Results
What changes when steady leadership arrives.
Three examples, one from each kind of work: an organization in transition, a board that needed to change its structure, and a campaign that had to reach beyond its past.
Interim leadership
Stabilized
staff and short-term cash operations during a leadership transition
Governance
3 → 1
three separate boards united into one
Fundraising
$10M
capital campaign for an organization whose largest prior gift was $250,000
01
Interim leadership
American Truck Historical Society
Stabilized
staff and turned around short-term cash operations during a leadership transition
The situation
The American Truck Historical Society was in a leadership transition, with staff unsettled and short-term cash operations under pressure. The financial system needed to be updated and the Board needed to understand how to manage into the future.
What I did
- Steadied staff and day-to-day operations during the transition
- Turned around short-term cash operations
- Developed a potential long term option for the fuutre of the organization
The outcome
A stable staff and healthier cash operations, and a board with time to plan its next steps. The transition period resulted in 100% staff retention and a clearer understanding of the challenges for the future.
02
Governance
A Hong Kong agency
3 → 1
three separate boards united into one governing board, working in Cantonese
The situation
The social service work consisted of three separate boards. Â Some of the staff were shared among the three distinct agencies. Â The boards did not coordinate decision-making, and responsibilities were unclear. This fragmented structure hindered the implementation of long-term strategic initiatives.
What I did
- Led the process of bringing three boards into one, in Cantonese
- Worked to build agreement among the people who would give up their ownership
- Facilitated the drafting of unified bylaws and committee structures
The outcome
One governing board with clear roles, replacing three. This alignment enabled swifter decision-making and a unified direction for the agency's philanthropic mission.
03
Fundraising
Graduate School in Kansas
$10M
capital campaign for an organization whose largest prior gift was $250,000
The situation
The organization had never received a gift larger than $250,000, and a $10 million goal looked out of reach. But the school needed new facilities and funds for programs and student support.
What I did
- Directed the campaign from planning through the final gift
- Built a major gift strategy and cultivated donors
- Secured the initial large gift of $3 million coffee
The outcome
The campaign reached its $10 million goal.
Also: Bethel Neighborhood Center beat its $1.1 million campaign goal by more than $300,000.
Client words
"Dr. Gravley proved himself to be an exceptional leader — one who brings stability, professionalism, accountability, and measurable results to organizations in transition."
Marty Glomb · Past President and Past Chairman, American Truck Historical Society
Bethel Neighborhood Center, American Truck Historical Society, National Athletic Trainers' Association, American Baptist Foundation, Bacone College, RISE, Wall Street Bound
Your situation
Every organization is different. Let's talk about yours.
Many clients start with a small, fixed-price engagement, so your board can see the difference before committing to more.
Interim Executive Director
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