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      Monthly Archives: May 2017

      Charleston Employees “Make Their Mark” on Blackbaud’s New World Headquarters

      Since announcing plans for a new world headquarters last year, we’ve seen a number of exciting milestones and the building is really coming along. Recently, we included all of our Charleston employees in a significant milestone called the “Topping Out” beam signing. This marks when the final piece of steel is laid in the new building and it is commemorated by having the people who make our mission possible sign a part of the steel beam. We look forward to providing our employees a 360,000 square foot campus that cultivates collaboration, promotes disruptive innovation and inspires them to reach their full potential once it’s completed.

      Our fundamental belief that the world will be a better place when good takes over is integral to our corporate culture. Working at Blackbaud means working with people who share a passion for doing good. We strive to create a high-energy and fun environment that challenges employees to advance social good science™ and be their best while embodying our values – We work as one. We bring heart. We invent possibilities. We expect the best. We give back.

      Blackbaud Executive Catherine LaCour Joins Women’s Refugee Commission in Washington, D.C. for Advocacy Day 2017

      For the last eight years, Opportunity Finance Network (OFN) has held an Advocacy Day in Washington, DC, where participants meet with members of Congress and their staffs, and Administration officials to share their experiences in creating access to capital in urban, rural, Native communities.

      Blackbaud’s SVP of Corporate Marketing, Catherine LaCour, joined fellow Women’s Refugee Commission board members for meaningful conversations with key members of congress about the WRC’s goal to improve the lives and protect the rights of refugee women and children.

      “Great day on the Hill having meaningful conversations abt @wrcommission goal 2 protect rights of women & children refugees #AdvocacyDay2017” – @CatLaCour 


      The Road To Post-Merger Success Is Paved With Good Integration (

      By Lisa Lacy, contributing writer,

      Deals such as Disney’s 2006 acquisition of Pixar, Microsoft’s 2011 purchase of Skype, and Facebook’s 2012 Instagram buy have gone down in history as arguably some of the biggest–and most successful–sales of all time. Others, unfortunately, don’t go as smoothly–even long before they close.

      With 2017 expected to be a big year for marketing and media M&A activity, it’s a prime time to ask what separates good deals from bad.

      “It’s all about making sure you understand how each company works and making sure the change is gradual,” said Adam Brown, senior SEO consultant at content marketing agency Zazzle Media. “It’s a must to make sure both companies are working toward the same goals, as collaboration can be difficult if goals are not the same.”

      Beyond recognizing that gradual changes take time, how can senior marketing executives ensure the successful integration of teams when combining companies? Insiders shared 11 best practices with for doing so.

      1. Create An Integration Team
      A crucial early step is appointing an integration team lead by members of the legacy organization and assigning responsibility for discrete functions. In terms of marketing, specifically, that includes functions like marketing automation, product marketing, competitive intelligence, and campaign strategy, said Armen Najarian, CMO of security technology company ThreatMetrix.

      “Allow these integration owners to map out the current situation and identify what the desired integration scenario should look like,” he said. “It’s important to develop realistic timelines and assume that some flexibility will be needed.”

      Suzanne Lentz, vice president of marketing and a partner at customer engagement company LiquidHub, agreed a multidisciplinary integration team can help a company deal with the disruption that comes naturally with M&A.

      “Most customers and employees on both sides of a deal fear that this disruption will negatively impact them, with changing locations, new businesses, and leadership models all potentially affecting brand and market perception,” she said. “One of the best ways for CMOs to ensure success is to embrace this disruption. … [An] integration team … [should ensure] that every action is considered in light of internal and external messaging and perception.”

      An integration team must also outline what success means early on, said Kevin Knight, CMO of Experticity, which operates a community that connects brands and influencers.

      “I believe a successful acquisition is one where the incoming team is able to catch the vision of the company they’re joining–and instill in the employees an enthusiasm for what they were working on before,” he added. “Ultimately, I think the success of an acquisition can be measured in the ability of the combining teams to cross-pollinate ideas, curiosity, and passion in a way that leaves the combined company with a new DNA.”

      2. Demonstrate Sensitivity And Composure
      An important factor that’s often overlooked in M&As is people and culture, said Anne Bologna, chief strategy officer at digital marketing agency iCrossing.

      “Merger and acquisition activity is often conceived and executed for rational business reasons–but reality hits the road when real people and teams have to start working together to generate the growth and profit promise that instigated the marriage in the first place,” she said. “Smart CMOs are the ones that overindex on the soft factors–people, culture, fit–in activating what is generally an arranged marriage.”

      That said, Najarian recommended the acquired company relax a bit, too.

