Nonprofit Hub Radio
Whether starting a nonprofit or taking an existing cause to the next level, The Nonprofit Hub Radio Podcast is about breaking down how nonprofits can grow. Each episode features an interview with a sector star with insight, stories, or ideas that can take your nonprofit from good to excellence. Join host Meghan Speer every week to make your good go further!
Nonprofit Hub Radio
The Lean Nonprofit: Why Better Questions Beat Bigger Budgets
Matt Lombardi, founder of Share Talent, introduces a transformative approach to nonprofit growth by applying lean startup principles rooted in his journey from ministry to digital consulting. He urges mission-driven organizations to build with their communities, not just for them, through radical humility, listening, and experimentation. Using frameworks like MVPs (Minimum Viable Products) and MAPs (Minimum Awesome Products), Matt shows how nonprofits can adapt quickly, avoid waste, and sustain impact. His core message challenges the status quo: stop chasing more funding—start asking better questions, kill what no longer works, and build what truly matters.
Get free nonprofit professional development resources, connections to cause work peers, and more at https://nonprofithub.org
Drowning in spreadsheets and manual processes. Bonterra Apricot is the smarter, faster way for nonprofits to manage programs, track outcomes and actually show your impact. Find out how at BonterraTechcom slash Nonprofit Hub. Welcome back to the Nonprofit Hub podcast. I'm your host, megan Spear, joined today by my friend, matt Lombardi, who's the founder of Share Talent. Matt, so excited to have you on the show. Welcome in.
Speaker 2:I am pumped to be here. Thanks so much for having me, Megan. It's going to be a good time.
Speaker 1:Absolutely, Absolutely. So we're going to we have some really interesting stuff to dig into. I'm really excited. I think it's going to be super helpful for our nonprofit friends. But before that, tell us a little bit about yourself and kind of your journey. How did we get here today?
Speaker 2:Yeah, so the journey is, like most nonprofit leaders, right, or people who are in this space, no one dreamed about this when you were a little kid I did not Sure A teacher, like when I grow up one day I really just want to help faith-based causes raise more money and reach more audiences. That definitely was not the story. So really my journey into it was accidental, through working in churches. So I spent about eight years working in churches pastoral roles, every other role you could possibly imagine and they were always church plants. So if you know anything about the faith space, kind of like the startups of church world, and so that kind of gave me an entrepreneurial knack of trying new things, always wanted to be in those kind of new, upstart, energizing environments. So I did that for a while and then kind of hit a season where, honestly, like I was out of church ministry. No weird thing, just like literally we moved to a town where it's like there were no churches to work for. So I kind of had this like crisis in my mid twenties of like what am I supposed to do now? And through just a series of friends who were like hey, you kind of know how to do the digital creative stuff. Can you help us with this? Can you help us with that? That drugged me into doing some digital consulting for nonprofits and then, in 2020, kind of had this crazy idea of hey, I have no tech background, why don't I start a tech company? And so that happened in 2020. I have a co-founder or two in that. That helped us start Share.
Speaker 2:We started as the first freelance platform, so think like Fiverr or Upwork for faith-based organizations, and so started that. Frankly, like the first two years, it was beating our head against the wall, kind of a colossal failure, not because the product wasn't good, but it was just like funded on a former pastor savings account, which is not recommended by most venture capitalists on how to start a tech company. And so through that journey, we had clients who were like hey, we love the talent that you guys have on the platform, but we need help managing that. And so that kind of drug us to become a digital agency. And I say drug us because none of this was some master orchestrated plan. It was all just okay. What's the next logical step? What did it seem like? The door was opening. And so, through that same way about two years ago, we kind of had some mentors and friends who were like, hey, you're doing all this digital marketing stuff, that's awesome, can you help us raise money too? And so that kind of got us into the space where now we serve with digital fundraising and marketing.
Speaker 2:Mostly we say small-ish nonprofits, so that one to $20 million range and our bet is faith-based because that's my background, not because we're exclusive, but because that's just the world I know and the water that we know to swim in. So that's a little bit more about us. I live in Tampa, florida, so shout out, if you're ever in Tampa, come hang out. Got three little kiddos and a dog. That is just a complete disaster right now, but it's fun.
