Inside IPM: Meet Samantha Timlick

“Inside IPM” is an ongoing series featuring the talented players who comprise the IPM Advancement team! Here you’ll learn all about the people who work behind the scenes at IPM to help nonprofits raise more money to make the world a better place. Today, we’re talking to…

Samantha Timlick, Partner & CEO

Hi Samantha, you’ve been with IPM since the company first started. How did you get involved?
Funny enough, I started as the receptionist at one of IPM’s strategic partner companies. I was going to school at Arizona State University and IPM’s corporate headquarters was near the West campus. When IPM launched, I started doing some project management, overseeing direct mail production, and general odd jobs. As graduation approached and I started going on grad school interviews, I realized that the type of career I thought I wanted didn’t really exist, and I was invited to join IPM full-time.

Interesting! So how do you go from receptionist to CEO and owner?
It was a natural progression. Project management grew into client management and direct mail experience grew into telefundraising and digital experience. So I learned firsthand the value of integrated fundraising and fell in love with the annual fund. I love the idea that so many smaller dollar donors can come together to have a big impact. And that big dollar donors are hidden within those small donors, just waiting to be tapped.

You studied psychology in school. How does that help you run IPM?
My degree is a Bachelor of Science — the more sciencey and math side of psychology. So I like the analytical side of things as well as understanding how human nature and personalities play into... well, everything. I’m able to listen to clients and hear the things they can’t always articulate. And then help them identify the best approaches to achieve what they’re trying to do. I can look at data and results and recommend ways to improve fundraising and outreach. Whether we’re focusing on return on investment, stemming attrition, growing a file, whatever the greatest need may be and then working down the list from there. I can help bring staff and leadership and vendors together to get everyone on the same page and pulling in the same direction.

Internally at IPM, I think it’s very similar. I know this is cliché, but this is my family. I care very much about making sure our team has the support they need to do the incredible work that they do. Sometimes that’s personal stuff like talking through the challenges and losses of life. Sometimes it’s things like workflows and processes and efficiencies. I think understanding numbers AND people, and being able to bring those things together results in the best outcomes for everyone.

What’s something you love about fundraising?
I love brainstorming solutions with clients. And I love the follow-through — putting pen to paper, doing the research, and marshaling the resources to say, “Okay, here’s what that will actually look like from a budgetary perspective and a calendar perspective.” In other words, translating the touchy-feely stuff and turning it into an actionable plan.

Based on your experience working with clients, what’s one of the biggest challenges you see for nonprofits in this new decade?
Like everything else, I think it comes down to people and data. I feel like nonprofit fundraising is seen as a necessary evil by a lot of organizations. Nonprofit staff turnover is high and those that stay are often being asked to do more with less. Less people to do the work. Less money to put toward outreach. Less compensation and support. I realize this isn’t specific to fundraising or even to nonprofits, but it’s just really obvious in this arena.

On the data side, not enough organizations know what they’ve got in their database. And that means they’re not able to manage their outreach as effectively. They don’t have historic results. They don’t have a process to find those bigger donors and steward them to greater levels of giving. So you’ve got this dual challenge of staff who are often overworked and underappreciated and that translates into a lack of ability to leverage data and learn from it. This is where good strategic partners can help. IPM doesn’t just do the work. We help clients understand why the work needs to be done, how to do it effectively, and how to work both internally and externally for the greatest benefit.

I understand that your son is enrolled in a Montessori school, and you’ve become a bit of an amateur expert on Montessori. What attracted you to that teaching approach?
The Montessori philosophy has a lot of little gems that I appreciate. I think the biggest is the idea that children have thoughts and feelings and deserve to be respected. And that if you give them freedom within limits, and tools that fit their bodies and abilities, they are capable of so much more than we give them credit for. Another example is that there are fewer absolutes. Instead of saying “no, you can’t do that” I try to focus on what can be done and on giving acceptable options. While my son recognizes that I’m the parent and I make the rules, I don’t shy away from conversations about why I’ve made a certain decision. My goal is to give him the tools he needs to accomplish his own goals and solve his own problems.

I can see this perspective on respect being useful in all relationships. How has it helped you as CEO?
IPM has always taken a collaborative approach with our clients. A fundraising organization’s relationship with their client should never be one-sided. I’ve worked with clients who listen to our recommendations and say, “Sure, whatever, I’m paying you so just go do it.” I’ve also worked with clients who say, “No, we know better. Do it our way instead.” Neither of those relationships are very productive. The most successful fundraising happens when both sides value the input of the other.

What’s one of the most common mistakes you see nonprofits make?
I see nonprofits spread themselves too thin, or try to be too many things to too many people. So my advice is: Know your lane. Don’t let anything shiny pull you away from that. To best serve your cause, you have to be really focused. So know your strengths and don’t stray from your mission.

If you could give a nonprofit one and only one piece of advice that would best prepare them to be financially stable for the next decade, what would you recommend?
Direct mail isn’t dead. Don’t give up on it just because it’s been around forever.

Is there a single piece of advice that you would want to give nonprofits on how they can have a greater impact on their cause in the next decade?
Focus on stewardship and recognize donors as people. Even when they’re giving $5, they’re not just numbers. They need to be thanked, promptly and authentically, for their involvement and investment in your cause. That includes donors, followers, volunteers, employees — anyone who engages with your organization. It’s people who ultimately make things happen, whether they’re outside the organization or inside the organization.

Is there anything else you’d like people to know about you or IPM?
I feel a true kinship with our clients and my coworkers. I’m very proud of the fact that for every client we have, there’s at least one person on the IPM team who believes strongly in their cause. I think that’s reflected in our relationships with each other, too. The longevity of our team is something pretty rare. People stay where they feel valued and that the work they’re doing is meaningful.