP of Development
I get that
Really?
they should talk
These program people are rowdy.
problems you are solving
projects we worked on
measuring impact
this will work for now
is definitately
ing
Their confidence in building a bold organization increased by 80% as a result of working with us.
Leaders said that they are more bold now.
80%
Prior to working with Flying Whale Strategies, how would you rate your confidence in building a bold organization? (out of 10)
After working with Flying Whale Strategies, how would you rate your confidence in building a bold organization? (out of 10)
They rated their ambition 31% higher after working with us.
Leaders said that they are more ambitious.
31%
Before working with Flying Whale Strategies how ambitious did you feel? (out of 10)
After working with Flying Whale Strategies how ambitious do you feel? (out of 10)
Leaders said that their organizations are more equipped to support their ambitions.
They rated their organizations as 73% more equipped after working with us.
73%
Before working with Flying Whale Strategies how equipped was your organization to support your ambitions? (out of 10)
After working with Flying Whale Strategies how equipped is your organization to support your ambitions? (out of 10)
and furthermore
Leaders said that their organizations are more prepared to tackle impossible problems.
They rated their organizations as 57% more prepared.
57%
How prepared was your organization to tackle impossible problems before working with Flying Whale Strategies? (out of 10)
How prepared is your organization now to tackle impossible problems? (out of 10)
<That's quite enough of that.>
a case study
The American LGBTQ+ Museum works to bridge impossible divides
At Flying Whale Strategies, we partner with organizations solving impossible problems.
This year, the most challenging problem we encountered belongs to the American LGBTQ+ Museum in New York City.
They are working to redefine America’s dominant posture toward queer identity. When this problem is solved, queer stories will no longer be “other.” They will be recognized as part of the shared human experience.
​A few notes on why this problem is a double black diamond:
Think about how hard it is to get a construction project done in your basement.
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Think about how hard it is to talk to your grandparents about a lifestyle choice you made that they may not agree with.
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Think about how hard it is to get a construction project done in New York City.
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Think about how hard it is to generate support for a new museum that centers that controversial idea.​
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Think about how hard it is to generate funding for an issue that is directly related to what the White House is trying to erase.
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Think about how hard it is to get a construction project done in NYC when the focus of the space is the controversial new museum.
​
Think about how hard it would be to facilitate a dialogue for queer people to discuss how they have harmed other queer people, or participated in internalized oppression.
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Think about how hard it is to lead a global shift that proves queer identities are central to our human culture, history, and future.
(hard)
(Medium hard)
(really hard)
(really hard)
(there are ways)
(overall, it's a hard thing)
(awful)
(on the edge of impossible)
And yet, that’s exactly what the American LGBTQ+ Museum is doing.
The Museum is raising $30 million to open New York’s first museum dedicated to American queer history and culture by 2027, inside The New-York Historical Society. The physical space is ambitious—but the larger work is even bolder: leading a global cultural shift that celebrates queer identity as essential to human history, creativity, and progress.
They are not taking shortcuts. Its team is committed to co-creation—to building a decolonized institution shaped by many voices, not a few powerful curators. This value, while essential, adds complexity. Balancing co-creation with the urgency of opening on time has been a central tension in our work together throughout 2025.
Our relationship with The American LGBTQ+ Museum: Flying Whale served as both executive coach to the development team across twelve months and interim Chief Development Officer for three months.
Our focus: helping the team maintain clarity, structure, and stamina while navigating the pressures of a capital campaign amid a polarized political climate.
What was your job exactly?
Learn anything?
What we learned: Launching a new organization with a fiery mission is like driving a bus through a wall. This is a critical moment in the Museum’s lifecycle. They are at the crux of a capital campaign at a time when their core mission is one of the country’s most heated debates. Staff are concentrating with the intensity of a crisis-response team—like those distributing aid in a war zone or staffing hospitals during COVID.
This is a difficult time for co-creation and even more difficult with a large working board. The Museum’s 34-member board is a powerhouse: a collection of the country’s most experienced queer activists, philanthropists, and cultural leaders. Some are celebrities; many have their own boards; all bring deep expertise and influence.
This powerful team is hard to keep up with. Their common refrain: staff are underleveraging their networks and offers of support. Even after staff spend over half their time engaging with board members and their committees. The result: everyone is working hard, and no one feels fully effective.
Museum supporters greet each other at an event coordinated by Flying Whale, museum staff and 8 board members. A group project if we've ever seen one. Photo by Mariah Miranda.
Normally, I’d have an easy answer: cancel them, bench them. Change the governance structure from a working board to a governance board to slow their roll. In most cases, I’d say that effectively engaging a working board is not worth the effort.
In this case, I have changed my mind.
This board’s potential is too great. I’ve seen it firsthand. When I worked alongside a small group of co-chairs to coordinate a fundraising event, they were brilliant—focused, fast, collaborative, and generous. They answered the phone while they were on vacation. They simply needed space and structure to do their best work.
The ongoing challenge for us is this: we must find a way to treat the board like staff rather than volunteers. The core staff must be given space, time, and energy to concentrate on the critical moment they are in. This might mean adjusting the org chart to properly resource the board.
Their common refrain:
staff are underleveraging their networks and offers of support. Even after staff spend over half their time
engaging with board members.
What are the options here?
I’m considering the following options for any organization wishing to increase harmony with a large working board:
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Count the board as part of staff capacity. Include their committees in workload planning and assign dedicated staff or contractors to support them.
