October 31, 2005
The campaigners | A chat with Sue Bernier, president of BHC Consulting Group.
By Miriam S. Powell
Founded: September 2004
Employees: Three
Startup costs: $46,250
Revenues, year one: $427,000
Projected revenues, year two: $500,000
Contact: 888-242-2922
5 Bernier Ln., Verona Island
www.bhc-group.com
What kind of consulting does BHC offer?
We are philanthropy advocates. The short of BHC Group is that we are fundraising counsel [for nonprofit organizations]. We also do a lot of administration, organization [and] development work. Most of our prospective clients call us because they want to raise money. Either they are in good shape to raise significant funds for whatever the project [and we help them get to work raising the money], or there are reasons that they are not prepared to do it and we help them get prepared.
Development professionals are changing jobs more often than they used to. Lots of not-for-profits have a lot of turnover and turn to us to get them back on track [and] offer some kind of comprehensive approach.
What's your background in fundraising and nonprofit operations?
My entire career has been in not-for-profits, doing fundraising and development, mostly in health care. [Partner] Mario [Capozzoli's] background is similar. [Partner] John [Haederle] used to be a landscape architect [and held management positions in nonprofit business development since then]. We all worked together for about four years [at a development consulting firm Bernier declines to name]. We were already partnering and teaming up on clients and helping each other out. It was an easy decision to form a company together.
What's the competition like in your field?
We certainly go up against the competition in sales calls, but it's a very collegial group. We are one of very few partnerships here in Maine; there are several sole practitioners [and] also large, national companies.
What makes BHC different from those other consultants?
We bring such different perspectives and interests to the table that together the team is so much better than one person is. [We also] invest in knowledge ˆ we do demographic research and all sorts of fact-finding about the best practices in the world of fundraising and not-for-profit organization management and leadership. New challenges to this sector are coming fast and furious.
How are you marketing your business?
We decided that with our limited resources we would spend the bulk of our marketing dollars on creating the website. All of the work of how it's organized really helped us define who are we, what sets us apart [and] the key marketing messages we want to share. And this continues to be the number one place where we point people to share information about our company.
So what's the ultimate goal when you're working with clients?
Our unofficial mantra is that we pride ourselves on working ourselves out of a job. The best job we can do is one where we build the internal capacity for the organization to carry on to raise the funds, or further develop the board or carry out a strategic plan that we helped them to begin. [We provide] a roadmap and an action plan for them to move forward.
What are your plans for growth?
The kinds of projects we want to be working on will really drive the business and our marketing plan. I think it will be much more about controlling our own destiny. John is very involved in conservation and land trust issues; he would like to pursue that niche market. I have personal and professional interest in the arts and cultural organizations, but we have very few client contacts in that sector. I think when we can find the right client matches so we can be really passionate about those missions and have a sincere personal interest in them as well, we'll make even better consultants.
Has running a for-profit consulting firm taught you anything that's helping your nonprofit clients?
It's been a great learning experience to find the similarities between the two. We are more and more encouraging our clients to have business plans as part of their solicitation package or strategic plan. Donors are getting more savvy and particular about where their dollars go. [We've learned to] speak the language and set the goals much like a for-profit company does.
New Entrepreneurs profiles young businesses, 6-18 months old. Send your suggestions and contact information to editorial@mainebiz.biz.
Employees: Three
Startup costs: $46,250
Revenues, year one: $427,000
Projected revenues, year two: $500,000
Contact: 888-242-2922
5 Bernier Ln., Verona Island
www.bhc-group.com
What kind of consulting does BHC offer?
We are philanthropy advocates. The short of BHC Group is that we are fundraising counsel [for nonprofit organizations]. We also do a lot of administration, organization [and] development work. Most of our prospective clients call us because they want to raise money. Either they are in good shape to raise significant funds for whatever the project [and we help them get to work raising the money], or there are reasons that they are not prepared to do it and we help them get prepared.
Development professionals are changing jobs more often than they used to. Lots of not-for-profits have a lot of turnover and turn to us to get them back on track [and] offer some kind of comprehensive approach.
What's your background in fundraising and nonprofit operations?
My entire career has been in not-for-profits, doing fundraising and development, mostly in health care. [Partner] Mario [Capozzoli's] background is similar. [Partner] John [Haederle] used to be a landscape architect [and held management positions in nonprofit business development since then]. We all worked together for about four years [at a development consulting firm Bernier declines to name]. We were already partnering and teaming up on clients and helping each other out. It was an easy decision to form a company together.
What's the competition like in your field?
We certainly go up against the competition in sales calls, but it's a very collegial group. We are one of very few partnerships here in Maine; there are several sole practitioners [and] also large, national companies.
What makes BHC different from those other consultants?
We bring such different perspectives and interests to the table that together the team is so much better than one person is. [We also] invest in knowledge ˆ we do demographic research and all sorts of fact-finding about the best practices in the world of fundraising and not-for-profit organization management and leadership. New challenges to this sector are coming fast and furious.
How are you marketing your business?
We decided that with our limited resources we would spend the bulk of our marketing dollars on creating the website. All of the work of how it's organized really helped us define who are we, what sets us apart [and] the key marketing messages we want to share. And this continues to be the number one place where we point people to share information about our company.
So what's the ultimate goal when you're working with clients?
Our unofficial mantra is that we pride ourselves on working ourselves out of a job. The best job we can do is one where we build the internal capacity for the organization to carry on to raise the funds, or further develop the board or carry out a strategic plan that we helped them to begin. [We provide] a roadmap and an action plan for them to move forward.
What are your plans for growth?
The kinds of projects we want to be working on will really drive the business and our marketing plan. I think it will be much more about controlling our own destiny. John is very involved in conservation and land trust issues; he would like to pursue that niche market. I have personal and professional interest in the arts and cultural organizations, but we have very few client contacts in that sector. I think when we can find the right client matches so we can be really passionate about those missions and have a sincere personal interest in them as well, we'll make even better consultants.
Has running a for-profit consulting firm taught you anything that's helping your nonprofit clients?
It's been a great learning experience to find the similarities between the two. We are more and more encouraging our clients to have business plans as part of their solicitation package or strategic plan. Donors are getting more savvy and particular about where their dollars go. [We've learned to] speak the language and set the goals much like a for-profit company does.
New Entrepreneurs profiles young businesses, 6-18 months old. Send your suggestions and contact information to editorial@mainebiz.biz.
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