Driving innovation at charity: water

[00:00:00] Speaker A: Foreign. [00:00:03] Speaker B: Welcome to the Rainmaker Fundraising podcast where we bring you tips and insights to help you raise more money for your organization and lead more effectively. I'm your host, Andrew Olson. Hey, everybody, this is Andrew Olson with the Rainmaker Fundraising podcast. I'm here today with Brady Josephson. So Brady is VP of marketing and growth at Water. Brady, welcome back to the show, my friend. How are you? [00:00:26] Speaker A: I'm good. Thanks for having me. [00:00:27] Speaker B: Yeah, man, it's good. Good to have you here. Appreciate you making time for us. I know that you're a super busy dude, so Charity Water is, for those of you who live under a rock and don't know, is a nonprofit that's working to bring clean and safe water to every person on the planet. And Brady's role there is to lead a team of innovators, storytellers, creatives and marketers who are responsible for growing, supporting, and celebrating the Charity Water community and their impact around the world and today. Really want to talk about innovation and change with you, Brady. Before I do that, take just a quick minute to share a little bit more about who you are, how you got to Charity Water, and sort of what your personal mission is in being there. [00:01:11] Speaker A: Oh, a quick minute for all that. I'll do my best. [00:01:13] Speaker B: Okay, I'll give you three. [00:01:15] Speaker A: Yeah, you know, I'm like a charity nerd philanthropy guy through and through. I've spent my whole career in the space, but not always on the brand side or the nonprofit side side, you know, went to grad school, studied nonprofit management and fundraising, worked in a startup nonprofit doing development work in Zambia. Worked for the Canadian arm of a multinational organization doing microfinance around the world. Got to this point where I was like late 20s and leading marketing and seemingly have like reached the job I wanted and it kind of sucked. Felt like I was dying on the vine. Couldn't take risks, moving so slow and didn't think that the nonprofits space or the nonprofit side was maybe the best thing for me. And so I got more involved in consulting technology startups, still serving the non profit and philanthropic space. Started going through some life change. My wife and I started adopting a baby. We had some health scares and just kind of reached this point. Was like, let's go for it. Started my own company that started doing okay, but then it was like, gosh, having a young family and bootstrapping your own business and trying to do this stuff is tough. So came in partnership with Next After Folks, which is a research and consulting firm working with nonprofits, led marketing research there for A while before Charity Water reached out and said, hey, would you. Would you consider leading marketing here? And I thought it was spam, but it was real and was able to get the gig. And I've been here just about four years now. [00:02:43] Speaker B: That's awesome. And so I was listening. I can't remember if it was a virtuous podcast or maybe it was. Dave Raley, you were being interviewed recently, and something you said struck me, and I was like, yeah, that's exactly the word I would use to describe him. And just so I think beautifully encapsulates who you are and how you approach the world. You said something to the effect of something like, my superpower is curiosity. And I was like, yeah, that's exactly right. Because every time I talk to you, it's always like a what if conversation or a what about. [00:03:17] Speaker A: Right. [00:03:18] Speaker B: It's never stuck in sort of the concrete way that the world does things. And I think that is something that's both inspiring to somebody like me and also really exciting because I know that you're doing a ton right now to transform the way that water engages the world. [00:03:36] Speaker A: Right. [00:03:38] Speaker B: And I appreciate so much how, like, status quo isn't okay. [00:03:42] Speaker A: Right? [00:03:43] Speaker B: Talk to us a little bit about your. Your role, leading innovation. Like, what does that look like day to day? [00:03:49] Speaker A: Yeah, well, a lot of it stems from Scott, who's our founder. You know, if, if. If I'm like a 7 or 8 out of 10 on the scale of innovation, curiosity, non status quo, let's move. Scott's like a 12. You know, he's. He's. He's very off the charts. And I think that's partly why we work well together and drive a lot of people internally a little crazy at times. But honestly, a lot of my role is really, how do we kind of, how do I and my team work and harness some of the creative genius and spark and innovation that is inherent in Scott? And, you know, one of our biggest, latest innovations is the Experience Lab, which we'll talk about. It's a retail location and in Franklin, Tennessee. And that wasn't my idea. That was really kind of Scott's idea and a team going back to 2019. And so a lot of my role here is