A Revenue-Sharing Model That Works with Lauren Elyse Tudor
“Curiosity is the blueprint for legacy” - Lauren Elyse Tudor
A Revenue-Sharing Model That Works with Lauren Elyse Tudor
As a consultant, you probably have thought about growing a team, or hiring subcontractors or even getting work as a subcontractor. Lauren Elyse Tudor, founder of Architect Philanthropic Collective, joins us to share her journey and insights. Lauren's firm focuses on community-centered and diverse philanthropy, leveraging storytelling, strategic marketing, and inclusive fundraising strategies to help small to mid-sized shops thrive.
In this episode, Lauren opens up about her transition from a successful nonprofit career to entrepreneurship, the challenges she faced, and the valuable lessons she learned along the way. She shares how she built a team that thrives on collaboration and creative problem-solving. But here's the kicker: Lauren's agency operates on a revenue-sharing model that's designed to incentivize growth and ensure fairness. We dive deep into how this model works, why it's a game-changer for her team, and how it aligns with her values-driven approach to business.
Key Takeaways:
Revenue-Sharing Model: Lauren's innovative model fosters collaboration and incentivizes growth by splitting revenue fairly between the company, the person who secured the contract, and the team members delivering the work.
The Power of Packages: Packaging services into clear offerings simplifies pricing and helps clients understand the value they're receiving.
Marketing Matters: Building a strong brand and marketing your services through thought leadership, networking, and partnerships is essential for attracting clients.
Embrace Ambition: Setting ambitious goals and believing in your ability to achieve them is crucial for success.
Values-Driven Business: Building a business that aligns with your values can lead to a more fulfilling and impactful career.
Timestamp summary:
[00:04:12] Introduction of guest Lauren Elyse Tudor, founder of Architect Philanthropic Collective, a strategy development firm specializing in community-centered and diverse philanthropy.
[00:04:59] Lauren discusses her background, the importance of her CAP certification, and her firm's focus on serving small to mid-sized nonprofits.
[00:10:05] Lauren explains her agency's team structure, revenue split model, and the importance of passion and creativity in her team members.
[00:16:39] Discussion on the potential for role changes within the agency based on individual strengths and the long-term vision for the firm.
[00:18:13] Lauren shares her passion for reproductive justice and her experience serving on the board of Planned Parenthood.
[00:21:44] Cindy and Jess discuss the importance of ambition and celebrating it in the nonprofit sector.
[00:23:44] Lauren explains her approach to determining when to expand her team and how she uses data to make informed decisions.
[00:29:16] Discussion on the evolution of Lauren's pricing model and the benefits of packaging her services.
[00:39:11] Lauren shares how she balances her time between marketing, business development, and client work.
[00:40:51] Lauren's confession that she never saw herself as a business owner but is now grateful for the opportunity to own and operate her consultancy.
Find Us Online: https://www.confessionswithjessandcindy.com
Connect with Lauren Elyse Tudor:
LinkedIn: https://www.linkedin.com/in/laurenelysetudor
Website: https://www.architectyourambition.com/
Connect with Cindy:
Cindy Wagman Coaching: cindywagman.com
Fractional Fundraising Network: fractionalfundraising.co/
LinkedIn: ca.linkedin.com/in/cindywagman
Connect with Jess:
Out In the Boons: outintheboons.me
LinkedIn: linkedin.com/in/jesscampbelloutintheboons/
Resources
Architect Philanthropic Collective
Daylight Advisors
AFP Greater Charlotte
ICON 2024
Duke University Nonprofit Management Program
United Way Greater Charlotte
Nonprofit Quarterly
Community Centric Fundraising
Transcript:
[00:00:00] Welcome to the Confessions Podcast. I'm Cindy Wagman. And I'm Jess Campbell. We're two former in house nonprofit pros, turned coaches and consultants to purpose driven organizations. After years of building up our separate six figure businesses from scratch, we've thrown a lot of spaghetti at the wall and have lived to see what's next.
[00:00:20] We're on a mission to help other nonprofit coaches and consultants looking to start or scale their own businesses past the six figure mark by pulling back the curtain. Whether you're still working inside a nonprofit and thinking of one day going out on your own, or you've been running your consulting business For years, you understand that working with nonprofits is just different.
