Sue Dalelio

For over 25 years, I served as a nonprofit executive at social enterprises that are navigating significant and rapid growth and change, including The Posse Foundation, Health Leads, Peace First, and BUILD. I successfully led in nearly every functional area and therefore deeply understand the myriad challenges leaders face every day. After working with scores of board members, and serving as Y2Y Network’s board chair, I know how challenging and exhilarating it can be to hold these positions. 
 

Some of the high change organizational inflection points I navigated as an enterprise-wide leader include transitioning from in-person direct service to digital platforms; reinventing business models and organizational structures to meet new strategic directions in response to market shifts; standardizing and increasing the efficiency of program models; scaling program reach; growing from a $5m to a $14m organization; founder and CEO transitions; and rehabilitating the revenue function to meet the next growth phase. 

 

I have been a frontline fundraiser or coach of others with results including doubling annual revenue; executive directors raising 23% more revenue in my first year of coaching them; closing a $33m capital campaign; and architecting the framework for a strategic plan growth model that incorporated direct service, scale, and influence/advocacy levers and then crafting a $15m campaign case statement which we successfully raised.

 

My Approach: 

 

Through all my tenures, I have closely worked with or led boards. I deeply believe that success comes down to getting the right people in the right roles at the right time and setting them up and supporting them to durably thrive. As the state of a governing board dramatically impacts every aspect of an organization, I approach board development and engagement with a talent strategy mindset in exactly this way. I know that when a board is operating as an interconnected, aligned and engaged team, and everyone is focused and acting on what matters most, it is a transformative experience not only for the organization but for each board member and executive who partners with them. I believe this because I lived it.

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Because the roles of executive leaders and governing board members are necessarily focused on advancing an organization’s strategy and increasing its effectiveness, any board development should intersect. I leverage my decades of experience as an enterprise-wide leader to help you synchronize board development with your strategic planning and organizational development leading to realistic, sustainable execution plans and revenue generation.

I welcome and appreciate transparent, timely reflections and feedback and deeply value my partnerships with leaders who are trying every day to make the world healthier, more joyous, and just.