      “Know that [they] acquired your organization because it’s likely addressing a need that [they] have,” he said. “Your team may be the final piece of the puzzle for their plans, so view this as an opportunity to partner with your new CMO to make this a joint success.”

      3. Thoughtfully Blend Cultures
      In addition, never assume the company being acquired will automatically inherit the parent company’s culture and values, said Catherine LaCour, senior vice president of corporate marketing at nonprofit software and services company Blackbaud.

      “Mismatched cultures is one of the leading reasons why acquisitions fail. Spend time learning about each other’s culture and values,” she said. “Work to discover the aspects of their culture you can absorb into your culture. This is a crucial step to successfully integrate and bring their employees into your fold. Then, integrate those pieces into your stated corporate values. Once your values are restated, spend adequate time training employees on these values.”

      Indeed, according to Agathe Blanchon-Ehrsam, CMO of growth strategy firm Vivaldi, a company should create a shared mindset, language, and way of working by translating a brand’s strategy and values into practical knowledge, tools, and skills and defining processes that can be incorporated into day-to-day work.

      4. Allow Time To Settle In
      Further, acknowledging the human element and allowing the necessary time and space for people to settle in is important, yet easy to overlook, said Melinda McLaughlin, CMO of Extreme Reach, an enterprise technology company.

      “Most people don’t like change,” McLaughlin said. “Clear assignments and collaborative projects that rely on contributions from members of the formerly separate teams can speed the process of bringing them together. … If infighting arises, do your best to nip it in the bud and seek guidance from a seasoned HR colleague. Success depends on a unified team.”

      5. Conduct A Skills Gap Analysis
      Also, consider not only the role each person most recently played, but how he can best fit into the needs of the newly combined group, McLaughlin added.

      “You may be able to tap into strong skills that haven’t been fully utilized,” she said. “Considering people first and team second ensures that everyone starts off on equal footing.”

      This calls for a skills gap analysis to identify what the combined organization needs and how each employee can fill those needs, according to Bruce Milne, CMO of hyperconverged infrastructure company Pivot3.

      “You’ve got a new team, so take advantage of the opportunity to tap into new skills, energy, and perspectives,” McLaughlin said. “Not every team member will be motivated by the same things, so tune in to that and trust your intuition to guide you. Setting clear expectations and defining success from the outset are critical, as are open and authentic dialogue and knowledge sharing.”

      But it also means looking at the management team of the acquired company to see who will fit best with existing management, Milne added. And, ThreatMetrix’s Najarian said, if the CMO’s goal is to preserve talent from the acquired organization, she should promote one or more from the acquired team into visible roles and allow these people to shine.

      6. Do What Is Necessary–Even The Hard Stuff
      When it comes to overlap, iCrossing’s Bologna said to make the hard decisions on leadership, team, and talent and to be sure to drive out conflicting agendas early.

      McLaughlin agreed. “Set everyone up to succeed in every way you can, but commit to making changes quickly if necessary should your gut tell you that a person is not likely to be a true team player in the new reality,” she said. “In the end, you’re still with the same company, but you actually have a new role, and that’s the best way to approach it. Clean the slate and look at this team anew.”

      (Click chart to enlarge.)

      7. Lend An Ear
      From there, quarterly personal development discussions are vital as new team members settle in, Milne said.

      “I like to give them a platform to talk about their own personal growth goals and career goals and what they’d like to see different,” he said. “If you give them an ear, they feel like they’re participating in the planning of the business. Oftentimes when they are acquired, they feel like an add-on and don’t get direct visibility to the planning cycle.”

      Further, Blackbaud’s LaCour said to continue to build relationships between both companies as time goes on.

      “For example, leaders from different parts of the organization should speak with other departments to help educate them on the process, the value their organization brings, and how employees will be impacted,” she added.

      On the flip side of listening, and just as important: A good leader will also overcommunicate.

      “My own experience has shown me that taking the time to connect individually with each member of the newly acquired team to understand his or her marketing experience, skill set, and career aspirations is time well-spent,” Extreme Reach’s McLaughlin said. “Even brief meetings can reveal a lot about how each person is approaching the new structure.”

      Within the marketing department specifically, Milne said communication helps everyone understand philosophy and priorities. That, in turn, helps those people coming in to the organization “get with the program and start helping,” he added. “So communicate a lot, set super clear goals, and then evaluate progress and measure those goals as you go.”

      8. Ease Into Operational Changes
      The acquiring company should be sensitive to the fact that specific tools, systems, and processes were established by the acquired entity, and the team members who are joining the organization are familiar and possibly happy with them, ThreatMetrix’s Najarian said.