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Create a role focused on board talent activation. Someone whose core job is to translate board capacity into organizational outcomes.
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Compensate committee co-chairs. Paying for their time legitimizes the delegation of real authority from staff to board members.
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Use “Gay Pride” rather than “Gay Power” as a governance framework. When it comes time to talk about power dynamics at play between the board and staff, identify an alternative to “power.” Power is intrinsic to leadership, thus we can’t ask people to be on a board and have zero authority. But in all of our histories there are movements led by people hungry for something other than power. In the context of Queer activism, “Gay Pride” motivated the leaders of its movements to act. Gay Pride is a hunger for dignity, visibility, and collective liberation. Not to manage the streets but to be seen in the streets. When the board leads from pride, they embody co-creation, not competition.
At the edge of impossible, the American LGBTQ+ Museum is not just building a physical space—it is, as Executive Director Ben Garcia describes it, a school for activists. The work is messy, emotional, and complex, but it is also sacred.
Flying Whale is honored to be one of its students.
a case study
Roula showed up for work with a broken heart for 365 days this year. She is Palestinian Muslim living in Minneapolis — a city that prides itself on progressiveness while still being one of the hardest places in America for people of color to feel a sense of belonging.
She was born in Kuwait while her parents waited anxiously for news of the Gulf War. She grew up speaking Arabic, eating Palestinian food off of American flag paper plates, and being told not to date. It took her 25 years to become an American citizen — a timeline shaped by anti-Muslim governance, with documents finally approved in 2016, before Obama left office.
Her career map is dotted with places known for loneliness and isolation. She has worked as a job coach for immigrants, an advocate for people who lost government benefits due to bureaucratic error, and a mentor for individuals coming out of prison. The job title has never mattered as much as proximity to people who’ve been left out. She has always chosen work that lets her connect others to their capacity to dream.
​
Now, as the Director of Philanthropy at All Square — an organization working to reverse negative perceptions of people impacted by incarceration — she raises money in a city where “otherness” is often met with violence. Since Indigenous times, Minneapolis has struggled to honor those it marginalizes.
​
Roula’s grief this year came from watching Palestinians die while standing in line for food, yes. But also from something more universal: the exhaustion of fundraising in a world that keeps choosing comfort over change.
​
The role of a fundraiser is to help people locate themselves in the work of justice — to help them see the role they want to play in solving our most entrenched problems. That work means watching people come close to actualization and then retreat into old comforts. It means watching your team’s salaries hang in the balance while your community’s generosity falters.
​
It’s the grief of seeing our collective potential, and watching us turn away from it.
the myth of optimization
Photo courtesy of the Headwaters Foundation for Justice
Our relationship roula: Roula works as the Philanthropy Director at All Square. We provided executive leadership coaching to members of the leadership team, built an organization-wide logic model and program evaluation plan, and developed a 3-year fundraising plan. We did this in partnership with REDF.
What was your job exactly?
That work means watching people come close to actualization and then retreating into old comforts.
How do you work when you're grieving?
Roula and I met Mondays at 9:00 a.m. Her baby would be with her mother. She would have had tea. She would have slept poorly. She would have spent the weekend tending dahlias, going for walks to the park, reading Al Jazeera, weeping for Palestine while simultaneously finding the joy in her life.
And still, she was always on time. She had done her homework. She had questions.​
Some weeks, our conversations focused on a single question:“What is the most valuable thing you can do with the one hour of energy you have for your job today?”​
Other weeks, it was:“What is a task you can work on when your nervous system is shot?”​
Sometimes we organized spreadsheets. Sometimes we reassigned politically charged donors to her Executive Director. Sometimes we talked about dahlias. But every week, we worked.
"The professional does not identify with her instrument!"
What we learned:
In his book Turning Pro, Steven Pressfield distills the qualities of a professional:
​
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The professional shows up every day
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The professional stays on the job all day
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The professional is committed over the long haul
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For the professional, the stakes are high and real
Further
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The professional is patient
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The professional seeks order
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The professional demystifies
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The professional acts in the face of fear
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The professional accepts no excuses
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The professional plays it as it lays
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The professional is prepared
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The professional does not show off
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The professional dedicates himself to mastering technique
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The professional does not hesitate to ask for help
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The professional does not take failure or success personally
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The professional does not identify with his or her instrument
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The professional endures adversity
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The professional self-validates
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The professional reinvents herself
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The professional is recognized by other professionals
What we see in this list is what we see in Roula: a quiet commitment to the work at hand regardless of the state of her interior world, regardless of outcome.
"The professional shows up every day."
"The professional plays it as it lays"
Most of my projects this year aimed to optimize the performance of an individual or team. While we did work on mastery of skill, Roula also gave me a chance to practice holding someone to their growth edge while they are grieving. I learned to ask questions that don’t appear in management textbooks:
When have we done our best under the circumstances?
​
When is resting our souls better than pressing into our work?
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When does pressing into good work actually heal our souls?
All Square will meet their revenue goal this year. While Roula has three other team members partially responsible for that revenue, we are learning that goals can be met even when we are not working at full capacity. The myth of optimization says we can always push harder, do more, perform better. Roula taught me that the more radical act is learning to do good work gently, imperfectly, and together. She taught me that excellence and exhaustion are not synonyms. She taught me that not all growth looks like acceleration.
She taught me that excellence and exhaustion are not synonyms.