[00:00:43] We're giving you access to the business leaders who serve nonprofits as their clients. You know, the people who truly get it. No more gatekeeping, no more secrets. This podcast is going to give you an inside look at what running a successful nonprofit coaching and consulting business looks like.
[00:01:03] Basically, we're asking people how much money they make. How they get paid and what has and hasn't worked in their businesses. Listen in as these leaders share their insights, their numbers, and the good, the bad, and the ugly when it comes to building a nonprofit coaching or consulting business. We're going to empower you to make the power moves that give you the income and freedom you set out to create from day one.
[00:01:28] You ready? Let's go.
[00:01:31] Happy Tuesday, everyone. Happy Tuesday. I feel like we are in the full swing of fall madness. It is busy. I know you must be feeling that, Jess, because you have how many year end campaigns? Six. Six? Okay, that's, you know, a lot, but It's a lot. It's a lot. It's a lot because, campaigns this year are not like 8 to 10 cutie pie emails.
[00:02:00] They're like 14 to 16, plus of this, plus of that. So yeah, I'll see everyone in February. Oh, yeah, well. It's, uh, yeah, we'll dive into the busyness because I think everyone's feeling it, but in some ways it's good because I feel like 2024 people have felt has been slow, so maybe this is a sign that things are picking up for everyone.
[00:02:23] I've definitely noticed that as well, so, yeah. I actually wonder, When it's all said and done if people are going to come out and find that like feelings are not facts
[00:02:38] Yeah, oh my god, maybe we can ask her our guest about it because I Personally see this everywhere in the States we're in an election year people are like the economy that is the price is that's the price that and like I too have been one to be like, this has been a weird year, but it's not a down year and there's a difference.
[00:02:56] There's a difference. I'm on track to have my best financial year, and yet it still felt really hard and thick and less easeful than I was expecting it to be. But It doesn't mean that at the end of the day, it's not a like powerfully profitable year. And I feel like people have really done a number on their self talk in 2024.
[00:03:22] So and that's something to unpack. Oh, it becomes a self fulfilling prophecy, right? When you're saying self fulfilling prophecy. Yeah. Oh, not for nothing. Like it becomes something I really cannot sense, surround myself with. if that's going to be your MO, I wish you well, but don't get in my space, in my aura.
[00:03:43] I can't have that. Yeah, you're like, I only want to be around the people who are just like, Fuck that shit, I'm making it a good year anyways. Well that's it, right? I think back to 2020 and one of my very best friends who's so super talented, she spoke at Make It Happen, you know her, Nicole, she was like, this season is going to be defined by people who like, lay down and people who like, get through.
[00:04:12] That's all there is to it. you can give up or you can power through. Anyway, let's start here. I know this is such a good, this is such a good throw into our conversation with today's guest. Uh, Lauren Elyse Tudor is joining us from Architect Philanthropic Collective. Lauren, I'm so happy we're having this conversation.
[00:04:34] Welcome. Hello. Hello. Hello. Cindy and Jess. Great to be here with you all. Big fans of both of you all. So thanks for having me today. So, so happy to have you. And I feel like, what a way to set the stage for this conversation. But before we dive in, tell us and our listeners who you are, what you do, and how you get paid.
[00:04:59] for sure. So my name is Lauren Tudor. I am the founder of Architect Philanthropic Collective and it is a strategy development firm, consulting firm, that really focuses on community centered and diverse philanthropy. And we leverage the best practices in storytelling, strategic marketing, and inclusive fundraising strategies to truly walk alongside small to mid sized shops I am a cap certify operations strategist.
[00:05:29] I have a deep track record in community building as well as nonprofit work. And I really love working with working alongside those small to midsize shops who are often, women led or BIPOC led or, just trying to figure out how they can go further. And so we do that by listening to the needs of the organization and creating a comprehensive blueprint that centers their mission, their goals, and most importantly, their budget.
[00:05:59] Okay, for those of us who don't know, what does CAP certified mean? Yeah, sorry, thanks for that. CAP means I am a Chartered Advisor in Philanthropy. I have 15 years in the field of nonprofit. and nonprofit fundraising and so I, I come to this work, with that background and I thought it was important to achieve the cap designation, because it would really open up the scope and widen the purview in the world of philanthropy.
[00:06:30] So that I could help advise clients on the latest breaking trends, other giving vehicles that might be effective for their infrastructure, fundraising infrastructure. And really create more equitable, inclusive societies through being able to lend that knowledge and expertise. Okay, I have to ask. So as someone who myself had my CFRE for very many years, I gave it up recently.