      “For example, a wholesale rip [and] replace of the acquired company’s marketing automation platform could be both highly disruptive and demoralizing,” he said. “If what they’re using isn’t beneficial, create a reasonable timeframe for grandfathering it out of use.”

      On the flip side, Pivot3’s Milne said companies that are acquired shouldn’t assume their new parent wants to steamroll everything they accomplished and to, instead, be open-minded and see how they can contribute to the overall good.

      “Don’t think of yourself as an island, and don’t be resistant to change,” he said. “Work with the new marketing team and figure out how to bring the teams together. Nobody likes change, and being mature about change is tough, but it’s always the best policy.”

      Ramon Chen, CMO of data-driven application company Reltio, agreed M&As can quickly escalate into what he called highly politically charged situations in which teams are defensive and want to protect their own territory.

      “It is often natural to take things personally and feel that hard work is being minimized and dismissed,” he said. “The most important thing to instill in all teams is that the focus should always be on the customer.”

      Indeed, Experticity’s Knight said the key word of any acquisition is humility.

      “The most important thing the CMO being acquired can do is remain a leader,” he added. “A good leader will shepherd her or his team through without letting themselves get caught up in the drama.”

      9. Use Data
      For his part, Chen recommended a data-driven approach so CMOs better understand the performance, efficiencies, and goals of their combined teams and determine the best path forward.

      “CMOs should not fly blind without the appropriate data to inform decisions that need to be made on people, processes, and technology,” he said. “It should not be assumed that the acquiring company’s team and assets should just fit into the framework that exists. Every acquisition is an opportunity to look at revisiting existing processes, [learning] about new ideas and methods, and [bringing] in fresh talent that can help take the company to the next level.”

      LiquidHub’s Lentz agreed that CMOs should tap into both qualitative and quantitative data that support long- and short-term goals.

      “Using data to quantify a change of this magnitude will help ease the transition period since it will show employees that the combined company is more qualified and uniquely positioned to better serve clients’ needs,” she said.

      10. Align Strategies
      iCrossing’s Bologna recommended taking the time to get senior leaders to align on mission, vision, goals, KPIs, and team, as well as to pause to understand what made the acquired company successful.

      “Protect and preserve that like it is gold, but also learn from it and apply what’s relevant to the rest of the organization,” she said.

      And, of course, teams must understand how new products and services fit into their pre-existing portfolios.

      “New products and services will affect how you position the company, the markets you serve, and the language you use,” Blackbaud’s LaCour said. “Make sure you train all employees to fully understand the changes and what they mean to your customers.”

      It also includes aligning social and digital go-to-market strategies and considering how the deal will impact pricing, promotion, products, and placement, she added.

      11. Analyze The Competition
      Also worth noting: An acquisition means a company also acquires new competitors, costs, and risks.

      “Consider a SWOT analysis to better understand the competitive landscape and how it will [impact] your messaging and positioning for the fully integrated company,” LaCour said.

      Zack Long, CMO of sports travel and event management company PrimeSport, agreed.

      “The merging teams must find shared strengths and weaknesses and utilize the expanded organization to fill those gaps and develop best practices,” he said. “It sounds very academic, but the tried-and-true SWOT analysis works well here. You need to approach this process with honesty and make sure the real story is revealed, but the result when successful will guide your action plan moving forward.”

      Blackbaud Connects Measurement of Customers’ Impact to the United Nations Sustainable Development Goals

      Organizations such as Reebok, Subaru and The UPS Foundation agree that
      Blackbaud has the right solutions to help deepen their relationships with nonprofit partners 

      Charleston, S.C. (May 16, 2017) – Blackbaud (NASDAQ: BLKB), the world’s leading cloud software company powering social good, today announced the mapping of the United Nations (UN) Sustainable Development Goals (SDGs), also known as the Global Goals, to the taxonomy of its Blackbaud Outcomes™ cloud solution. With this addition, corporations and foundations will be able to report the impact of their grantmaking on the 17 goals and additional related targets, allowing them to participate in and contribute to a concerted, worldwide movement.

      Blackbaud Outcomes solves key challenges experienced by funders and nonprofits as the sector evolves from traditional philanthropy to results-focused giving. Blackbaud Outcomes is the first and only technology solution to provide a common outcomes measurement language, empowering funders and nonprofits to truly understand the impact they are making and to tell their success stories using statistics, results and a shared language.

      The SDGs are a set of 17 interconnected global goals devoted to addressing hunger, poverty, health, equality, peace, justice and more that strive to “leave no one behind.” Adopted in 2015 by 193 countries, including the United States, they serve as a call to action to governments, the private sector, foundations, nonprofits and individual change agents to make significant improvements in life, on land and under water by 2030. A follow-on to the previous UN Millennium Development Goals, the SDGs are more ambitious and apply to all countries regardless of classification as high income, middle income or developing.

