022 Ending Our Only Recurring Revenue | World Hope International President & CEO Jenn Peterson

022 Ending Our Only Recurring Revenue | World Hope International President & CEO Jenn Peterson

World Hope had run a child sponsorship program for 30 years. Jenn Petersen was one year into her CEO tenure.  The program was declining, the administrative lift was high, and it was no longer serving donors, field teams, or communities the way anyone had hoped. It was also the only recurring revenue World Hope had, and it funded a narrow slice of the work. Jenn spent six months listening before she decided. She talked to the field teams, to the sponsors, to the people the program was meant to serve, and to peer organizations that had made the same shift before her. In the Philippines, a pastor who partners with World Hope sat her team down and told them, without any prompting, the exact thing she needed to hear. Then she had to tell the sponsors. Jenn talks about the hardest moment of the transition: a 96-year-old man who came to a church service with oxygen in his nose, handed her a check for his sponsored child, and left her wondering how they could tell him at all. This conversation covers why donors accept the logic of a change like this and grieve it anyway, what it took to move her team from fear to ownership, why she walked people through the change slowly instead of ripping the bandaid off, what she calls the messy middle, and what she has learned about her own identity in the seat. Jenn Petersen is President and CEO of World Hope International, a Christian relief and development organization working in clean water and sanitation, global health, and protection. She came to the role from International Justice Mission, as well as pastoring a church in NYC.

021 Am I Too Far Ahead? | The Gathering CEO Josh Kwan

Josh Kwan leads The Gathering, a national community of philanthropists and impact investors who span the full political and theological spectrum. His only real currency is trust, and every consequential decision he makes runs through one question: how far can he push this community before he gets out too far ahead of them?  He points to a line from the organization's founder: if you climb out of the trench and wander so far in front of your community, they start to think you're the enemy. That tension shows up when Josh decides who gets on stage at their keystone event.  This conversation covers his decision to bring a Republican and a Democrat senator before the community at the same time, what the calculus looked like, and why he tells newcomers he can almost guarantee they will hear someone at the conference they strongly disagree with. He also talks about why trust is meant to be spent rather than hoarded, why feedback from people on opposite ends of the spectrum is how he finds his way back to center, what he wishes he'd understood about the board relationship before his first time as a CEO, and what Ernest Shackleton has to do with leading a nonprofit. Josh Kwan has led The Gathering since 2019. Before that, he co-founded Praxis, a creative engine for redemptive entrepreneurship.

020 Turning Down Money You Need | Flourish Fund Founder & CEO Dan Vogel

Dan Vogel spent months building a partnership with a large institutional funder. Flourish Fund was barely a year old, still in startup mode, without a stable base of funding. The money would have been meaningful, and the credibility would have been great.  Then it became clear the funder wanted more control than Dan could give without compromising the collaborative model he was building. So he told the granting institution it might not work. He got off the call and immediately wondered if he had just blown up months of work and put his young organization at risk.  What happened next surprised him (and me). This conversation covers how Dan decided what he was willing to risk, why the honesty he feared would end the partnership was what saved it, and what he learned about holding the line when his team wanted the organization to speak out on current events.  He also talks about waiting too long on his first firing decision and what it cost him, why he stayed in performance mode with his first board chair for two years, and what changed when he stopped trying to show that he was crushing it. Dan Vogel is founder and CEO of Flourish Fund, a collaborative philanthropy fund launched in 2023 that pools capital from high-capacity givers to tackle problems too big for any one organization to solve, starting with the foster care system. He previously led the North America team of the Center for Public Impact, a nonprofit founded by BCG that grew to 40 staff and a $10 million budget.

019 The Mud Floor Test | Mennonite Central Committee U.S. Exec. Dir. Ann Graber Hershberger

Ann Graber Hershberger spent nearly four decades connected to Mennonite Central Committee before she led it: first as a worker in Nicaragua and El Salvador, then through years of board service, alongside a 33-year career as a nursing professor. She is retiring this summer as its executive director. When she set out to address racial equity at MCC, the question wasn't whether to act. The organization had tried before, more than once, and those efforts had ended up on a shelf. The hard part was how to do it so something would actually change. This conversation covers how she chose a process built for quiet, lasting change over public declaration, and what it felt like to hold that decision as a white woman with institutional power and no personal experience of what she was trying to address. She also talks about the decisions a CEO has to carry without being able to explain them, the mental test she set for herself years ago to stay grounded, and what she wishes she'd understood about technology before taking the job. Ann Graber Hershberger has served as Executive Director of Mennonite Central Committee, a relief, development, and peace organization that has worked through Anabaptist churches for over 100 years in approximately 45 countries.

018 Pulling the Plug on a $22 Million Program | Missio Nexus President and CEO Ted Esler

Ted Esler launched a partially self-funded health insurance program for the staff of Missio Nexus member organizations. It grew from zero to $22 million in about 18 months. Then COVID arrived.  Claims went quiet while people stayed away from the doctor, so the program looked healthy when it was not. The bills landed all at once when they came back, and the losses grew large enough to threaten an association running about $2 million a year.  His consultants told him to ride it out. He decided to pull the plug.  Then he laid the full numbers in front of his members, against advice that this was too much transparency, and asked them to help cover the debt. Every one of them agreed, each paying an extra month's premium to keep the group whole. The conversation opens out from there. Ted has watched many CEOs make these calls up close, and he names the inability to say no as the most vexing problem he sees capable leaders face.  He talks about strategy as choosing what you will not do, and the pruning season his own team is in right now. He also holds a quieter conviction: a CEO with no life outside the work will not last in it. His standard icebreaker asks leaders to name a hobby, and rules out family and reading, because he wants to know who they are when the job is not in the way. Ted Esler is President and CEO of Missio Nexus, the trade association for the faith-based mission agency world. The organization is  109 years old and serves 340 member agencies whose staff work across the globe, including active conflict zones. Ted has led Missio Nexus for over 10 years.