really, how do I work with folks to pull that out of Scott and harness it and focus it and. And make it happen. And then within the world of marketing, where I can be a little bit more in that role, kind of disruptive and push us a little bit. So, you know, the day to day, honestly, is how do we push against the status quo without derailing the things that we know are driving the performance today. And I think that's kind of the trick for everyone. I think the thing that I have and maybe Scott has and Charity Water has is we're not, we're not super afraid to get that wrong. I think so many organizations are like, oh gosh, but what if we do this wrong and we wreck what we have today? And that's a real scarcity mindset. And I think there's a real kind of growth mindset of saying, Great, we've helped 20 million people get access to clean water. There's still 700 million more. Wow. Doing what we're doing today isn't going to end it fast enough. We got to move, we got to do it different. And it creates a lot of challenges and problems internally. But it's super exciting and inspiring to be around and have those opportunities internally. [00:05:43] Speaker B: Yeah. So do you attribute sort of that drive? Is that about mission focus? Is it about Scott having a, a commercial background like outside a non profit, just thinking about the world differently? Is it all of the above? Like what's at the core there? [00:06:05] Speaker A: Yeah, I think it's both. I think, I think it's rooted in this real huge desire and commitment that every person on the planet should have access to clean water. And that should already have happened today. You know, the latest estimate is that It'll happen by 2056 or so. [00:06:20] Speaker B: And that's a long time. [00:06:22] Speaker A: That's still, you know, 30 years. [00:06:24] Speaker B: Yeah. [00:06:25] Speaker A: Too many kids are going to die in that time. Too many people are going to spend hours walking forward in that time like that's not good enough. And so there's, it's really rooted in this burning desire to help people get clean water. I do think there's an element where the vision right now, at least the charity water is to reinvent charity. And that was really part of kind of Scott's outsider beginnings, I think of. He's a club promoter. He's not a programs person. He's not a nonprofit person. He's a club promoter who knows sales and marketing and creative and. And so that's still very much in the DNA of the organization is that's great. That large organization, X, Y or Z is doing it this way. But we're not necessarily going to have to do it that way. And in fact, maybe we shouldn't do it that way. More of our mandate and calling is to try different things that other orgs would love to but can't, you know, so we kind of bear that responsibility. A bit of saying we have this opportunity to do those things. We need, we need to be responsible and take those opportunities. Because I know there's a lot of people listening. You're like, gosh, I wish I could. And for so many things for us, like, we really can. And I think that's a great spot to be. And it's a, it's a bit of a burden, but it's also super exciting again, to, to be able to do that. [00:07:36] Speaker B: Yeah, no, I, I, I bet it is. I, so I want to talk a little bit about sort of that innovation and change process. Like how, what have you learned in your time either at Charity Water or even prior to, about leading change, but not destroying the team or the core business that you're running. What's that balancing act look like? [00:08:02] Speaker A: Yeah, I think one of them is like attribution. So I think attribution is something on the practical level we get wrong big time. You know, what we think drives performance, doesn't drive performance. Things like last click, but they heard about us somewhere else. I'm not necessarily talking about that attribution, so we can't talk about it. That's a big thing. But more of it is when you step back. So many of the things that we believe as marketers and fundraisers are truly driving the business oftentimes aren't. And so if you can find a way to see like what is truly driving the business. And one of the things that we came to for Charity Water is one of the things that truly drives the business is big innovation. It's not straight line. Like we do big innovation X and then we get Y donors. Like, it's not a straight line, but we have a group of people called the well that fund our operations and overhead and support, like my salary and our marketing budget specifically. And as that kind of plateaued, we were like, well, one of the things that gets that group of people so excited is when is doing new, different, innovative things. Like they're funding not just the mission of Clean Water, but that vision of reinventing charity. And so when we're not perceived to be doing that, it's not as exciting. [00:09:13] Speaker B: Yeah. [00:09:13] Speaker A: So we needed to like reinvigorate that side. And when we do that and we try