      “The Global Goals establish a powerful framework for us to engage our partners in our efforts to nourish the world in a safe, responsible and sustainable way,” said Michelle Grogg, senior director of corporate responsibility for Cargill. “As a private-sector leader, we are eager to clearly demonstrate the impact of our giving.”

      Powered by Blackbaud SKY™, the company’s modern, integrated and open cloud, Blackbaud customers are now able to easily collaborate with their grantee partners around specific SDGs with instant access to reporting around progress and results. “It’s exciting to combine our role as a convener in the social good technology space with our advanced cloud solutions to contribute toward the overall achievement of the SDGs,” said Kevin McDearis, Blackbaud’s chief products officer. “Our Blackbaud Outcomes solution allows grantmakers to view their existing grants programs through a new lens with a focus on the SDGs and automatically measure their contributions in their own communities and around the world.”

      A diverse set of organizations, such as Subaru, Robert R. McCormick Foundation, The UPS Foundation, Shell Oil Company, Reebok and SEFCU, agree that Blackbaud has the right solutions to help advance their missions, deepen their relationships with nonprofit partners and change the world for the better. “Measuring outcomes and impact really helps our members understand where SEFCU’s money is going,” said Jolene Barr, community impact leader at SEFCU. “And our nonprofit partners have even thanked us because we are able to have more in-depth, analytical conversations with them.”

      For more information about Blackbaud Outcomes, visit

      About Blackbaud
      Blackbaud (NASDAQ: BLKB) is the world’s leading cloud software company powering social good. Serving the entire social good community—nonprofits, foundations, corporations, education institutions, and individual change agents—Blackbaud connects and empowers organizations to increase their impact through software, services, expertise, and data intelligence. The Blackbaud portfolio is tailored to the unique needs of vertical markets, with solutions for fundraising and relationship management, digital marketing, advocacy, accounting, payments, analytics, school management, grant management, corporate social responsibility, and volunteerism. Serving the industry for more than three decades, Blackbaud is headquartered in Charleston, South Carolina and has operations in the United States, Australia, Canada and the United Kingdom. For more information, visit

      Media Contact
      Nicole McGougan
      Public Relations

      Forward-looking Statements
      Except for historical information, all of the statements, expectations, and assumptions contained in this news release are forward-looking statements that involve a number of risks and uncertainties, including statements regarding expected benefits of products and product features. Although Blackbaud attempts to be accurate in making these forward-looking statements, it is possible that future circumstances might differ from the assumptions on which such statements are based. In addition, other important factors that could cause results to differ materially include the following: general economic risks; uncertainty regarding increased business and renewals from existing customers; continued success in sales growth; management of integration of acquired companies and other risks associated with acquisitions; risks associated with successful implementation of multiple integrated software products; the ability to attract and retain key personnel; risks associated with management of growth; lengthy sales and implementation cycles, particularly in larger organization; technological changes that make our products and services less competitive; and the other risk factors set forth from time to time in the SEC filings for Blackbaud, copies of which are available free of charge at the SEC’s website at or upon request from Blackbaud’s investor relations department. All Blackbaud product names appearing herein are trademarks or registered trademarks of Blackbaud, Inc.

      Charleston, Blackbaud Make An Easy Recruiting Story, Says CIO Lant

      The Charleston Digital Corridor’s Leadership Profile Series is focused on the individuals who are driving the Charleston tech scene forward.

      Todd Lant is chief information officer of Blackbaud. Headquartered on Daniel Island, Blackbaud provides software, services, expertise and data intelligence to nonprofits, foundations, corporations, education institutions and individual change agents. Blackbaud, founded in 1981, has about 3,000 employees.

      Where did you grow up?

      I moved around a good bit as a kid. So cities I would call home are Chicago, Detroit, Nashville, Atlanta, and Boston. All those have fond places in my heart.

      How did you come to be in Charleston?

      Blackbaud called me up. I had a great opportunity to be part of a company that does more than just deliver product. We do a lot for our customers, and that really excited me. So I hopped on the opportunity and found myself here.

      At the time, I was at a place called the Houston Independent School District. It was the first job I’d had where the outcomes of what we delivered were more than just corporate financials. Everything you did impacted students and their potential futures, so that really probably lit my passion for working someplace where there was more to it than just the corporate operations.

      In your own words, what does your company do?

      We lead uniquely at the intersection point of social good and technology. We provide software, services, data intelligence, and meaningful thought leadership for the social good space. That social good space is pretty comprehensive. It includes nonprofits, foundations, corporations, learning institutions, and now, it also includes the individual change leaders who support them in leading that change.

