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Executive coaching for fundraising and social purpose professionals
Simon Hill is an executive coach and fundraiser. His purpose is to bring fresh, energising and practical perspectives to the challenges of aligning personal and organisational vision, values and mission with reality. What does that mean? Doing great work, sustainably and enjoying most of it.
About me
About me
A passion for music led to fundraising for an orchestra. I even made it to Carnegie Hall, but that's another story. I then worked at a national charity before taking on a senior leadership role at an award-winning educational social enterprise.
My priorities shifted when I became a dad – working full time whilst sandwiched between raising young children and supporting ailing parents. I needed to be more present and rethink how I worked. That experience shapes how I work with leaders today.
You're making tough calls with limited resources. Everyone has an opinion about what you should do, but the real challenge isn't finding solutions – it's getting clear on the problem first.
When you're stuck between what feels urgent and what matters most, when the pressure to have all the answers feels crushing, that's where I come in. Not to tell you what to do, but to help you find the right questions.
The right answer isn't always coaching. But the right conversation will help you figure out what is needed.
I work with fundraising professionals and social purpose leaders who know something needs to shift but aren't sure what or how. We start with where you are, not where you think you should be.
Let’s talk. I’m all about working with you – not telling you what to do.
The values that guide me and my work include:
Growth
A commitment and ambition for discovery and learning that can be applied to create positive change.
Challenge
Stretching ourselves to think more deeply and to work at our “edges.”
Simplicity
Never making things more complicated than they need to be. Actively seeking to make them simpler too.
Open-mindedness
Seeking feedback for learning and embracing new ideas to replace or refresh older ones.
Fun
with serious intent.
To have a no-commitment conversation about how we can work together, just get in touch. You can read about my work and what the people I work with say, below. For an initial chat, please Contact me!
How I work
How I work
Here is my preferred definition of coaching:
Equality - It’s a conversation between equals.
Emergent - You bring what you know – we start to explore what you haven’t thought of, yet.
Energising - We focus on what comes next – starting with the smallest unit of change.
(Adapted from Clare Norman, 2024 and Claire Pedrick, 2023 and 2020).
Work on your own development
Work on your own development
One-to-one coaching for self-directed learning and growth
Structure
Start with a 90–120 min session.
Hour-long sessions every 2–4 weeks.
Ends with a reflection session and optional 3-month check-in.
Possible Focus: Leadership, confidence, decision-making, navigating change
Fee: from £900
Support someone else’s development
Support someone else’s development
Coaching for an individual in your team
Structure
Tailored one-to-one sessions every 2–4 weeks.
Three check-in meetings (at start, mid, end) with line-manager or sponsor.
Possible Focus: Stepping into leadership, working through challenges, building confidence
Fee: from £1,500
Get a fresh perspective when you need it
Get a fresh perspective when you need it
One-off or one-at-a-time coaching sessions
Structure
Initial pre-conversation, then book sessions as needed.
Possible Focus: Fundraising, people challenges, sticky decisions, finding direction.
Fee: from £150 per session
Tackle real work problems together
Tackle real work problems together
Facilitated group coaching
Structure
For groups of 5–8.
Sessions of 2–3 hours depending on group size.
Usually 3+ sessions over 3 months (or agreed timescale).
Possible Focus: Managing complexity, team dynamics, big decisions
Fee: from £1,750
Tailored Support for your team
Tailored Support for your team
Structure
Usually project-based. Often starts with a short discovery phase.
Format and timeline agreed together.
Possible Focus: Fundraising strategy, collaborative bids, Theory of Change, planning
Build confidence and skills in your team
Build confidence and skills in your team
Structure
One-off or short series. Reflective and practical. Delivered in person or online.
Possible Focus: Asking better questions, effective meetings, strategic thinking/doing, communication and coaching skills
For a conversation about you, your team or organisation's needs and priorities, please get in touch!
Recent Partnerships
Recent Partnerships
New Economics Foundation
Dr Frost Learning
London Community Foundation
Digital Works
Operation Black Vote
Eastside Young Leaders Academy
Inspiration for All
Literacy Pirates
London Borough of Wandsworth
London Welsh Centre
MumsAid
Centre for Education and Youth
Economist Education Foundation
Plymouth Energy Community
ThinkForward
Fairshare Cymru
"I came to coaching with an exciting but deeply challenging project that I needed to work through in order to progress my career. I'm sure that I wouldn't have been able to work through it without these sessions. They have built my confidence enormously and the framework of values that we worked out right at the beginning of the coaching means that I can act on problems and take up opportunities much more quickly than I could before. Simon is kind, took my concerns seriously but also kept a much needed sense of humour close at hand."