new things, it actually reinvigorates the brand. And it does fall down into re energized donor base. It does lead to greater acquisitions. It's just a harder straight line. And so part of it was stepping back and saying these things that we think are driving performance, maybe are. But the big thing that really drives the business forward is this big kind of vision, brand innovation piece that had really kind of dropped off or plateaued over the past bit. And so I think that's a really key, important thing. So if you don't know what's truly driving the business, then you don't know which levers to not pull or pull. And so if you get to that point, you go, hey, that's what's really driving the business. This like, upgrade flow. It's, it's important, but it's not, it's not going to kill us. [00:10:02] Speaker B: Sure. [00:10:03] Speaker A: Then it's way easier to not do it, to change it. But when you think that everything's the like, you know, card that's going to bring the whole tent down or the whole stack down, then you don't want to touch any of the cards. You don't even want to walk near the cards. And I think, yeah, finding a way to get around that is, is really, really key. Otherwise it's impossible to, to move and do anything big. [00:10:23] Speaker B: Yeah, that makes a lot of sense. So this idea of big innovation, like, if that's the case and it makes a ton of sense to me, right. And I can even draw a through line to, to like our own business and the way we've grown it, that it's all about innovation as well. How, like, what's the roadmap for that look like for you guys? You know, are you. So certainly with this Experience Lab, right, that's, that's a new innovation, right. But are you already looking 10 years down and saying, okay, five years from now, seven years from now, we need to be doing X, Y and Z so that we can continue to grow and scale. Or are you guys at the, where you're all in on, on launching and growing the Experience Lab and really trying to like testing that to prove it out first. Like what, how, how do you balance those two things? [00:11:09] Speaker A: Yeah, it's a good question. I think one, one key thing is when we talk about innovation, we kind of talk about capital I innovation, which is like really big disruptive category, changing or defining kind of things. And then there's like lowercase I innovation, which is like doing things differently, you know, so lowercase I might be an upsell feature in our monthly giving flow. That's a new way to acquire more monthly donors. Like, that's cool. That's a new way to do things. That's innovative. [00:11:36] Speaker B: Sure. [00:11:36] Speaker A: But capital I innovation is like the 100% model that charity Water has or transparency down to the dollar and project or in this case the experience lab, an hour long retail experience in a physical location. So I think the process by which you do both of those things is kind of different. So I'll talk maybe more about like capital I innovation. [00:11:57] Speaker B: Yeah, for sure. [00:11:59] Speaker A: I think innovating for innovation's sake is tough. I think it has to be rooted in a problem. And the problem I think that we started experiencing even as back as 2019 was just how hard it was to get attention and how competitive the digital landscape already was and was going to become. [00:12:18] Speaker B: So I want to pause for a second because I want all the listeners to understand that the head of growth for Charity Water just said that in 2019 you started to realize how hard it was to get attention. I think everybody in the nonprofit sector probably wakes up and says if we could only get the attention that an organization like Water gets, all our problems would be solved. Take just a minute to say a little bit more about that attention challenge before you go into the rest of the innovation content. [00:12:47] Speaker A: Well, it's all a matter of scale, right? I mean, if we just wanted to be satisfied with, you know, an 80 to $100 million organization, then great. Our attention levels and traffic and things are fine. But again, we have this burning desire to help every person on the planet get clean water. And we feel like we're a big part of that. And so we need to grow. We that's our mandate. And so to grow. That's really where it was like these attention levels, these traffic levels cannot sustain our growth. And that, that was a trend that really did start back kind of in 2019 where some of the brand metrics, share of search or director organic traffic really started to decline and plateau. And then Covid kind of masked, I think for a lot of us, some trend lines that makes sense. Over the past few years we've reconciled and we're like, ah, that was a big blip. This trend does not reverse itself. I mean for some folks, but I think especially international orgs, there's been so many domestic challenges in the United States making international tricky. And then we don't do disaster and emergency and so wars in Ukraine and