From Gap to Growth Through Interim Development Leadership

When a key leader departs, panic can ensue—especially when that vacancy occurs within the fundraising department, the engine that drives future mission growth. Fear may set in that fundraising progress might stall and donor confidence could falter. Yet, for Care New England, a leading healthcare provider in Rhode Island, a leadership vacancy became a catalyst for lasting transformation.

“Leadership transitions do not have to be setbacks,” says Sarah Krasin, Managing Partner at CCS Fundraising.  “With the right support, they can be opportunities.”

When Care New England faced the sudden departure of its Chief Philanthropy Officer (CPO), the organization found itself at a pivotal juncture. But instead of rushing to fill the position, Care New England paused. It reflected. And it chose to move forward with intention, partnering with CCS Fundraising for interim development leadership that provided stability and strategic direction.

Turning Uncertainty into Opportunity With Interim Development Leadership

The departure of a senior development leader often raises urgent questions: Who will lead donor strategy? How will staff maintain direction? Can the continuity of ongoing campaigns be preserved?

Care New England faced a development leadership transition at a critical moment. Growing and sustaining philanthropic outcomes was key lever to assure the System’s financial health and impact, including the need to close an ambitious campaign for a new Labor and Delivery Center.

Rather than respond reactively, the organization saw the vacancy as an opportunity to reassess, realign, and rebuild. CCS Fundraising provided interim development leadership with a mandate not simply to maintain, but to improve.

Stabilizing and Realigning

“Interim leadership should focus on stability, assessment, and optimization, rather than making irreversible decisions,” shares Jeff Cabral, who later became Care New England’s permanent CPO. “CCS made high-impact, low-risk improvements that allowed me to come in and focus on the strategic direction.”

Those high-impact, low-risk improvements were multi-faceted. They included the creation of unit-specific fundraising priorities, the systematic refresh of gift officer portfolios, and the introduction of a disciplined major-gift strategy that equipped frontline fundraisers with clear direction and heightened confidence, enabling them to work efficiently and productively as Jeff transitioned into his new role. A strategic reorganization further streamlined roles and processes, enhancing efficiency while boosting morale and fostering a stronger, more collaborative team culture. Additionally, a rigorous analysis of annual fund performance across all units led to a streamlined solicitation process and the rollout of a comprehensive, system-wide annual fund calendar—ensuring that each operating unit engaged donors at the optimal moment for giving.

Through a structured yet flexible approach, CCS partnered with Care New England’s executive leadership and a retained search firm to guide the transition.

“Our focus was threefold: clarify roles, optimize systems, and rebuild culture,” says Krasin. “We worked closely with Care New England to assess their internal operations, redefine team responsibilities, and ensure everyone understood their role in advancing the mission. From there, we streamlined processes, introduced a strategic fundraising plan, and, most importantly, helped foster a culture of clarity, trust, and alignment that could carry the organization forward.” Importantly, CCS treated the interim development leadership role not as a placeholder, but as a chance to be a true partner in strategic evolution. That partnership mindset helped ensure lasting progress.

“They didn’t just hold the seat during the interim period—they stabilized the operation, clarified roles, and helped the organization rediscover its fundraising priorities,” says Cabral.

Enabling Growth and Transition Through Interim Development Leadership

By the time Jeff Cabral was named the new Chief Philanthropy Officer, Care New England was no longer in a reactive posture. The groundwork had been laid for him to lead from a place of strength. During the year of interim leadership:

• The System surpassed its collective fundraising goal by over 11%.
• Each operating unit saw an increase in the total number of donors, and donor count for the System increased by almost 17% overall.
• Events surpassed their attendance and fundraising goals.
• The previously stalled capital campaign for a new Labor and Delivery Center was close to achieving goal and ready for public launch.
• The System closed the fiscal year more than 11% above its collective fundraising target.
• Every operating unit increased its donor base, driving an overall donor‐count gain of nearly 17% across the System.
• Flagship events exceeded both attendance and revenue goals, expanding the pipeline and deepening community goodwill.
• The once-stalled capital campaign for the new Labor and Delivery Center was now close to achieving its goal and ready for a confident public launch.
• A strategic reorganization streamlined roles and processes, boosting efficiency while elevating team morale and fostering a stronger, more collaborative culture.

Cabral’s onboarding was not rooted in disruption, but by a sense of momentum. “Having a strategic plan, a team with clear roles, and access to ongoing support from CCS set me up for success from day one,” he notes.

Instead of addressing inherited dysfunction, Cabral was able to focus on building relationships, deepening strategy, and advancing the department’s impact. The new team structure, coupled with a culture of clarity and trust, created the conditions for forward momentum.

“Clarity builds confidence,” Cabral shares. “People don’t need a perfect plan on day one, but they do need to know where we’re headed and how they fit in.”