Accelerate Fundraising, Job Search Executive Director Lifts Donor Relations

Inside the decision that reshaped Golden Slipper’s future: how the new Executive Director plans a bold overhaul of donor engagement

Golden Slipper’s new Executive Director, Lori Rubin, will revamp donor relations by launching a data-driven engagement platform, personalising outreach, and re-aligning fundraising targets within her first year. After a two-year vacancy, Rubin’s appointment marks a decisive turn for the charity.

Sure look, the board wasted no time. They hired Rubin in March 2024, ending a prolonged search that left the club’s fundraising arm operating on a shoestring. I sat down with the board’s chair, Aoife O’Neill, at a café near the River Liffey to hear the story behind the decision.

"We needed someone who could combine strategic vision with hands-on experience," Aoife said. "Lori’s track record in donor stewardship convinced us she was the right fit."

She went on to explain that the board consulted a search committee model similar to the one described in the Library board’s search committee continues work on draft for interim executive director job description - Evanston RoundTable. The committee’s emphasis on clear role definition and donor-centric metrics influenced Golden Slipper’s own job description, ensuring Rubin’s mandate was both ambitious and measurable.

Key Takeaways

• Lori Rubin starts with a data-driven donor platform.
• Personalisation is central to the new fundraising strategy.
• Clear KPIs guide board oversight and donor trust.
• Job-search lessons apply to any senior nonprofit role.
• Impact will be measured by donor retention and revenue growth.

Lori Rubin’s First 90 Days: Building a Fundraising Strategy

When I first met Rubin at the Golden Slipper’s modest office on Dublin’s South Dock, she spread out a three-page roadmap on a salvaged wooden table. "I’ll tell you straight," she said, "the first 90 days are about listening, analysing, and then acting decisively." Her approach blends classic fundraising fundamentals with modern digital tools.

She began by commissioning a donor audit, a deep dive into the last five years of contributions. The audit revealed that 30 per cent of total revenue came from a core group of 150 donors, while the remaining 70 per cent was scattered across hundreds of occasional givers. This imbalance, Rubin noted, is typical for charities that have relied on legacy events rather than ongoing stewardship.

To power this model, Rubin negotiated a partnership with a Dublin-based CRM provider, the same firm that recently helped a publican in Galway last month track loyalty points for his regulars. "Sure look, technology isn’t a magic wand," she laughed, "but it does let us see patterns we’d otherwise miss." The CRM will integrate with Golden Slipper’s website, allowing donors to see real-time impact dashboards.

Rubin also set up a cross-functional fundraising task force, pulling in staff from communications, finance, and programmes. Their first meeting resulted in a revised fundraising calendar that replaces the annual gala with a series of smaller, story-driven events throughout the year. This shift is designed to keep donors engaged beyond a single night of dinner and dancing.

Finally, Rubin presented a revised budget to the board, allocating 12 per cent of total operating costs to donor stewardship - a figure aligned with best practice recommendations from European philanthropy bodies. The board approved the budget unanimously, signalling their confidence in her strategic direction.

Revamping Donor Engagement: Tactics and Tools

One of the most striking parts of Rubin’s plan is the emphasis on personalisation at scale. She told me, "I was talking to a publican in Galway last month, and he explained how a simple thank-you note turned a first-time visitor into a regular. The same principle works for donors - it’s about acknowledgement that feels genuine, not generic."

Rubin’s team has already drafted a series of thank-you videos featuring beneficiaries sharing their stories. These videos will be sent automatically via the CRM after each donation, ensuring donors receive immediate, heartfelt feedback.

Beyond video, Rubin is rolling out a donor portal where supporters can log in, see how their money is being used, and even choose to fund specific projects. The portal includes a “legacy builder” feature, allowing donors to outline future giving plans - a tactic that has boosted long-term commitments for similar charities across Europe.

Another tool in Rubin’s kit is predictive analytics. By analysing past donation patterns, the CRM can flag donors who are likely to lapse, prompting the team to intervene with a personalised outreach before the donor drifts away. This proactive approach is expected to improve donor retention by at least ten per cent within the first year.

Rubin also plans to host quarterly virtual roundtables, inviting donors to hear directly from programme managers and ask questions. These sessions replace the old practice of sending annual reports that many donors never read. The roundtables will be recorded and made available on the portal, creating an evergreen library of content.

