corporate partnership

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The Opportunity Irish Sport Hasn’t Tapped Yet

28/07/2026

– Hannah McLoughlin, Consultant – Funding

2into3 and Graham-Pelton, one of the US’s leading philanthropic consultancy firms, hosted a webinar titled “Fundraising in the US: A Practical Guide for Irish Sporting Organisations”, with James O’Callaghan as a guest speaker from the Irish Sailing Foundation. The most important insight from the session had nothing to do with tax structures or diaspora networks. It came down to one question, and most Irish sporting organisations have never properly answered it;

“Why should a stranger, thousands of miles away, care about what you do?”

Sport has shaped how I think and work, it has taught me to compete on the edges of limited resources, which is exactly where most Irish NGBs find themselves. I also know, from the inside, what it feels like when funding doesn’t stretch far enough. That’s partly why this topic matters to me, and why I think Irish sport needs to take it seriously.

The Irish Sailing Foundation are the pioneers of this model in Ireland. Since 2015 they have raised over €3 million for high-performance sailing, supported more than 300 sailors and brought in €500,000 in 2025 alone – ten years into the work. They operate as a separate philanthropic entity with a voluntary board, independent of Irish Sailing as the NGB.

The American Philanthropy Market: What You Need to Know

Americans donated $592 billion in 2024. Philanthropy is not a niche behaviour in the US – it is culturally embedded in a way that has no real equivalent in Ireland. Giving is habitual, expected, and for many Americans an expression of identity rooted in everything from religious tradition to civic pride.

We are also at the beginning of what is being called the “Great Wealth Transfer” an estimated $124 trillion expected to change hands over the next 20 years as an ageing population passes assets to the next generation, with an estimated $18 trillion of that earmarked for charity. A significant share of that wealth will be inherited by women, and the women’s philanthropy movement in the US is accelerating rapidly. For Irish sporting organisations with any kind of gender equity or women’s sport angle, that is a real and growing opportunity.

The diaspora connection gives Irish organisations a head start that most international peers simply don’t have. There are millions of Irish-Americans with a genuine emotional connection to Ireland, many of them in exactly the demographic most likely to give. The pipeline exists. The question is whether Irish sport is organised enough, and honest enough with itself to access it.

Why Americans Give

The number one reason Americans give is because they were asked not because they discovered an organisation on their own, or because a grant portal opened, or because they read a press release.

Someone asked them. Directly, personally, with a clear purpose.

Most Irish organisations are not doing this. They are waiting for the right connection, the right moment, the right introduction. Meanwhile the ask never comes, and neither does the money.

Beyond the ask itself, the motivators that drive giving are worth understanding properly:

Connection to a cause or community.
Belief in leadership and transparency.
The desire for recognition.
Matching gift opportunities, which have been used with remarkable effect in the US.
Tax efficiency, particularly for larger, more complex gifts.

On that last point: the instinct to lead with tax benefits is a mistake. For most donors, tax considerations are not the primary motivator. They matter at scale, and any serious fundraising strategy needs to account for them, but they are not your opening line. If your case for support begins with “and you can claim a deduction,” you have already lost the room.

What Actually Answers the Question

Knowing why Americans give is one thing. Giving them a reason to give to you is another.

This is where most Irish organisations need to do honest internal work before they pick up the phone to anyone in Boston or New York. You need a case for support, a clear, compelling, emotionally resonant answer to the question this piece opened with. Not “we fund high-performance athletes,” but the answer to what happens when a young person from a disadvantaged background gets access to your programme. What changes for them? What does it feel like to watch a training session at your club? If someone came along and you had two minutes to make them care, what would you say?

Donors give to what they can picture. They respond to impact, not infrastructure.

Honesty matters here too. If your organisation is facing a funding gap, saying so clearly is more compelling than vague optimism. Most donors do not want to rescue a sinking ship, but they absolutely want to feel that their contribution will make a difference – and there is a real distinction between those two things.

You also need to be prepared to share your finances. Transparency is increasingly non-negotiable in this space, particularly with younger donors who expect more visibility into where their money goes than has historically been the case.

