Tony Macklin, CAP®, IPA Tony Macklin (He/Him) Director, Advisor Practice tony@daylightadvisors.com At Daylight, Tony leads the development of new education programs and field-building projects. A Certified Impact Philanthropy Advisor and Chartered Advisor in Philanthropy®, Tony helps donors, families, grantmakers, and their advisors and associations answer questions about shared purpose, use of resources for social impact, governance, strategy, and assessment. He is a frequent speaker, trainer, and author for the same audiences. He served four years as executive director of the Roy A. Hunt Foundation, a multi-generational family foundation. While there, he facilitated a visioning process and changes in investment management, impact investing, grantmaking, trustee education, and back-office management. In twelve years at the Central Indiana Community Foundation, he led grantmaking and community change initiatives, advised generous entrepreneurs and families, attracted $39 million in assets and co-investments, and co-founded a social enterprise. Before that he managed technical assistance and financing programs for the State of Indiana’s Community Development Division. Tony was raised in Indiana and now lives in Pittsburgh. He is a member of the National Network for Consultants to Grantmakers and Purposeful Planning Institute. He also serves as a senior consultant for the National Center for Family Philanthropy, senior consultant with Ekstrom Alley Clontz & Associates, and senior advisor to the Impact Finance Center. He’s reviewed proposals for a wide variety of funders and purposes, co-founded a giving circle, and served on more task forces and committees than he can remember. LinkedIn

Milan Ball, MA, CFRM, IPA Milan Ball (She/Her) Senior Consultant, Advisor Practice LinkedIn

Jackie Demee, IPA Manager, Programs LinkedIn

Dien Yuen, CAP®, AEP®, IPA Dien Yuen (She/Her) CEO Dien is the Founder and CEO of Daylight, a learning partner equipping wealth and philanthropic advisors with the confidence, competence, and cultural dexterity to grow their practices and strengthen client relationships. Daylight’s Certified Impact Philanthropy Advisor (IPA) program and certificate offerings establish a new benchmark for excellence in philanthropic planning education. She was named in Wealthmanagement.com’s 2025 Ten to Watch: Innovators and Influencers Set to Change the Industry. Dien was inducted into the 2023 National Association of Charitable Gift Planners (CGP) Hall of Fame and recognized for her academic leadership with the Distinguished Faculty Award from Wealth Management Institute in Singapore. Dien served as the lead faculty for philanthropy at WMI, where she was instrumental in launching Asia’s first professional philanthropic certification program. Previously, Dien founded the Center for Philanthropy and Social Impact at The American College of Financial Services, where she also developed and taught courses in the Chartered Advisor in Philanthropy® (CAP®) program as the Blunt-Nickel Professor in Philanthropy. Dien’s early career included senior roles in wealth management and global development organizations. She holds a Juris Doctorate, an LLM in International Law, a Chartered Advisor in Philanthropy (CAP®), an Accredited Estate Planning (AEP) designation, and is a Certified Impact Philanthropy Advisor. LinkedIn