Eleanor, Associate Professor, University of London
"I cannot recommend working with Simon highly enough. With gentle and persistent support and challenge, he has brought out my confidence and clarity to embrace leadership responsibilities and challenges. My colleagues have totally noticed the difference in me. So, totally recommend working with Simon. My only regret is that I didn't do it sooner."
Sam, Head of Fundraising at New Economics Foundation
"It has completely changed my outlook. I've gone from feeling pretty stuck in a career I once loved, to having a clear idea of the direction I'd like my career to take and realistic goals to achieve that. It feels invigorating and exciting. I couldn't recommend Simon highly enough."
Senior Correspondent for National News, BBC
“I find myself now with a new sense of confidence around my role as a leader and about my ability to articulate the positive change we seek. Three months on ... I can still see and feel the improvements in my ability to progress the work my charity seeks to achieve."
Alistair, Chief Executive, Plymouth Energy Community
"Simon's supportive, kind and optimistic approach has given me more clarity and confidence, helping me to move forward with some big decisions at an uncertain time. I couldn't have imagined how useful it was going to be."
Emily, PhD student, Imperial College London, Founder and former Chief Executive, The Economist Educational Foundation
"Simon always finds the right balance between supporting and challenging you... as a result, I feel more fulfilled, feel my work is more balanced and am seeing progress in the short and long term." Alex, CEO, Universify Education
"After each of the group coaching sessions I found myself feeling significantly clearer... Simon created a strongly supportive listening environment for the group and was highly flexible at adapting session formats to suit its needs at any given time." Chris, Zing's Co-Founder and Yoti's C3PO
“You really helped get us out of the "stuckness"!” Vicki Wright, Trustee, MumsAid
"Simon gave me some really practical help with a review and recommendations last year and proposal writing this year. As a result we've won two bids, and we have two more ongoing. Simon wonderfully helps with clarity of purpose, and in a format the funders can quickly understand." Simon, Lord Woolley of Woodford, then CEO, Operation Black Vote - Fundraising Consultancy Support, 2020-2021
Blogs
Blogs
Reframing Fundraising: Embracing the Happy Struggle
Reframing Fundraising: Embracing the Happy Struggle
A short piece on the everyday relevance of Greek Mythology and the Philosphy of the Absurd. This blog is also available as a video here https://youtu.be/oZtW051gsKk
As a fundraiser in today’s world, I am curious to know how you would feel about swapping what might feel like a “Thankless Task” for “Happy Struggle?”
I see you. I’ve been there. Let me say some more…
Slower and Simpler
Are you, like me, sometimes frustrated by the pace of change? In fundraising, a change of pace can mean embracing slow and simple approaches. My experience has taught me that slow is good, and simplicity, combined with patience, can be even better.
Sisyphus’ struggle
In Greek mythology, Sisyphus is condemned to eternally push a boulder up a hill, only for it to roll back down. While this seems futile, Albert Camus suggests in his essay “The Myth of Sisyphus” that we must imagine Sisyphus happy. His struggle symbolizes resilience and finding meaning in the journey itself.
Engaging with the moment
Alongside the more traditional reading, Sisyphus’ toil can and does represent resilience. Each time he pushes that boulder, he engages with the moment, discovering strength and insight through his relentless effort. What I take from this story is that when we invest ourselves in a thing or a journey, we unlock opportunities for growth and learning that transcend the destination.
In fundraising, investing ourselves in our tasks unlocks opportunities for growth and learning beyond the destination. And how good is it when others invest in us too?
The Task at Hand
Engaging wholeheartedly as fundraisers in your daily toil, much like Sisyphus, allows you to learn and evolve along the way. And you are now an expert. Others cannot not do what you do. The paradox of a “happy struggle” invites us to reframe our challenges, recognizing them as essential parts of our journey, and then also to recognise how we stand out.
Questions
Which stories resonate strongly for you?
Do you value getting it right the first time or learning from new insights?
How does your work as a fundraiser - and the connection to your cause or beneficiaries - improve with this new knowledge and confidence?
How would it feel to share the struggle and lighten the load with your team?
With quite a few years behind me as a fundraiser, nothing gives me more pleasure now than to help others in this field and more widely to reframe, find joy in their work and foster a more resilient mindset.
Opportunities for growth and collaboration can sometimes feel as rare as a target exceeded early; a donor getting in touch with an introduction; or a successful funding application with no “ifs” or “buts” … but when you get a win, it is SO WORTH IT!
What does it feel like to find what’s missing?