What the Tax Structures Actually Look Like

Any Irish organisation serious about US fundraising will need to understand 501(c)(3) – the US tax-exempt designation that allows donors to claim federal tax deductions on charitable gifts. Without this, or without equivalency, you are asking donors to give without tax benefit, which becomes a meaningful barrier at higher gift levels.

The practical entry point for most Irish organisations is The Ireland Funds (American Ireland Fund). This is a well-established body that operates through chapters across the US, hosts events targeting high-net-worth Irish-Americans, and provides a tax-efficient giving route for approved Irish organisations. Getting approved through this structure is a realistic and relatively accessible first step.

It is also worth understanding the broader philanthropic architecture:

Donor Advised Funds (DAFs): philanthropic accounts, typically offered through financial firms, that allow donors to contribute funds, take an immediate tax deduction, and recommend grants to charities over time. There are currently more than $250 billion sitting in DAFs in the US, a large pool of capital actively seeking recipients.

Bequests and planned giving: gifts made through a will. Often completely overlooked by sports organisations but a meaningful driver of total philanthropic income when cultivated over time.

Family foundations: exist in large numbers but come with significant governance complexity – an annual filing, a board, ongoing compliance and are less accessible as a starting point.

Corporations: often vocal about their giving, but not the primary vehicle here.

Individual donors are the backbone of American philanthropy, and they always have been.

The Myths That Cost Irish Organisations Real Money

Events are not a fundraising strategy. A golf outing introduces people to your organisation. It does not build a philanthropic programme. Events are expensive, transactional, and the net return rarely justifies the investment unless they are being used deliberately as cultivation tools within a wider relationship strategy.

Grants are not philanthropy. Relying on grant income is not the same as building a donor base. Grants are important, but they don’t compound the way relationships do, and they don’t build the long-term income resilience that a genuine philanthropic programme creates.

Asking is not rude. This is particularly worth saying in an Irish context. There is a deep cultural awkwardness around making a direct financial ask, especially of people we know. The US framing is completely different: asking someone to give is a sign that you respect their capacity and believe they care enough to want to contribute. The reluctance to ask directly is one of the single biggest barriers holding Irish organisations back.

Not all wealthy people are the most generous. Scale of wealth and scale of giving are not the same thing. Some of the most impactful donors give proportionally more than individuals with far larger means, and the organisations that assume otherwise waste time chasing the wrong prospects.

Your Case for Support

If the case for support is so clearly the answer, why do so few organisations actually build one properly?

James O’Callaghan, a board member of the Irish Sailing Foundation, named the real obstacle: confirmation bias. Most sporting organisations believe, genuinely and not unreasonably, that their cause is worthy. Their athletes work hard, their community impact is real, their programme deserves support. Because they believe that, they assume a donor will see it too. They build their case for support around what they already know to be true from the inside, the training load, the competition calendar, the medal count.

But a donor in Chicago or Boston is not starting from that place. They are starting from zero. They have no context, no emotional attachment, no reason yet to care. And if your opening is “we are a high-performance sporting organisation that needs more funding,” you have told them nothing that makes them want to reach into their pocket.

This is the question this entire piece keeps circling back to: why should a stranger, thousands of miles away, care about what you do? Most organisations have never had to answer it, because everyone around them already knows the answer. The moment you step outside that room, the question gets a lot harder – and a lot more necessary.

Donors give to what they can picture. And the organisations that cannot answer that question clearly, not in a brochure, but in a conversation, with a real person sitting across from them, are not ready to fundraise in the US, regardless of how good their athletes are or how worthy their cause genuinely is.

The Long Game Is the Only Game

None of this is quick. The Irish Sailing Foundation has been at this for ten years. The organisations that do it well start with who they know, invest heavily in cultivation before they ever make an ask, and treat stewardship, how they look after a donor after a gift – as seriously as the ask itself. Handwritten notes still matter. In-person meetings still outperform everything. Matching gift campaigns work. None of it is glamorous, and all of it takes longer than you think.

