What Does a Charity CEO Look Like? Meet 5 New Charity CEOs
CEO is a vital role for the success of a charity’s mission. Inspiring the team to make key decisions that will shape the future of the organisation, it requires expertise and dedication. Every individual charity is different, but CEOs are often required to understand financial and strategic planning, stakeholder relationships, marketing and communications, team leadership, and legal & compliance regulations. The importance of our charity CEOs cannot be overstated. But what does it take to be an inspirational leader in non-profit management?
Charity CEOs are in a unique position to make an impact on the world, with the opportunity to inspire others, build and develop teams, and ensure that team efforts go towards meaningful change.
A lot is written about being a new CEO in business, and the challenges and opportunities it brings – from having to adjust to being a newly appointed Board member, to forming new relationships internally and externally, submitting tenders and then agreeing and leading on direction of travel for the organisation. But there is far less information about the specific experience of coming into a Charity as a new Chief Executive.
So, we asked five new CEOs, all placed by Moon Charity Practice, to share their experiences.
Mark Coates, Creative Youth Network
“After initial careers in the creative/music industries and the law, I made the rewarding move (satisfaction not money!) into the social purpose sector. After spending nearly a decade working for charities and housing associations focused on homelessness, addiction, mental health and social care, I was delighted to take up a post at Bristol-based youth charity Creative Youth Network, becoming CEO in January 2022. I’m passionate about ensuring that today’s young people have the best opportunities in life”.
“I really don’t think there’s a charity CEO ‘look’. What’s most important is alignment of values and purpose, and the ability to take the big picture view. But this can look totally different for different CEOs and different charities, at different times and in different contexts. The sector is looking to increase its diversity across senior management – this is important, and while we are not yet there (and I’ve had to reflect on my own presence/contribution as a white male in their 40s), what’s vitally important is that we get a diversity of skills and perspectives at all levels”.
Laura Serratrice, The James Tudor Foundation
“I have fundraised for medical causes since 2004. To this day, I am inspired by the transformative power of philanthropy to change people’s lives, which is why the role at The James Tudor Foundation felt like such a perfect fit”.
“As its new CEO, I am so lucky to have terrific colleagues, and to be greatly supported by the Board in evolving the Foundation towards embracing best practice in all areas. Getting every single detail right matters a great deal because it will help us become more efficient in the use of our limited resources. That way, we can better support the causes we are in the incredibly privileged position to help”.
Gene Joyner, Fareshare SouthWest
“I have worked in senior management and board level roles including MD for several businesses for more than 45 years. Most of those years were in ingredients and food manufacturing, but my last 4 years in the commercial sector were in retail”.
“FareShare South West are a charity fighting hunger and food waste, and with the current demand for food often outstripping supply, there are some significant operational and strategic changes that will need to be made. Given that the FSSW’s reach has now expanded to cover Devon and Cornwall, with further regional expansion also being considered. It feels as though there is even more reliance on close and supportive working relationships in the charity. For that reason, very early on, I made a relatively small change that I hope will make a difference. Initially, I moved into the CEO’s glass walled office, I had a view of the office but felt cut off. With so much going on, I felt I quickly needed to get a better feel for the culture and the issues facing the team, so I recently moved out of my CEO office, to work amongst the team, at a desk in the open plan office. It felt important for me to get to know the team and for them to know me, and it feels as though it has positively changed the dynamic”.
Rebecca Mear, Voscur
“I spent the formative stage of my career in charities - I have previously led two small charities in the voluntary, community and social enterprise (VCSE) sector - Refugee Action Kingston and Voluntary Action North Somerset. I had most recently had seven years at the University of Bristol in a professional services leadership role and leading on a STEM faculty's Diversity and Inclusion work, and was just thinking about returning to the local voluntary sector in Bristol when I saw the role at Voscur advertised. Although my second baby was only four months old, I put in an application form and was successful!”
“The role as CEO at Voscur is highly varied, constantly challenging and requires me to engage on multiple levels - strategic, operational and personal. Everything in the VCSE sector is about relationships - building strong, professional relationships with the people with whom you share deep-rooted values - and it has been a real joy to re-enter this sector. Knowing that, working together, we can achieve real change for people and communities is a motivation you can't really beat!”
Jacqui Orchard - CEO of the Bath and North East Somerset Carers Centre
“What does a charity CEO look like in 2023? For me, there's always been something special about working in the volunteer sector. Charities have a way of focusing on what’s important which can lead to wider system recognition and change. I have also met and worked with many inspirational trustees, volunteers, and staff who have helped me to grow into the person I am today. During my career I have been involved with or led charities that have pioneered a change in attitudes towards young carers, people with additional needs, domestic violence and stalking alongside delivering innovative approaches to support.”
“A new charity CEO in 2023 must be prepared to: wear many hats within strategic and operational spheres – but remember you are leading on strategy; look after your staff, volunteers and trustees; understand the internal and external context of your work; embrace digital technologies; be agile and innovative, the external environment will be challenging for the next few years; really listen to the people your charity is set-up to support and put them at the heart of all that you do; have good personal boundaries and self-care”.
At Moon Executive Search, our Charity Practice is proud to work closely with a wide range of Charitable Trusts, Community Interest Companies, Not-for-Profit organisations, and Community Foundations nationwide. We have extensive experience headhunting for CEO, COO, Chair, and Trustee candidates.
Looking for a Charity CEO? Or interested in finding your first not-for profit CEO role? Contact Sandy Hinks, our Head of Charity Practice, and find out how we can help.