Turning Advisors Into Ambassadors Turning Advisors Into Ambassadors By Crystal Thompkins Director of Strategic Impact, Daylight A strong network of professional advisors can be invaluable to nonprofits. Professional advisors can serve as a resource for technical expertise and as connectors to others within their networks. Many nonprofits develop councils, create collateral, and host events to cultivate relationships with advisors in hopes of uncovering new opportunities. Much time and resources are spent engaging with advisors, yet often the effort does not yield commensurate results. Successful engagement with advisors, meaning engagement that creates a pipeline of new donor opportunities, doesn’t come solely from pleasant lunches and glossy marketing material. Here are 6 tips to help turn professional advisors into effective ambassadors: Develop an advisor engagement strategy. Advisor engagement should be strategic for and specific to your organization, not an obligation or copycat project from other organizations. Consider your organization’s goals, resources, and needs. How might professional advisors specifically (as opposed to other stakeholder groups) help reach those goals or meet a need given your available resources? What resources will you allocate and how? What are the measurable outcomes and success metrics for your advisor engagement? Events and activities should result from the strategy. They are not the strategy. Keep it simple. A sound strategy with supporting activities and clear goals does not need to be complicated. In fact, it shouldn’t be. The simpler the better. Limit activities to those that have a direct line to meeting your goals. Advisor engagement should not distract or subtract from other organizational priorities and resources. Recruit thoughtfully. With the strategy in mind, consider the profile of the advisors who will be most likely to help meet your goals and be thoughtful in selecting advisors to collaborate with. Look for criteria besides oldest/largest practice, most popular, or biggest donor. What networks are they connected to that you are not? Do they have an existing affinity to your organization? What role(s) have they demonstrated (asker, doer, host, connector, etc.)? Would you and your team enjoy working more closely with them? Keep in mind that an advisor may be a subject matter expert or a great supporter of your organization, but that may not translate into being a great ambassador. Be clear about the expectation. The most effective ambassadors know that’s their role. Let advisors know why your organization wants them to be a part of your success and how they can contribute. Instead of downplaying their commitment - “It’s only one meeting a quarter!” - be upfront about the importance of their participation in achieving your goals: “We’re relying on the connections made through our advisor networks to help meet our goals. We’ll need your active involvement to make that happen.” Give them something to do and the tools to do it. One of the best gifts you can give a busy person is instruction, so they don’t have to spend valuable time figuring out how to do something. Give your advisors tasks that are clear and time-sensitive, along with any tools that will help them. If you want them to make introductions, tell them who, how many, why, and by when. Make a digital toolkit with three bullet points on key initiatives, a 60-day calendar of events, a contact list, and an intro email template. Ask them to share it with at least X number of people a month. Let them tell you if that’s too many or too few. The specificity not only makes it easier for them to do, but it also makes it easier for you to track and report outcomes. Interact with purpose. Whether it’s a phone call, an email, or a meeting, every interaction with your advisor network should include: An acknowledgement of their contribution to your success. A reminder and/or status update of their tasks. A discussion of what hurdles or barriers they’re encountering. A report of the status of goals & celebrating accomplishments. A learning moment. Time for listening to their feedback or an offer to do so at a later date. Addressing these six things will affirm their importance to your organization while establishing a sense of collaboration and accountability. ©2025 Daylight Advisors, Inc.

Cindy Yang Cindy Yang (She/Her) Consultant, Programs cindy@daylightadvisors.com Cindy joins Daylight with over 20 years of experience supporting C-Suite executives in the legal, health, and nonprofit sector. Cindy’s dedication, capacity to juggle a diverse and dynamic set of responsibilities and ability to collaborate across geographies will be a great addition to Daylight as they continue to grow. Prior to joining Daylight, Cindy worked as an Executive Administrator for a non-profit health care organization in Milwaukee, WI. In her role there, she managed the day-to-day operations for the corporate office, and supported the CEO and executive staff, as well as served closely as a liaison to the board of directors. Cindy received her bachelor’s in business administration from the University of Wisconsin-Milwaukee and a master’s degree in management from Cardinal Stritch University. Cindy was raised in Wisconsin and now lives in South Carolina. In her spare time, Cindy enjoys spending time with her husband and two sons, as well as volunteering and building relationships in the Hmong communities throughout the Carolinas. LinkedIn

Megan Lemieux Bell, IPA Megan Lemieux Bell (She/Her) Director, Engagement megan@daylightadvisors.com Megan is a seasoned partner relations executive with over 20 years of experience leading partner strategies for B2B startups. A graduate of Seattle University with a B.A. in Liberal Studies and a former Jesuit Volunteer Corp member, Megan has always been driven to serve and make an impact. Throughout her career she has supported mission-driven organizations in all stages of operation including newly formed endeavors. Her ability to build relationships, create connections and cultivate community is her superpower. She strongly believes “there is no power for change greater than a community discovering what they care about.” Margaret Wheatley. Megan is the mother of two spirited boys and a sports enthusiast-- competing in multiple triathlons, and most recently dragon boat racing. She is a pseudo party planner, a road trip warrior and an experience seeker. Megan currently serves as Co-Chair on Seattle University Board of Regents. Her volunteer work has included Jesuit Volunteer Corp, Generations Cancer Foundation and City Year. She recently hosted and produced a podcast called, “My Aunt Is A Nun”. LinkedIn