You also have to spend money to raise money. That is not a reason to avoid this, it is a reason to be strategic about where you invest. The highest return comes from personal relationship-building, not events and not digital campaigns.

What This Actually Means for Irish Sport

Sport Ireland provides partial funding to NGBs for high-performance programmes. It was never designed to cover the full cost, and the gap between what statutory funding provides and what genuine high-performance development requires is real and widening. Philanthropy, approached strategically and with patience, is one of the few credible ways to close it.

The Irish Sailing Foundation have shown it is possible. The architecture they have built – a separate voluntary entity, tiered giving structures and a long-term relationship programme took a decade to develop and is the product of serious commitment from serious people.

For any NGB, club, or sporting body thinking about this: the opportunity is real, the diaspora connection is an advantage most international peers would envy, and the expertise to help navigate the structures now exists in Ireland. But the streets are not paved with gold. What they are paved with is relationships, and the willingness to do the hard internal work of understanding why a stranger, thousands of miles away, should care about what you do.

Most organisations haven’t asked themselves that honestly yet. That’s probably where to start.

Get in Touch

If your sport has an ambition to secure ongoing philanthropic donations, we welcome the opportunity to discuss how philanthropy could work for your organisation. Get in touch with Dennis O’Connor at dennis@2into3.com to explore this pathway in detail.

Corporate Charity Partnerships: Turning Challenges into Opportunities

28/07/2026

If you’ve ever tried to build a corporate partnership, you’ll know it’s not always straightforward. It takes time, patience, and plenty of back-and-forth to find the right fit. But when it works, it can be a real game-changer for your charity — opening doors, raising your profile, and giving you the stability to plan for the future.

Why Corporate Partnerships Matter

Corporate partnerships can offer much more than money. Many companies share skills, encourage staff volunteering, or connect you to networks you might not otherwise reach. There’s a trust factor too — when a well-known company backs your cause, it signals to others that your charity is credible and well-run.

Long-term partnerships are especially valuable. They give you breathing space to plan ahead, grow your work, and make a lasting impact, instead of constantly chasing the next fundraiser. When looking for potential partners, fit matters more than the size of the donation — a company that genuinely shares your values will go further than a high-profile name with no real connection to your mission.

Common Challenges

Most charities encounter a few familiar hurdles when it comes to corporate partnerships. Mismatched expectations are one of the most common — businesses often want quick, visible results, while your charity is focused on long-term, systemic change. Clear and honest communication from the outset goes a long way in bridging that gap.

Capacity is another real challenge, particularly for smaller organisations. Managing a partnership well takes time and consistency — regular check-ins, reporting, and relationship-building all require genuine effort. It’s worth being realistic about what your team can take on before committing.

Mission drift is worth watching out for too. The desire to strengthen a partnership can sometimes pull a charity away from its core purpose. Good governance and transparency protect both your reputation and the trust your supporters have placed in you. Never compromise what you stand for, no matter how attractive the opportunity looks on paper.

Making Partnerships Work

Successful partnerships are built on honesty, shared values, and mutual benefit. Before any conversation, be clear about your charity’s goals and what you can genuinely offer a corporate partner in return. This clarity makes it far easier to identify whether a potential partner is the right fit — rather than spending months finding out the hard way.

Setting expectations early is equally important. Discuss timelines, reporting, and what success looks like for both sides. Treat it as a collaboration, not a transaction. The strongest partnerships are ones where both organisations come away feeling the relationship is worth their investment.

Think creatively about what value the partnership can add beyond a financial contribution. Skills-sharing initiatives, co-branded awareness campaigns, and employee engagement projects can strengthen both sides and deepen the relationship over time. The more value both parties find in the arrangement, the more durable it becomes.

Finally, keep communication consistent. Regular check-ins and small updates prevent misunderstandings from building up and keep both parties aligned. A partnership can drift quietly off course without either side noticing — until it’s too late to course-correct. Transparency and routine contact are what keep it on track.