conflicts in the Middle east, we're not a part of those things. And so international has been really, really challenging. But even beside that, on the nonprofit side, I mean like some streamer playing Minecraft with big floofy hair gets more views in a day than our best performing video. And content is like if you just step back and look at the competitive landscape, because that is the competitive landscape. Consumers aren't going, who is Charity Waters video better than this organization's video? No, it's when I'm on YouTube, what am I going to watch? And that's the arena that we're competing. And that is a difficult arena. And we already started seeing the signs of how we were kind of losing that battle or starting to lose that battle in ways that we hadn't maybe in the previous decade. And so that was kind of part of the. The business problem and remains a business problem for all of us. Attention, like it's an attention economy. And how do you grab and earn and keep people's attention? That is the name of the game, and it is important. Very, very, very difficult for all of us. [00:14:51] Speaker B: Does your organization struggle to get your Salesforce CRM to do the things you need it to do? Do you want to pull your hair out because you feel like your CRM is working against you instead of for you? If this feels familiar, my friends over at Higher Rock LLC can help. Their team of expert Salesforce consultants can help you with anything from Salesforce implementations to platform integrations, maintenance, reporting, and really anything else you need to effectively use your CRM. Get the help you need today and maximize your impact. Book a no cost, no obligation call with Hire Rock LLC today. So I 100% agree with that. I'm so glad you made the point that our competitive landscape is not the charity down the street like it is any way that you can spend your time and dollars. Right. How did you go from that observation to make the leap to say, what we need is an experience lab, and where we need it is Franklin, Tennessee. [00:15:44] Speaker A: Well, there's. There's a few things. One, the other part of that idea was, what assets do we have? So I think this is the other thing around innovation or big ideas. If you come up with this really cool idea and it's like, hey, if we get celebrity X and we have this, like, wicked water park water slide, it would be amazing. It's like, do you have those celebrities? Do you have her water? No. So what are you talking about? What do you actually possess? You can be aspirational, but it has to be rooted in assets or skill sets or something. You can't just be total pie in the sky. And so one of the things that we had possessed is this tremendous ability to storytell and provide experiences. Now, often it was in galas. So a couple hundred people, maybe a thousand people would have this amazing immersive night of Experience and storytelling and it was amazing. But it was only a small, small, small group of people. And part of it was how do we have more people experience this? And so that's where this idea of a retail location kind of started was. Well, once we get attention, we know we're amazing. It's hard to get and keep attention. What if we had this physical space? So that was the IDEA Basically in 2019 it was going to be in New York. It was going to be kind of a pop up shop retail location. Not a great time to do retail in New York in particular. So it kind of got shelves Covid recover from COVID more change. Like it took a few years until we're like, oh yeah, that still is a problem and this still is an opportunity. By that point our founder had moved to Franklin. He had left New York like many people did in that time period. Our organization went fully remote and kind of he established his kind of headquarters in Franklin and then now we've kind of established a hub here in Franklin, Tennessee, just south of Nashville. And so when it came time to say like, hey let's what does this idea look like today? Franklin made a lot of sense. It's way cheaper per square footage. Where it's located in Williamson county, is affluent area and it's close to Scott. And so part of it is if we want to bring, you know, supporters in to experience charity water because we can't take them all to Uganda. Allowing Scott, who's got a family of three, soon to be family four, to not travel so much was a key component of it too. So and again, it's kind of in the piloting stage. Like if you chose a retail location out of nowhere, you probably wouldn't choose Franklin. But in terms of a proving ground and to tick some of these other boxes for us, it really was a good fit. [00:18:11] Speaker B: Okay, so, so talk us through. You know, we've talked about how you got there, which makes sense. What actually is it? [00:18:22] Speaker A: Great, great question. So it's a 60 minute experience and so it's guided, it's groups of 10 and it's not self serve right now. Like we really want to slow you down and make sure that you have this experience. And we