Speaker 1:I love it. So, actually part of that journey, kind of piggybacks on where the topic of today, right. So one of the things I think as we sit here, right, so one of the things I think as we sit here mid 2025, nonprofits in general having a real interesting year yeah, definitely All the things, but I think one thing that is emerging throughout this is this idea of scalability, first of all, but also financial prudence, right, these are two themes that we see emerging, and so, similarly, one of the things that you and I have been talking about is what it looks like to scale appropriately in non-profit, right, instead of because it would be lovely to think that I have this idea I'm going to change the world and I'm immediately going to be a $20 million organization Everybody's going to buy in. This is going to take over the world and I am going to change the planet. That is all lovely. The reality is, that's not where we are in an economic standpoint right now.
Speaker 2:Maybe never have we been there.
Speaker 1:That's never been viable. Yeah, have we been there Like that's never been viable, yeah. But there's very much an approach, I think, on the for-profit side that we can learn from, and I'd love to hear your take on that, absolutely.
Speaker 2:Yeah, so thanks for taking that up. So it's I mean, honestly, so much of it is embedded in our story as a company where we were self-funded. We didn't have some big hey, here's an injection of a few million dollars to start, and so we went with an approach a really famous book by a guy named Eric Reese called the Lean Startup. A lot of people may have heard of that and may have read that before, but I don't really see that being applied a lot in nonprofit world. So that's something that we try to do. We're kind of evangelists for that of like, hey, this lean approach to building a nonprofit can actually work. And there's a lot of things that we need to learn from that tech space, not because we're building technology, but because we're trying to see transformation and we need to learn to listen to our constituents whether that's donors, our audiences, whether that's our board and build smart and scale up with feedback from our audiences, as opposed to we have this like American myth of, oh, if we build it, they will come, and that's just never worked. And so my passion is to say, hey, how do we start working with our constituents instead of for them?
Speaker 2:Like a lot of times we say, oh well, we're going to, let's go out and we're building something for our donors or we're building something for our community, and instead, what does it look like to build with our community? What does it look like to build with our community? What does it look like to bring them into the process early and now? That's scary, right, it's scary because we may have, especially as like, visionary founders or executive directors or leadership team. We have this vision because we're in it all the time and we're kind of protective, that like we don't want anyone to come in and say, hey, that thing you're building actually isn't going to work, and we don't want it Because, like, then it's well, what do we do now? And so I think there's a lot of fear around it, but what we're passionate about is saying, I think there's a way where we can involve people with us to build, as opposed to building for them. And so that's the key starting point, I think, is just to shift that mindset from building for to building with folks.
Speaker 1:That's so tough, though, because it requires a degree of humility that is not often found in the founder mentality right, because it's the humility to say I want to know what the community actually needs versus what I. Let me tell you what you need.
Speaker 2:Yeah, it requires that focus on empathy instead of execution, right, yes, and most founders really want to go execute on something and get stuff done and build things. Sure, but instead of execution, you have to shift your brain to be empathetic and say, okay, first I need to listen. That's kind of like step one in the process, just being a good listener to your community, to your donors, to your team, even when you're saying, okay, what is it that's actually needed here, what is it that's actually required of us, or what are people really hungry for, instead of just, oh, let's just go build.
Speaker 1:Okay, so let's. I want to talk to a couple of different audiences with this conversation. Let's start with. Let's start with what is maybe the easier version, which is somebody who's thinking about starting a nonprofit. We're. Which is somebody who's thinking about starting a nonprofit. We're not there yet. We're thinking about it. We have a plan. There's a problem in our community that we think we would like to solve. How do we start that In this conversation? That's kind of the ideal, right, like you, haven't made mistakes yet.
Speaker 2:Right, you haven't gone down that track yet, right.
Speaker 1:Where would you point someone to start with that lean mentality?
Speaker 2:Yeah. So this is going to. This is going to hurt some hearts and that's okay. I'm okay with it, One of the first thing I do. So if you've got this, it always starts with an idea. Right, you have to have an idea. You're never going to just go with pure blank slate of hey, whatever need in the community, I want to solve it. You're always gonna have an idea. But the empathy part and the humility part is I would start first and figuring out is there anyone in the community who's already solving this pretty well?
Speaker 2:is there someone already doing a pretty good job on this. And this is where it takes a ton of self-awareness and, frankly, a ton of research and conversations and questions to say am I like just kind of reinventing the wheel here? Am I I assuming that I'm going to have a different spin on it? But in reality we've got 10 key pillars of our programs. I'm actually changing one of them from the nine other that someone else is already doing really well, and that's a hard conversation to think of. But, like the number of you know, food banks in our community is staggering and they're all kind of doing the same thing and so that's kind of I do think that's first.