Final Thoughts

For Irish charities, corporate partnerships aren’t just about funding — they’re an opportunity. Approach them with clarity, care, and confidence, and they can become long-lasting relationships that genuinely make a difference.

If your charity is thinking about building or refreshing its corporate partnerships, feel free to reach out to Denise Cranston at denise.cranston@2into3.com, to talk through how to get started, and what works in practice.

Takeaways from our Corporate Fundraisers Forum

13/06/2024

We were delighted to host our sixth and final Corporate Fundraisers Forum on Wednesday 12^th June at LinkedIn Ireland. Our Head of Partnerships Advisory Practice, Denise Cranston, commenced the Corporate Fundraisers Forum with The Wheel in February, which consisted of a monthly corporate partnership learning session. This forum connected 17 fundraisers from different nonprofits to discuss and develop their corporate partnerships action plan.

Opening address from Katrina Enros, Social Impact Manager at LinkedIn Ireland

Katrina joined us to share the different ways LinkedIn supports nonprofit organisations. LinkedIn for Nonprofits provides free resources and discounted products to help nonprofits hire and develop talent, connect with potential donors, build professional networks, and spread the word about your mission to attract new supporters. See which resources may be useful for your nonprofit here: https://nonprofit.linkedin.com/.

Corporate Fundraisers Forum Breakout Groups

Denise then welcomed all 17 attendees to their final session split them into groups of four to discuss their corporate fundraising action plans, their overarching goals and a number of specific objectives to achieve those goals. One person from each group then shared their learnings.

Group Feedback: Plans and Learnings

“As a small organisation with limited resources, it’s important to work smarter, not harder when it comes to developing new partnerships.”
“We are now looking at how we can amplify what we’re currently doing. Another key factor is to highlight where the corporate investment is going, providing an emotional connection to their investment.”
“People give to people – potential partners want to hear personable stories from the people they’re impacting directly.”
“It’s important to ensure we have a solid plan in place for where we can build new relationships – networking, local volunteer groups, or word-of-mouth.”
“We’re starting off by developing a specific top prospect list and prioritising those contacts first.”
“Secure sponsorships – either become a chosen charity partner or to partner on specific programmes.”

The breakout groups generated many ideas around how to start initial relationships with potential corporate partners, applying Denise’s tips from previous Corporate Fundraiser Forums to their action plan.

The attendees then took a short break so they could discuss their findings further, before heading into the final session.

Sinead Vaughan, Training Manager, The Wheel

Sinead joined the session to provide information on further training courses with The Wheel. The Wheel is Ireland’s national association of charities, community groups and social enterprises.

As a representative voice, they provide leadership to the charity and community sector and advocate on behalf of their growing community of members. As a supportive resource, they offer advice, training and other opportunities to people working or volunteering in the charity and community sector.

Concluding the Corporate Fundraisers Forum

Denise extended her thanks to the attendees and invited them to lunch, provided by LinkedIn Ireland. This in-person session was a fantastic way for the Corporate Fundraiser Forum participants to network in-person, share ideas and collaborate.

Are you interested in attending a Corporate Fundraisers Forum in future, or would like more information on developing a corporate partnership? Contact our Head of Partnerships Advisory Practice, Denise Cranston, at denise.cranston@2into3.com or on 086 085 5836.

6 Steps to Kickstart your Corporate Partnership

30/05/2023

Getting started on your corporate partnership journey can seem daunting. It is important to step back and evaluate your goals, approach and realistic timelines so your entire team are on the same page. Here are 6 tips to kickstart your corporate partnership:

1. Be clear on your corporate partnership goal

If you are planning on building corporate partnerships for your charity, the first question to ask is “Why – what is your main goal for the partnership?”

The goal of a true partnership should be to help your charity achieve its purpose or mission. A corporate charity partnership should be mutually beneficial, based on a shared purpose, that could bring about real change and impact. The aim should not be about raising money. When you make your shared purpose your overarching goal, then the additional funding will follow.

