Heads of Fundraising are arguably the most sought-after role in the NFP sector right now. Why, and what it takes to land one.
Of all the senior NFP roles I work on, none has become harder to fill in the last three years than fundraising leadership. Heads of Fundraising, Directors of Philanthropy, Major Gifts leads — every NFP wants one, few can find one, and the ones in seat are being recruited constantly.
Why the market has tightened, and what it takes to land a great hire. (For broader context on individual fundraising roles, see our fundraising officer role guide.)
1. Demand has surged, supply hasn't kept up
Every NFP Board I speak to is talking about diversifying revenue. Government grant uncertainty, the squeeze on traditional appeals, the rise of digital giving, the imperative to grow major giving and bequest pipelines — all of it has elevated fundraising leadership from a functional head role to a strategic executive priority.
The talent pool hasn't grown to match. The number of capable Heads of Fundraising in Australia who have delivered material growth over multiple years is small. The number who can do that and lead through transformation is smaller still.
2. The role has evolved faster than the talent has
Fundraising in 2026 is a different job from fundraising in 2020. A modern Head of Fundraising needs to be fluent in:
- Digital and data-driven supporter acquisition and journey design
- Major giving cultivation at six and seven figure levels
- Bequest and planned giving program development
- Corporate partnership and cause-related marketing
- Trust and foundation grant writing at sophisticated levels
- CRM strategy, data hygiene, and reporting (Raiser's Edge NXT, Salesforce NPSP, ThankQ, Funraisin)
- Board and CEO engagement on supporter strategy
- Team leadership across discipline specialists
Few candidates are strong across all of these. The best Heads of Fundraising I place are typically deep in three or four areas and have built credible teams to cover the rest.
3. Career pathways into the role are still messy
In disciplines like finance or HR, the path from analyst to senior leader is fairly well-defined. In fundraising, it's not. People arrive in fundraising leadership from a huge variety of starting points — marketing, communications, account management, NFP operations, even Board Director roles. There's no canonical training pathway.
This means:
- Two candidates with the same job title can have wildly different capability
- The signals on a fundraising CV are harder to read than in other disciplines
- Reference checking matters more — you need to verify what the candidate delivered, not just what they oversaw
4. The market has become aggressive
Strong fundraising leaders are being approached constantly. Counter-offers are now common. Salaries have moved up materially — 15 to 25 percent in three years for the strongest candidates. Sign-on bonuses, retention payments, and equity-equivalent long-term incentive structures are appearing even in NFP contexts.
If your salary range and total package haven't been benchmarked in the last 12 months, you're probably below market.
5. The good news: there's emerging talent if you can spot it
The under-recognised opportunity is mid-career fundraising professionals who are ready to step up to leadership but haven't been given the chance. They're typically Senior Managers or Heads of a specific channel (Direct Marketing, Major Gifts, Trusts and Foundations) who've delivered well in their specialism and want broader scope.
These candidates often:
- Are passed over by organisations looking for someone who's "done it before"
- Cost meaningfully less than established Heads of Fundraising
- Are more committed to the role and the organisation because it's a real career step for them
- Bring fresh thinking unencumbered by "how it's always been done"
The trade-off is risk. They haven't run a full function before. They need real support — a strong CEO, an engaged Board, possibly an experienced fundraising consultant alongside them for the first 12 months. The upside is significant.
What's working in fundraising leadership recruitment
After many fundraising senior placements over the last few years, the patterns that consistently work:
- Direct outreach over advertising. The best candidates aren't looking. They need to be approached, often confidentially, and given time to consider. This is why retained search is the standard model at this level.
- Honesty about the state of the function. If your fundraising program needs a serious reset, say so. Strong candidates will engage with the challenge if it's framed honestly.
- Real CEO commitment. Heads of Fundraising leave roles where the CEO doesn't actively partner with them on supporter strategy. Make sure the CEO is visibly part of the recruitment process.
- Board engagement on major giving. If your Board doesn't actively contribute to major giving cultivation, a Head of Fundraising can only do so much. Talk about Board engagement honestly during recruitment.
- Realistic timelines and KPIs. Fundraising growth takes 18 to 36 months to compound. Hiring on a 12-month performance contract guarantees you'll lose your hire.
- Investing in the supporting capability. A Head of Fundraising without a competent data and CRM function is set up to fail. Make sure the infrastructure is there or that resourcing it is part of the role.
What's not working
- Below-market salaries dressed up with mission language. Mission matters, but candidates with multiple options won't accept a 20 percent salary penalty for it.
- Vague briefs. "We need someone to grow fundraising revenue" is not a brief. Be specific about what growth, from what base, in what timeframe, with what support.
- Hiring the strongest CV without checking the actual delivery. Some impressive-looking fundraising CVs have less behind them than they suggest.
- Treating it as just another senior recruit. The fundraising leader is arguably the most consequential commercial appointment most NFPs make. It deserves more rigour than most NFPs apply — and getting it wrong is one of the most expensive mis-hires a Board can make.
A summary
Fundraising leadership recruitment is one of the most competitive senior hiring markets in Australia right now. The candidates who can do it well are rare, well-paid, and constantly recruited. The organisations getting it right are investing more time, paying more attention, and being more deliberate about what they're offering.
If you're planning to recruit a fundraising leader in the next 12 months, start now — even if the role isn't formally open yet. The conversations that lead to great hires often start six months before the role goes to market.
Sources
- Pro Bono Australia — 2025 Salary Survey
- Fundraising Institute Australia (FIA)
- Patterson Recruitment retained fundraising leadership placement experience
Planning to recruit a Head of Fundraising or Director of Philanthropy? Patterson Recruitment runs retained fundraising leadership searches for purpose-driven organisations across Australia. Book a confidential briefing with Gab or call 0416 170 100. Or explore our not-for-profit recruitment pillar.
This article is current as at May 2026. Salary and market observations reflect Patterson Recruitment's own placement experience in Australian fundraising leadership recruitment.
