Thinking about moving into the not-for-profit sector? A CEO who did it shares what you need to know
Many senior leaders tell me they feel drawn to purpose-led work but are unsure how to make the leap from the public or private sector into a not-for-profit role.
Will their experience translate?
Will they need to start again?
And what are the trade-offs, really?
To explore this, I sat down with Kate Wareham, Chief Executive of Volunteer Service Abroad. Before joining VSA, Kate held senior public sector leadership roles, including at Deputy Chief Executive level. Now, more than three years into leading an international development charity, she reflects on what surprised her, what challenged her, and what she would say to others considering the same move.
It’s not as big a leap as you think
One of the biggest surprises for Kate was just how transferable her skills were.
Coming from a career that spanned large government agencies, smaller organisations, and earlier time in the private sector, she brought deep experience in governance, working with Boards, leading complex systems, and managing across multiple stakeholders. All of that translated directly into the not-for-profit environment.
She also found a strong common thread in motivation. The reason many people stay in public service long term, wanting to make a positive difference in people’s lives, is the same reason many people choose to work in the charitable sector. That shared sense of purpose made the transition feel more familiar than she expected.
Her understanding of how government works from the inside also became a real asset. VSA partners closely with government, with its primary funding relationship through the Ministry of Foreign Affairs and Trade, and being able to understand policy settings, funding drivers, and how decisions are made helped her bridge both worlds effectively.
She says that if she ever returned to the public sector, she would bring back a much deeper appreciation of what it takes for charities to deliver. She’d also be a strong advocate for government to keep strengthening genuine partnerships with the not-for-profit sector, where community reach and impact can often be closer to the ground.
But the differences are real
Kate is also very clear that the move came with real adjustments.
- Pay and trade-offs
One of the biggest mindset shifts was financial. She’s refreshingly honest that the salary reduction was significant and something she had to think hard about. It wasn’t just about her role, but about understanding what that meant for her family and long-term plans.
What helped was looking at the whole picture. In exchange, she gained new learning, stretch, autonomy, and the opportunity to lead an organisation she deeply believed in. Her advice to others is not to ignore the financial side, but to weigh it alongside purpose, development, and environment rather than focusing on one factor alone.
- Tighter resources and more stretch
Kate also found the fiscal environment tighter than she was used to. Funding in charities can be less certain and more dependent on external factors, which requires leaders to be comfortable with ambiguity and careful prioritisation.
In larger organisations, specialist expertise is often in-house. In a smaller charity, you need to know when to seek external advice and how to operate with leaner internal capability. It’s a different model, and one that requires good judgement about where to invest time and resources.
Kate also found she had to consciously let go of some large-agency habits, adjusting her leadership style to suit a smaller organisation where clarity, prioritisation, and not creating unnecessary work were key.
- Leadership can feel lonely
Stepping into a CE role in the not-for-profit sector also meant carrying a high level of personal responsibility. Kate speaks openly about moments of doubt and the weight that can come with the role, especially early on. What made the difference was building strong support around her, including mentors, peer CEOs, a supportive Board Chair, and executive coaching.
She also emphasised the importance of actively protecting her own wellbeing, recognising that sustainable leadership requires boundaries, reflection, and time to recharge.
Why she would still do it again in a heartbeat
For Kate, the rewards have been deeply human. She describes visiting VSA programmes across the Pacific and seeing first-hand the impact of volunteers and long-standing partnerships. Being in communities, hearing how the work is valued, and seeing decades-long relationships in action reinforced that she’d made the right decision.
Back in New Zealand, she sees that same sense of purpose in her team. People are there because they believe in the mission. That shared values base, combined with the autonomy to act and the ability to see the impact of decisions more directly, has been one of the most rewarding aspects of the role.
Kate’s advice for leaders considering the move
So, what would she say to someone in government or corporate leadership thinking about transitioning into the not-for-profit sector?
- Start with your heart
Not all charities are the same. Think about the cause that genuinely motivates you and aligns with your values and experience.
- Be realistic about pay, but look at the whole package
Understand what you can live with financially, but also consider flexibility, learning, culture, and purpose as part of the overall equation.
- Back yourself, even if you don’t tick every box
You are unlikely to meet 100% of a job description. Some stretch is healthy and often what makes the role energising.
- Build your support network early
Mentors, peers, coaches, and a strong relationship with your Board or Chair all matter. Leadership in this space can be lonely, and having people to call on makes a real difference.
- Talk to people already in the sector
Reach out. Most leaders are generous with their time and happy to share their experiences and insights.
And perhaps most simply, she says, sometimes you just have to give it a go. If you never try, you never know!
Kate’s experience is a powerful reminder that moving into the not-for-profit sector isn’t about stepping back. It’s about stepping toward something.
The work can be leaner, the budgets tighter, and the responsibility very real. But so is the impact, the connection to purpose, and the chance to use your leadership in a way that directly changes lives.
If you’ve been thinking about making the move, maybe the question isn’t “Am I ready?” but rather “What’s stopping me from trying?”
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