Growing Together: Insights From the Philanthropic Advising Competency Model Growing Together: Insights From the Philanthropic Advising Competency Model By Dien Yuen Modern philanthropic advising lacked a clear definition of the advisor’s role and a shared standard for what constitutes high-quality practice. Daylight created the Philanthropic Advising Competency Model (Model) to fill that gap. The Model comprises thirteen competences, each with a corresponding list of objectives to bring clarity, consistency, and credibility to a rapidly evolving field. At the DAF Giving Summit , Alisia Robin, Elaine Chu , and I facilitated the Impact Lab session titled "Shaping the Philanthropic Advising Competency Model." We asked the packed room of advisors and nonprofit professionals to complete a self-assessment that helps them reflect on where they are today and identify the skills they may want to build as they grow in their practice. The goal was to identify perceived strengths, areas for growth, and emerging patterns to inform training priorities and organizational development strategies across the field. We gathered the results of the two activities and have distilled our observations below. We thank all the participants for their time. How Advisors Self-Rate on Competencies In our first activity, we asked participants to rate themselves on the 13 competencies on a scale of 1 to 5 (aligned with Patricia Benner’s “From Novice to Expert” model, with 1 = Novice, 2 = Advanced Beginner, 3 = Competent, 4 = Proficient, and 5 = Expert). Across the dataset, participants demonstrated confidence in core behavioral and technical competencies while indicating development needs in specialized areas such as investment acumen, gift planning, and risk management. Most Often Rated 4–5s (Strengths) 60% of participants rated themselves as 4s or 5s in Behavioral Intelligence , making it the highest-rated competency. 47% of respondents appear proficient in Family Systems and Governance , yet the same percentage rated themselves as 1s and 2s. Other top-rated competencies include: Relationship & Network Development Purpose & Legacy Identification Sector Knowledge Mostly Rated 3s (Neutral/Average) 50% of respondents scored themselves as 3s in the Cultural Dexterity competency. Other areas of moderate comfort include: Research & Data Analysis Risk & Opportunity Management Mostly Rated 1–2s (Growth Areas) More than half of the respondents rated themselves low in Education and Facilitation . Other competencies trending lower include: Philanthropic & Social Impact Vehicles Risk & Opportunity Management Gift Planning and Investment Acumen were the lowest-rated competencies overall. 47% of respondents rated as 1s - 2s in both of these areas. 87% rated themselves 3 or lower in Investment Acumen . From Great to Growth In our second activity, we asked participants to review the 9 Components of Modern Philanthropic Planning , which are mapped to the 13 competencies in the Model. These are common deliverables expected from advisors. While an advisor or firm may not offer every component or follow a fixed planning sequence, modern philanthropic advisors are expected to be conversant across all areas. Participants were asked to identify the top three services they are currently delivering well (“great”) and three they would like to develop (“growth”). 91% of participants rated Purpose Clarification as great. Legacy Planning (43% identified as great; 52% identified as growth) received split perceptions — some feel capable, others see room to grow. Assessment & Learning (29% identified as great; 59% identified as growth) is a major developmental area. The data suggests the group is strong in defining direction but less confident in executing and measuring success. Great Mixed/Transitional Growth Purpose Clarification Legacy Planning Operational Choices Strategy Definition Vehicle Choices Resource Allocation Governance Choices Social Impact Tactic Choices Assessment & Learning Program An Evolving Philanthropic Advising Field The findings from this group of advisors and nonprofit professionals suggest that those practicing philanthropic advising bring diverse training, experiences, and perspectives to their work. Participants demonstrate notable strength in relationship building, behavioral intelligence, and purpose facilitation—core competencies that underpin effective advising. At the same time, they are steadily growing into the core technical dimensions of the field. Across the two datasets, patterns point to development opportunities in specialized technical areas, such as investment acumen, gift planning, and risk management. For some, partnering with other advisors who are proficient in gift planning and investments offers a balance. By deepening the connection between relational insight and technical skill, fostering cross-disciplinary collaboration, and embedding continuous learning into professional growth, these practitioners can advance both their individual practice and the field as a whole. Ultimately, our observations affirm that philanthropic advising is maturing into a modern profession—one grounded in empathy, strengthened by expertise, and united by a shared commitment to excellence. Daylight’s Philanthropic Advising Competency Model Daylight’s Philanthropic Advising Competency Model is the first of its kind — a field-informed framework that defines the knowledge, skills, and behaviors advisors need to serve clients and communities effectively today. The thirteen core competencies capture the essence of a dynamic and evolving profession — one that demands both technical fluency and relational acumen. The Model offers a flexible structure for advisors, employers, and professional networks to assess, strengthen, and align their practice. Whether you’re a practitioner charting your growth, a leader committed to strengthening the field, or an employer shaping talent strategy, the Model can help you: Recruit and evaluate talent with greater clarity Guide professional development and coaching Align teams around shared expectations Build trust and transparency in advisory services Download the Philanthropic Advising Competency Model and begin mapping your learning journey today.