      What was your first job, or most memorable early job? What did you learn from it?

      I had a great opportunity right out of college. I joined a company called Lithonia Lighting. It’s a large manufacturing company in Atlanta and they were in the middle of a large IT transformation. There were four of us selected for a leadership training program for IT, and we were able to spend a short period of time in every area of the business learning about how their business worked and how technology enabled that. That was really a great start to a career that gave me a lot of diversity and married the technology side of things with business.

      How would you describe your organization’s culture?

      It starts with a passion for social good. We’re a purpose-driven company that is passionate about helping customers use technology to make a difference in the world. Oftentimes we say it’s as important as code here, and having a culture that people are attracted to and continue to facilitate is really important.

      We’re a technology company – innovation is paramount to what we do, and we’re in a state of innovation now that’s really unprecedented. So that permeates into everything we do culturally. We work very hard to ensure we foster that at all levels of the organization.

      And then we’ve got a set of corporate values that I think really reflect the culture here. “We work as one” is about working together to do more than we could do working individually. “We bring heart” is about the passion we have for our customers, for the outcomes we deliver. “We expect the best” is about operational excellence and making sure we put quality into everything we do. “We invent possibilities” is back to the innovation idea – you’ve always got to be inventing, always got to be innovating. And then, “We give back” is a big, big part of our culture here. We do a lot to give back to the community. Most of our employees volunteer for various events around the cities they live in. Most of our executive leadership serves on nonprofit boards. We have a variety of CSR initiatives, such as volunteer for vacation and employee-led community grant-making, which really reflects our culture quite nicely.

      What is your management style? Why is that your approach?

      I’m really passionate about outcomes, about what I do, about bringing technology to bear in business. So my management style tends to reflect that. I like people around me with energy. I like people that challenge me. I challenge my folks, so I expect them to deliver, not always with a lot of direction but in the right direction. I like to have fun, too.

      What lessons have you learned from good bosses? Bad bosses?

      I’ve worked with a lot of really successful folks that have been successful in very different ways. So there are different paths to success. It’s very easy when you pick up the latest self-help book to get so focused on the path and lose sight of the outcomes. But what I’ve really learned is that outcomes matter and everybody succeeds in different ways. So working toward successful outcomes at your own pace is really important.

      What’s the hardest or most important lesson you’ve learned in business?

      It’s really important to continue challenging myself. If you’re the smartest person in the room, get out of the room. Go learn something, go talk to a customer, or go get a product demo. Go figure out an area of the business that you don’t know a lot about and figure out how you can make it better. Without that challenge, I think you’re just sub-optimizing your potential.

      Do you have a routine that’s important to your day? A morning ritual, meditation, etc.?

      I’m not as superstitious as hockey players, but I do have a routine. A healthy prayer life really helps keep my priorities in alignment. Hugging my girls daily is very important to me. It brings me back here every day to fight hard to change the world, to make a difference.

      I start every day with my team first thing in the morning and have a stand-up meeting. Starting the day with the team, getting us focused, making sure there’s good, solid communication is important to me. I like to exercise every day. It keeps my head clear, keeps me physically in better shape.

      And I do like some loud music. When I ride to work, when I’m working – I like my music, and I tend to wear headphones in the office. I’m a rock guy. Ranges from groove metal to just about any other kind of rock.

      What obstacles have you faced building your business? How have you overcome them?

      Every place I’ve ever worked in IT, you face similar challenges: There’s always way more to do, way more that you want to do, than you have resources to get done. So it’s really important to start at the top, making sure your IT strategies align with your corporate strategy, making sure that’s very clear for everybody on the team. And then when you drop down to the next level, making sure your priorities are very clear, that you are executing well against those priorities and measuring outcomes, focusing the resources you have to maximize them to get the right things done.

      What do you look for in the people you hire?

      The hiring world has changed quite a lot. We now hire folks very differently from when I was starting my career. We hire folks we expect will change jobs or roles every two to three years. And so, it starts with culture. It doesn’t just start with skills. We’re looking for future leaders in the company. We want folks who are passionate about our mission. Those who fit well with our values that I talked about a moment ago, so as they do progress in their careers, the strongest ones desire to stay here at Blackbaud and they are successful because of that.

      We care about aptitude and technical ability obviously, as well. We are a tech company and that’s paramount to what we do. But it starts with culture and our values when we recruit folks here.

      What is your biggest pet peeve in business or amongst colleagues?

      I am fairly high energy. I love being around high-energy people who are passionate about what they do, who drive things forward, who care about outcomes. When I work with folks who start to get a little bit complacent at times or don’t seemed to be focused on outcomes, I really give them a lot of attention to help get them to a place where they’re on board with aggressively moving the agenda that we have forward.

