You’ve heard the industry standards. 150 major gifts. Anything from 500-1,200 midlevel. But those benchmarks weren’t written with your organization’s reality in mind.

We’ll unpack what a healthy portfolio depends on, including:

• How organizational size, revenue goals, and role scope may require adjusting caseload expectations

• How high-value portfolios ($1M+ cumulative value) impact caseload size

• How split roles (management duties, corporate or foundation work) should affect load

• Why mid-year flexibility is healthy as portfolios grow

The goal is a portfolio you can actually manage well, not just one that looks standard on paper.

Every organization wants a clean line between segments. The challenge is that donors don’t live in clean lines.

We’ll challenge:

• The idea that one giving threshold works for every organization

• The “magic number” thresholds and why smaller shops can start lower to grow strategically

• How giving bands can unintentionally trap donors

• The “unconnected high-level donor” problem — when gift size does not equal relationship readiness

Your segments should be guided strategy, not restrict by it.

Last gift amounts tell you something. They just doesn’t tell you everything. Whether a donor is mid or major level may not be as cut-and-dry as giving level.

We’ll explore:

• The difference between giving level and relationship readiness

• How movement between caseloads should be based on relationship readiness, not just dollar amount

• When holding a donor longer is strategic, and when movement matters

• How portfolio transitions can be intentional instead of reactive

Portfolio strategy is about connection potential, not just revenue history.

Formal introductions are considered best practice. But best practice only works when it fits the situation.

We’ll cover:

• When a structured introduction builds confidence

• How to adjust if there’s a risk an intro will feel unnecessary or transactional

• How staff changes affect donor experience

• An alternative approach: weaving the introduction naturally into other communication pieces

The aim is continuity of relationship, not just completion of process.

Every organization has its measures of success. Counting visits is simple. Measuring progress is harder.

We’ll reframe how performance tracking can better reflect real donor engagement:

• What activity metrics are actually trying to measure

• Which metrics we recommend to our clients – mid and major are different

• A view into what a good metrics dashboard looks like

• How communication preferences change what “contact” means

• Ways to set goals that reflect donor behavior, not just tradition

• How measurement can reinforce strategy

Metrics should help fundraisers focus, not just report.