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What do you do for a living nowadays?
I am the Founder and CEO of ProInspire, a nonprofit building the next generation of nonprofit leaders by expanding the talent pipeline, developing professionals, and increasing diversity. As CEO, I oversee the growth of our program and expansion into new areas related to developing leaders for social change.
Is “doing good” a key reason why you chose this job?
I started ProInspire because I was passionate about connecting nonprofits with talented business professionals who wanted to pursue careers where they can “do good.” Like any sector, talent is critical to ensure that nonprofits can be effective in achieving their missions. I believe I am doing “good” in the world by leading this organization.
What do you love most about your job?
I love the personal impact I have on nonprofits and our Fellows. The Fellowship is really a transformational experience for both. Some of my best experiences are sitting in meetings with our nonprofit partners where they rave about all the great work the Fellow is doing in their organization. I also love our monthly trainings and coaching calls with Fellows where I can hear about how they are growing as leaders in the social sector.
What would you wish were different about your job?
If I had my way, there would be more funding to support developing leaders in the nonprofit sector. There is clear data about the nonprofit leadership deficit and a clear need for organizations like ProInspire to serve as an intermediary. At ProInspire, we see increasing demand from nonprofits that want to expand their talent pools and a growing supply of great talent that wants to find a way to work for social impact. Still, funding for recruiting and developing talent is limited which makes it harder for us to expand our work.
What were some of the most important experiences that you’ve had that led you to where you are today?
I had two key experiences in my career that influenced me to start ProInspire. First was my experience transitioning from business into nonprofit. I started my career as a consultant at Arthur Andersen, but always knew I wanted to move into the nonprofit sector at some point. When I was ready to make that transition, it was very challenging to find meaningful roles where I could leverage my skills. Most nonprofits were looking for people to come into entry-level or senior roles (neither of which were appropriate for me), and I did not have a network to help me build connections with organizations. Historically nonprofits have relied on networks for recruiting so the lack of a network can really hinder someone looking to transition into the sector. Eventually I found an opportunity with CARE India – they were looking for someone to develop the business plan for a financially sustainable program supporting micro-entrepreneurs in Bhuj, India. I had done business plans at Andersen, but did not have experience at a nonprofit. I learned a lot at CARE and realized I could use my business skills for social impact. After I came back from CARE, it was much easier to find nonprofit opportunities because I had the credibility of business skills and nonprofit experience. I was constantly advising other people who wanted to make a similar transition and saw many get discouraged because it was so challenging.
The second experience I had was when I graduated from Harvard Business School. I was selected for the HBS Leadership Fellows program to work for ACCION International. HBS started Leadership Fellows to make it easier for MBAs to go into the nonprofit sector after graduation. I had a fantastic experience as a Leadership Fellow at ACCION and had the opportunity to launch a number of new initiatives related to microinsurance, payments, and financial literacy. I also met many nonprofit leaders who asked how they could find more people with skills in financial modeling, business planning, etc. I realized that the Fellowship model helped bridge two different groups that may not otherwise be connected. It also created a support network for me of other MBAs who were following “non-traditional” paths. When I decided to launch ProInspire, I looked at HBS Leadership Fellows, Teach for America, and other programs as models.
Read the rest of this Good Profile on the Good Generation blog.
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