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Nicholas Ogden

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Nicholas Ogden

Consultant - Marketing, Communications & Fundraising

I focus on Marketing , Communications and Fundraising appointments for our charities and not-for-profit division recruiting Marketing & Communications professionals across all levels on a permanent, contract, and interim basis.  My client base consists of charity, not-for-profit and third sector organisations. 

Prior to joining Pro-Group, I worked for a global recruitment agency where I specialised in permanent Marketing and Communications roles for a variety of sectors. 

Outside of work, you will most likely find me socialising with friends or running myself ragged on a tennis court. If I was not in recruitment, my dream occupation would be to be a professional tennis player travelling the world and of course winning Wimbledon!

nicholas' latest roles

  • Paid Media Manager

    £40000.00 - £50000.00 per annum + Competitive Benefits

    Paid Media Manager £50,000 PA Are you a Paid Media professional who is passionate about digital advertising? Do you have experience in managing a company's paid media accounts with a focus on paid social & P...

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  • Head of Legacy and Community Engagement

    £60000.00 - £65000.00 per annum + Competitive Benefits

    Head of Legacy and Community Engagement, £64,000, International Charity, London Are you an experienced fundraising professional with a background in legacy fundraising and supporter engagement models / commu...

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  • Project Director - Audit Policy and S...

    £75000.00 - £85000.00 per annum + Competitive Benefits

    Project Director - Audit Policy and Standards, London (initially remote based), Regulator, £85,000 Do you have an audit background in policy and standards? Do you have experience of enhancing public confiden...

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  • Senior Communications & Media Manager

    £50000.00 - £60000.00 per annum + Competitive Benefits

    Senior Communications & Media Manager, London (initially home-based), Youth Organisation, £60,000 Are you a communications and media professional with experience in raising a company's profile? Do you have a...

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  • New Business Development Manager (Cor...

    £35000.00 - £40000.00 per annum + Competitive Benefits

    New Business Development Manager (Corporate Partnerships), London (initially home-based), Children's Charity, £40,000 Are you a new business development professional who has a background in winning new busin...

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  • Temporary Data & Process Manager

    £32000.00 - £35000.00 per annum

    Temporary Data and Process Manager, London (initially home-based), 6-Months, Health Charity, up to £35,000 pro rata Are you available for a Temporary Data and Process Manager contract? Do you have extensive ...

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  • Temporary Media and PR Assistant

    £100 - £124 per day

    Temporary Media and PR Assistant, home-based, 1-2 Months, Health Charity, £124 per day Umbrella Are you available for a temporary Media and PR contract? (full-time) Do you have knowledge and experience of us...

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  • Social and Digital Marketing Manager

    £30000.00 - £35000.00 per annum + Competitive Benefits

    Social and Digital Marketing Manager, London (initially home-based), Children's Charity, £35,000 Are you a digital marketing professional who has a background in social media, digital advertising, and email ...

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What people say about Nicholas

I was first introduced to the Pro-Group in February 2018, and it has been a pleasure working with them on the recruitment of our new fundraiser officer.

Nick has been a really amazing help in getting me my fantastic new role at Starlight...


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Companies Nicholas has worked with

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Parkinson’s UK is a research and support charity dedicated to improving the quality of life for people who suffer from this condition.​ 

Cancer Research UK is one of the largest charities in the UK, using research and awareness to fight and eventually eliminate deaths through Cancer.

Great Ormond Street Children's Hospital is the largest centre for child heart surgery in the UK and one of the largest centres for heart transplantation in the world.

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nicholas' articles

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60 Seconds With: Laura Savory, Deputy Director of Community Fundraising at Great Ormond Street Hospital