[00:07:01] For a number of reasons, which we can talk about here another time. But I'm curious, like, talking to other business owners, has it been worth it for you? Um, have you found it? Like, tell us about the certification process and like, has it been what you expected in terms of benefits? Yeah, I think it was surprising how beneficial it's been to me.
[00:07:24] I pursued it, in spite of something, actually. I worked for a really long time at a community foundation and then I was asking for more, professional development and training and they were like, no. And I was like, that's silly. so when the time came many years later for me to like, figure out what to do and how to build a firm.
[00:07:47] One of the things I knew I wanted to do when I was, when I focused the firm on fundraising and philanthropic, trends and giving was I'm going to go pursue this cap and so it's offered as a designation through the American College. and it is highly regarded very much like the C. F. R. E. maybe even a tick above just because it exposes.
[00:08:09] People who pursue it to again, those different, scientific financial vehicles for like cracks and cruts and leaning into bequests and plan giving. And so a lot of individuals who you find have a cap. they tend to land in that plan giving space. And that's, it's been awesome to really expose me to my next level and echelon of interest in the field of fundraising and plan giving, not being this redheaded stepchild, but really taking the strategies and even the best practices of plan giving and allowing some of the clients that we work with to think further, longer, even more strategic about how they, steward and cultivate their donors.
[00:08:57] Okay.that's good to know. So, because I'm not a fan of the CFRE uh, but it's nice to know that there are alternatives out there and that are more, it sounds like a little more technical, and I forgot to tell you how long the process took. It took, some people it takes a, the better part of a year.
[00:09:17] It took me about 10 months to, to do it all. Yeah. It's three modules. the first module, I think everybody on this call is going to pass with flying colors because it's really philosophical and thinking. It's like, why do you love philanthropy? And what are the core tenants? And, you know, let's talk about humanity and the, you know, the joy of giving and all of that stuff.
[00:09:38] And that, you know, it's great. It's great. The modules two and three are no joke. Gotta pay attention. Gotta pay attention. Good to know. So, okay, you run a firm, you have an agency. Yes. Okay, great. So my first question is this, certification a requirement of all of your team? and then I just want to dive into your agency a bit more in general.
[00:10:05] Absolutely. It is not a requirement of anyone on our team. No, we typically look for Really passionate individuals who want to make a positive impact. ideally in the nonprofit ecosystem, they thrive in a collaborative environment.they have a knack for strategic thinking or they just like creative problem solving.
[00:10:25] you know, if you're a nonprofit and if you're in fundraising specifically, you got to be creative and how you think through campaigns and engagement and stewardship and just like growing a friend in a relationship. For sure. Okay. So super helpful. Define what your agency firm looks like. Is it you and X number of people?
[00:10:51] Is it, are they employees? Are they subcontractors? what actually inspired you to go down the agency firm route? I just want to jump into all the things. for sure. So it's myself and about three other, I'll just call them, other consultants here on the team. That's usually the term that we use.
[00:11:10] And our offer is that we are philanthropic advisors. And so we're really coaching, and partnering with Usually progressive nonprofits that are kind of on the forefront of some sort of collective action. And so that might look like advancing social equity or health equity or young people and empowerment or reproductive justice.
[00:11:33] We're really partnering with them to, dig into what are the trends and strategic planning, how they can leverage that to their benefit, infusing that into their own ecosystem and infrastructure. we have a really great. Revenue split model where, it allows for individuals to both work on a project, but also kind of hunt for a project.
[00:11:55] we've developed something that ensures fairness and incentivizes growth. And so I can break that down for you if you're okay. Yes. I'm like, yeah, for sure. For sure. So, essentially it's, When you know, 30 percent of each contract goes towards our company infrastructure. And so what that allows us to do is cover operational costs and continually improve our services after that.
[00:12:21] About 10 percent goes to the person who secured the contract. So that's our business development costs. And that really incentivizes the team to bring in new business in alignment with our work and our focus, and really expand our impact. After that, the remaining 60 percent goes towards doing the actual work as promised in the contract to the contractor.
[00:12:45] So, depending on where you sit, you know, our, if we secure a 30, 000 dollar contract, say, it's for, you Board engagement or development or something like that. 9, 000 of that would go to architect for infrastructure. 3, 000 would go to the person who found the opportunity. And then the remaining excuse me, would go to the team members who are delivering the work.