2. Have a targeted and focused approach

It’s important to choose business partners who are the right fit for your organisation. Corporates often look to choose charity partners who can help them achieve their strategic goals. As well as identifying a shared purpose, consider which brands might be interested in the audiences you serve. Consider which corporates have challenges that you could help solve, such as strengthening their reputation, or engaging with their workforce. You should compile a targeted list of corporate partnerships (around 10 per fundraiser) to give you a good idea of where you should be focusing your attention. This will ensure that you can create a partnership that’s true to your cause and will stand the test of time.

3. Secure a face-to-face meeting

If you want to build corporate partnerships, then it is essential that you meet with your prospects face-to-face, or online. Securing meetings is one of the most important steps, but also one of the most difficult. Find out if your trustees, colleagues, or friends and family have a warm contact in the company, as this will make it much easier to secure a meeting. If you don’t have a contact, then find the name of the person you want to meet and email them directly. Keep your email short and create interest by stating your shared purpose.

4. Establish an equal relationship

Establishing an equal relationship on both sides is crucial when forming charity corporate partnerships. There is often a risk of imbalance, as the charity may feel like the company has the upper hand if they are providing funding, or expertise.

Successful partnerships will recognise the different strengths that each party can bring to the table and how you can best compliment each other. By identifying how you will build a meaningful relationship from the outset, you’ll avoid any tension further down the line and both sides will reap the benefits.

5. Be clear and realistic with each other

Be clear and realistic with each other about what you can and cannot commit to from the beginning, as this will help reduce the chances of an awkward conversation and any strain on your charity’s resources. Ensure you have regular communication to facilitate openness, so make sure you set up regular meetings to reinforce your alliance.

It is also vital to make it as easy as possible for them to work with you. This involves reaching out to them with a project in mind to start with and being clear about what they’re going to get out of it – whether it’s brand awareness, goodwill, or staff satisfaction. You can also provide ideas of how to raise money and supply helpful resources to promote what activity they’re doing in partnership with you.

6. Be willing to listen and adapt

It’s important to understand the partner that you’re working with. Your team can get together to brainstorm and come up with events that you think will work, but if you’re not willing to adapt the idea to the people that you’re partnering with, you’re creating a huge block. Of course, you will have ideas of what you want to do, but must accept their input, as they know their audience best. Don’t forget to listen openly to your partners.

Corporate partnerships are a great way of securing regular giving, but take care to provide regular updates of how the partnership is impacting your beneficiaries and helping you further your mission. The magic truly happens when a charity and corporate partnership go beyond a transactional donor recipient relationship to boost each other’s popularity and brand awareness.

Interested in learning more?

If you’re interested in finding out how we can help you to build successful corporate partnerships for your charity, then register for our Masterclass here. If you have any further questions, please get in touch with our Head of Partnerships Advisory Practice, Denise Cranston.

5 Ways to Create a High Performing Partnerships Team

05/04/2023

When commencing the planning process for a strategic corporate partnership, it is crucial to create a partnership culture within your organisation. Including other team members in the process will help work towards your partnership vision, empower new ideas and encourage shared resources. Furthermore, placing the right people in your partnerships team will create a broader reach, ultimately attracting more donors and funding to your cause.

1. Create an internal partnerships culture

When recruiting and building your internal partnerships team, remember that those with a shared vision will work best together. Therefore, it’s vital that you connect your colleagues to the end product of what you are aiming to achieve — make sure they see your vision. Commonalities bring teams together, so try to find those who are passionate about what you are proposing.

Ensure you delegate roles and responsibilities to each team member, so they understand their input. This presents an opportunity to play to people’s strengths. For example, if an individual has marketing experience, you could provide the opportunity to create a cause-related marketing plan. Delegating individual tasks will create a feeling of ownership, which will maintain enthusiasm and determination. Ensure you provide clear expectations when delegating and introducing new tasks.

2. Allocate brainstorming time

Set up regular meetings with your partnerships team to understand their priorities and agree ways of working together. Provide opportunities for their input, as this will help spark new ideas. People find passion in what they create, so ensure you create a space that allows creativity to flow between all individuals.

