In this edition of 7 Questions for a Changemaker, we feature Nadia Wendowsky, President and CEO of St. Mary’s Hospital Foundation in Montreal, with more than 13 years of experience in academic and healthcare philanthropy. From her time in Advancement at McGill University to leading a national team at the Canadian Cancer Society, Nadia brings a strong focus on people and purpose.
1. Who are you, and what do you actually do?
I’m Nadia Wendowsky, President and CEO of St. Mary’s Hospital Foundation in Montreal. I lead a talented team that secures transformational gifts, builds long-term revenue strategies, and enables philanthropy to make a measurable impact in community healthcare. But my work isn’t just about strategy or numbers — it’s about listening and curiosity. I spend as much time understanding people, motivations, and possibilities as I do managing portfolios. Strategy and relationships go hand in hand; one without the other doesn’t create lasting impact.
2. What pulled you into the nonprofit world?
I’ve always been drawn to work that matters. My move into healthcare philanthropy was partly due to serendipity, but my dedication is deeply personal. St. Mary’s has been a recurring thread in my life: I was born there, my mom built her career there, my grandmother — one of the most significant people in my life — received excellent and compassionate care there, and I volunteered in the ER as a student. Even in high school, I participated in fundraising events for the hospital. Returning as CEO was more than a professional opportunity; it was a chance to serve a community that shaped me and to help ensure others have access to the care and innovation that the institution is known for. That connection fuels my passion every day.
3. Tell me about a moment that made you think, “Yes. This is why I do this.”
One moment stands out vividly: an end-of-life patient came to our office to present a personally significant gift in honour of the care she had received from our clinical teams and staff. She and her family were in tears, knowing this was a final gesture, but there was also immense pride, conviction, and joy in the impact they were leaving behind. Sitting with them, witnessing that mix of emotion, gratitude, and meaning, was incredibly encouraging for humanity. The visionary notion of supporting one another and contributing to the community for the future was so heartwarming. It reminded me that philanthropy is about more than money; it’s about giving people a way to express love, gratitude, and hope in a way that creates lasting impact. Being trusted to steward that intersection of personal connection and strategy is a privilege and responsibility I take seriously every day.
4. What’s something about working in nonprofits most people don’t understand?
That it requires both rigour and humanity. The best nonprofit organizations operate with serious business discipline — strategic planning, revenue modelling, governance, talent management. We manage complex portfolios, multimillion-dollar budgets, and high-stakes outcomes. But the work only succeeds when it’s grounded in listening. Fundraising isn’t persuading — it’s uncovering. It’s asking thoughtful questions, being genuinely curious, and building trust over time. Without that human element, strategy falls flat.
5. What’s one thing you wish more fundraisers or hiring managers knew?
For fundraisers: curiosity is a superpower. Ask better questions, listen deeply, and understand what truly drives people — results will follow.
For hiring managers: passion matters. Skills can be taught, processes can be learned, but someone who believes in the mission, especially from lived experience, will show resilience, judgment, and long-term commitment in ways that can’t be faked.
6. What’s a small, underrated habit that’s helped your career?
Preparation with intention, and then stepping back to listen.
Before major meetings, I clarify outcomes and priorities. But I also remind myself to stay curious, to notice what I don’t yet understand. That pause opens doors to insights, stronger partnerships, and better strategy than any plan alone could create.
7. Finish this sentence: “The future of fundraising is…”
The future of fundraising is strategic, human, and purpose-driven. It’s informed by data and long-term planning, yet anchored in trust, empathy, and curiosity. The organizations that thrive will combine disciplined execution with authentic relationships, enabling donors to turn passion into transformative impact.