In fundraising, success often depends on how well we can balance the “art and science” of our work. We talk about it often, the data-driven side that informs our strategy and decision-making, and the human side that inspires generosity. But few discuss how those two worlds truly connect. In my experience in both prospect development and frontline fundraising, I’ve learned that our most powerful insights come not just from reports or conversations alone, but from the space between them. By learning to “read between the lines,” we can anticipate needs, strengthen relationships, and ultimately build a more thoughtful approach to philanthropy.

Having worked in frontline fundraising, prospect development, and advancement services, I’ve been able to see how each area depends on the other. My training across these departments taught me to think holistically, to recognize that data is more than numbers, and relationships are more than meetings. I think to truly be a successful development professional cross training is essential, not being a subject matter expert but understanding what the other side of the house does and how it impacts your work. Each experience added a new layer to how I view our work: advancement services allowed me to understand the full potential of what could be done in the database and understand key words when speaking to my data gurus, prospect development opened my eyes to data analysis finding opportunities and unique moments that could add to overall strategy, and frontline fundraising reminded me of the human emotion behind every story.

Fundraising truly thrives at the intersection of creativity and analysis. The art lies in:
• Knowing how to connect
• Crafting messages that resonate
• Adapting conversations in real time
• Ensuring that every donor feels seen and valued within your organization’s community
The science lies in harnessing data by:
• Using predictive tools and research to help sort and prioritize prospects
• Tracking engagement histories
• Managing the prospect pipeline
But when we merge the two, when data insights are guided by empathy, and relationships are strengthened by research, that’s when development becomes most effective.

To bridge the gap between research and relationship-building, prospect professionals should try to see fundraising through a gift officer’s lens. Early in my career at a medical school and hospital, I was fortunate to work with a gift officer who encouraged me to step away from my desk and meet with volunteers, staff, and donors.

During one of those conversations, a physician shared that while he deeply respected his professors in medical school, it was his attending physician who had the greatest influence on him, the person who guided him through real-life situations and shaped him into the doctor he is today. That experience helped me understand his deeper motivation to give. It wasn’t just his admiration for his mentor but his eyes lit up, he smiled more, and he was willing to share more stories during that time of his life. It didn’t change the mechanics of how I prospected, but it changed the way I thought about that unit’s prospects. If he felt that way, others likely did too.

Another experience that really stuck with me was one that reminded me how much timing matters. A gift officer I worked with had been building a great relationship with a donor. They texted, emailed, and met for lunch almost every month. Everything seemed to be going well until, all of a sudden, the donor stopped responding. As a team, we decided to hold off on the planned solicitation. Still, the gift officer didn’t give up and every few months they’d reach out with a quick note to say thank you or just check in. It wasn’t about the ask anymore; it was about showing that we still cared. Eventually, the donor came back, reconnected, and even made a gift. It was such a good reminder that sometimes it’s not about how often we reach out or how perfect our strategy is — it’s about knowing when to pause, when to listen, and trusting that genuine relationships have their own rhythm. Partnership is built through communication, curiosity, and consistency.

When we take the initiative to ask questions, share ideas, and show genuine interest in our gift officers’ work, we begin to build real trust. That trust deepens when we understand not only their unit’s goals and priorities, but also the nuances that influence their donors: timing, beloved faculty or staff, and special programming. This trust also gives the gift officer an opportunity to understand the work you do. Like not all capacity scores are accurate or that if they learn a new piece of information to share it with you and enter it into the database (depending on the information).

As researchers, we aren’t the experts on our donors. We can dig deep for information, uncover insights others might miss, and analyze and synthesize data, but we can’t capture what a gift officer gains during those one-on-one interactions. How did the donor’s body language shift when a gift amount was mentioned? How was their tone when describing their experience with the organization? Were they especially engaged when the Chancellor joined a visit? Those are moments we can only understand through partnership. Recognizing that perspective transforms our role from behind-the-scenes researchers into true thinking partners. It gives us a more holistic view of who the donor is and how they connect to the organization.

Fundraising is at its best when we blur the lines between art and science, data and dialogue. When we approach our work with both curiosity and compassion, we not only raise more funds but, we deepen relationships, strengthen our institutions, and build a donor-centric culture of philanthropy.

Kelli Sledd
Director of Prospect Management, Texas Christian University

Kelli Sledd is the director of prospect management at Texas Christian University. She has been a development professional for over ten years, working primarily in higher education and healthcare. Sledd is a board member at APRA North Texas and a former board member of APRA Arkansas.