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Ginny Waller is the former Executive Director of the largest, free-standing sexual assault services agency in South Carolina. She is also a skilled facilitator (virtual and in-person) and lawyer (licensed in South Carolina) with more than sixteen years of experience in nonprofit leadership development, strategic planning, and operational efficiency with specializations in change management and relationship building. Her passion is supporting nonprofit leaders as a thought partner and strategic adviser to build capacity to dream their nonprofits' visions into reality.


She has received numerous accolades for excellence in the profession:

  • Award for Non-Profit Leadership (2013), South Carolina Association of Non-Profit Organizations

  • President’s Award (2012) and Young Lawyer of the Year (2008), South Carolina Bar

  • Fundraising Professional of the Year (2015), Association of Fundraising Professionals - Midlands Chapter

Ginny has served on numerous boards, including the National Guard Bureau Spouses’ Club, Wiesbaden Community Spouses’ Club, and the South Carolina Coalition Against Domestic Violence and Sexual Assault. She is a member of the South Carolina Bar, Certified Fund Raising Executive International, Association of Fundraising Professionals-DC, and the Center for Non-Profit Excellence. She is also an industry expert with the Center for NonProfit Advancement.

We all want to make our mark on this world.

Boards are no different.

Show them how they can contribute.

Co Workers

Reduced staff turnover by 87% by restructuring organizational hierarchy, targeting employee development using current trends, and outreaching to targeted community organizations.


Secured more than $32 million in funding from governmental entities, private foundations, corporations, community organizations, and individuals.

Business People Applauding

Diversified funding streams by increasing individual giving (+28%) and corporate giving (+20%), and developing fee-based business models, while maintaining less than 15% operational expenses.




As an Executive Director, you are often overworked and underpaid. You are asked to do the impossible with few tools and little money. You often feel isolated in your position because your staff trusts you to handle everything perfectly, and they cannot and should not necessarily be privy to general operations of the organization. And you are in this strange no-man’s land with the board – where you report to them, but are also trying to train them in the guiding principles of governance. As a result, a staggering 80% of newly hired Executive Directors will leave their organizations within two years of hire. I don’t want you be to a statistic. I want you to succeed. And with me by your side, you will. Guaranteed. 


If your board members are spending time at board meetings talking about the signature drink at your upcoming cocktail event rather than addressing the organization’s lack of diversified funding or other gaps areas, your organization is not operating under best practices. Board members want to contribute value to an organization as a volunteer. It is incumbent on you as a nonprofit leader to give them the tools to know their job, recognize their value in that role, and understand how they can contribute. Whether it's teaching your board how to fundraise without the "ask" or facilitating complete organizational transformation to a fundraising culture, the outcome of my services will be the luxury of time, money, expertise, and energy to dream your vision into reality.


All too often when nonprofits are confronted with unexpected (and sometimes even expected) change, the goal is just to survive. A Change Manager - as a Trusted Adviser or Interim Director - can be an effective tool to help your small nonprofit navigate the inevitable change and not just survive, but thrive. If you want to weather a crisis with a road map and a navigator, who will facilitate the difficult conversations that come with change (especially unexpected change like a leadership transition, sudden loss of a major funder, or even a pandemic) then I want to be with you on that journey and bring you out to the other side where you can be an even better organization than your were before you walked into the fire. 


If you are not operating under a clear directive from your board using a strategic plan, then you have not been set up to succeed as an executive director. If you fail to plan, then you plan to fail. Your strategic plan – set by all stakeholders not just the staff – is the key element to everything you do in your organization. The strategic plan is your road map. Without it, you are simply spinning your wheels and standing still. Big conversations around dreaming your visions into reality are exciting and bring you together as a team, united in an agreement of how you will achieve your mission. 

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