Speaker 2:If you're pre-launch and you're not down this road yet, it's hey, have an honest conversation with the people in your community. The people have already started these with your own heart to say do I want to do this Cause this is about my ego and I want to say something, or am I doing this because I really want to solve a problem? And that's a gut check for a lot of folks. But I would start there and say, hey, is someone already solving this need in a pretty profound way in our community? If it's not, and if you feel like you actually have a pretty radical approach, the first thing I do is really just start intentionally having conversations. And what I don't mean by that is I'm going to have five coffees with people who are already friends and then say, yep, I got the validation I need. There's a need in the community.
Speaker 2:That's not what I mean. That's often what we call that like the mom test, like everyone's mom is going to say it's a great idea. Sure, all your friends are going to say, right, of course, it's going to be a huge hit and you'll be bigger than world vision. That's what they're all going to say. What I mean is go have 20, 30 conversations with people who would know in the community, who don't actually have a personal attachment to you at all, and then log all those conversations.
Speaker 2:This is kind of like that data-driven techie kind of approach. Right, it's like you're logging everything and saying, okay, what was their actual feedback? Have a set of questions built out that you're going to ask and actually get real feedback from them. Bonus points, because I'm like tech nerd If you can do it via Zoom and have AI record it for you, then you don't have to do all the note taking. They can just auto populate into a Google Sheet. Great, do that. But that would be. Step one is actually almost run a mini focus group of people who are not going to automatically give you yeses and figure out is there an actual need for this community need?
Speaker 1:for this community. I agree with you. There might be some people who are a little heart hurt at the moment.
Speaker 1:For sure, love you so much, love you so much and I applaud you and your willingness to like try and make the world a better place. But we've talked to so many folks on the podcast about the importance of collaboration and this idea that we don't need 10 organizations that are doing the same thing when what would happen if you all worked together to accomplish that goal. So I love that call out for collaboration. I think that's a great place to start.
Speaker 2:Yeah. So that's where I would start. I would start with see if you can collaborate. If not, if there are definitely people out there who have a super unique organization, they want to start. That is solving a specific problem that isn't being solved other places. And once you get to that point, then just be objective with the feedback you get and don't kind of stack the deck in your favor to get what you want, but actually get real feedback because it's going to save, make a salary for five years and the reality is it's probably not going to get off the ground because they didn't do the hard work in the first place to say, hey, is there really a viable need for this? If we can save someone five years of heartache and have them partner with a ministry that's already doing great stuff and they get to still see the change they want to affect in the world, that's a win.
Speaker 1:Yeah, yeah, no, that's a great call. So to me, then, the flip side of that is maybe an organization that is.
Speaker 2:Actually, I'm going to do two and you can decide which one you'd like to answer first. Right.
Speaker 1:Because I think that there are organizations out there who have maybe they've founded, they've scaled, they're trying to whatever, but lean is not the word that they would use to describe themselves. Yeah right, and maybe we got ahead of ourselves and we're kind of finding ourselves in a tight spot. The other side of that rate is that there are a number of organizations out there, thanks to a lot of grant funding being cut, who all of a sudden find themselves in a position where they have to be leaner than they are used to being, and so I'd love to have your take on both of those. If you happen to find yourself in those situations, what does it look like to lead effectively and to keep moving the mission forward If you maybe skipped the lean step at the beginning?
Speaker 2:Right, right. So yeah, two kind of different scenarios, but both kind of the same issue, which is you're going to find yourself with an organization that, frankly, probably has too much If we're trying for lean probably too much bloat. Right, there's nine layers of decision making and I was talking to the organization the other day that like to move one tech solution, like that's going to be a five-year process for us and they're big, but still in corporate world, like nothing takes, like you're not, it's like you can yeah, it's not going to take you five years, trust me.
Speaker 2:And so for both of those types of organizations that you laid out, if you're not kind of running a lean approach, you're both kind of in a stage where, if you're honest, you'd say we're probably a little bloated. Or maybe we're not bloated in the sense of staffing, right, because a lot of people think, oh well, no, our staff is stretched, we're all crushing it, we're working, you know, 60, 70 hour weeks, like how could you say we're bloated? I don't mean bloated just like staffing, I mean like decision making bloat, that it takes way too long to get the smallest campaign through. So in both of those cases, I think the first step is to start trying to institute a culture that's okay with failure, which is not usually what anyone wants to hear, because no one wants to be the person on their KPI reporting at the end of the quarter that says, hey, we failed right, that's not good for anyone. Kpi reporting at the end of the quarter that says, hey, we failed right, that's not good for anyone.