Posted by Nicholas Ogden

Laura Savory is Deputy Director of Community Fundraising at Great Ormond Street Hospital Children’s Charity (GOSH Charity). Laura has worked for the organisation in a variety of roles in its community and events team for the last ten years. Prior to this, she worked in the fundraising team at Sue Ryder. Laura speaks with Nicholas Ogden at Pro-Marketing about her role at GOSH and sharing her advice to anyone looking to move into the Not-for-Profit sector Tell me about yourself, how your career started and what you do at GOSH Charity At the start of my career I’d planned to work in sustainable tourism, but the role I’d lined up sadly fell through and instead I started working as a sales executive. From this I quickly learnt I was quite good at making money, but that I’d like to do it for a cause I cared about. I applied for lots of jobs in the charity sector, but struggled to get a foot in the door, until I met the head of events at Sue Ryder, where I started volunteering. I loved it and went from volunteering to being their challenge events manager where I did everything from helping the charity embark upon its first ever London Marathon with five gold bond places, through to building the national challenge events portfolio. An opportunity came up at GOSH Charity to manage the challenge events programme and I took it. I grew the challenge’s income from one million pounds to four million pounds, a portfolio that included our biggest mass participation event - RBC Race for the Kids. I was then promoted to manage the community events team which I found to be a baptism of fire as I quickly learnt that community events is quite a different space to challenge events! But I loved it, and I was subsequently able to move into a role managing the whole department, a post I’ve been in for around four years now. Why community fundraising? It was partly luck as it was the opportunity that presented itself to me, but I’m so happy it did as this feels like an area of fundraising that really suits me. I am an extrovert (ENTP if you are interested), I enjoy getting stuck in, I really like talking to people and I’m also motivated by the idea of supporting others to meet their own goals, which ultimately is what this area of fundraising is all about. It’s members of the public who are pushing themselves to do something to raise funds for the hospital, using their time and energy, and I find that very inspiring. In a crowded market, what does GOSH Charity do to stand out, how is it different/unique/special in the market? As fundraisers we are lucky that the areas we are raising money towards become very tangible; you can stand in the hospital buildings that transform the care children receive, you see the state of the art piece of equipment, you get the chance to talk to staff whose posts are funded by charitable giving and you see the impact of their work. You can touch it, feel it, smell it. I think at GOSH Charity, that’s something we really appreciate. From a personal perspective what really stands out to me about Great Ormond Street Hospital (GOSH) is the breadth of the work it does. It’s caring for children with the rarest and most complex conditions, and that inherently places it in a very unique position. I grew up watching the Wishing Well Appeal, which raised funds for the hospital, and now I’ve worked for the charity that supports the hospital for a quarter of my life. It’s a very special place. I think in theory it would be easy to lose sight of how special it as after being here for so long, but you just don’t. How big is your team and what advice would you give anyone applying to be part of the team? In terms of our charity’s profile and how much we try and raise, we’re a relatively large organisation. But in terms of our staff, we are relatively small; before social distancing measures we all worked from one office five minutes away from the hospital itself, and it’s always been really easy to pop over and chat to a colleague to get something done. My team is one department in a fundraising directorate that includes individual giving, philanthropy, corporate partnerships and special events, so there’s quite a breadth. We’re hardworking and professional, but also very supportive and caring, which I’m really proud of. My advice – you need to be someone who’s prepared to talk to people, to pick up the phone or to go to the hospital to meet in person. I also need you to think more broadly than community fundraising, because the supporter you are working with is not one dimensional. We need to see every opportunity we can and think about how to build a really positive relationship with the fundraisers we’re supporting. At the end of the day, it’s all about people and the relationships we have with them. Putting the supporter at the heart of everything we do is really important. How would your team describe you? Determined. Informal. Driven, in that I have high expectations.  I hope they would say I am accessible. We’re all on a journey, I’m not perfect, and I’ve definitely grown – in the last few years in particular. I would hope that a colleague answering this question now might say something different that they would a few years ago, which would reflect my development as a leader and a colleague. What advice would you give to your younger self? Pause, slow down and forgive yourself a bit more. I have a habit of rushing in! I think my biggest piece of advice is that it’s ok to be vulnerable, you don’t have to know everything, and it’s ok to ask for help. How do you think the COVID-19 pandemic has changed or adapted fundraising? I think it depends on what type of fundraising you’re talking about. For example trust fundraisers will have a very different experience of change to those who work in public fundraising. In community and events, we’ve had to pivot everything that we do. We were quite a digitally focused team before the pandemic, but it has sped up digitisation of our culture and fundraising. And as a sector we have to catch up quickly, because the pandemic is not only changing how we work, it’s changing how the public thinks of and engages with charities. For example, I think the pace at which we will now move towards a cashless society is speeding up, and that poses big questions for community cash based fundraising. There has also been a big shift towards supporting hyperlocal causes, this will require larger national charities to really challenge themselves on how they demonstrate impact and engage people at such a micro level. The surge of mutual aid groups through the pandemic was not only really heartening to see from a personal point of view, but was fascinating from a professional perspective.     What advice would you give to someone looking to make a move into a not-for-profit organisation from another sector (especially during this pandemic)? People are often pleasantly surprised by how values driven the sector is. I think we all acknowledge the impact that Covid-19 has had on fundraising, and so for many organisations it will be a tough few months ahead. With that in mind, my advice would be to choose a cause that you are really passionate about. If you’re moving into the sector it’s because you want to see change happen and at this time the change could be really meaningful. If you feel like you’re really part of something by working towards something you really care about, it’ll be much easier. If you were not working for a charity or not-for-profit organisation, what would the dream be? I think I’d be doing something outdoorsy, where I could be hands on and get stuck in. I did once consider training to become a landscape gardener! Any final words of advice for people looking to progress their career in the charity sector? Right now, be adaptable. Be willing to try new things, be willing to explore different avenues in fundraising. I think we will all be stronger for having a diverse and wide range of skills, so say yes to opportunities. Thanks for your time, and as a little treat for all of our readers - do you have any guilty pleasures you can share with us? I don’t think pleasures should be guilty! I’m also an oversharer, so nothing is really that secret. At a push, perhaps I would say watching or listening to a true crime documentary whilst snaffling a bag of crisps. It turns out I am fascinated by serial killers (hopefully because they are very different to me!), and I do a love a frazzle. For more information on this article, or to find out how you can get involved in Pro-Marketing’s 60 Second interview series, contact Nicholas Ogden on 020 7269 6338 or nicholas.ogden@pro-recruitment.co.uk