basically take you on a journey of experiencing the problem of not having clean water. So we start you off with a film that basically introduces you to the problem, doesn't provide tons of hope or solution right away we take you into a room where you can actually go on a walk for water. So 200 million hours are spent Every day. Primarily women and girls just walking for water. [00:18:59] Speaker B: Sorry, Brady, did you just say 200 million hours? [00:19:02] Speaker A: Yeah. Yeah. [00:19:03] Speaker B: That's insane. And that's every day. [00:19:06] Speaker A: Every day. [00:19:06] Speaker B: Wow. Okay. [00:19:07] Speaker A: Yeah. So when. When the World bank did a study a while ago that every $1 invested in clean water leads to $4.12 of economic output, almost all that is tied up in time. You're just giving time back to people's day. We found that when a charity water project comes in and provides clean water, 52 minutes are saved for a family every single day. So imagine just getting an hour back in your day every single day to do something else, go to school, let alone all the health benefits that keep you in school or keep you in your job. So, you know, water is one of these foundational things for all of us, but it's also the building block of development. How can you have a job or a family or go to school without water? And the walk is one of the most crippling parts of the water crisis. So to kind of bring that experience home, we shot a film where we actually go on a walk with a girl named Esther, who's 15. She's been walking for water since she was. And you go on a six minute walk in this room lined with LED panels on a treadmill. And we crank up the heat and we put some smell in there, and it's trying to give you a fraction of a sliver of what her walk would actually be like. And it's really powerful because we can tell you that all day long and we can tell you the stats and we can even show you a video. But there's something different about walking into a hot room and picking up a 40 pound jerry can and just walking for five minutes and losing your breath and being like, this girl has been doing this for seven years. Every single day. It hits home in a way that no digital marketing ever could. And so we're really trying to say, what's the opportunity of a physical space and how do we lean into that? And so that's one of the big experiences in the room. Then we talk about what's in your water with some science. We show some gross creepy crawlies and things that we found, and then you kind of turn the corner and get into solutions. So we talk about the six main different types of solutions we have with some interactive videos. You can play with some sand, there's some stuff for some kids. And then we move you into a virtual reality film. It's about 10 minutes. And Esther's sister Grace and her community get access to water for the first time. And you kind of sit in this chair and put on a VR headset and really do kind of get transported to Uganda. And for a lot of people, they've never done VR, so it's pretty novel and interesting. And then even if you have, it's just, it's so powerful. Like, we've got tissues next to it. Because it's gonna happen. I've seen it like a hundred times and it happens almost every time. And so you just see this girl in her community get access to water for the first time and it's just truly life changing for them. And for so many people watching, it's. It's life changing. And then we have an ask moment. We kind of have these vending machines where people can respond, become a monthly donor response for an entire water project. There's some stuff for kids to fundraise and so it's kind of the call to action. And then there's a celebration at the end where you can actually pump one of the two main pumps that exist in the world. And people kind of clap and cheer and this big screen fills up with water as you pump. So it's trying to take you through kind of the full circle experience and try to combine some storytelling and some tactile. But the big thing is from a marketing perspective, like we get you for 60 minutes. Yeah. Do you know how hard it is to get 60 minutes of attention? [00:22:14] Speaker B: I was going to say sometimes you can't get 60 seconds. Right. [00:22:17] Speaker A: No, it's hard. So hard. I mean, we're huge on YouTube and you watch the YouTube kind of watch rates and it's tough, you know, it's tough. It's. It's really tough. So again, just to have someone's attention in the first place is huge. And then to be able to capitalize on that is something that I think we've done a good job at. And you know, it's just version one, essentially. So. [00:22:39] Speaker B: Yeah. So roughly how many folks have been through that experience now? [00:22:44] Speaker A: Yeah, we're over a thousand for sure. We get, we're only open on the weekends to the public for these tours and it's about 150 people max a weekend. So again, we're trying to keep demand high curated. We're not just like blasting the doors open. We