What does it feel like to find what’s missing?
A short piece about what it might be like to find a "game-changingly" different perspective. This blog is also available as a video here https://youtu.be/90x0QRsdtJY
A few years ago I attended a training session as part of my coaching CPD (continuous professional/personal development). It was a stretching day, which was good because growth and challenge are two of my core values.
The thing I remember from the day was taking part in a perspective exercise during which I was asked to visually describe a situation I was seeking to resolve. In my mind's eye I could see a landscape - my analogy for the situation - but as a jigsaw puzzle with a central and significant piece missing.
Simplicity is possibly the most central of my values - and perhaps why this experience still resonates so strongly for me.The sensation that resulted in simply being asked “what can you see when you add the missing piece to complete the picture?” was a revelation. Seeing the whole picture wasn’t the significant change I had expected or hoped for. There wasn’t any detail or new data that I became aware of. What was most revealing to me was the physical sensation of seeing the whole. Things just felt different from then on.
What is that feeling or that sense of knowing something revealed for you?
What does getting that perspective give you when you don’t have it yet?
Your Choice, Your Chance?
Your Choice, Your Chance?
A short piece about chance and choice in decision-making and how we can learn to adapt and flow even when the unexpected happens. This blog is also available as a video here https://youtu.be/sIQJHT8HwrI
A short piece about chance and choice in decision-making and how we can learn to adapt and flow even when the unexpected happens. This blog is also available as a video here https://youtu.be/sIQJHT8HwrI
Here we are. September already. Have you had any moments of clarity lately?
I myself was lucky enough to fit in some walking at the tail end of Summer as we turned into Autumn... Carefully planned to fit in with family after a busy summer of exams, transitions and work.
Rain falling from the same cloud can end up in very different seas
Passing by Nine Standards Rigg in North Yorkshire (pictured above) got me thinking. This series of stone cones marks a unique spot where two water tables meet. Here, rain falling from the same cloud can end up in very different seas—some flowing west toward the Irish Sea, while the rest travels east to the North Sea. A natural divide not immediately obvious from initial observation; but with awareness of what is going on below the surface a whole new set of perspectives open up.
With awareness of what is going on below the surface a whole new set of perspectives open up
Just like the water that falls at this mysterious spot, our decisions can lead us down entirely different paths, shaped by a mixture of choice and circumstance. Sometimes, we set out with a clear direction, but external factors, much like the wind or terrain, divert us unexpectedly. A small change—like where a raindrop lands—can make a big difference.
But it’s not all left to chance. Just as the landscape determines where water will flow, our decisions are often influenced by preparation, experience, and knowledge. However, no matter how well we plan, some factors remain beyond our control. This unpredictability doesn’t mean we should rely solely on chance, but rather, we must be ready to adapt when the unexpected happens.
We must be ready to adapt when the unexpected happens
At Nine Standards Rigg, water from the same cloud can end up in very different places, much like a single decision point in life can lead to wildly different results depending on timing, context, or unforeseen influences. Understanding the interplay between choice and chance can help us navigate uncertainty with more confidence, knowing that while we can’t always control the outcome, we can control how we respond to it.
Flow with purpose
In decision-making, like the rainwater falling in North Yorkshire, a small shift can change the course of everything. Our role is to flow with purpose, even when the destination isn’t clear or when it is influenced by interconnected forces beyond our control.
How are you adapting to your environment to achieve your vision in line with your values?
How clear are you on your own course and flow towards your intended destination?
More Juggling - or pausing for a moment
More Juggling - or pausing for a moment
A short piece about juggling and what it can teach us about attention, rhythm and focus. This blog is also available as a video at https://youtu.be/G6iEeCpMVVA
A short piece about juggling and what it can teach us about attention, rhythm and focus. This blog is also available as a video at https://youtu.be/G6iEeCpMVVA
This summer, I set myself the challenge of learning to juggle. While some in my household saw this as a classic "dad" move, I viewed it as a valuable experiment in embodying the analogy of juggling to better understand how to balance priorities and achieve more.
In a previous post and video, I introduced the idea of "maximum potential energy." Here’s a quick recap and some further thoughts:
In juggling, the ball reaches its maximum potential energy at the highest point of a throw. Similarly, in life, we make the most progress when we focus our energy at the moments that require the most attention. By recognizing these critical moments, we can use our energy more effectively and avoid dropping the ball. And if we do drop something, we can learn from it to improve our approach.
Not everything can be given equal attention at once. Rhythm and timing are crucial. It's important to know when to release tasks that no longer serve us, freeing up mental and physical energy for what truly matters.
