Chief Development Officer

REPORTS TO President & CEO

TEAM Executive Leadership Team member; leads Resource Development, including Marketing & Communications

LOCATION Washington, DC headquarters, with regular presence in Clubs across DC, Maryland, and Virginia

STATUS Full-time, exempt

SALARY RANGE $200,000 to $220,000, plus a comprehensive benefits package

ANTICIPATED START December 2026, with flexibility for an earlier start

THE OPPORTUNITY

BGCGW seeks a Chief Development Officer (CDO) to lead the organization's total revenue portfolio and the brand and story that power it. This is a builder's role. The CDO will inherit strong donor relationships, a signature event with real momentum, an engaged Board, and an affiliated Foundation, and will be asked to create the strategy, systems, story, and team that turn those assets into predictable, diversified, and growing revenue.

We think about revenue in three buckets: individuals and events; foundation, corporate, and government grants; and Program & Partnership Revenue, meaning contracts, fee-for-service programs, and other earned income. Over the next 18 to 24 months, we intend to shift the mix so that recurring and contracted sources carry the majority of our budget, individual giving becomes routine and systematized, grant submissions run on a disciplined pipeline, and our dependence on any single event declines. The CDO owns that transformation.

The right leader is a fundraiser first: someone who has personally closed six- and seven-figure gifts and built the machinery behind them. The right leader is also a storyteller and a modern marketer who understands that visibility drives revenue, and who can make BGCGW impossible to ignore in the DMV. And the right leader understands that a youth-serving organization must sell what it does well, price it fairly, and partner with counties, school systems, employers, and families to fund it. If you have done all three, or done two exceptionally and are hungry to do the third, we want to talk with you.

POSITION SUMMARY

Reporting to the President & CEO and serving on the Executive Leadership Team, the Chief Development Officer is accountable for BGCGW's revenue strategy and results across individual giving, major and principal gifts, institutional grants, corporate partnerships, signature events, and Program & Partnership Revenue, as well as for the organization's brand, marketing, and communications. The CDO leads, builds, and develops the Resource Development team; partners closely with the Board of Directors, regional Club boards, and the BGCGW Foundation; and serves as a trusted thought partner to the CEO on the organization's financial future and public voice.

The CDO will personally manage a portfolio of the organization's most important donor and partner relationships while building a team and a system that does not depend on any one person, including the CDO.

KEY RESPONSIBILITIES

Revenue Strategy and Portfolio Leadership

• Develop and execute a comprehensive, multi-year revenue plan aligned with BGCGW's strategic priorities, with clear annual and quarterly targets by revenue stream.
• Own the full revenue portfolio: individual and major gifts, planned giving, foundation and corporate grants, government funding, corporate partnerships and sponsorships, signature events, and Program & Partnership Revenue.
• Lead the deliberate shift in BGCGW's revenue mix toward recurring, contracted, and diversified sources, and report progress transparently to the CEO, Executive Leadership Team, and Board.
• Partner with the CEO and Finance on revenue forecasting, cash flow planning, and budget development, ensuring every revenue line is grounded in a named prospect, a pipeline stage, and a probability.
• Build a culture of philanthropy across the organization in which every leader understands their role in generating and stewarding resources.

Major, Principal, and Individual Giving

• Personally cultivate, solicit, and steward a portfolio of the organization's top donors and prospects, including high-net-worth individuals, family foundations, and philanthropists at the six- and seven-figure level.
• Run a disciplined moves-management process with clear touchpoint cadences, ask calendars, and stewardship plans, tracked in Salesforce.
• Build a systematic annual giving and mid-level donor program that converts first-time and event donors into loyal, multi-year supporters, with retention and upgrade rates as core metrics.
• Establish a planned giving program and integrate legacy giving into major donor conversations.
• Ensure every gift, at every level, is acknowledged promptly, personally, and accurately.

Institutional Giving and Grants

• Build a mechanized, calendar-driven grants pipeline covering foundation, corporate, and government (federal, state, county, and city) opportunities, from prospecting through submission, reporting, and closeout.
• Establish clear ownership at every step of the grants process across Resource Development, Operations, Programs, and Finance, so that no deadline, report, or reimbursement is ever missed.
• Grow public funding relationships in DC, Maryland, and Virginia, including county and municipal partnerships that fund Club operations directly.
• Supervise and develop grants staff, and scale the function as the pipeline grows.

Corporate Partnerships and Signature Events

• Lead the strategy for BlueFest, Youth & Real Estate, and other signature events, keeping them fresh, profitable, and connected to long-term donor relationships, including recruiting and managing event co-chairs, committees, and lead sponsors, while intentionally reducing reliance on event revenue over time.
• Build a robust corporate partnership program that diversifies beyond our traditional sectors into new industries across the region, with offerings that extend beyond sponsorship to workforce, volunteer, and cause-marketing partnerships.
• Apply rigorous return-on-investment analysis to every event and partnership.

