The whole picture.
Before we build anything.
Before choosing an AI tool, hiring a role, or funding another disconnected project, decide what outcome matters and what is in the way.
One focused engagement with pre-work, a comprehensive strategy session, and a written decision record. Two ways to run it:
Pre-work, a comprehensive remote strategy session, and the written decision record.
The same engagement delivered in person, with the working session at your organization.
Sound familiar?
Most teams bring more than one of these. The Blueprint finds which one is holding the others back.
Capacity
The team is carrying more than the org chart shows, and the next hire is a year away.
Reach
The story works in the room and dies on the website. New people never hear it.
Supporter experience
People give once, hear nothing, and the second gift never comes.
Evidence
The board and funders want numbers, and every report starts from a scramble.
A real investigation, not a surface audit.
Four steps, in order. Each one feeds the next, and the decision record at the end holds all of it.
- 01What exists now.
Briefing
Story and message, goals, plans, systems, data, roles, current AI use, prior attempts, and the decisions leadership is carrying.
- 02Beyond the surface.
Questions
Questions across your story, AI posture, and the Operate, Reach, Give, and Keep systems, to find the constraint and not only the symptoms.
- 03The room aligns.
Working session
Leadership names the outcome, the number that matters, the ownership gap, and the practical limits the roadmap has to respect.
- 04Inside and outside.
Investigation
We examine the operating reality and live the public and supporter experience, including the handoffs where systems most often fail. We make a gift, because giving is personal and the experience has to be lived.
Seven moves, in order.
Each move answers one question, and each answer is the input to the next.
- 01
What good looks like.
We write the announcement you want to send in December of next year, in your numbers.
- 02
Who has to do what.
The three seats that carry the outcome, and the job each one is hired to do.
- 03
What must be true.
The conditions behind the outcome, marked true, partly true, or false today.
- 04
What we found.
The audit: your 990, your site and giving experience lived as a supporter, benchmarks against organizations your size. Every finding labeled observed, inferred, or unknown.
- 05
The constraint.
The one thing holding the number back. Usually not the thing on the agenda.
- 06
The Betting Table.
One problem, one owner, one number, and how much time and money you are willing to spend. Each bet is placed, held, or declined.
- 07
The Roadmap.
The next 90 days in detail, the rest of the year in outline, and the scoreboard leadership reviews monthly.
One day with your leadership team.
- 9:00Start
Where we are
What we found, what surprised us, what is unknown.
- 10:00
What good looks like
The announcement, the one number.
- 11:00
Who has to do what
Three seats, three jobs.
- 12:00
Lunch
- 1:00
What must be true and what is in the way
Conditions, the constraint.
- 2:30
The Betting Table
Bets placed, held, declined.
- 4:00Finish
The Roadmap
90 days, owners, measures, the scoreboard.
Before the day
About an hour of your time. We do the rest.
- A 15-minute intake form
- Three files: last year's plan, your budget, and your donor export summary
- One 30-minute call with the executive director
- We do the rest: 990 review, supporter walk-through with a real gift, and benchmarks
We look from both sides.
Systems fail most often at the handoffs between what the organization does and what the supporter experiences. The Blueprint examines both.
Inside
Roles, systems, data, current AI use, prior attempts, and the decisions leadership is carrying. Where work stalls and who is holding it.
Outside
We live the public experience as a supporter would, from the first visit through the gift and what happens after. We make a gift, because giving is personal and the experience has to be lived.
Decision
Both views meet in one written record: the outcome, the constraint, the roadmap, and the recommended path. Leadership decides with the whole picture in front of them.
What you leave with.
A written decision record your leadership team can read in one sitting and act on the next week.
- A
Outcome
The number that will show real progress.
- B
Constraint
The biggest thing holding that number back.
- C
Build roadmap
The work, in order, with owners and measures.
- D
Recommended path
Build with NPB, act internally, use another partner, or wait.
- E
Scoreboard
The one number, its baseline, and the quarterly targets the Roadmap commits to.
- Outcome
- More first-time donors give a second time. The number: second gifts within 90 days of the first.
- Constraint
- First-time donors hear nothing after the receipt. The next message they get is the next ask.
- Roadmap
Build Owner Measure 1. Donor Journey Build Development director Second-gift rate within 90 days. 2. Acknowledgment and Receipting Build Database manager Hours to acknowledgment. 3. Reporting and Decision Build Executive director Reporting hours returned. - Recommended path
- Build with NPB through Multiply, starting with the Donor Journey Build. The other two follow once second-gift rate is visible on the monthly review.
- Scoreboard
- Second gifts within 90 days: 14 percent today, 20 percent by Q2, 25 percent by year end.
Who it is for.
- Leadership teams ready to name one outcome and hold to it
- Organizations with a working program and unclear next steps on AI, marketing, or systems
- Teams that want a roadmap before they hire, buy, or build
- Boards asking for a plan they can measure
- Organizations looking for a tool recommendation and nothing more
- Teams that want a deck but not a decision
- Situations where no one can own the next step
- Anyone who needs a vendor to disappear after delivery
Request the Blueprint.
This starts a conversation. We review it and follow up with participation and scope questions before any paid work begins.
Not sure the Blueprint fits yet? Start with a Free Call and we will tell you plainly.