      What advice would you give aspiring entrepreneurs?

      Doing what you love and loving what you do go hand in hand, and that generates not only passion but the drive you need and the fortitude you need to be successful. I think sometimes we lose focus. I’ve mentored some folks who chased a title or chased dollars or chased a business opportunity and let go of that focus. And they really were less successful because of it in the long run.

      What advice would you give new graduates seeking to work in the tech industry?

      First of all, congratulations. I think it’s a great career. It’s a career that is going to be around for a long time. Tremendous, diverse opportunities. And it’s a challenging career. The advice I would give is, it is constantly changing, and that is going to accelerate and continue to accelerate, so remain focused on career learning, constantly staying abreast of what’s going on both in business and technology. And you’ll have a great career and have fun doing it.

      What do you see as the future of your company?

      Blackbaud is the world’s leader in delivering cloud solutions to the social good community, and we’re really just getting going there. Our vision is to power the ecosystem of good that builds a better world. . In order to do that, it looks like a couple of things. It looks like continuing to innovate in what we do, in delivering those solutions. It looks like figuring out new ways and improving the ways we already have connected our customers to advance the social good movement. Ultimately, it’s about building the tools that our customers need to succeed at their missions.

      What one person has been the biggest influence on your business life? And why?

      I’m going to give you two. First, my mom. My mom was very successful in her career. She was masters educated, and when I was a freshman in high school she decided she wanted to change careers. She went back to school – tremendous work ethic, tremendous confidence – and reinvented herself and ended up being the controller of a multi-company conglomerate. Very successful. And so I go back to that often. You can change yourself. You can make a difference. You’ve got to work hard to do it.

      I also have a professional mentor that I’ve worked with for many, many years in the technology space. He’s really been tremendously helpful in keeping me true to who I am, keeping me focused on really delivering what I can, not only for my company but for customers and what they do. Keeping me tied to my personal strengths. He had some adversity in his life that really changed him and changed his focus in his career, and I’ve been able to learn from that, too, which will hopefully save me some pain in the process.

      Are you a Mac or a PC? iPhone or Android?

      I’m multilingual. I truly carry both a Mac and a Windows Surface Book. I typically carry an iPhone, and I do carry an Android phone from time to time. I have five different tablets that I carry; both Android and Apple. I love technology. I love to learn the differences and understand them, and a lot of that’s about knowing my internal customers and our external customers, understanding how those technologies are used in different ways and what their strengths are.

      What is your usual Starbucks order?

      I like a little bit of dark roast to go with the cream. That’s my usual order. When I’m international, I love a flat white. I don’t know what’s different about it in the UK or in Australia, but I love a flat white internationally.

      Outside of work what keeps you busy?

      I stay quite busy outside of work. I havetwo daughters, a 12-year-old and a 15-year-old, so I’m busy with their activities and their lives. They challenge me as much as work does, oftentimes. I also serve on a number of boards for local nonprofits, and I really enjoy that work as well. I enjoy triathlons, so I spend time on my bike, in the pool, and going out for a run.

      What has it been like building your technical team in Charleston?

      It’s been good. We recruit nationally, and we recruit in Charleston; it’s our largest home. It’s a great market for us. It’s an easy story when you take Blackbaud’s story, Charleston as a great place to live, and a growing and emerging technology community.

      Do you see any challenges recruiting tech talent to Charleston?

      I think the challenges are national and global more than local. There are technology jobs that are in very, very short supply and very, very high demand. You look at areas like information security, all areas of data intelligence, analytics – we’re competing across the globe for the same talent, and there’s not enough of it. So there are certainly challenges there. Again, Blackbaud’s story and the local market tends to help us with that. But we must be creative like everybody else.

      What are your thoughts on how Charleston’s technical landscape has grown?

      It’s been fun to watch. I’ve been here 13 years now. Blackbaud was one of the early ones, if not the early tech company in town. So two things have happened. One is we’ve watched folks grow and spread. I attend events such as the iFiveK and sometimes it’s kind of a reunion. You see folks move around and start new tech companies. The tech space has really grown, which is fantastic.

      We are also in the midst of a digital transformation across the world, all companies have become companies that have tech talent and are doing similar things. So it’s fun to watch that community grow as well. We have a big health care market here; we have a big hospitality business here; wehave many other industries. So seeing the technology in those areas grow as well as ours has been really nice to watch. Obviously, aerospace and automotive have grown significantly. So it’s a very different space today. It’s a great place.

      Blackbaud wins big at Gainsight’s Pulse 2017!