Prioritising is about knowing when to hold on and when to let go, so we can focus on what’s next. Being deliberate about where we place our time and attention ensures that we maximise our energy and effort.
Seeing the whole picture, rather than focusing on individual tasks, allows us to anticipate and adjust. This broader perspective helps us prioritise more effectively.
The concept of maximum potential energy reminds us that sustaining focus on key priorities keeps everything in motion. It also suggests that we don’t need to maintain high energy at all times. Personally, I find that my best thinking often happens between bursts of high energy. I've developed systems to capture what’s important, so I can give it the right level of attention when I’m ready.
Finally, one big lesson I’ve learned—or been reminded of—is that what looks simple often isn’t. Learning to juggle took time and many dropped balls. But by building up simple, repeated actions, we can create momentum and flow.
Collaborative Advantage?
Collaborative Advantage?
A short piece about coaching and fundraising for people who consider themselves fundraisers, leaders or both. This blog is also available as a video at https://youtu.be/jEVrjZfCVM8
A short piece about coaching and fundraising for people who consider themselves fundraisers, leaders or both. This blog is also available as a video at https://youtu.be/jEVrjZfCVM8
When you hear the phrase "fundraising growth" which image are you drawn to? The one on the left (a line graph going up) or the one on the right (the same line graph going up with three people holding hands)? Whichever it is, I hope the following thoughts are useful to you as a fundraiser and leader.
Coaching is a powerful tool for professional development in many contexts, including fundraising. From experience, I know how valuable it can be for fundraisers—especially when introduced at the right time. As in any situation, it’s important to understand when coaching can be most effective.
How can we determine if an individual has—and recognizes—a need for development? An employer might ask: “Does this individual see areas for growth?” In my work as a fundraiser, I had blind spots regarding skill gaps and potential improvements. For me, coaching was a well-timed approach that helped me identify these areas and become more open to new strategies, behaviors, and responses. Most significantly, the shifts I needed were more about mindset than technical skill. The latter were better addressed through specific reading, training, or even mentoring.
A key part of preparing for coaching was having time to reflect on when and how I was ready to explore and embrace change. Prochaska’s six-stage theory of change suggests that if coaching is introduced too soon (at the “pre-contemplation” or “contemplation” stages, for example), its potential to support change may not be realized. (And yes, I’m aware of the potential for too many theories of change when it comes to fundraising).
Imagine a conversation where your Director or CEO—or if you’re a CEO, your chair—suggests, “We wondered if you might like to consider working with a coach?” Are you grateful for the opportunity to gain clarity around big decisions and future direction, or do you feel like they’re implying you’re not meeting expectations? You might appreciate the offer as a chance to grow, but it could also trigger doubts about your performance or leadership style. How you respond depends on your perspective. Do you see it as support or critique? How and when we have that conversation is key.
If an individual is already experiencing some awareness (Prochaska’s “preparation” stage) or beginning to commit to some actions (“action” stage), then there is real potential to support growth and transformation.
Once the need for development is clear, the next question might be: “Is this individual ready to commit to change?” Coaching works best when the thinker (as some coaches, including me, like to call our clients) is willing to engage with the process. As employers, we can help by explaining the benefits of coaching and how it aligns with the organization’s and the fundraiser’s goals. At the individual level, it’s about evaluating one’s own readiness to adopt new approaches and strategies.
“But hang on,” I hear someone say, “aren't all a fundraiser's goals basically about achieving ambitious income targets, with an emphasis on unrestricted long-term growth?”—bringing in the money needed to deliver on the vision and mission in line with the values.
The only possible answer (gained from my experience as a fundraiser and managing fundraisers) has to be: Fundraising is not a zero-sum game. Long-term, sustainable income can only be achieved when the long-term growth and sustainability of the people doing the fundraising are given the right attention too.
Successful coaching requires shared readiness, commitment, and—often overlooked—attention to the environment or wider context for change. The right environment greatly improves the capacity for:
Creative Exploration: With clear goals and commitment, coaching helps develop a growth plan, explore resources, and create actionable steps.
Maintaining Momentum: Ongoing support through regular, time-limited coaching and ongoing self-reflection and support beyond that.
Sustaining Change: Ensuring lasting change involves continuous reflection, reinforcement, and alignment with the wider purpose.
All of these require an appreciation of the wider “system”—the organization and its vision, values, and mission; one’s immediate team; as well as wider colleagues both internal and external; and a focus on the connections between all of these.
In the dynamic UK fundraising context, coaching is a strategic tool for fostering meaningful and sustainable personal and professional growth—what I like to call a collaborative advantage.
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