In early 2025, Melanie Rodriguez, vice-president of corporate philanthropy and partnerships at the Heart and Stroke Foundation of Canada, faced a challenge familiar to non-profits: sustain funding without compromising organizational values. The charity was dealing with a CA$2 million decline in corporate revenue amid economic uncertainty and donor fatigue. New partnership offers from major consumer and wellness brands offered potential funding and visibility but also risks and value misalignment. Rodriguez needed to advise the executive leadership team whether to broaden partnership criteria or maintain strict adherence to core values—an issue that would shape funding strategy and test leadership and public trust.
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