[00:13:12] Love this. I think that's such a great way to both incentivize and, like, acknowledge the work of people on your team. I find, and even from my own experience in building a team, like there's a lot of things we can do to get their buy in to the company and the overall success. But at the end of the day, it's not their business.
[00:13:36] And so there's only going to be a certain amount of commitment, but you've built in a model where you're recognizing the labor that they do and the contributions that they're built, that they're contributing. So I love that. Also, I want it like, Our sector breeds this sort of distrust of, anything that looks or smells like commission, and so that it, or like performance based pay.
[00:14:06] Did you have any pushback? I mean, obviously clients don't know that this is a pricing structure. I would like to talk about how, I mean, I'm assuming you just give people project pricing, but you know, has it ever come up with anyone that they're like, Oh, but we don't take commission or anything like that.
[00:14:25] Because as fundraisers, we're always taught Commissions, quote unquote, unethical, which again is not a very nuanced or like, that's a very high, shallow perspective of what the ethics are, but I feel like it's repeated a lot in our sector. Yeah.I don't disagree with you. when I was in a, a different ecosystem, say the foundation environment, or even just a larger scale nonprofit organization,the pay for play kind of thing is a little sticky does get quite, Uh, I don't know if it's unethical. I don't know what the word is, but it's in that ballpark for sure. and so, because, and I think part of that infrastructure is because it's, uh, supposed to be set up with like non competes. Everybody's on a team. We're all working towards the same goal.
[00:15:13] We have a giant goal for our organization and X, Y, and Z impact fine. That's great for them when you're in a consultancy, but that I have built, I think you can operate. With more lucrative and appealing and incentivized business practice, general, normal, run of the mill business practices, um, that every other global based business would employ probably.
[00:15:38] And so for us,this revenue split model really seems to work because it's great that it incentivizes people who are hungry to figure out how they're going to grow and expand and even learn a consultancy. Also make a little bit more income on the side, or something like that. And it's terrific for me, because that person has so much stake and skin in the game.
[00:16:04] They're going to deliver on this project or retainer. we actually have 3, 3 service models,that I can trust they will. Create happy clients, create return clients, really keep bringing us to the forefront of business as well. Yeah. I think it's so smart for so many different reasons. And I'm curious as you've executed this model, have you found that certain people maybe rise to the top as far as their business development skills versus other 10 foot pole?
[00:16:39] And if so, would you ever.consider a role change, for example, if someone's just, you know, their strong skill set is the business development side. And that seems to be what they enjoy. Would you ever move them from someone executing on the actual project? To strictly like a business role. Yeah, absolutely.
[00:17:04] I would consider shifting it. If I'm an employer and a manager,a lot of people are, and I can identify talent and figure out where people actually want to live and love in their work. So I've been fortunate that I've seen a gamut of, Consultants kind of come and go. but the ones who have stuck with us over the last few years have been really amazing, really pacing themselves out in the work, knowing their limits.
[00:17:32] I'd love to grow Architect to its, 10th year and maybe we have this whole fleet of staffed individuals and we have a folk guy, you know, teams who can focus on plan giving and focus on just, non profit infrastructure building. I have in my mind and on my notion board, this like vision, visionary org chart for where we can go and I think some of that will naturally happen roles will shift and people can fall into spaces that they just do better.
[00:18:06] So, yeah, I'm open to it all.
[00:18:08]
[00:18:13] All right, Lauren, we are back for another round of our rapid fire questions. You ready to play? I am ready to play. Okay, cool. As someone who has worked with and fundraised for many organizations, what is the cause closest to your heart? Uh, reproductive justice. Oh, yeah. I've been at it long, long time. I just rolled off the board actually earlier this year for Planned Parenthood Southwest Ohio region at my term of service there was amazing, but it was such a nice pinnacle to, being an employee there to advocate there, a donor, their board member there, it was, it's still very passionate and deeply.
[00:19:00] Can I just say, so I volunteered with Planned Parenthood in Toronto when I was in high school, and then they were the first board I ever sat on once I started in my professional career. So I'm just, uh, really vibing with that answer. It's such an important cause, and it feels extra important these days.