Speaker 2:But organizations shifting a culture to celebrate failures if they're the right kinds of failures, not just like, hey, we didn't meet budget this year, that's not the kind of failures I'm talking about. I'm talking about failures that are hey, we're going to try a new thing. We have no idea if this is going to work or not, but we've gotten great feedback from our donors on this. We want to try it for six weeks, see what happens, and then, hey, it failed. Hey, we learned something. And they don't get chastised for it, they don't get. It's not getting written up in a performance review, it's not something that makes people think in the organization oh, you're not doing it right.
Speaker 2:Because the reality is most of the time when you're working lean and fast, you're going to fail more often than you succeed. And the sooner your organization gets comfortable with the fact that not everything is going to work, and that's okay, because when it does work we're going to have rocket ship growth on it. That's kind of what we're after. Is this approach of hey, fail, test, fail fast, celebrate the failure and say, hey, we learned a lot, we know what we're not going to do now, don't put too many resources at it and then move on to the next thing and keep iterating? So that's kind of the first approach I'd say is like senior leadership, whether you're the ED, whether you're on the board, whether you're at a VP role, you've got to switch your mindset to say failure is not final and failure is actually a massive opportunity if we approach it the right way. So that's the first thing I'd say is get more comfortable with failure.
Speaker 1:Ever feel like you're stuck managing programs in spreadsheets and scattered systems? Apricot by Bonterra is a smarter, faster way for nonprofits to track outcomes, simplify reporting and unlock more funding. With tools built for real nonprofit workflows and trusted by over 3,400 organizations, it helps your team grow your impact and better serve your community. You can meet us at Bonterratechcom. Slash nonprofit hub today. Slash nonprofit hub today. I want to go back to a word that you just said, One because so I came from a for-profit company as well, where the mindset was we win or we learn. Yep, Right, there's no losing. That's right.
Speaker 1:We win or we learn. Um, but you used a word there that I think, especially in like the for-profit tech space, is just part of the culture and part of the norm that I don't know has necessarily found its way to non-profit culture yet, and that is iteration. Yeah, absolutely so this yeah, absolutely.
Speaker 1:So this idea that I have to, if I'm going to launch something, it has to be the full, 100% scope. It has to be perfect, it has to be and I'm talking about not even necessarily your full program that you're launching as a nonprofit but if I'm going to launch any piece, it has to be 100%, complete and totally perfect. Man, that's a mindset I would love to see us get rid of in the nonprofit sector and learn a little bit more from the for-profit side. So talk a little bit more about what iteration looks like from a practical standpoint.
Speaker 2:Yeah, so two terms I'm going to use so one probably heard it before, some may not have which is MVP, so that's a classic kind of tech term minimum viable product, right, so like what?
Speaker 2:is the most valuable player not most valuable player, although that's a really great one too, if you're sports. I learned long ago as a pastor, though, that sports metaphors just always fall flat. I'd always be. And then baseball does it. And then everyone like, perhaps I don't know. So no sports metaphors, but mv minimum viable product. This is not like every bell and whistle on it. So let's say, like, let me just use a really tactical example of what, like MVP building can look like, cause I know we're kind of going high level meta right now, and so there may be some people out there listening to be like I don't even know what you mean when you say that. Like what does that even look like? So let me give you an example of something that we do as a company for clients a lot, and I think it's really helpful. So, before we launch campaigns for a client, we are going to get a list of about 15 to 20 kind of like key messaging headlines. So we call them almost like the value, key value proposition of the campaign. But instead of just launching with one and then AB testing on the backend to figure out like, oh, which one's the winner with five different landing pages right, which is a lot of work. We do the opposite, which is we actually go ahead of time and we will build out just like the most basic, like blue background with text on it, headline copy, and then we'll run like 15 to 20 of those on meta as ads, right, with a $50 ad spend, like dirt cheap new design skills needed, like you can do this in Canva in 10 minutes. And then what we'll do is we'll literally just run all those individuals as part of the campaign as an ad set and figure out which one gets the most clicks, because what we're testing for is like intent from the audience, of which one captures their attention. And so we know if something you know. You see 15, 20 of them. Okay, 12 of these no one clicked on, but three of them got three clicks and one of them got seven clicks. Ding, ding, we have a winner. That's a minimum viable product for like a campaign launch to try to like test messaging where you're saying, hey, how can we do this really cheap, really fast, with a small audience, cause we're not running it to our entire ads audience like a few hundred people just to see, right, and so that's like a tactile example of what iteration looks like. And then we're able to say, okay, well, now we know the winner, now let's put that in place and see a lift for our campaigns. So there are examples like that where what you're looking for is that minimum viable product and then there is.