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60 Seconds with: Benaifer Bhandari, Chief Executive of Hopscotch Asian Women’s Centre

Posted by Nicholas Ogden

Benaifer Bhandari joined Hopscotch Asian Women’s Centre as their Chief Executive in November 2018, prior to this she worked various roles at the breastfeeding support charity La Leche League GB. Benaifer speaks with Nicholas Ogden and Pro-Marketing about working at Hopscotch Asian Women’s Centre where their mission is to enable BAME women to actively participate in society and make informed decisions that enable them to achieve their aspirations. Additionally Benaifer, kindly offers interview tips, and shares her views on how the COVID-19 pandemic has changed/adapted fundraising. Tell me about yourself, how your career started and what you do at Hopscotch Asian Women’s Centre? I started as CEO in November 2018 and it was a monumental moment for me. As a BAME woman, the door to CEO roles doesn't always open easily and I fell in love with Hopscotch in my preparation for my interview. It's a remarkable organisation that is built on compassion and sound governance practices. My previous charity, La Leche League GB, was the same. I served here as a trustee and as a director of the accreditation department. This involved heaps of international work, including complex policy writing which would serve the very different parts of the world where mothers breastfeed. Now at Hopscotch I have the privilege of working with colleagues who are experts in their own fields of health and social care, domestic violence, employment and welfare advice. We also have experts working with older and young BAME women. It's inspiring to be surrounded by such high skill levels and keeps me motivated to keep Hopscotch going fiscally and keep our work growing. We have an excellent reputation locally for being a one stop shop for women who need specialist BAME support, and we are now expanding around London to be able to share our knowledge and skills to help even more isolated and underserved women and girls. How do Hopscotch Asian Women’s Centre differentiate themselves in the market?  We are unique in the holistic approach we have. We run services which, individually, may be replicated elsewhere, but our centre puts all our services together and we work with each service user at her pace, according to her ability and motivations and working with the barriers she in particular faces. We move her seamlessly between services as she feels ready to disclose her needs and at all times being respectful of what it means to be a disadvantaged BAME woman in London. An example is a service user (B) who came to us seeking urgent support after surviving domestic abuse. Our advocate was there for B in her hour of need and in the weeks and months to come, making sure she was safe, fed and plugged into the statutory bodies needed. Our welfare advocate stepped in, as needed, for the housing and welfare issues which came up. In time B was able to express her desire to work (which previously she hadn’t been allowed to) and our employment development team supported her in improving her English and helped her work on her CV writing and interview skills. Eventually B was ready to step into the job market and chose to interview with our own Homecare service and was successful! She is now working flexibly as a care worker and having her own income for the first time in her life. Our Better Employment advisor is now working with her to develop her skills further with workshops which B can attend around her care work, so that she avoids the in-work poverty trap so many Londoners face and can start to dream big and live the life she deserves. How big is your team and what advice would you give anyone applying to be part of the team? We have a 23-person office-based team and 50 incredible care workers. We are nearly always recruiting, as grant funding comes in and we are always looking for more care workers to join our expanding Homecare service. We have a great social media presence where you will find all our opportunities and our website www.hopscotchawc.org.uk also has lots of information on how to apply. Always consider getting in touch first, have an informal chat with us so we can get to know you even before we’ve received your application. That’s a sure way of getting us excited to receive your email. How would your team describe you? This is awkward to respond to! OK, so we are accredited by various bodies like the Care Quality Commission and Advice Quality Standard. Here are bits from our last Matrix (Employment auditors) report:- “Leadership and management is another area of strength. A number of staff and partners commented on the fresh energy and new approach brought by the new CEO” “Increased networking, and with a background in counselling, an in depth understanding of women, but also how working with them can bring stresses” “A breath of fresh air, loads of new ideas, already adding things to our programme”.  “The new composition of the Board has led to a timely review of Hopscotch’s vision, mission and objectives. Staff described being given relative autonomy; but it was also clear that there is a structured framework of meetings now in place at both manager and practitioner level to oversee performance” “I think we have finally got there in terms of managing things, the right level of oversight” What advice would you give to your younger self? Don’t always listen to your teachers. Absorb the positive things one or two of them said to you over those 12 years. The horrid things said to you consistently are all about them and not you. You will find yourself attracting inspiring people soon enough and they will help you find your passion for working with those in need. When you interview someone for your organisation, what is the first thing you notice about a person and what does it tell you? Their smile and their answer to “Why Hopscotch?” Both tell me how comfortable they are expressing their connection to our charity and how they might fit into the family vibe we work hard at maintaining. How do you think the COVID-19 pandemic has changed or adapted fundraising? It has put Hopscotch and our many peer organisations at risk of closure. Through sheer hard work we have fundraised crisis money to be able to keep going until March 21 – but what happens when that money runs out? How do we replace the losses incurred in Homecare, our social enterprise, because of C-19? How do we continue our important work of reaching women who are unreachable by others? This uncertainty has meant a more ferocious fundraising strategy has been needed, including spending a lot of time thinking of creative ways to raise unrestricted income. What advice would you give to someone looking to make a move into a not-for-profit organisation from another sector (especially during this pandemic)? It’s not for everyone – you need to have a combination of empathy, determination and big picture vision. If this is you, there are lots of great platforms where jobs are advertised and then for charities like Hopscotch who cannot afford these platforms, call directly or go to the website and apply! There is crisis funding around, there are programmes starting or extending their run, so there are jobs out there right now – mostly only for the few months until the funding runs out, but it’s a great way to start. For those who can, I always say the best way to test the water and find out if the third sector is for you, is to volunteer. If you were not working for a charity or not-for-profit organisation, what would the dream be? I would work with children from disadvantaged backgrounds for whom either school let them down or isn’t the right place. I home educate my lads, so I have experience of another – non-institutional – way of learning where children are empowered and motivated and have the time to learn important skills like conflict resolution and socialising with people of all ages and abilities. Any final words of advice for people looking to progress their career in the charity sector? The charity sector is filled with people who have to manage strict governance and tight finances, but who also think outside the box. Part of that is having the capacity to hire those who are passionate and have skills beyond academics. It’s a beautiful place to grow as a person, navigate life with like-minded people and have the opportunity to give hope – which could be directly to those in need or it could be indirectly by helping the organisation flourish. The third sector is surprisingly fast-paced, as funding comes and goes, needs fluctuate and people who care move about at quite a speed! Find your passion, work out what sector that fits into and then find the organisation that understands the needs of that sector. Volunteer with them until they have the space to take you on and then fly! Thanks for your time, and as a little treat for all of our readers - do you have any guilty pleasures you can share with us? I am known for my views and actions against patriarchy but LOVE ‘Say Yes To The Dress’. Sshhh, don’t tell anyone! For more information on this article, or to find out how you can get involved in Pro-Marketing’s 60 Second interview series, contact Nicholas Ogden on 020 7269 6338 or nicholas.ogden@pro-recruitment.co.uk