want to control the experience. And then we do a lot of private events and private tours during the week. So companies and partners, we use it as a stewardship tool for a lot of donors. Again, it's one of the best ways to not just see the impact of clean water, but also get a flavor for what hopefully makes charity water unique and different is I don't know who else is doing this. I know there's mobile pop ups and things like that, but this is pretty unique in the space and the way that we do it is pretty cool. And so that, that sense of wow, this charity, this charity is different, this non profit is different, which is a big part of our brand. You get it when you walk in the door. And that's hard to replicate again online like our, our website maybe used to do that. It doesn't now when I've got to. [00:23:40] Speaker B: Imagine that the word of mouth impact of this is huge too. [00:23:44] Speaker A: Yeah, it is, it is huge. And again, just kind of re. Re energizing a donor base that's hey, charity water is doing something big and different and unique. We've already seen that come into to some of our major donors. And in the short term it's really, it's a big test on the consumer side, but it's a real investment on the major donor side. [00:24:04] Speaker B: Yeah, that makes a lot of sense. What a cool concept. All right, I got just a couple more minutes so I want to get sort of one next step question for you, for the listeners. So you guys obviously have probably more resources than a lot of other charities and access to other resources because of the capacity that you've built over the years. Let's assume that part of, you know, the listener base that to this conversation is folks who are in really tiny organizations, right. And they're looking for like how do I, how do I create that first big innovation? Like what, what are two or three things that you can give to listeners just, just to think differently about how to even approach the idea of, of large scale innovation. [00:24:55] Speaker A: Yeah, I'll, I'll do my best. I think one, you know, a, a quote that I came across a while ago from Jeff Bezos that has stuck with me and I think is really key is people always asked him the question like, hey, what's going to change in the next 10 years? And he goes, that's an interesting question. The question that we really need to be answering is what's not going to change in the next 10 years? And that's what you build around, right? So in Amazon's case, are people going to want more options or less options? Faster delivery or less fast delivery? More personalization or less personalization? And if you, again, if you can step back and think about your customers or Consumers or donors in that light and say, hey, 10 years from now, what do we think will be more true or remain true? Those are the things you hang your hat on. And I feel like so much of our attempts at innovation is just new, shiny, flashy, and it's not rooted in what do donors actually want today that won't change 10 years from now? Like, are they going to want more insight into the impact? Are they going to want, you know, more control over their information and data? Like, those are the things that you should start with before you think about the idea and the innovation, because then it has sustaining power. [00:26:02] Speaker B: Yeah, that's really insightful. [00:26:04] Speaker A: Yeah, the Jeff Bezos said it, so it's not me, but I think, I think that's. [00:26:08] Speaker B: Well, I'm going to credit you. And, you know, I don't know who this Jeff Bezos guy is anyway. [00:26:11] Speaker A: Yeah, it was this guy. Whatever. I think that's a big one. I think a second one is. Pilot is a keyword. And efficiency can be a killer to innovation. If you are trying to make something a key product right away, that's tough. And if you want something to be efficient right away, that's tough. So positioning things is like, we're going to try this, we're going to pilot this for a year, lower some of the expectations. Don't commit to it being something you're going to do three years from now. And don't worry about it being efficient yet. You have to find a signal like, does this resonate? Do people, Is there any juice behind this? And then you can worry about what does it look like a year from now? Or how do we scale this thing? But if you try to scale something too quick or you're trying to make it be efficient right away, you're almost never going to find a really big idea. It's going to force you down into a. Maybe a good idea. [00:27:09] Speaker B: Sure. [00:27:10] Speaker A: But it's really hard to find the great transformational ones if you're thinking like, like that, which is probably the biggest challenge for small nonprofits. Right. Is I don't have two years to figure that out, but hopefully the positioning of a. We're going to try it or a pilot helps a little bit there. [00:27:26] Speaker B: Yeah, that makes a lot of sense. I, I agree. Otherwise you're left tinkering around the margins. Right. And