From Fundraiser to Deputy CEO: Insights from Hayley Richardson's Journey at Demelza

Navigating the path to leadership in the charity sector can be unclear for many—while many fundraisers aspire to become CEOs, the journey isn’t always well-defined. At Ashby Jenkins Recruitment we recruit for senior appointments in charity sector, we aim to support our candidates throughout their career—from entry-level roles all the way to top leadership. In this blog, we share insights and advice for aspiring fundraisers based on an inspiring conversation with Hayley Richardson, Deputy CEO at Demelza, about her journey from fundraiser to leadership.

Demelza’s Growth: A Strategic but Maverick Approach

Demelza, a hospice, has seen tremendous growth in recent years, particularly at a time when many charities were struggling. With an income of £20 million and a staff of 360, they’ve come a long way from just six years ago when their turnover was £12-13 million. Hayley attributes this success to a somewhat “maverick” approach, which, despite initial uncertainty, has certainly paid off.

In the first year of her joining, there was no concrete strategy or KPIs. This lack of structure actually enabled the team to dive into opportunities, identify weaknesses, and adapt quickly. By the second year, the fundraising team was asked to develop two-page strategies, aiming to create a lean and efficient organisation. A cultural shift followed, where collaboration became a priority. If one income stream was struggling, the team worked together to support with ideas and resources.

Hayley also introduced a central budget responsibility of £300k, ensuring the team shares a sense of collective accountability and has the freedom to innovate. This cross-functional approach fostered a “one team” culture, aligning different departments towards common goals. After successfully leading the fundraising team, Hayley took on the marketing division, further driving the integration of both teams into a cohesive force.

Was becoming Deputy CEO the goal?

Hayley’s response was refreshingly honest.

“No, this wasn’t something I was thinking about,” she said. “I wanted to be a Director of Fundraising, and once I achieved that, I found myself without a clear next step for the first time in my career. But I enjoyed being part of the Directors table, learning from others, and challenging myself and my peers.”

Her progression to Deputy CEO came naturally as she embraced opportunities to learn and contribute beyond her fundraising directorate.

Challenges and Steep Learning Curves

Transitioning into leadership brought its own set of challenges. One key area Hayley noted was the typical “driver” personality of fundraisers, which can sometimes be seen as combative. Being mindful of how you’re perceived and managing interpersonal dynamics within the team is essential.

Other steep learning curves included:

• Statutory Funding: Initially this was a weak area for Hayley, but she made it a priority to learn from her team, eventually leading on writing investment papers for the board.
• Organisation Overview: Shifting from focusing on income generation to taking responsibility for the broader organisation required Hayley to fully understand the service side of the charity.
• Thinking Commercially: As she became more externally facing, it was crucial to stay updated on sector and economic trends, and to think of the charity as a business—just one where profit goes to a good cause.
• Working with Trustees: Hayley also had to understand the trustees’ legal responsibilities and how to align them with the organisation’s strategy, presenting transparent financial plans and expected ROI to ensure strong governance.

Navigating Leadership Internally

Stepping up into leadership can be challenging when it comes to working with other teams that had previously been your peers. Hayley tackled this by taking an approach of “professional curiosity.” She made it a point to ask questions of other departments, offer support, and align her values of “being humanist” with her leadership style, ensuring respect and collaboration.

“I stopped apologising for being curious,” she says. “It’s important to ask questions and challenge the status quo, but do so respectfully and in a way that fosters mutual respect.”

Key Traits of a Successful Leader

Hayley identifies several key traits that have helped her on her journey to leadership:

• Curiosity: A good leader should be curious and willing to learn about all areas of the organisation, even those they don’t naturally gravitate towards.
• Adaptability: While skillsets can be taught, behaviour is often harder to change. Leaders need to be adaptable, actively listen to others, and tailor their approach based on the needs of their team.
• Courage to Challenge: Don’t shy away from challenging decisions or ideas. Leaders need to push boundaries, though this doesn’t mean being rude or aggressive—it’s about thoughtful, respectful challenges.
• Risk-Taking: Don’t be afraid to take risks, even if a new role or project feels outside your comfort zone. Each opportunity offers valuable learning experiences.

Advice for Aspiring CEOs

For those looking to eventually become CEOs, Hayley offers this advice:

• Observe and Learn: Spend time observing how things work within the organisation and understand the demands of a CEO role before you step into it.
• Be Curious: Stay curious about both the external climate and internal operations. Continuous learning is vital.
• Embrace Risk: Take on roles or projects that might feel unfamiliar—you’ll learn something valuable from every risk you take.
• Invest in Learning: If you’re leading an area you’re not an expert in, dedicate time to learning and make sure the team knows their work is important to you.
• Don’t Over-Apologise: Own your space in leadership. Apologising for asking questions or challenging norms undermines your authority—embrace your curiosity and use it to drive progress.
• Think Beyond Your Department: In board meetings, leave your department’s specific aims at the door and focus on the organisation’s overarching goals and values.

Final Thoughts

Hayley’s journey from fundraiser to Deputy CEO at Demelza serves as a valuable guide for anyone looking to advance their career in the charity sector. Her approach—revolving around curiosity, adaptability and a willingness to learn—shows that there’s no single path to leadership. Whether you’re just starting out or already in a senior role, the key to success is staying open to new challenges, continuously learning, and encouraging collaboration across teams.

For aspiring fundraisers, the journey to CEO may seem daunting, but with the right mindset and approach, it’s completely achievable. Follow the advice from leaders like Hayley, and you’ll be on your way to making a lasting impact in the charity sector.

If you’ve been inspired reading about Hayley’s journey and are thinking about your future, feel free to reach out for an informal chat. We have a strong track record of senior appointments in the charity sector and would love to support you. Alongside your job search we also facilitate introductions to other ambitious charity sector professionals helping you broaden your network.

If you are responsible for recruiting for senior appointments in the charity sector and want to get in touch, you can email us here.