[00:19:23] all right, what is the pro to the con of moving from the Midwest to now the South? Ooh, there's a whole lot of guns down here. Oh my goodness. Oh, whoa. And I mean, I'm an adult now. So it's, I, uh, I approach it a little differently. I understand the right to bear arms. I really do fundamentally.
[00:19:47] But then like driving down the street, seeing so many different vendors where you can purchase one is kind of wild. And there's just, that's just a contrast. Like I grew up in Indiana. It's just not that prevalent there. and then with. Chaos, that is the U. S. It's always a little nerve wracking because you never know.
[00:20:08] But other than that, the really great things about the South, people are wonderful, they really are kind and nice. The hospitality, Southern hospitality is a real thing. My husband and I have been deeply impressed by just how folks are just super welcoming and genuinely nice. yeah. Oh, I love that. okay.
[00:20:31] And the last question is, what is the goal for 2025? Personal, professional, you choose. Oh, you know, I think I want to, get a little bit more in a video content. It is not my favorite thing to do for working purposes. However, it is my favorite thing to do for fun. my Instagram is just full of, we went on a rollercoaster today and check out this ice cream cone.
[00:20:58] Have you made your way over to TikTok because it's next level? So I am on, I'm on it, but I don't, I consume and I don't create there, you know, I'm almost 40. And so I'm still very, I'm stuck in Instagram land. I'm like, still stuck there. So I scroll on TikTok for laughs, recipes, cleaning hacks. but I don't create there that much.
[00:21:23] And I don't know if I will. Yeah. Yeah. Yeah. It's very addictive. as someone who is literally needs to stop the scroll. I have to follow you on TikTok. Come on over. all right, Lauren, thanks for playing. Yeah, no worries. No worries.
[00:21:40]
[00:21:44] I have so many questions. I like my question was going to be about pricing because truly we can never talk enough about that. People always want to hear about that. But actually, I want to talk about ambition because you are ambitious and I love it. And I love that you're talking about that big 10 year goal and what that looks like.
[00:22:06] I feel like we don't celebrate that enough in our sector. And so, tell us more about this vision and like, where have you shared this? Does your team know? I just want to shout it from the rooftop. So I'm curious how you communicate that, to other people. Yeah. Yeah. So the short answer is yes, the team knows they're like aware.
[00:22:27] so how I kind of keep all of this. Intel that I'm sharing with you, at least on this call. I really love being organized. I really love tools that work. And so I have a notion board, that I update fairly regularly with Random tiles like dreams, ambition, news you can use. Here's a best practice, things like that.
[00:22:50] And you know, I'm not really sure if you're familiar with that product, but you know, there are amazing templates that you can use that help really help a business. it's it's it's it's infrastructure. So you know, it does mean no good. It does architect. No good to be consulting nonprofits walking alongside them, telling them all the things that they need to do to fill in the gaps, and we not have all our stuff together either.
[00:23:16] So when I think through ambition, which is has been a word in my a theme and word in my life for the whole time, we really lean into it by communicating broadly. Often working through, you know, even in problem solving, figuring out how can we be honest and true about figuring out what the solution is? and how can we remember that lesson so we can become better for it next time?
[00:23:44] So great. So, so great. On the team of ambition, I'm wondering, how do you decide when to make the next jump? So, for example, like, how do you decide it's time to expand to add another person on our team or, You know, take on this next project that like, where, how do you determine where the level up happens?
[00:24:09] You have the big 10 year plan, right? And I imagine that's broken down into steps to get you there. So when do you decide to make the next step up? Yeah, it's a bit of feeling and a bit of fact. looking back at some of our historical data, like what were our revenue year one year, two year, three year for, we're actually going into your five here momentarily.
[00:24:32] And so we have enough data to be able to look backwards to help answer that question. Like, all right, we know we plateaued here. We implemented this change here and we were able to see growth or we were able to see a decline because both pieces of data will tell you what you need to know. and so it's a bit of like, all right, last time we had seven clients or more, we had, we're doing too much and we needed to bring on one extra person.
[00:24:58] All right. We have eight clients now. Let's. Bring on one more project manager. And so it's really just like feeling through the business, but also using smart data and smart metrics to make sure no one's overwhelmed and everyone has the right size workload. And are we envisioning the right blueprint for tomorrow?
[00:25:17] How can we ensure our clients are actually receiving adequate services? Do we need to send out Internal reviews so that we can get feedback for advisory capacity. All of that ladders up to, precise, but also measured ambition so that we can make it to your 6789 and 10. How are you able to. Be flexible and nimble because in my experience, projects either take 12 months to close the deal or they take 12 hours to close the deal.
