In this edition of 7 Questions for a Changemaker, we meet Liz Rejman, a strategist and self-described “systems whisperer” who helps fundraising teams cut through operational chaos and focus on what really matters. Thoughtful, practical, and refreshingly candid, Liz shares why great fundraising is as much about structure as it is about heart.
Who are you, and what do you actually do?
As founder of Liz Rejman + Co., I help fundraising teams succeed by fixing the operational chaos that gets in their way. Specifically, I focus on data management, prospect development, stewardship, and overall process improvement. Think of me as part strategist, part systems whisperer. I help teams make sense of their processes so they can focus on what really matters: engaging and inspiring people to invest in their mission. Mac, my silver tiger tabby cat, is the "Co." in Liz Rejman + Co. He’s charming, loud, and firmly believes 4 a.m. is an appropriate time for vocal performances.
In my spare time, I have served on professional fundraising associations for 15 years and have been speaking at conferences since 2010, covering everything from leadership to documentation. I co-edited and co-authored the book Prospect Research in Canada: An Essential Guide for Researchers and Fundraisers and contributed to The Vigilant Fundraiser.
My sun sign is Leo and my rising sign is Gemini. I know this because my mom was deep into astrology and insisted I embrace my star-powered multitasking energy. CliftonStrengths says my top strengths are Intellection, Individualization, Learner, Responsibility, and Relator. Myers-Briggs? INTJ. Basically, I am thoughtful, strategic, and allergic to inaction.
The thing I talk about most when the topic isn’t fundraising is travel. My favourite destinations have been Morocco, Poland, the Galapagos, and British Columbia. I get twitchy if I don’t have at least one trip booked.
What pulled you into the nonprofit world?
Nonprofit work became a default career decision based on my strong desire to avoid a corporate setting where I would be making widgets so that executives could lounge in the sunny south because of my labour. Once I began working in fundraising, I realized I could make an impact by helping systems work better. Great fundraising needs more than passion. It needs structure.
Tell me about a moment that made you think, “Yes. This is why I do this.”
Early in my consulting work, I watched a team go from overwhelmed to confident after we untangled their donor acknowledgment process. Seeing the moment when they realized, “Oh, it doesn’t have to be this hard,” is it for me. When people feel equipped and empowered to do their jobs with ease and excitement, the ripple effect touches every donor and every mission they serve.
What’s something about working in nonprofits most people don’t understand?
Nonprofits aren’t just “nice.” They are sophisticated organizations that require serious business acumen. They solve complex problems, deal with complicated strategies, and navigate unique situations. The best fundraisers are not just relationship builders. They are process thinkers, tech navigators, and data translators.
What’s one thing you wish more fundraisers or hiring managers knew?
Fundraising operations is not admin work. It is an art and a science, combining strategy and tactics. The people managing data, systems, and processes are the backbone of scalable fundraising. When hiring managers treat those roles as afterthoughts or purely tactical, they miss out on incredible strategic insight. Your operations team is your best untapped resource.
What’s a small, underrated habit that’s helped your career?
I have two: curiosity and reflection. Curiosity is my default setting. I want to understand how something works and how it could work better. That constant push for improvement, even in the small things, compounds over time. It is how I have built joyful systems, stronger teams, and better results. Continuous improvement is not a project. It is a habit.
Reflection is underrated in nonprofit work. I try to take time after any project, pilot, or new process to ask: What should I keep? What should I stop? What should I start? It sounds simple, but that habit of pausing, thinking, and adjusting compounds over time.
Finish this sentence: “The future of fundraising is…”
…the perfect blend of human and operational intelligence. The fundraisers who will thrive are the ones who embrace data, tech, and process without losing the empathy and curiosity that make this work meaningful. It is not heart or system. It is both.