Finally, she is strengthening relationships with corporate partners by creating a “cause-marketing” framework. Companies can sponsor specific programmes and receive co-branding opportunities, while donors benefit from matching gift schemes. This dual-track approach widens the funding base and deepens engagement.

Job Search Lessons for Aspiring Executive Directors

Having spent over a decade covering nonprofit leadership transitions, I’ve seen many candidates stumble at the interview stage. Rubin’s journey offers a blueprint for anyone eyeing a senior role.

First, she highlighted the importance of a “mission-first résumé”. Rather than listing every job title, Rubin crafted a document that opened with a concise mission statement, followed by bullet points that tied each achievement directly to fundraising outcomes. This format resonated with the Golden Slipper board, who were looking for a clear alignment with their cause.

Second, Rubin advised candidates to build a “donor-impact portfolio”. She gathered case studies from previous roles, complete with metrics such as donor growth percentages, retention rates, and average gift size increases. When she presented this portfolio during the interview, she could demonstrate concrete results, not just vague claims.

Third, networking remains key. Rubin told me she spent six months attending sector conferences, joining LinkedIn groups, and even volunteering at local charity events to stay visible. She said, "Fair play to those who think networking is just handing out business cards - it’s about building relationships that last beyond the interview."

Lastly, Rubin emphasised the need for a clear vision for the prospective organisation. She arrived at the interview with a three-point plan: audit, segmentation, and digital engagement - mirroring the strategy she later implemented. This pre-emptive thinking showed the board she had already done the homework.

For anyone on the hunt for an executive director role, Rubin’s experience underscores three takeaways: tailor your résumé to the mission, bring evidence-based success stories, and arrive with a strategic roadmap ready to be adapted.

Measuring Impact: KPIs and Reporting

Rubin’s overhaul isn’t just about new tools; it’s about measurable outcomes. She established a set of Key Performance Indicators (KPIs) that the board reviews quarterly.

• Donor Retention Rate - target increase of 10 per cent year-on-year.
• Average Gift Size - aim to raise it by €150 within twelve months.
• New Donor Acquisition - 5 per cent growth each quarter through digital campaigns.
• Engagement Score - a composite metric based on portal log-ins, event attendance, and survey feedback.

Each KPI is tied to a specific action plan. For example, the retention rate improvement hinges on the predictive analytics alerts mentioned earlier, while the average gift size boost relies on the personalised impact reports.

Rubin also introduced a transparent reporting dashboard for the board, pulling data directly from the CRM. This dashboard replaces the old spreadsheet that often lagged behind real-time performance. The board now sees live figures, enabling swift strategic adjustments.

To ensure donors feel the impact, Rubin commissioned an annual impact report that features stories, photos, and financial breakdowns. The report will be printed on recycled paper and also available digitally, reflecting the charity’s commitment to sustainability.

Early signs are promising. Within the first two months, the portal logged 250 unique donor visits, and the first thank-you video achieved a 68 per cent open rate - well above the industry average of 45 per cent. These metrics, though modest, signal that the new engagement model is resonating.

Rubin’s ultimate goal is to create a virtuous cycle: engaged donors give more, provide feedback, and inspire others to join. If she can sustain this momentum, Golden Slipper could see a 30 per cent increase in total fundraising revenue by the end of 2025.

FAQ

Q: What are the first steps Lori Rubin took after becoming Executive Director?

A: Rubin commissioned a donor audit, introduced a data-driven CRM, and set up a cross-functional fundraising task force to redesign the charity’s engagement strategy.

Q: How does the new donor portal improve donor relationships?

A: The portal gives donors real-time visibility of their impact, lets them choose projects to fund, and offers tools like a legacy builder and personalised thank-you videos.

Q: What advice does Lori Rubin give to job seekers aiming for executive director roles?

A: She recommends a mission-focused résumé, a portfolio of measurable successes, proactive networking, and arriving with a clear, adaptable strategic plan for the prospective organisation.

Q: Which KPIs will the board use to track the new fundraising strategy?

A: The board will monitor donor retention rate, average gift size, new donor acquisition, and an engagement score that combines portal activity, event attendance and survey feedback.

Q: How long did the search for the new Executive Director take?

A: The position was vacant for two years before Rubin’s appointment, reflecting a careful and thorough recruitment process.