[00:25:55] they're either speedy or like the slowest turtle known to mankind and on those speedy ones, especially in a season right now, right? Where it's end of your campaign season. There's lots of fundraising. You're juggling a lot of things at one time. Do you have the motto of you're kind of always quote unquote hiring and so you have people that you have available to kind of step up to the plate versus put back on the bench?
[00:26:21] Like, how does it work logistically to expand or contract your capacity as you need it? Yeah, it's a, it's also a little bit of both. So to more clearly answer that question, we actually have three service packages, which help answer that question. So, we have a, a service package, which is our VIP strategy intensive.
[00:26:43] It's we call it our visionary catalyst package, and it's really an immersive retreat. That really focuses on crafting a strategic roadmap for the nonprofit for the next 12 months and beyond. The workload on us. It's somewhere between two and three days. And so we're really in the mix with the nonprofit and out just enough to do like a pre retreat assessment.
[00:27:09] We set some goals. there's a fair amount of follow up and post retreat access to us that the nonprofit has, but they're really only paying for. Those two to three days intensive. So that's something you can plan around. You know, how many bodies that's going to take, you know, how many consultants that's going to take, you know, what their skill level and expertise is going to be.
[00:27:27] And you kind of have it mapped out, bucketed towards nonprofit pain points. And so we cover the key outcomes with them. And then that's the end of that section. Package the second package we have is our growth accelerator package and it's really a 6 month long package and it has a lot of the same things that are in the retreat, but it's much more.
[00:27:48] It's even more intensive. So they're getting a dedicated person for at least 6 months who can meet with them on a previously agreed frequency schedule. And we're talking about the key focus areas and or pain points that nonprofit is going through. and then there's a fair amount of for all of our packages.
[00:28:05] There's a fair amount of post package support that we offer so that they, the client doesn't feel like, all right, we had this, you know, we brought in this consultant. They did all these things. And then we never saw them again. That is absolutely not our value prop. Our value prop is we want to hold a relationship with you.
[00:28:23] We want to continually grow with you. and we want to, stay in relationship with you because we know this work is not fast, and it takes time, and we don't make any serious promises, but we make very deep commitments that if you work with us, you will see success. And then that 3rd package there, is, our sustainable impact, accelerator, and that's really the retainer for us.
[00:28:46] That's a nonprofit signing up for 12 months, a year. Of services and they get the gamut of things. A lot of strategy sessions, checking calls on site visits, a litany of things in that package. And then they have post support with us as well access to their, our digital library and repository of things that we co created together for another year after that.
[00:29:10] So we're really keeping long term relationships with folks long after we're.
[00:29:16] Okay. I love packages, so it just like, how straightforward was that? And it's so easy for you to describe. honestly, I think most businesses, this is where they really struggle is. packaging their services into products so that, you can really quickly tell if something is the right fit.
[00:29:40] You can help them or you can't. I would love to now come back to the topic of pricing, because when you have a package, in some ways, it's like really easy to price. You're like, okay, we know what goes into things and here's like a standardized pricing. I'm curious if that's still the case. what you have, or if you, if there's any variations,
[00:30:00] how you came to Pricing, do you feel good about your pricing? If so, how did you come to that? just what's your pricing journey? Yeah, it's been a mess. I'll be honest with you. The pricing journey was a hot mess. it started all over the place and part of it is because it's really hard to find, and I know we're probably going back to this part of this.
[00:30:20] Conversation. It's really hard to find what people charge for this type of thing and this type of skill set. And so even when I was starting Architect, I remember mashing up different like job descriptions, trying to find the right. language trying to find the right way to say something like it's this.
[00:30:42] It's not quite that. Anyway, that was some years ago. How I also come to pricing was I took a leadership program just this year, too, and they were really helpful. Oh, man. It was such an intense experience. it was with, a consultancy out of Seattle called Daylight Advisors. it's run by DNU and her team DNU on connection there used to run the Cat program at the American college.
[00:31:08] That is how I know her. She's amazing. And she invited me to, test out this entrepreneurial business development, incubator this year, me and five other people across the U S. And they really helped us streamline and develop further develop our consulting service packages. And so that 1st package, the visionary catalyst package, really,the 2 to 3 day intensive, it boils down to about 10 K and that's something fair for any travel that might be involved, perhaps work team alignment, all of the logistics that go involved, get need to be involved in putting together something like that.