Allie Lemieux, IPA Allie Lemieux (She/Her) Manager, Learner Experience allie@daylightadvisors.com Allie is a dynamic professional with over 15 years of experience building technology partnerships and programs. Throughout her career, she’s built strong relationships with nonprofit and for-profit organizations alike, focusing on strategic partnerships and initiatives that amplify the power of technology to drive positive impact. Known for her approachable and creative leadership style, Allie blends her expertise in change management with a deep commitment to authentic listening and collaboration. Whether working with customers or partners, her goal is always to create experiences that accelerate meaningful outcomes. As the co-founder of Home to Hired, an organization empowering moms to return to the workforce on their own terms, Allie is also dedicated to fostering inclusive opportunities. When she’s not in the office, you’ll find Allie “chasing dinos” with her energetic 4-year-old, mentoring young professionals, or exploring new travel destinations with her husband and stepchildren—all while staying inspired by the endless possibilities (and responsibility) for technology to make a difference. LinkedIn

Singapore Gives — But Not Always: Here’s Why Singapore Gives — But Not Always: Here’s Why By Dien Yuen Earlier this month, I completed a training on philanthropy and social impact with a group of learners from Singapore’s wealth management and nonprofit sectors. As part of the session, we explored why people in Singapore choose to give, and why they sometimes hold back. Why People Give Six key themes emerged as we discussed why people in Singapore give. Generosity here extends far beyond charity - it is an expression of purpose, identity, and legacy. 1. Altruism & Social Impact The dominant motivation centers on helping others and improving the world. People give to multiply goodness, pay it forward, help underprivileged communities, and to uplift others. The responses reflect a deep-seated belief in social responsibility and the transformative power of collective good — giving as a means to create positive change. 2. Financial & Pragmatic Factors A secondary cluster focuses on strategic or rational benefits: tax deductions and reductions, corporate branding, and funding innovation. Here, giving is seen as both smart and impactful — aligning philanthropy with business or financial stewardship. 3. Legacy & Family Values Many view giving as an act of legacy — teaching children, honoring loved ones, or to instill good values for the next generation. This cluster highlights intergenerational philanthropy, where giving becomes a way to pass on moral and social capital. 4. Personal Fulfillment & Meaning For some, giving fulfills a personal or emotional need: feeling grateful, finding purpose, or feeding the soul. 5. Religious & Spiritual Roots Faith-based reasons, such as afterlife blessings , karma , or emptying for regeneration, play a meaningful role, underscoring how religion anchors generosity in moral duty and divine reciprocity. 6. Cultural & Moral Influences Some respondents connect giving to upbringing, tradition, or cultural expectation, especially within Asian or collectivist contexts — giving as a reflection of who we are raised to be: part of Asian culture , custodian for the future , or social theories of reciprocity and gift exchange . Why People Do Not Give Learners shared a range of personal, social, and practical reasons for why people in Singapore do not give. Seven main themes emerged, showing that hesitation stems from emotional, informational, and situational barriers. 1. Trust and Credibility Gaps A recurring barrier is distrust in charitable institutions. Many learners noted uncertainty about how funds are managed or whether donations truly reach the intended beneficiaries. Comments such as “don’t trust charities” and “lack of credibility (data)” reflect deeper concerns about transparency and accountability — highlighting the need for clearer communication and tangible evidence of impact. 2. Financial Constraints Giving may also be constrained by economic realities. Respondents mentioned “not enough money (yet)” and a “scarcity mindset” , reflecting the tension between wanting to help and needing to prioritize personal financial security. Some also perceive that some contributions would be insignificant compared to wealthier donors — a belief that diminishes motivation. 3. Awareness and Knowledge Gaps Some mentioned that people don’t know where or how to give. This indicates that information accessibility and simple giving pathways could significantly increase participation. 4. Lack of Personal Connection or Relevance Some people don’t give because charitable causes feel distant or unrelatable ( “cause does not relate to me” ). When individuals don’t see a clear connection between their values and a cause, motivation wanes. 5. Structural and Convenience Barriers Practical barriers also play a role. The comment “operational hurdle to give — not easy to donate” illustrates how inefficient systems or complex donation processes can discourage action, even among those who want to give. 6. Social and Cultural Influences Giving is also shaped by social context and cultural expectations. Phrases like “my family does not appreciate” and “kiasu mentality” reflect social norms that discourage giving or prioritize self-preservation over generosity. This indicates a social permission gap, where community attitudes can either enable or inhibit giving behavior. 7. Fatigue and Negative Experiences Some respondents suggested signs of donor fatigue or emotional burnout. Prior negative experiences — such as feeling unappreciated, over-solicited, or disappointed — can lead to disengagement. The Balance of Heart and Head Together, these insights paint a portrait of giving in Singapore that is both empathetic and evaluative. People give when it aligns with their sense of purpose and trust; they hesitate when these are absent. The future of philanthropy in Singapore, therefore, lies in bridging this gap — fostering trust, transparency, and personal connection that turn good intentions into sustained generosity. Dien Yuen with WMI October 2025

