Client stories
What development teams say after delivery
These accounts come from organizations that received reporting engagements between 2020 and 2025. Names and organizations are used with permission.
The annual report section on recurring gift attrition finally matched what our finance team saw in the ledger. My board chair asked two follow-up questions instead of twelve. The only gap was that volunteer-staffed phone-a-thon hours were grouped together — I would have liked shift-level detail.— Min-jae Park, Development Director, Gyeonggi Community Health Foundation · Annual Donor Impact Report, FY2024
We hired Hazel Core for a post-gala briefing because our internal team was exhausted. They delivered the campaign comparison three days before our deadline. The channel attribution chart helped us decide to reduce direct mail for next year's event.— So-young Han, Fundraising Manager, Bucheon Youth Arts Collective · Campaign Performance Briefing, Spring Gala 2025
Quarterly snapshots saved me roughly six hours per board cycle. Kim Ji-woo flagged a lapsed donor segment we had missed for two quarters. Retainer pricing felt steep initially but paid for itself in staff time by the second quarter.— Eun-ji Choi, Operations Lead, Suwon Family Shelter Network · Quarterly Giving Trend Review, 2023–2024
Nam presented to our finance committee in person. Two board members who usually skip the development section stayed for the full ninety minutes. The handouts with source footnotes made audit prep easier, though we needed one extra week to gather bank files for the initial upload.— Tae-hyun Yoon, Executive Director, Incheon Literacy Initiative · Board Presentation Session, March 2024
Extended project: Gyeonggi Community Health Foundation
Engagement: Annual Donor Impact Report, fiscal year ending December 2024
Organization size: Approximately 1,400 active donors, six annual campaigns, twelve restricted fund categories
Challenge: Prior reports mixed cash and accrual figures, causing board confusion during audit review. Development and finance teams used different donor definitions.
Our work: We reconciled CRM exports against bank deposits, aligned donor status definitions with the finance team, and produced separate charts for cash-received vs. pledge-outstanding. The executive narrative highlighted a 4-point improvement in first-year donor retention after a welcome-call program launched in Q2.
Outcome: Board approved the retention program budget for FY2025 without requesting a supplementary explanation session.
Extended project: Bucheon Youth Arts Collective
Engagement: Campaign Performance Briefing for Spring Gala 2025
Challenge: First in-person gala since 2019. Leadership wanted to know whether email or personal outreach drove table sales.
Our work: We matched table purchases to invitation codes, cross-referenced volunteer caller logs, and compared results to the 2019 gala baseline. Email drove initial interest but personal follow-up calls closed 68% of table sales above KRW 500,000.
Outcome: The fundraising manager reallocated two staff members to phone follow-up for the autumn appeal based on our channel attribution findings.