It is good practice to receive input from colleagues before making decisions, as part of a habitual process in the workplace. When problems arise, avoid enforcing a plan for your team. Instead, ask for their potential solutions to ensure they remain a crucial part of the process. By empowering your team members, it instils their confidence to think critically and make their own decisions.

3. Invest in your team

Investing in your team means investing in your mission. The mission follows the team; if the team is working well, then the mission will be fulfilled. Help connect your team with the overall mission and what their work will achieve. Just as you will want to frame the impact to donors about what their funding and support will achieve, making the connection for the partnerships team will help them stay motivated throughout the process. They are the ones making this possible.

4. Provide support and encouragement

Employees appreciate support, encouragement, explanation and guidance. Therefore, it is important to continually provide guidance at each step of your partnership process. Strive to understand each individual’s strengths and weaknesses on your team. Foster their failures and celebrate their successes — in a team, they are everyone’s failures and successes. Take the time to truly get to know your team, get a sense of what they enjoy, what they’re good at and what motivates them.

Furthermore, it is important to encourage each member of your team to set tangible goals with timelines. There is a significant difference between “do outreach” and “reach out to 15 people this week to ask them to support the initiative”. By creating concrete action items, team members will be accountable for their contributions. A great way to set goals is to make sure they are SMART: Specific, Measurable, Achievable, Relevant, and Timely.

5. Evaluate

Constructive criticism can be a positive learning opportunity for any high performing team. Evaluation provides an opportunity to identify where we can improve and reflect on what we are doing well. Providing feedback in an empathetic manner that considers employees’ needs is extremely important.

Furthermore, evaluation is a balancing act. Try to set high expectations that stretch people outside of their comfort zone, but not so high that they are discouraged and defeated.

Conclusion

Hopefully by following these 5 suggestions, your organisation will be on the way to creating a high performing partnerships team. It is important to recognise that everyone has different capabilities, attitudes, and personal goals. Therefore, expectations should be set on an individual basis. Remember that collaboration and shared visions are necessary, so remember to highlight your organisation’s vision, facilitate team bonding opportunities and ask for feedback on how to improve the team.

Contact Us

If your organisation is considering a strategic partnership, contact Denise Cranston, Head of Partnerships Advisory Practice, 2into3. More information here.

Social Impact S in ESG Partnerships Practice

4 Key Ways Corporates Can Maximise the ‘S’ in ESG

02/03/2023

Environmental, Social, Governance (ESG) is a framework designed to be embedded into an organisation’s strategy. As stakeholder attitudes develop over time, adopting and abiding by such principles is becoming a key consideration for corporates. With social value becoming an increasing part of organisations’ ‘licence to operate’, corporates are beginning to look at the ‘S’ as a means of maximising social impact.

The ‘S’ element within the ESG framework is challenging for businesses. The scale and breadth of social issues makes it more difficult to define than environmental and governance issues, leaving many companies confused on where to focus their social efforts.

Creating a charity and corporate partnership is one key strategy for maximising the ‘S’ in your ESG framework. However, there are also other approaches to consider.

Key Approaches to Maximise ‘S’ in ESG

Identify social impact issues your business is uniquely poisitioned to improve

Identify which potential issues your organisation is uniquely positioned to tackle, considering the resources your corporation has access to. Dedicate your organisation to those specific social issue(s) publicly in your external communications. Ensure your board, staff and partners know exactly what issues you’re working on and what you’re doing to help tackle the issue. This will ensure that all stakeholders are aware of the social issues you are trying to achieve.

Avoid being all-encompassing

No organisation can work on every social issue effectively. It’s unlikely that your business will have the expertise to position yourself externally as solely specialising in an entire social area. Working on complex issues requires collaborative partnerships, with each partner playing a distinct role. Therefore, clearly identifying the exact social impact issue(s) you are working towards will make it easier for investors to understand the ‘S’ in your ESG. This will increase investment potential, and improve your chances of further charity partnership opportunities.