      Blackbaud was recognized by Gainsight, the leading customer success platform provider, with a Sally Award for Customer Success Excellence. Gainsight presented the award to Dorie Wallace and Esther Pomelo-Fowler, Blackbaud’s vice presidents of customer success, during Pulse 2017, the largest conference for the customer success industry with over 4,000 members of the community in attendance. This is a wonderful recognition and we’re beyond proud of our Customer Success team!


      Blackbaud Recognized as one of Forbes America’s Best Mid-Size Employers 2017

      Blackbaud ranked on the Forbes America’s Best Mid-Size Employers 2017 list for the second year in a row! Blackbaud was recognized in the IT/Internet software category alongside 24 other comparable leading companies, such as Esri, MathWorks, Hyland Software, World Wide Technology, Netsuite, and Homeadvisor. What’s most exciting about this award is that Blackbaud employees played a huge role in making this happen. Blackbaud employees and non-employees (who were asked to name companies they would refer) responded favorably about Blackbaud in the survey at a volume that elevated us into the top 301 midsize companies list.




      The Blackbaud Index: The Go-To Resource for Charitable and Online Giving Trends

      The Blackbaud Index reported that overall charitable giving to nonprofits increased 1.9 percent while online giving increased 10.4 percent for the three months ending March 2017 compared to the same period in 2016.

      The Blackbaud Index provides the most up-to-date information on charitable giving today. Tracking approximately $23 billion in US-based charitable giving, the Index is updated on the first of each month (or the next business day) and is based on a three-month moving average of year-over-year percent change. Featuring overall and online giving, the Index can be viewed by size and subsets of the nonprofit industry via an interactive online chart. The Index also features a fundraising benchmark calculator that allows users to easily chart their own results against the Index and historical data to provide a fuller view of charitable giving.

      To access The Blackbaud Index, subscribe to monthly email alerts, read about the methodology, or access special reports, visit

      Media Contact
      Nicole McGougan
      Public Relations

      About Blackbaud
      Blackbaud (NASDAQ: BLKB) is the world’s leading cloud software company powering social good. Serving the entire social good community—nonprofits, foundations, corporations, education institutions, and individual change agents—Blackbaud connects and empowers organizations to increase their impact through software, services, expertise, and data intelligence. The Blackbaud portfolio is tailored to the unique needs of vertical markets, with solutions for fundraising and relationship management, digital marketing, advocacy, accounting, payments, analytics, school management, grant management, corporate social responsibility, and volunteerism. Serving the industry for more than three decades, Blackbaud is headquartered in Charleston, South Carolina and has operations in the United States, Australia, Canada, Ireland, and the United Kingdom. For more information, visit

      Blackbaud Announces 2017 First Quarter Results

       First Quarter GAAP Revenue Growth of 8.5%; Non-GAAP Organic Revenue Growth of 7.4%;
      Reaffirms 2017 Full Year Financial Guidance

      Charleston, S.C. (May 1, 2017) – Blackbaud (NASDAQ: BLKB), the world’s leading cloud software company powering social good, today announced financial results for its first quarter ended March 31, 2017.

      “The market remains strong, the pace of innovation we’re delivering is unmatched in our industry and we’re seeing very positive traction with our next generation cloud solutions, which are powering impressive results for our customers,” said Mike Gianoni, Blackbaud’s president and CEO. “Solid growth in subscriptions revenue continues to fuel recurring revenue growth, adding stability and predictability to our already strong business. Our non-GAAP organic subscriptions revenue grew 20 percent this quarter, and represented 64 percent of total revenue. And, our non-GAAP organic recurring revenue grew 12 percent, representing 83 percent of total revenue, a new all-time high for Blackbaud.”

      First Quarter 2017 Results Compared to First Quarter 2016 Results:

      • Total GAAP revenue was $183.6 million, up 8.5%, with $152.0 million in GAAP recurring revenue, representing 82.8% of total revenue, and $118.2 million in subscription revenue, representing 64.4% of total revenue.
      • Total non-GAAP revenue was $183.6 million, up 7.4%, with $152.0 million in non-GAAP recurring revenue, representing 82.8% of total non-GAAP revenue, and $118.2 million in subscription revenue, representing 64.4% of total revenue.
      • Non-GAAP organic revenue increased 7.4%, non-GAAP organic recurring revenue increased 11.9%, and non-GAAP organic subscription revenue increased 19.9%.
      • GAAP income from operations decreased 0.3% to $10.6 million, with GAAP operating margin decreasing 50 basis points to 5.8%.
      • Non-GAAP income from operations increased 7.6% to $34.0 million, with non-GAAP operating margin of 18.5% equal to prior year.
      • GAAP net income increased 84.6% to $11.5 million, with GAAP diluted earnings per share of $0.24, up $0.11.
      • Non-GAAP net income increased 10.8% to $21.7 million, with non-GAAP diluted earnings per share of $0.46, up $0.04.
      • Non-GAAP free cash flow was $3.5 million, an increase of $10.3 million.