Speaker 2:This is kind of a thing like even amongst my friends who talk about tech and nonprofit space but aren't necessarily in the tech space there's a little bit of development on this recently that I have to kind of mention, which is we're moving from MVP to MAP or map, which is it's not enough anymore to have a minimum viable product.
Speaker 2:Viable almost has this like duct tape, bubble gum, like kind of crummy version of it connotation.
Speaker 2:But we're moving because the world has been so cannibalized by software and user experience and design and it's just like even though, like you know, smallest nonprofit actually is pretty decent looking graphics, now because of Canva we've actually moved to a phase where you have to have a minimum awesome product, and so I want to think about that because that's kind of what we're seeing in tech space.
Speaker 2:It's not enough just to have the true bubblegum and duct tape. It's at least got to be a well-built version, like small version right, so people will put up with not having enough features, or maybe the program isn't fully built out yet, but it can't be like no clarity to it at all, like your campaign can't, just it can't have a really poorly designed landing page, or like terrible copyright, like it's got to be good, it just doesn't have to be all the bells and whistles right away. So that's, it's kind of a distinction. But something I want to touch on is like I'm not saying be cheap and crummy with it. I'm saying like do it professionally, do with excellence, but scaled down right, like far scaled down from what your dream kind of scenario is, far scaled down from what your dream kind of scenario is.
Speaker 1:So I'm thinking about that too from a like a programmatic side. Right On the things that the nonprofit does, there was a, an organization that I was working with here in Pittsburgh that was trying to start a charter school.
Speaker 2:Yeah.
Speaker 1:Cool. In an ideal world, 15 years from now, they would love to be offering pre-k through 12th grade. Great yep.
Speaker 2:But we're not going to open with pre-k to 12th grade, right exactly, and so I think we go raise 40 million dollars to go through that so they started with pre-k, exactly.
Speaker 1:They did one year pre-k and then when those people, when those folks were done, those little children were done and ready to go to kindergarten, now we have pre-K and kindergarten, yeah Right. And then each year, from there we continue to add a grade as those kids continue to get older, and that's not to say that new kids can't come to second grade. We hope they do Right, right, add instead of. And so I think maybe that's like a programmatical, tactical approach instead of the campaign side, to really kind of help wrap our minds around that too.
Speaker 2:Well, and like a lot of people have to fight, is this idea because you're going to get a donor who comes in and says, yeah, I'd be a hundred thousand dollars if you have a third grade right now for my third grader Right, and you have to say no we're not there yet. Not our focus right now. We could do a million. Yes, we could do a million things, but we're just pre-K right now.
Speaker 1:Yeah, and I think that's man. That's such the tension, because who wants to say no to a donor who wants to do the things?
Speaker 2:right who wants to do all the things, but the problem is that now, as much as that donor wants to give you the gift, now you're down a road that you can't undo. Right, because now you have third grade, which means you have to have second grade and first grade, and you probably need fourth grade and fifth grade too now, because if you're going to have third grade, you just got to throw that in. So the temptation it's kind of like the, you know, when someone like gives me this happens a lot like e-com store or some sort of thing and it's hey, get $40 to spend free or something like that. And it's like yeah, but you know that I'm spending $40, but I'm actually going to be in a 120 by the time I actually get in your store or finish my shopping cart Right, which is that's a great deal, but it's actually not a great deal because I'm still spending way more than I had budget spend, which was zero dollars. So I think that temptation is there for a lot of us in nonprofit world.
Speaker 1:Yeah, oh, that's so good and such a good reminder of why None of this happens unless you understand your mission. Yeah absolutely Right. If we're focused on the mission and that is what's ruling all of the decision making, then it becomes a lot easier to iterate, to scale, to test. But if we're letting donor opinions, everyone else's opinions, board opinions, all the different factions be the deciding factor, then, man, it's so hard to stick to that lean model.
