By Brenna Thomas and Rachel LeFevre-Snee

Finding the right development leader can feel like chasing a unicorn, especially in the arts and culture sector, where fundraising expectations are high, resources are lean, and retention is a challenge. But it is possible to build a strong and sustainable fundraising team if you approach the process with clarity, creativity, and commitment.

Informed by our observations and learnings across a wide array of development director searches, here are five strategies to help you attract, hire, and retain the development leader your organization needs now:

1. Align the Role with Your Executive Director’s Strengths

Every hire is a chance to rebalance your leadership team. Before drafting the job description, ask:

What’s the ED uniquely good at in fundraising?
Where could they use a strong partner?
How quickly does the ED trust others with donor relationships they’ve owned and nurtured?
How might this role evolve over time?

If your ED is a natural closer with donors, your new development leader might focus on pipeline, cultivation strategy, or team operations. If your ED is less comfortable with major gift work, you may need someone ready to build those relationships themselves. Complementary leadership (not redundancy) is key.

2. Set Ambitious and Attainable Goals

Yes, we all want someone who can double contributed income in 18 months. But unrealistic expectations lead to burnout and turnover. Instead, build a ramp:

Acknowledge how long donor relationships take to develop.
Prioritize retention over miracles.
Set milestones that are challenging and achievable.

Remember: you’re hiring a leader to build systems and relationships. Those take time, so be ready to give your new development leader time to grow.

3. Don’t Just Recruit. Design.

Some of the best development leaders didn’t start in development. When a culture of philanthropy exists across your organization, you gain flexibility to build a role that aligns with individual strengths and team needs. This might mean:

Reimagining the title or portfolio. Perhaps you prioritize external relationship-building and choose to rebrand the role as a Director of External Affairs, overseeing marketing and communications in addition to fundraising. Or maybe you’re in a smaller organization, and can kick-start a higher level of integration between programming and development responsibilities.
Hire for values alignment and strengths over past experience. Event managers, development operations professionals, marketing directors, and other candidates without significant experience as institutional or individual giving officers have been successful in development leadership roles. Think creatively to build a role that aligns with what your team needs most.

Start with your biggest opportunities, and then shape the role to serve them. The “right” candidate may look very different depending on what you’re trying to grow. (And if you need help assessing your needs and opportunities, we are here for you.)

4. Look Beyond Your Usual Networks

If your only source for candidates is peer referrals, you're fishing in a shallow pond. (No one wants to give up their star employee.) Instead, try:

Tapping into local AFP (Association of Fundraising Professionals) chapters
Posting in networks tied to your CRM or donor platform
Reaching out to potential “boomerangs,” i.e. former staff who left on good terms and may be ready to come back for a leadership role
Reach out to LinkedIn “job fairies,” individuals who re-post a range of roles in a particular function or sector, and ask them to include your role in their next round-up

And don’t forget that some of the best fundraisers in social services, healthcare, or higher ed may be looking for a values-aligned new chapter, especially in this moment of sector flux. (This type of comprehensive research and outreach is just one of the hallmarks of our full service search process.)

5. Support the Whole Team, Not Just the Leader

A Development Director can’t do it alone. That means:

Investing in junior staff as future leaders
Clarifying roles and expectations across the team
Providing support during transitions, not just added work

Retention isn’t about culture fit. It’s about culture support. If you want a high-functioning fundraising team, make sure every player knows they matter and has a path to grow.

Final thought:
Hiring your next development director is an opportunity to shape your organization’s ability to build meaningful, long-term donor relationships. That takes strategy, investment, and care.

That unicorn you’re looking for? They’re out there. To find them and keep them: thoughtfully reflect on your areas of need, design the role accordingly, activate non-traditional networks to find your next treasured colleague, and ensure they feel like they can thrive.

We’re here to help

If you’re currently hiring and struggling to attract the right candidates, we can help. Whether you need a full executive search or targeted candidate sourcing, we’re here to support your process. Reach out to hello@tomocgroup.com to discuss your goals.

Brenna Thomas is the Search Consultant at Tom O’Connor Consulting Group. Brenna is a nonprofit leader with 20+ years of experience in arts management, development, and board engagement. She previously served as the Director of External Affairs at HERE in New York City and prior to that held positions at New York Theatre Workshop and The New 42nd Street. At TOCG, Brenna has led searches for organizations such as Hudson Valley Shakespeare, Williamstown Theatre Festival, Dramatists Guild Foundation, and Paper Mill Playhouse.

Rachel LeFevre-Snee is the Vice President, Consulting and Growth at Tom O’Connor Consulting Group. Rachel is an arts and culture strategist, working with human-centered organizations to drive engagement, growth, and positive impact. For over 15 years, she has worked in nonprofit arts administration at organizations including Uniting Voices, Shedd Aquarium, Cirque du Soleil, Roundabout Theatre Company, and Jazz at Lincoln Center.