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COVID-19 Lockdown Reflection – Fundraising for The Voluntary Sector

Posted by Nicholas Ogden

On 23 March 2020 the UK Prime Minister Boris Johnson gave a televised address that brought in widespread lockdown measures. Four months on from that, the UK has now found itself in a position where some are returning to work, organisations are exploring flexible working measures more than ever before, and the fundraising and voluntary sector had an urgent surge in demand. Here is a brief reflection of how the fundraising landscape has changed, and the effects of the pandemic on future giving. History has shown that in times of crisis people often pull together to become their best selves, this was reflected by the March 2020 recruitment for NHS Volunteers to help COVID-19 being suspended as more than three times the expected number of people signed up. These responses were impressive and Ruth May, Chief Nursing Officer for England was “absolutely bowled over” by this. During Lockdown  Lockdown and self-isolation have enabled people to think about vulnerable people and causes in their communities. Hopefully, in turn this awareness and spirit will continue post COVID-19 to benefit the voluntary sector. Captain Sir Thomas Moore took donations in the run up to his 100th Birthday, in aid of the NHS Charities Together Covid-19 Urgent Appeal. His efforts were a beacon of hope despite everyone’s hardships. With a target of raising £500,000, he had phenomenally raised almost £38million with over 1.5million donations, breaking records on JustGiving, the global online platform for charitable giving. However, research from Charity Aid Foundation found that although sentiment to give was high, 12% of Charities did not have the digital technology in place to collect funds online. As cash remains the most common way to give to charity (53%), many not-for-profit organisations who already had digital donation platforms in place, found a spike during the March and April months of 2020 found a spike in digital donations, whilst some reported a drop in donations due to lack of technical resources. Revolut  has revealed figures highlighting a swell in charitable giving among UK consumers during the COVID-19 pandemic. The average amount given through Revolut Donations increased across all age groups during lockdown, by an average of 59%. Those in older age brackets gave significantly more than they did prior to lockdown, with the biggest rise seen in the 50+ age group, where donation amounts soared by 147%. Those aged 41-45 increased their average donation amount by 91% and those between 46-50 by 75%. But it wasn’t just older consumers who gave more to charity during lockdown, Gen Z increased donation amounts by an average of 13%, those aged 26-30 by 8% and those aged 31-35 by 23%. Post-Pandemic  Post COVID-19 we should all continue to support vulnerable people and causes in our communities. Charities will learn a lot from this period to catalyse their efforts going forward. With 18% or charities reporting that they see the COVID-19 pandemic as an opportunity to modernise into newer technical resources, many are now accelerating their plans to shift their fundraising towards online efforts Without doubt, this lockdown has hit many financially, but research from Opinium tells us that many charitable supporters encouragingly will be providing the same level or more support going forward once lockdown is lifted and life starts to return to normality. Of those that are donating more than usual currently, 12% say they will donate more money to charity when they start to return to normality, while three in four (76%) will continue donating at the same level that they are currently. Similarly, of those that are donating more than usual, one in five (20%) say they will do this more when things return to normal, while 70% will continue to donate at their current level. Kate Whiffen, Senior Research Manager at Opinium Research commented: Charities are currently going through some challenging times due to Covid-19... Knowing how charities can adapt and move forward in these times is key. We have heard some very positive stories from the public as to what makes them support more now and what would do in the future, but it’s the challenge of communicating and educating the long term impact Covid-19 will have on the charity sector and learning from new initiatives that have been successful that would work in the future. Charities will need to think of innovative ways of Marketing to support their fundraising efforts, with many events being cancelled, and cash donations becoming less regular,  smaller charities have had a stronger recovery than the larger charities, which have been more greatly affected due to those wider event cancellations. Jo Barnett, Executive Director at Virgin Money Giving said: "Many charities have been impacted hard with reduced income during COVID-19...We’ve seen some fantastic ways people have been raising money for charity during lockdown, and there are lots of ways people are able to fundraise as we emerge from lockdown when the traditional routes are still not open to them. From virtual pub quizzes, running 5k in your back garden or taking part in a virtual 50k bike ride, we encourage people to continue to do what they can do to raise money to support the charities close to their hearts." To conclude, this period has been a pressing but eye-opening time for many organisations and people alike. NFP teams are exploring alternatives to raise funds, social media has seen a surge in charitable cause posts. Now more than ever, those who were not already regularly donating are now supporting causes closer to home and those affected by the pandemic. Who knows what else is to come in the second half of this year? However, let’s continue to pull our efforts together to help the most vulnerable in the hardest times. If you are looking for ideas or like to share your thoughts on this, please give Nicholas Ogden a call on 020 7269 6338 or email me nicholas.ogden@pro-recruitment.co.uk