Lydia Oh, IPA Lydia Oh (She/Her) Manager, Programs & Marketing lydia@daylightadvisors.com Lydia’s contributions to Daylight’s program and marketing efforts stem from a deep commitment to community and care that is only growing, demonstrated at work and at home. Her leadership in philanthropy is no surprise, having most recently worked with Dien at the Center for Philanthropy and Social Impact at the American College of Financial Services, where she supported the Center in programming, research and publications, and marketing and social media. Lydia welcomed the chance to join the Center, and now Daylight, to further extend her work with donors that started out at Missio Seminary and then The UCLA School of Theater, Film and Television. Throughout all of these roles she’s come to appreciate, and draw out, the essence of giving: that it’s about so much more than the ask; it’s about connection with people; hearing their stories and supporting new ones; activating what matters to them and the change they seek. Lydia personally practices many different ways of giving and creating connection, which was one of the things she studied upon recently completing the Chartered Advisor in Philanthropy® certification (CAP®), as a member of the latest Advisors of Color cohort. She is very active in both the Korean-American community and her church, where she helps lead the women’s group and community growth group. Lydia is a committed friend and advocate to the families and mothers in her extended community, and she lives in the Philadelphia suburbs with her husband and two young children. LinkedIn

The Rise of the Philanthropic Advisor Entrepreneurs The Rise of the Philanthropic Advisor Entrepreneurs By Crystal Thompkins and Dien Yuen The philanthropic advising sector is entering a defining moment shaped by unprecedented wealth transfer, rising donor sophistication, the growth of donor-advised funds (DAFs), and the professionalization of impact-oriented advising. For entrepreneurial advisors, the opportunity is significant: demand is increasing, expectations are shifting, and new business models are emerging. Yet despite this momentum, the field lacks a clear picture of who these advisors are, what they do, and how their backgrounds inform their practice. This article presents data to fill those gaps and offers recommendations to strengthen this essential segment of the advising landscape. Who are Philanthropic Advisor Entrepreneurs? In 2024, Daylight conducted the first comprehensive study of philanthropic advisors, defined as practitioners who guide the who , what , why , and how of using resources for philanthropy and social impact. Of the 258 advisors surveyed, 30% (77) operate independent consulting practices. These entrepreneurs reflect a diverse and experienced cohort: 74% identify as women, 38% identify as BIPOC, 9% identify as LGBTQ+. 16% are between 30 and 39 years old, 25% are between 40 and 49, and 33% are between 50 and 59. 28% earn between $100,000 and $149,999 annually. Question: What is your current annual base salary or average annual gross consulting income? Category Percent Up to $99,999 21% $100,000 - $149,999 28% $150,000 - $199,999 11% $200,000 - $249,999 18% $250,000 - $299,999 12% $300,000+ 9% What Does Their Current Practice Look Like Entrepreneurial advisors are relatively early in their business lifecycle: 39% have operated for 1 to 4 years 26% for 5 to 9 years. Entrepreneurs most commonly reported providing services in defining purpose (77%), developing impact strategies for charitable vehicles (61%), and cultivating family capital (55%). They work across broad client groups, including individuals and families (79%), nonprofit organizations (71%), and private foundations (60%). For entrepreneurs working with individuals and families, 49% reported that more than half of their clients are builders of new wealth. 21% reported that more than half their clients were BIPOC. Question: Of your individual and family clients, what percentage are primarily builders of new wealth (as opposed to being inheritors of existing wealth)? Category Percent Less than half 36% More than half 49% I do not know 14% I prefer not to answer 1% Where Do They Build Their Skills? The study confirms what many in the field anecdotally understand: philanthropic advising is still primarily learned through experience rather than formal training. 