Program & Partnership Revenue

• In partnership with Programs and Operations leadership, identify, structure, price, and close fee-for-service and contract revenue opportunities with school systems, local governments, employers, and community partners.
• Evaluate and, where appropriate, launch new earned-income offerings, including enrichment, camp, workforce, and facility-based programs, with sound pricing, cost recovery, and margin analysis.
• Develop the business cases, proposals, and partner agreements that bring these opportunities to life, and build the internal systems to invoice, track, and report on them.
• Bring a sales mindset to the work: a defined pipeline, conversion metrics, and a clear value proposition for each customer segment.

Marketing, Brand, and Storytelling

• Own BGCGW's brand and public voice. Lead the marketing and communications function and ensure every touchpoint, from a donor proposal to an Instagram reel to a Club flyer, is consistent with BGCA brand standards and unmistakably ours.
• Build a storytelling engine, not a series of one-off posts: a repeatable system for capturing, producing, and distributing Club kid stories, Youth Development Professional voices, and impact data across print, digital, video, social, and earned media.
• Develop and refresh the case for support and a set of signature narratives, grounded in the Movement's Future Ready agenda and in BGCGW's own outcomes, that donors, board members, partners, and staff can all tell with confidence.
• Lead a modern, data-driven digital strategy: audience segmentation, integrated email and social calendars, paid and organic digital, search, website optimization, and conversion tracking that ties awareness directly to donors, partners, members, and revenue.
• Design and run a sustained, low-cost awareness campaign that explains who we are and what we do to the region's donors, public officials, employers, and families, ahead of any future campaign.
• Position the CEO and BGCGW as visible thought leaders on youth, opportunity, and the future of the DMV through media relations, op-eds, speaking, and strategic partnerships.
• Be forward thinking about the tools. Responsibly apply AI, automation, and marketing technology to produce more content, personalize donor communications, sharpen targeting, and measure what works, while protecting the privacy and dignity of the young people we serve.
• Set clear marketing metrics (reach, engagement, web conversion, donor acquisition cost, and revenue attribution) and review them with the same discipline as the fundraising pipeline.
• Champion internal communications and staff pride in the brand: our own team members should be our most credible ambassadors.

Board and Foundation Partnership

• Serve as the primary staff partner to the Board Development Committee and support regional Club boards in meeting their annual giving and fundraising expectations.
• Equip Board members to open doors, make introductions, and participate in solicitations; coach them, prepare them, and follow through on every lead they generate.
• Partner with the CEO and the BGCGW Foundation on campaign planning, gift agreements, and stewardship of endowed and restricted gifts, including preparation for a future Foundation campaign.
• Contribute to Board and Executive Committee meetings with clear, data-driven revenue and marketing reporting.

Development Operations, Data, and Accountability

• Own the integrity of donor and revenue data in Salesforce, including data hygiene, gift processing, reporting, and dashboards that show pipeline health, asks per month, retention, and results against goal in real time.
• Implement prospect research, wealth screening, and market analysis to identify new high-capacity donors and partners across the DMV.
• Establish written policies for gift acceptance, restricted gifts, donor recognition, and data privacy, in coordination with Finance and legal counsel.

Team Leadership and Culture

• Build, lead, and develop a high-performing Resource Development and Marketing team with clear roles, individual goals, and regular coaching; hire for the gaps and design the structure the strategy requires.
• Set the standard for routine and discipline: weekly pipeline reviews, monthly metrics, and a predictable rhythm the team and the CEO can count on.
• Model the culture we are building: candor in the room, alignment once decisions are made, ownership of results, and generosity toward colleagues. Bring healthy challenge to the Executive Leadership Team and support its decisions fully once made.
• Be present and visible with Club staff and young people. Like all headquarters leaders, spend regular time in a Club so that the story you tell donors is one you have seen with your own eyes.

WHAT WE VALUE IN THIS LEADER

Beyond the résumé, there are qualities the CEO will weigh heavily. We name them here so candidates can decide honestly whether this is their role.

• Routine and discipline. You run on systems, not adrenaline. You keep a calendar of asks, a pipeline that is always current, and a follow-up habit that never slips. Colleagues can predict what you will do next week because you did it last week.
• An unparalleled work ethic and drive. You set a pace that raises the standard for everyone around you, and you sustain it. You are energized, not exhausted, by an ambitious goal and a long list.
• An impeccable track record. Your results are specific, verifiable, and repeated across more than one organization. You can walk us through the gifts you closed, the campaigns you built, and the numbers before and after, and your references will tell the same story.
• Range across the room. You are as comfortable and credible in a private dining room with a philanthropist as you are in a Club gym with a Youth Development Professional. You build genuine rapport with both and treat both with the same respect.
• A builder of teams and a great teammate. You have hired, developed, and retained strong people and built the structure that lets a team perform without you in the room. Just as important, you are a good colleague: you share credit, ask for help, tell the truth kindly, and make the people around you better. We are rebuilding our culture, and this leader must be a cornerstone of it.
• A storyteller with a modern toolkit. You know that the story raises