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Is this the end of office culture? What happens post COVID-19?

Posted by Nicholas Ogden

It is widely believed that conventional office culture will not be the same beyond the Coronavirus pandemic. Here we take a closer look at what experts suggest this might look like. This pandemic will eradicate the traditional working environment. Here is what some organisations, leaders and reports suggest. Jes Staley CEO of Barclays said “The notion of putting 7,000 people in the building may be a thing of the past” Colliers found in a survey of 4,000 people working from home that 73% thought that their productivity was the same or higher, while 76% thought their work/life balance had improved. 81% wanted to carry on working from home for one day a week or more Keith Froud, Managing Partner of Eversheds Sutherland stated that they will “redirect more on technology rather than office space” Research from Upwork, a US freelancing firm, researched that by 2028, 73% of all departments will have remote workers. Today, millennials and Gen Z workers make up only 38% of the workforce, but in 2028, they’ll amount to 58%. So there will only be changes to come as the ‘New Norm’ makes its appearance. Organisations that operate with large corporate spaces will certainly need to think about the foreseeable future and will need to prioritise adhering to Government guidelines to keep their employees safe. However, businesses that can provide appropriate safety measures and contingency plans for their staff also have many reasons why they should continue to invest in office space and why larger organisations may need to reassess post pandemic before permanently abolishing office spaces. Why some businesses shouldn’t eradicate their office space and environments Melanie Phillips, journalist for The Times, comments that “Zoom shuts away the essence of humanity” and that senses are removed (and are irreproducible). These are key disadvantages for any businesses that are people focused Brodie Boland Associate Partner of McKinsey & Company suggests that remote working does not enable some people to get needed mentorship or help facilitate casual, unplanned but important conversations with colleagues Paul McDonald a contributor to Forbes discusses in detail in his article ‘Why A Positive Company Culture Is Especially Critical Today’ about organisations needing to create an inclusive and positive corporate culture. For many this can take the form of a fun place to work with development and social offerings that cannot be replaced remotely. Happiness is widely considered amongst many reports the most important factor for generating high productivity and therefore business leaders will need to take this into account when thinking about why their employees come to work for their business Here at Pro-Recruitment Group We are discovering in our sector that many are missing the office environment, shared working space and the buzzing team culture. As it stands, Pro-Recruitment Group is thrilled to be opening the office on a trial part-time basis in August, allowing the team the option to voluntarily come in on a rota whilst allowing for flexibility in hours. As part of this trial, Pro is generously reimbursing all employees’ travel costs and has already followed government guidelines with risk assessments and implemented strong safety measures. As an organisation we are delighted to be returning. Here is our advice to employers looking to reintroduce employees into the workplace. To conclude, there is no one-size-fits-all solution as some businesses will look to get rid of the traditional office environment whereas others will need it to continue and flourish. Regardless, the pandemic has provided a huge opportunity for change to the future of work which is exciting and interesting. For more information about your recruitment needs, please contact Nicholas Ogden on 020 7269 6338 or email nicholas.ogden@pro-recruitment.co.uk