like you said earlier, you, you might get a percentage point lift here or there, but you're not going to do the things that are really transform, transformational. [00:27:38] Speaker A: And the big opportunity should be, look, I worked for A startup nonprofit. I was first and only full time employee. The big opportunity, if you're small, is the risk is low. It doesn't feel like the risk is low, but if you go out and you mess something up, you're dealing with dozens or hundreds, not tens of thousands or millions. [00:27:56] Speaker B: Yeah. [00:27:57] Speaker A: You know, and so the opportunity is to move from idea to execution way quicker than we can. And we're pretty quick. You know, you can understand a mistake and communicate a mistake way quicker and easier to a smaller donor base. Like the opportunity is speed, agility, risk tolerance should be. But I feel like a lot of small and medium sized non profits almost have the opposite problem where they're almost extra trapped. And the big ones are the ones who feel like we, we can do that. It should almost be flipped, you know, like the real opportunities should be more with. With small and mid. And it's more maybe of a psychological thing. [00:28:31] Speaker B: I was just gonna say, I think it's a mindset trap more than anything else. [00:28:34] Speaker A: Right. Yeah. Well, I think the big thing too, for us that's underrated is we have a really, really stable financial base. Yeah, I think that's essential to build up enough Runway. And if you have, you know, some Runway, then it increases your ability to take risks. So I think that would maybe be. The other thing is for small and mids, I know it's a challenge, but really investing in yourself for some sort of fund or some sort of growth fund or your net operating cash, like that stuff is, is huge so that you can give yourself the opportunity to, to take a risk and miss and still be okay. Because if you feel like everything we do has to work, otherwise we're toast. Yeah, you're. You're not going to have a good chance to do it, you know? [00:29:19] Speaker B: No. 100%. I mean, I think far too few organizations think about capital accumulation for the purposes of growth and strategic deployment. And so many are just chasing like, how do I make payroll this month? [00:29:35] Speaker A: Right. [00:29:35] Speaker B: You know, so I think that's a linchpin for a lot of organizations are. Right. Man, I appreciate the time today. I, I'm so. I, you know, I live in Knoxville. I got to get out to. [00:29:46] Speaker A: Yeah, you do. Come on out. [00:29:47] Speaker B: Come out to the experience because that sounds fantastic. I've got three daughters. I got to bring all of them out. So I'll, I'll hit you up in a month or so when, when we, you know, make some plans to get out there. But how do folks get in touch with you and charity water if they're interested in learning more. [00:30:02] Speaker A: Yeah, I mean, the biggest thing is go to charitywater.org and learn more about what we're doing and, you know, selfishly make a donation. But also if you just want to see some of what we're doing or what the experience like, you know, we don't do everything perfect or everything great and not everything works. But I think that's one of the things that we should all be doing is making donations to other non profits and seeing what they do and how they treat their donors. So I'd encourage you to do that. And then for me, if you want, you can go to LinkedIn. I think I'm the only Brady Josephson around, but you can, you can find me. I'm on LinkedIn a little bit more these days than I have been. So. Cool. Yeah, it'd be great. [00:30:36] Speaker B: All right, man. Thank you so much. Appreciate having you here today. [00:30:38] Speaker A: Yeah, thank you. [00:30:40] Speaker B: Have you read My Amazon Number One Best Selling Book, 101 Biggest Mistakes Nonprofits make and how you can avoid them yet? It's the book that I wrote with expertise from over 20 nonprofit leaders and their 300 years of combined experience. You can download it for free today just visit andrew olson.net and go to the free Resources tab on my site. [00:30:59] Speaker A: Foreign. [00:31:04] Speaker B: Thank you so much for joining us for this episode of the Rainmaker fundraising podcast. I have two favors to ask before I let you go. First, if you enjoyed this episode, please rate us and review us on whatever podcast platform you use to listen to this show. It'll help us reach more people with the tips and insights that you find most valuable. My second favorite is a little bit. [00:31:24] Speaker A: Of a favor to ask, but also. [00:31:25] Speaker B: A little bit of a gift to you. I write a daily substack newsletter called the Leadership Growth Newsletter. It's free to you and I write it to help people lead more effectively and in both life and at work. I'd love for you to click the link in the show notes and subscribe to that newsletter as well. Until next time, friends. I hope you make it a great day.