55% cite ‘learning on the job’ as their top professional development method. Advisors self-identified as competent to proficient across core skill domains, including client resource identification, client purpose discovery, philanthropic plan, and strategy development. Question: Which have been most helpful to your learning as an advisor? (Please enter 1, 2, and 3 below to rank the first, second, and third most helpful.) Category First Second Third Formal education programs 13% 16% 18% Learning on the job 55% 19% 17% Mentor relationships (formal or informal) 13% 22% 12% Professional associations 9% 15% 21% Resources found on my own (books, blogs, forums, etc.) 8% 24% 27% Other 2% 3% 5% A Field in Formation Despite real progress, the field remains, in Daylight’s words, “a beautiful mess.” Several systemic barriers impede growth: Low visibility: The market lacks a shared narrative about what philanthropic advisors do, how they create value, and how their services are structured or priced. In addition, most donor clients do not know that philanthropic advisors are available to work with them. This ambiguity suppresses demand and slows market formation. Network access: Unlike adjacent fields such as wealth management, legal services, or consulting, philanthropic advising lacks strong, established pipelines for sourcing clients and building credibility. As a result, early-stage business development is slower, riskier, and disproportionately dependent on personal privilege and proximity to wealth. Advisors from underrepresented backgrounds face especially steep barriers, with limited access to the high-net-worth networks, institutional gatekeepers, and referral pathways that meaningfully shape client acquisition and long-term viability. Knowledge gaps: Even seasoned practitioners identify financial capital development as a weakness (34% of novices; 20% of advanced beginners). Funding and capital constraints: Most philanthropic advisors operate as small firms or solo practices, entities that rarely attract investment despite serving a rapidly expanding market. These small philanthropic advising businesses do not have access to growth capital, operating reserves, or R&D funding. This capital scarcity suppresses innovation and limits the ability of advisors—particularly emerging entrepreneur-advisors—to scale beyond a boutique or referral-dependent model. As a result, the field remains fragmented and fragile, with high-quality practitioners often unable to expand their impact because the business model is capital-poor and structurally at a disadvantage. Investing in Philanthropic Advisor Entrepreneurs for the Decades Ahead The rise of the philanthropic advisor entrepreneur signals a profound shift in how generosity is practiced, structured, and sustained in the United States. Entrepreneurial advisors are stepping into a rapidly expanding landscape shaped by historic wealth transfer, increasingly values-driven donors, and a proliferation of giving vehicles that require specialized guidance. While the field is rich with promise, these advisors still face gaps in visibility, standardization, and access to capital for business growth. Daylight’s research highlights the unique value these advisors bring: deep subject-matter expertise, experience, cultural dexterity, and the relational capacity required to guide donors through high-stakes decisions about purpose, assets, and impact. But their effectiveness—and the sector’s potential—will depend on intentional investment in the ecosystem. To fully realize this moment, the field must prioritize: Clearer and more equitable pathways into the profession. Expanded access to networks, referral channels, and client pipelines. Adoption of shared competency standards . Robust, ongoing professional development. Financial support that enables entrepreneurs to stabilize and scale their business. Doing so will not only strengthen individual advisory practices but also build the infrastructure needed for a mature, trusted, and high-impact philanthropic advising profession. The Rise of the Philanthropic Advisor Entrepreneurs .pdf Download PDF • 70KB