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60 Seconds With: Richard Davidson, Chief Executive at Sarcoma UK

Posted by Nicholas Ogden

Richard Davidson joined Sarcoma UK as their Chief Executive in July 2018, and has been working in the third sector for more than two decades. His previous roles include Director of Engagement at Anthony Nolan and Director of Policy and Public Affairs at Cancer Research UK. Richard is Chairman of Emilia Clarke’s charity, SameYou, which is dedicated to increasing access to rehabilitation services after brain injury and stroke for young people, and he is also a board member of SPAEN, the European network of sarcoma patient advocacy groups. Richard speaks with Nicholas Ogden at Pro-Marketing about working at Sarcoma UK, offers interview tips, and shares advice for those looking to progress their career in the charity sector. Tell us about yourself, how your career started and what you do at Sarcoma UK? I have worked in the voluntary sector throughout my career in public affairs, policy, marketing, fundraising and communications. I worked at CRUK, Anthony Nolan and now for a smaller organisation, Sarcoma UK as Chief Executive. How do Sarcoma UK differentiate themselves in the market?  We are the only organisation in the UK that covers all types of Sarcoma, funds research, raises awareness and provides information and support. How big is your team and what advice would you give anyone applying to be part of the team? We could consider ourselves to be small but mighty (22 people in total). I always look for staff who really care about the beneficiaries and want to make a difference to the lives of people with cancer. How would your team describe you? I have no idea, but I would think they would say I am supportive, energetic and creative. What advice would you give to your younger self? When I started out, I worried too much. I would now advise myself not to. When you interview someone for your organisation, what is the first thing you notice about a person and what does it tell you? I always think you can tell quite quickly if someone has passion and desire, which is important to me. What personal and soft skills are most important when working in the charity sector? I look for empathy and an ability to relate well to people. You need to be able to adapt to other people’s styles and approaches. What advice would you give to someone looking to make a move into a not-for-profit organisation from another sector? Do it! People from other sectors have a great deal to offer, but do not assume that things will be easier and less pressurised. Often more is at stake in the voluntary sector. If you were not working for a charity, what would the dream be? I feel I will always be connected to charities, but I would love to live in an Italian cottage with space, fine weather, food and wine. A dog would complete the idyllic scene! Any final words of advice for people looking to progress their career in the charity sector? Consider what you feel passionate about and choose roles that allow you to use that energy to make a difference. Thanks for your time, and as a little treat for all of our readers - do you have any guilty pleasures you can share with us? I have a penchant for a Subway steak sandwich. ​ For more information on this article, please contact Nicholas Ogden on 020 7269 6338 or nicholas.ogden@pro-recruitment.co.uk.

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60 Seconds With: Ben Hawley, Marketing and Communications Director at CALM

Posted by Nicholas Ogden

Ben Hawley is Marketing and Communications Director at Campaign Against Living Miserably (CALM). Ben moved from agency and joined the charity CALM in August 2017, and has since then worked with the Royals, Parliament and brands including ITV, Dave, Topman and Tesco. CALM is Pro-Recruitment Group's corporate charity partner and is leading a movement against suicide in the UK, running a free and confidential phoneline and webchat 365 days a year, and working towards breaking down the stigma around mental health. Ben speaks with Nicholas Ogden, Consultant at Pro-Marketing, about the work undertaken by CALM, the changing role of marketing and communications in the not-for-profit sector, and the personal and soft skills needed when working in the charity sector. Tell us about yourself, how your career started and what you do at Campaign Against Living Miserably? I am the Marketing and Communications Director at CALM. I joined the organisation 2.5 years ago having moved from an agency where CALM was a client. I’ve worked with CALM from the days when there were just 2 people and the cause was very specific to male suicide. In 2017, I got the chance to join for a short period of time to land some big campaigns and I haven’t left yet! How do CALM differentiate themselves in the market? We deal with a difficult issue, shrouded with stigma and taboo so are unapologetic about bringing it to the public’s attention. We’re all about breaking down barriers and shifting culture, so you need creativity and personality to do that. You also need an open door. We’re reliant on a mass of enthusiasm and desire for change. How big is your team and what advice would you give anyone applying to be part of the team? The marketing and communications team is 9 strong. The team is a mix of generalists and specialists. We’re at the size where we need people to adapt to change and opportunity so we look for a variety of skills. Drive and desire are very important, but we also need people with tenacity and sensitivity. What personal and soft skills are most important when working in the charity sector? You need to be compassionate and empathetic, especially when working with the issue we do. So people need an element of resilience but not in the absence of support. What advice would you give to someone looking to make a move into a not-for-profit organisation from another sector? The not-for-profit industry can benefit from skills, ideas and energy from a mix of industries. You certainly don’t need sector experience to land a job at CALM, diversity is key to growing and getting better. How do you think the role of marketing and communications in the not-for-profit sector has changed over the years? It has become a lot more complicated, there are now more channels available. It is important to be aware of what each channel offers you. It’s easy to feel like you should try everything and be everywhere you can be but you need a lot more insight into performance and understand the nuance. Driving clicks is great but if you’re chasing people around the internet, is this good for your brand? We try to focus on delivering the right message to the right audience and generating the best possible engagement. If not in charity marketing/communications, what would the dream be? A professional golfer! Not because I love golf, or golfers – it just seems very cushy. Thanks for your time, and as a little treat for all of our readers - do you have any guilty pleasures you can share with us? Golf! Here at Pro, we have partnered with CALM - the Campaign Against Living Miserably, a charity which is close to our company. We will be working closely with CALM to create campaigns, increase awareness, and offer support through engagement and fundraising events.  For more information on this article, or to find out how you can get involved with fundraising for CALM, contact Nicholas Ogden on 020 7269 6338 or nicholas.ogden@pro-recruitment.co.uk.

