This time, I sat down with Kristy James, President & CEO of the Burnaby Hospital and Community Foundation, to talk about her path into the nonprofit sector, leadership, and what meaningful philanthropy really looks like in practice.
1. Who are you and what do you actually do? I’m Kristy James, President & CEO of the Burnaby Hospital and Community Foundation. If I’m being honest, what it feels like I actually do most days is answer questions… all day! I’m lucky to work with an incredible team that is highly qualified and made up of true experts in their areas. Because we’ve built such a collaborative culture, we share a lot, lean on each other’s perspectives, and make decisions together. At the heart of it, my role is to lead and support that team as we work alongside our community to advocate for and fund the health services people want to see, right here in our community.
2. What pulled you into the nonprofit world? Honestly? A part-time job. I took a role doing database processing while in school for Marketing and Advertising, and I ended up loving it. I stayed with that organization for more than 12 years, learning nearly every role along the way, and that experience eventually led me to my first CEO position. What truly kept me in the nonprofit world were the donors. Seeing the passion people have to make a difference, and being able to partner with them and offer real options to create change, has always been incredibly inspiring to me.
3. Tell me about a moment that made you think, “Yes. This is why I do this.” There are honestly far too many moments to count, but a few always stand out. One is taking a donor on a tour of a space they helped fund and seeing them get emotional when it hits them that they truly changed something for patients and families. Those moments are a powerful reminder that philanthropy isn’t abstract… it becomes something real. And, funnily enough, one of the most rewarding moments is when a staff member moves on from our organization to a more senior role after learning and growing with our team. I genuinely get excited about supporting people who are newer to the sector, sharing what I know, and watching them take their next step.
4. What’s something about working in nonprofits most people don’t understand? Most people don’t realize how much strategy and structure go into fundraising and development. It isn’t just about “hosting events” or asking for money. It’s about stewardship, trust, accountability, and long-term relationship building. It takes time, consistency, strong governance, and a deep understanding of both the donor and the mission. When it’s done well, it’s a profession built on leadership and credibility.
5. What’s one thing you wish more fundraisers or hiring managers knew? I wish more hiring managers understood that fundraising is a profession, not an “on the side of your desk” role. When I started, we all said we “fell into fundraising.” It is so refreshing to see people “choose fundraising” now. Successful fundraising requires strategy, structure, clear policies and protocols, strong stewardship practices, donor pathways, and long-term relationship management. When organizations treat it as real, intentional work, the results follow—and so does donor trust.
6. What’s a small, underrated habit that’s helped your career? This one is tough, but I think my most underrated habit is that I’m unapologetically authentic. Sometimes that can come across as a little too casual, but relationship-building is personal, and it works best when it’s honest and transparent. I’m very proud of the relationships I’ve built, especially the ones that have grown into real friendships. This isn’t just a career to me; it’s a lifestyle.
7. Finish this sentence: “The future of fundraising is…” The future of fundraising is less transactional and more human. It is built on real relationships, consistency, and showing donors the impact they’re making.