About Workshops for Warriors:
Since 2008, Workshops for Warriors® (www.wfw.org), a registered 501(c)(3), has provided quality hands-on training, accredited STEM educational programs, and opportunities to earn third-party nationally recognized credentials to enable veterans, transitioning service members, and other students to be successfully trained and placed in their chosen advanced manufacturing career. We are committed to rebuilding America's advanced manufacturing workforce, one veteran at a time, with a team of passionate, enthusiastic professionals who want to make a difference in the lives of those we serve, their families, and our country.
Key Job Functions:
Workshops for Warriors costs approximately $1,000,000 per month to run. Contributed revenue is the margin between what tuition earns and what training costs, and it is the capital that funds expansion. The Director of Development makes that revenue predictable.
Pieces of a development engine have been designed here over the years. It has never run. This is a build, not a takeover of a finished program. The Director builds the engine, runs it, and then carries a personal revenue goal on top of it, in that order: Build (days 1 through 90: audit what exists in Salesforce, SharePoint, and people's heads; document it; stand up the revenue plan, pipeline stages, weekly cadence, and dashboards), Run (days 91 through 365: operate the engine, hire and onboard the grant writer and development administrator against written descriptions and measures, and prove the numbers hold without the CEO's hands on them), and Raise (year two onward: carry a personal revenue goal of $3,000,000 per year, with the team's goals set on the same basis; every development seat carries a revenue goal of roughly seven times its salary).
The position reports to the CEO, who is the interim Chief Development Officer, for revenue direction, targets, and donor access, and to the COO for day-to-day management. The COO is the Director's first stop for priorities and decisions and the path to CEO time. The Development Coordinator reports to the Director from the start date. The Director works alongside, but does not supervise, the organization's Philanthropy and Strategic Partnerships contractor (major and capital gifts, CEO introductions) and Development Advisor (grants and legacy donor relationships). Builder first, frontline fundraiser second. Needs direction, not training. Comfortable doing the housekeeping until the team exists to hand it to.
Duties and Responsibilities :
Build and Run the Development Engine :
Build and maintain the revenue plan by source (individuals and major gifts first; then planned gifts, foundations, corporate partners, government grants, events, and in-kind), with an owner and a target for each source; report variance monthly to the CEO, COO, and CFO.
Design and implement the development Salesforce architecture: objects, pipeline stages, required fields, dashboards, and entry standard. Direct the current data cleanup (duplicate contacts, unposted gifts and grants) to completion.
Define pipeline stages and next-action discipline in writing, so that every relationship has one stage, one next action, one owner, and one date; audit monthly.
Chair the weekly development review (under thirty minutes) and issue a one-page record within one business day. Attend the standing Wednesday development meetings with the CEO, COO, and contractors. Circulate all materials twenty-four hours before any meeting.
Write the Development Operating Standard and the development SharePoint filing standard as the engine is built. Every process is written down as it is built, filed where the team can find it, and written so someone else can run it.
Revenue & Portfolio :
Manage a personal portfolio of Tier Three donors from day one, from identification through stewardship, built from the organization's existing database and new prospect research.
Size recommended asks to the maximum the funder's guidelines…