Measure your progress

Identifying the correct social strategy within your ESG framework will take time to consider, develop and flourish. Your organisation may not have all the answers initially and it can take years to demonstrate results. Therefore, it is extremely important to invest in measuring your social impact. This will help identify which strategies are working well and need further development, and which ones need revised entirely within your ESG framework.

Seek partnernerships with diverse groups

Partnering with groups that share your purpose and commitment to advancing social impact will complement and accelerate your work. Ensure that inclusion remains a core component in your efforts, such as intentionally partnering with diverse groups and encouraging a wide range of voices, including stakeholders who are most impacted by the issue.

Identifying and developing the ‘S’ in your ESG can seem daunting. However, it is extremely important, not only for your organisation, but to help tackle greater social issues and create improved communities. By following these steps, we hope you can maximise the social element of your ESG.

Contact Our Partnerships Practice

If you are interested in developing your social impact, gaining support with your ESG strategy, or are interested in learning more about developing charity partnerships, visit here or contact Denise Cranston, Head of Partnerships Advisory Practice.

Partnership Practice 2into3 Corporate Charity Nonprofit

Introducing our Partnerships Practice for Corporates and Charities

27/01/2023

With the long-term implications of Covid-19 and the cost-of-living crisis, there is a wave of uncertainty facing our current economy. Governments alone cannot solve these issues and the expectation for businesses to make a social impact is increasing. Many businesses want to engage in a more sustainable relationship with society. A key way of doing so is by forming a partnership with a charity or social enterprise to align your business towards social change.

Similarly, the implications of Covid-19 continue to have an effect on charities. The data from our 2022 Giving Ireland Report shows the social and economic consequences on the Irish nonprofit sector led to a loss of €1 billion. Therefore, as many charities are in a period of recovery, it is also important to look ahead to new approaches. Building strategic corporate partnerships is a viable way for charities to accumulate extra funds during a period of recovery.

Partnership Practice

With this in mind, we are delighted to announce the launch of our Partnership Practice for both Corporates and Charities. We work with your organisation to provide insight and expertise to support corporates and charities to build strong purpose-led partnerships. We aim to create long-lasting partnerships that can be a force for good, achieving scale and sustained impact.

“Looking forward to working with both charities and corporates to provide insight and expertise to build strong purpose-led partnerships that go beyond raising funding to seeing both parties creating new value, and achieving the social impact we need to see.” – Denise Cranston, Head of Partnerships Advisory Practice.

Our Partnership Process for Corporates

Creating social impact in your business has never been more important for stakeholders. In a recent study by Peter Novelli, respondents said that when a company leads with purpose they are “76% more likely to trust that company and 72% more likely to be loyal to that company.” (Novelli, 2021). Becoming a purpose-driven business requires focusing on benefitting wider social or environmental causes.

Our Head of Partnership Advisory Practice, Denise Cranston, works with your entire organisation to select the ideal partnership for your business. We will help you choose charity partners that complement your vision. See our partnership process below or for more information, visit our corporate partnerships page.

Our Partnership Process for Charities

A corporate charity partnership is a collaboration between a corporate entity and a charity who share a passion and commitment to sustainable social change. By working with us, we will create a strategy that feels co-owned by your entire organisation. See our process below or for more information, visit our charity partnership page.

Achieving Social Impact Through Purpose-Led Partnerships

Our Head of Partnerships Advisory Practice, Denise Cranston, outlines the practical insights for businesses seeking to achieve social impact through Purpose-Led Partnerships.

The key insights of this White Paper include:

Impact of the cost-of-living crisis
High Level Solutions
Developing Purpose- Led Charity Partnerships
Case studies of successful partnerships
B Corps
Social Impact Investing
Measuring Social Impact
2into3 Partnership Process
Choosing Charity Partners
Business Benefits

Interested in finding out more?

If you are a corporate seeking more information on our process, visit here. If you are a charity, visit here or contact our Head of Partnership Advisory Practice, Denise Cranston on + 44 28 9592 2389 or +353 86 085 5836.