[00:31:50] The growth accelerator package that six month, vehicle it's really around 21 and so the investment is around 3500 per month. and that too breaks down really nicely for whoever's handling that project and then our last package breaks down to 7500 per month, which is 90, 000 dollars total for the year.
[00:32:13] And so nonprofits, the ones we work with that kind of profile, they tend to find that. amenable to their needs because it's a flat rate. They know what they're getting. Everything's expelled out up front. There are no gotchas. There are no ahas, or ha has is what I should say. There are no ha has.
[00:32:33] There's plenty of ahas, and it's pretty straightforward. And so they can plan for that as well. In addition to our packages, I encourage our team members to just kind of get out there, in the world and see where they can be seen. And so, we've been fortunate to forge a partnership with, Duke University here in North Carolina for their non profit management program.
[00:32:56] And so, that's a teaching activity that, that we'vebodes a prospective client pipeline, but also develops a really great relationship with that institution.
[00:33:08] All right. I was not raising my hand. We have this feature for those listening and I forgot to do my job. okay, can you tell us a little bit about this evolution? these prices seem amazing. And if you have anywhere from, you know, 5 to 7 clients at a time or more, you guys, you know, I don't know in theory are cruising, but can you take us back to the evolution like tell us what you were doing before so that if anyone's listening, and they can be like, Oh, wait, I'm there.
[00:33:36] I'm where Lauren was three years ago, four years ago, five years ago. Maybe this will inspire you to rethink your pricing. Yeah, definitely. Before we solidified our packages, what was included in each of them, we had this wild kind of a la carte menu, which was really hard to keep track of. And it had, I think at one point, like, 15 different services on it.
[00:34:07] And that's, that's just insane. But just, it's just insane. And how that came to be was because client a would say, well, my pain point is this and client B would say, well, my pain point is that and so we kept finding ourselves being a little too malleable to what the whims of the, you know, grand ecosystem, nonprofit ecosystem could be.
[00:34:30] And so, You know, it also got to be really hard to charge effectively. because there were such very price points across the board. oh, the worst thing that can happen is like you finish up with a project or even a retainer. And you're like, man, I should have charged just a little bit more for that.
[00:34:46] I definitely ended up doing way more work than was originally agreed upon. And so, in the last year and a half, I really overhauled a lot of the work that we do, whittled down to the core essence of what I want Architect to be, and that is hyper focused on strategic marketing and inclusive fundraising strategies.
[00:35:15] with storytelling in the mix. That is what we do. And so everything else that didn't fall inside those three parameters had to go. And I think we've been better for it. I think it's been amazing. our tagline is curiosity is the blueprint to legacy. And I think that's just cool enough that, you know, it allow us to keep chugging along into spaces that, you know, we can't wait to see.
[00:35:43] Cindy just got really excited about that tagline. Curiosity. Curiosity is my favorite quality in people that I think leads to their success. So whether you're a fundraiser or a business owner or anything like that, like I Love that because it's one of my favorite. and I think it's so true. Like it is so important.
[00:36:03] Anyways, I'll let Jess ask the question.okay. I want to know about marketing right now. You have this very, and I think that Claire is a kindness. So now you have this. Tagline, you have the packages, you have the pricing, how did that influence your marketing? How do you market? Is it word of mouth? Are you a thought leader on LinkedIn?
[00:36:28] Do you have an email list? Are you doing ads? Is it what walk us through your marketing? Yeah, for sure. For sure. So it too has been an evolution. when I was first hanging my shingle, I was fortunate, that I had a lot of relationships. and I was in various nonprofits across that the city that, people were knocking down my door to work with me.
[00:36:50] And so I was really grateful at the onset. And that was a relationship that lasted, those relationships last carried the business to its third year. So now that we are embarking on our fifth year, you know, marketing has become much more important. also because I have made a. multi state move.
[00:37:07] And so where I was, in the, I was, where I was in the Midwest, I'm now in the South. And so, you know, with moves and people being hyper local, and relationships being hyper local, I had to hit the ground running, down here in Charlotte to figure out all right, who are the next great a wonderful contracts and friends.