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60 Seconds With: Alison Goodman, Director of Income Generation & Communications at Noah's Ark Children's Hospice

Posted by Nicholas Ogden

Alison Goodman is Director of Income Generation and Communications at the award-winning charity Noah’s Ark Children’s Hospice. Alison has been with Noah’s Ark Children’s Hospice for 6 years and they have recently moved into their brand new children’s hospice building – ‘The Ark’ in Barnet! The new site and facilities are amazing and will provide support for many babies, children and young people with life-limiting or life-threatening conditions, as well as their families. This wonderful charity covers North and Central London as well as Hertsmere. Alison speaks with Nicholas Ogden, Consultant at Pro-Marketing about the incredible work undertaken at Noah's Ark Children's Hospice and offers advice for people looking to progress their career in the charity fundraising/marketing sectors. Tell us about yourself, how your career started and what you do at Noah’s Ark Children’s Hospice? I am the Director of Income Generation & Comms here at Noah’s Ark Children’s Hospice. Born and raised in Manchester, I came to University in London to train as a Primary School Teacher. After 10 years as a teacher and Special Needs Coordinator in Islington, I took a career break before what I thought would be a Deputy Headship, then a lifelong career as a Headteacher. During the career break I took a 6 week temp Community Fundraiser role at Terrence Higgins Trust, and left there 11 magnificent years later as a Major Donor and Celebrity Manager. After three and a half wonderful years as Head of Major Giving at Ambitious About Autism, I landed my dream job as Director of Income Generation at Noah’s Ark Children’s Hospice – my local hospice in Barnet. How do Noah’s Ark Children’s Hospice differentiate themselves in the market?  Noah’s Ark is a vibrant, young charity  - ambitious for our children and families and committed to staff development. I have a dynamic workforce who are challenged professionally and given the opportunity to shine. That’s why we were named Fundraising Team of The Year at the Charity Times Awards. When you interview someone for your organisation, what is the first thing you notice about a person and what does it tell you? The first thing I notice about someone is their energy…and it tells me how they will fit in with the team. Cross team working is essential and I need to feel that any new member of staff will work well with current members of staff. How big is your team and what advice would you give anyone applying to be part of the team? The Income Generation & Comms Team is 17 strong. The team is a mix of subject matter experts and those new to the third sector who are learning on the job. I consider anyone with the right energy, attitude and skill set  - so long as they are managed by someone with the right experience, they will be an asset to the team. How would your team describe you? My team would describe me as high in energy, a relationship builder with a keen eye for detail, and obsessed with donor care. What advice would you give to your younger self? I would advise my younger self to consider the third sector – it never occurred to me – I fell into it by chance. What personal and soft skills are most important when working in the charity sector? Anyone who has ever worked with me will know that I am obsessed with donor care and that I believe fundraising is all about relationship building. If you are a good communicator who is interested in people then the charity sector is an ideal place to use your skills. What advice would you give to someone looking to make a move into a not-for-profit organisation from another sector? I took a huge pay cut when I moved into the sector. I knew my skills were transferable but I didn’t have the experience. Be prepared to start at the bottom to get into the sector and then look around and see what area of fundraising appeals to you most: writing trust applications, staffing a school fair, event organising or pitching to a philanthropist - fundraising roles are diverse and not all roles suit everyone. How do you think the role of fundraising in the not-for-profit sector has changed over the years? Fundraising has become more professional over the years but in essence, good fundraising is as it always was: having a good case for support; finding the right supporters and then involving them at the right time and in the right way… and then looking after them. If not in charity fundraising/marketing, what would the dream be? I still dream sometimes of being a Head Teacher – but it’s really only in my dream because in reality, in this economic climate and with all the challenges and restrictions teachers have I think I’d feel very stressed and I’d hate it! Any final words of advice for people looking to progress their career in the charity fundraising/marketing sectors? It’s a wonderful sector, exciting, challenging and collaborative. Find your niche and fly. Thanks for your time, and as a little treat for all of our readers - do you have any guilty pleasures you can share with us? My guilty pleasure is far too regularly checking our website for online donations… but shh… don’t tell anyone. For more information on this article, please contact Nicholas Ogden on 020 7269 6338 or nicholas.ogden@pro-recruitment.co.uk.