Speaker 2:Yeah, and it's pretty critical in that iteration, like, since we're talking iteration, the iteration should be pretty ruthless about data on that. That's why I said I mentioned like, hey, don't bring your friends in, don't bring the donor who already wants to see this thing done, because of course they're going to tell you, yeah, you should absolutely do this, you should go all in on it. You have to be pretty ruthless, especially as we're talking to these organizations that already exist, about saying, okay, I know someone wants that to happen or that was our vision, but like all of our feedback from the people that were all the key stakeholders, right, whether that's donors, whether that's community is saying they don't actually want this, or maybe they want it, but they want it in this way instead of that way. Or maybe they say, yes, amen, we want this a thousand percent, but not right now, right, like there's so many variables there and so you have to be pretty ruthless with sticking to what's the data actually telling us and you're actually logging that data and actually having a system for that. And then the other thing if you're an organization that already exists and this is the hard part, so sorry, to be like the bearer of bad news today is like sometimes if you're trying to get lean and try to establish something like this, you have to kill some sacred cows, right?
Speaker 2:We all have been a part of organizations where there are programs that everyone knows are not net positive for the organization and yet we keep them because no one wants to have the hard conversations. That thing is just a money pit and it's not actually serving anyone well, or maybe the ROI is terrible on it and we could actually serve way better if we would shift the model. So you have to be willing to kill in those other organizations, you have to not be afraid of failure, and then you also have to be able to come in and say, hey, there's some sacred cows here that we're going to be okay with killing. And yeah, one of my mentors used to always tell me like the pain of staying the same has to get to a point where it eclipses the pain of change for an organization to actually move. And so having you know if you're part of a leadership team it's having that conversation of hey, is the pain of staying the same so great right now that we actually want to change, or are we still like in a kind of comfy spot where we're not really willing to change yet.
Speaker 2:Because I used to be a pastor, I did this, made this mistake a lot, killed some sacred cows before their time to be killed and then I got killed and so you have to be wise about, like, how you kill those. So walk wisely into killing those sacred cows. But if you're at a point where you know, hey, we need to do this, you have organizational buy-in. You can't be afraid to say, hey, we're going to kill some stuff if it's not working anymore and just have that kind of ruthless approach to iteration if you want the organization to continue to grow.
Speaker 1:Man Matt, I realize a lot of it has been maybe the bearer of bad news, but I think it's so wonderful. Man, such good stuff, so as we close two things One. If man, such good stuff, so as we close two things One. If somebody wanted to learn more or connect with you, learn more about Share, how do we go about doing that?
Speaker 2:Oh yeah, absolutely so. If you want to connect with me personally, linkedin is usually the best way. Just LinkedIn, search Matt Lombardi and I'll probably pop up pretty fast, especially if you have any kind of nonprofit connections. So that's the best way personally for me. If you want to find out more about share, you can go to share talentco. No M on that, just share talentco. You'll be in a good spot there. But LinkedIn, honestly, is usually the best thing. I love just making connections with people, hopping on, having conversations and just seeing what other folks in the nonprofit space are up to.
Speaker 1:So LinkedIn is the best you can check out. The company site share talentco Very good and there's some exciting things coming for share pretty soon, are, yeah? So give us like a tiny tease there.
Speaker 2:Give me a little tiny teaser. So we're kind of getting back to our roots as a tech company. We'll still have the agency, still gonna be doing great work with clients, but we're relaunching our original platform a little bit different version of it Yet again. This is one of those things like don't be afraid to say I was stupid, I was wrong. In the past.
Speaker 2:We thought, oh, when we launched it, that we're going to get all these people who want to post projects and work with people and do financial transactions, we realized that just wasn't the market. Like, people don't really want that. What they really wanted was connection and that's what they were after. And so it'll be kind of a new hub where folks in the space who are working for the good of the world on a cause get to kind of set a profile, get inspired by other people's work, share their work and kind of create a professional hub for people working in the nonprofit space to share their work. So excited for that coming in the days ahead. We're a few months out on that, but yeah, we're in private beta on it right now.
Speaker 1:Very cool, very good, all right. So my closing question this season has been if you could give one piece of wisdom. This season has been if you could give one piece of wisdom encouragement, enlightenment, no pressure to the nonprofit professionals of our audience. What was your one takeaway? What's your one piece of wisdom for today?
Speaker 2:Yeah, you don't need more resources, you need to ask better questions. A lot of times we think if I just had like we're chasing the magic bullet of another team member if I had more hours in the day, if I had this, if I had more resources, that'd be better. And I think we need to ask better questions of ourselves, of the people we're trying to serve, of the communities we're in, of our donors and actually build with them instead of building for them.
Speaker 1:Oh, so good, Matt. Thank you so much. This has been really interesting. I think it's going to be really helpful to a lot of our listeners.
Speaker 2:Enjoyed it, megan, thanks for having me.
Speaker 1:My pleasure, this has been another episode of the Nonprofit Hub Radio Podcast. I'm your host, megan Spear, and we'll see you next time.