[00:37:29] And so, I am a member of A F. P. greater Charlotte. I've been fortunate to speak at icon this year in 2024, where I met Cindy for the 1st time. We did a wonderful session on black philanthropy, and we've been invited back to Seattle in 2025 to do another session on black philanthropy. And so the people who go to AFP, look up those types of sessions have been an incredible pipeline for architect as well.
[00:37:59] We've been able to secure a few clients out of that. And to your point, Jess, this particular year, too, I wanted to flex my thought leadership muscle. And so there's a lot of storytelling happening on my LinkedIn as well as Architects LinkedIn. and we follow, a very specific formula, the hook rehook strategy.
[00:38:21] Trying to figure out different ways to grab attention quickly so that people stay with the article or body of text. in addition to that, I mentioned the local institutional partnerships with Duke University, as well as United way, greater Charlotte. And to be honest with you, pairing up with affinity groups across the globe has been very helpful.
[00:38:45] I have a really great. Friend who's in Germany, who's really wonderful about pitching architect for sessions there. we've been able to partner with nonprofit quarterly. This year, C. F. uh, community centric fundraising for a few articles to issue, you know, to issue areas, thought leadership there. 2025, you're going to see much more of that and even more.
[00:39:11] I love it. It sounds, Well, I guess what I'm sitting here thinking is it sounds amazing. It also sounds like a lot. And I'm wondering like how much of your day is spent marketing doing business development, networking, and how much of your time is spent. Doing project work. Great question. I think I would split them in bits.
[00:39:33] Maybe 20, 20, 20 ish percent and it depends. It really just depends on the day. Now, I mentioned earlier. I love organization. I love being organized. I love building infrastructure. That means. I pre plan. A lot of things I look at the calendar. I know if it's a heritage month, we can talk about X, Y and Z topic.
[00:39:54] If someone on my team is celebrating something awesome, then Let's write it up in advance and let's. Schedule posted out, right? And so I try to plan a lot of things that fit around the natural rhythms of my calendar, or the team's calendar so that we can not be overwhelmed. Now, you know, just by virtue of any 12 month span or a year, there are just some peaks and some valleys.
[00:40:20] And I think we account for that too. So, Client work always comes first, but after that, uh, please let's galvanize and prepare and plan for the future.Oh my goodness. I feel like we could talk forever. Like also on another time. I want to see your notion. but yeah, that's a whole, I love looking at, uh, how people operate their business.
[00:40:51] but we don't have all the time in the world and we absolutely need to get to a confession before we wrap up. So Lauren share with us, I mean, you've already been such an open book and I know We appreciate that. And our listeners appreciate that. So what's one thing we haven't talked about that is a confession.
[00:41:11] Yep. Oh my goodness. I think a vulnerable confession, uh, that I can share is that I never really saw myself as a business owner. I never saw this. Or my future or my life. I was a person who was quite content climbing corporate ladders, figuring out what the next promotion was going to be and how to get there until I wasn't.
[00:41:39] And then I was just delusionally upset. Whatever you want to put a word to it, but just push to the brink enough that I trusted myself and went out there and figured it out. And so that has been such a rewarding, rewardingly terrifyingly awesome experience. I could not in a million years, imagine not doing this now.
[00:42:12] And I am so grateful that things fell out. Or into place the way that they did for me to own and operate this type of consultancy. It's absolutely operating in all of my skills, my strengths, my powers, and, my vision. So never saw this as an opportunity, really grateful that we're here.I love all of that.
[00:42:40] And I feel like it actually wraps us right back around to where we started, which was like, You have faith in yourself that you will figure shit out and that you will make it work. And that's exactly what we talked about when we talked about 2024 being a weird year. And there are people who are going to just figure shit out and you're going to trust yourself, trust that you have the skills and you can take the action.
[00:43:06] And that's what gets us to where we all are. So, what a. Beautiful time. I'm sure it wasn't even intentional, but I think it's just a great way to wrap up.Lauren, where can our listeners connect with you online? Absolutely. You can find me on LinkedIn. It is really the LinkedIn URL backslash Lauren Elyse Tudor.
[00:43:30] E L Y S E if you need to spell that and Tudor with a D, not a T. I post almost every day, so there's something there for you.and you can also find architect at www. architectyourambition. com. Those are the two spaces that we hold in our corner of the world. Awesome. So nice to meet you.
[00:43:53] Likewise. Thanks for joining us. Likewise. Thanks for having me.