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Top Tips for Writing an Impressive Marketing CV

Posted by Nicholas Ogden

As a marketing expert looking for a new role, your CV can strengthen your personal brand, showcase your skillset and sell yourself as the right marketing professional for your ideal role. However, it can be a daunting task to sell yourself in your marketing CV. Here are the main steps to follow to write an effective CV and the biggest mistakes to avoid!  1. Make sure your marketing CV is tailor made When writing a marketing CV it’s always good to tailor it to the role or company that you’re applying to. Unfortunately, when it comes to CVs, one size doesn’t fit all. Don't just use the exact same CV for every role you apply to, edit it each time (even just slightly) to fit the specific role. As a marketing professional, you would never invest your budget in a campaign or spend time on design work without understanding your target audience and analysing customer behaviours before shaping your message. Approach your marketing CV in the same way! What areas of marketing do you specialise in? Are you a digital marketer, an SEO specialist, a content marketer, a social media expert, a or a multi-channel marketer? What kind of organisation do you want to work for? Are you looking to work for a marketing agency or for an in-house role? Maybe you want to join a large organisation with opportunities for international travel, or a small start-up with growth potential? These are the essential questions you should ask yourself before applying for any role, and tailoring your CV accordingly. 2. Quantify your most relevant experience Do you have any marketing qualifications? Fact and figures are a great way to reinforce your results and help you stand out. What specifically did you achieve in your last role - maybe you increased engagement across social media channels, won new clients, generated % ROI with a new marketing campaign, or increased traffic to your website through content creation? Think of your marketing CV as the About Us page on your website - it's your chance to sell yourself and showcase why you are the right choice. Highlight your relevant qualifications, marketing experience and your career achievements. Use your CV as a chance to highlight your unique selling points and don't include unnecessary details - stick to showcasing your skills and experience that make you the ideal person for the role. 3. Write an effective introduction As a marketing professional, you know more than anyone how an introduction or heading can either draw people in, or make them move on. Be selective and creative. When it comes to the introduction, or executive summary, of your CV, you need to think like a content marketer - highlight the reasons you are well suited to the specific role in a conversational way, explain your unique selling points and ensure that the employer wants to find out more about you. This is not only about creativity but also using your SEO knowledge to concisely summarise and include the relevant keywords, experience and skills to make your potential employer want to read on. Some companies may use an Applicant Tracking System and scan your CV for the inclusion of certain key elements before a human actually sees it. Identify key words and phrases from the job description and include them in your introduction, as well as throughout your CV. 4. Highlight your wide range of skills When applying for a marketing role, you of course want to make the experience and skills on your CV as specific as possible, particularly when applying for a highly specialised role. However, don't underestimate the value of your other skills and don't entirely miss them out. These include organisation skills (for managing multi-channel campaigns), numeracy skills (for analysing campaign performance and budgeting), digital skills (even without coding you'll need to show your aptitude for technology), communication skills (for written and video content, as well as communicating with your team, wider company and clients), and leadership and people skills (for understanding customers and clients, and managing a team effectively), as well as many more. 5. Protect your personal brand and keep formatting simple Although it is good to be creative and stand out, it is not always the best idea to do this through formatting. Employers will receive so many applications that basic errors could end in rejection. Bad formatting, typos, awkward layouts and inconsistencies can damage your brand and halt your application before it's even started - don't make that mistake!  It’s always a great idea to put the order of your previous jobs in chronological order, and date them so it’s clear where you worked, when and how long for. If you don't do this, it instantly sends out the wrong message and reflects negatively on your organisational and communication skills and almost immediately disqualifies you from progressing further. While it’s fine to show a bit of personality in a CV do not go over the top. Nearly 40% of respondents in a YouGov poll put poor design down as a reason to disqualify an applicant. So what counts as over the top? Unusual fonts for one - stick with Arial, 11pt in black, it's easily read, smart and formal. What paper should you use? Easy - white A4. Do you need any snazzy borders to jazz it up? Absolutely not. Remember this is a professional document with the aim of selling you in a few seconds. You’ll definitely stand out using unusual formats, fonts and colours but not in the way that you want. Bullet points are your friend here. They’re to the point (no pun intended), easy to read and are great for people who are reading in a rush. Keep your CV clean and simple and let the content sell itself. 6. Honesty is the only policy It goes without saying that all information must be accurate and correct. Most companies carry out thier due diligence, so only note the skills you have, the systems you are capable of using, and the marketing knowledge you have gained in your career. There we have it - if you follow this advice and avoid the big mistakes, your marketing CV will be infinitely better and will strengthen your personal brand, showcase your skillset and sell yourself as the ideal marketing professional. If you need any further CV help or a professional point of view, then our expert marketing recruitment consultants are always happy to give you a few pointers. For more information on this article or for help with your marketing CV, contact Nicholas Ogden on 020 7269 6338 or nicholas.ogden@pro-recruitment.co.uk.

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