      “We had a very solid start to the year,” said Tony Boor, Blackbaud’s executive vice president and CFO. “Execution against our strategic plan allowed us to post solid results for the quarter, and positions us well to achieve our full year financial guidance and long term aspirational goals”

      An explanation of all non-GAAP financial measures referenced in this press release, including Blackbaud’s definition of free cash flow, is included below under the heading “Non-GAAP Financial Measures.” A reconciliation of the company’s non-GAAP financial measures to their most directly comparable GAAP measures has been provided in the financial statement tables included below in this press release.

      Recent Company Highlights:

      Visit for more information about Blackbaud’s recent highlights.

      Blackbaud announced today that its Board of Directors has declared a second quarter 2017 dividend of $0.12 per share payable on June 15, 2017 to stockholders of record on May 26, 2017.

      Financial Outlook
      Blackbaud today reaffirmed its 2017 full year financial guidance.

      • Non-GAAP revenue of $775 million to $795 million
      • Non-GAAP income from operations of $155 million to $163 million
      • Non-GAAP operating margin of 20.0% to 20.5%
      • Non-GAAP diluted earnings per share of $2.06 to $2.18
      • Non-GAAP free cash flow of $120 million to $130 million

      Blackbaud has not reconciled forward-looking full year non-GAAP financial measures contained in this news release to their most directly comparable GAAP measures, as permitted by Item 10(e)(1)(i)(B) of Regulation S-K. Such reconciliations would require unreasonable efforts at this time to estimate and quantify with a reasonable degree of certainty various necessary GAAP components, including for example those related to compensation, acquisition transactions and integration, tax items or others that may arise during the year. These components and other factors could materially impact the amount of the future directly comparable GAAP measures, which may differ significantly from their non-GAAP counterparts. 

      Conference Call Details

      What:           Blackbaud’s 2017 First Quarter Conference Call

      When:          May 2, 2017

      Time:           8:00 a.m. (Eastern Time)

      Live Call:    800-967-7149 (domestic) or 719-386-0002 (international); passcode 732627.

      Webcast:     Blackbaud’s Investor Relations Webpage

      About Blackbaud
      Blackbaud (NASDAQ: BLKB) is the world’s leading cloud software company powering social good. Serving the entire social good community—nonprofits, foundations, corporations, education institutions, and individual change agents—Blackbaud connects and empowers organizations to increase their impact through software, services, expertise, and data intelligence. The Blackbaud portfolio is tailored to the unique needs of vertical markets, with solutions for fundraising and relationship managementdigital marketingadvocacyaccountingpaymentsanalyticsschool management, grant managementcorporate social responsibility, and volunteerism. Serving the industry for more than three decades, Blackbaud is headquartered in Charleston, South Carolina and has operations in the United States, Australia, Canada, and the United Kingdom. For more information, visit

      Investor Contact: Media Contact:
      Mark Furlong Nicole McGougan
      Director of Investor Relations Blackbaud Public Relations
      843-654-2097 843-654-3307

      Forward-Looking Statements
      Except for historical information, all of the statements, expectations, and assumptions contained in this news release are forward-looking statements which are subject to the safe harbor provisions of the Private Securities Litigation Reform Act of 1995, including, but not limited to, statements regarding: expectations that our revenue and operating cash flow will continue to grow and that our operating margins will continue to improve, and expectations that we will achieve our projected 2017 full year financial guidance and long-term aspirational goals. These statements involve a number of risks and uncertainties. Although Blackbaud attempts to be accurate in making these forward-looking statements, it is possible that future circumstances might differ from the assumptions on which such statements are based. In addition, other important factors that could cause results to differ materially include the following: management of integration of acquired companies; uncertainty regarding increased business and renewals from existing customers; a shifting revenue mix that may impact gross margin; continued success in sales growth; risks related to our dividend policy and stock repurchase program, including the possibility that we might discontinue payment of dividends; and the other risk factors set forth from time to time in the SEC filings for Blackbaud, copies of which are available free of charge at the SEC’s website at or upon request from Blackbaud’s investor relations department. Blackbaud assumes no obligation and does not intend to update these forward-looking statements, except as required by law.

      All Blackbaud product names appearing herein are trademarks or registered trademarks of Blackbaud, Inc.

      Non-GAAP Financial Measures
      Blackbaud has provided in this release financial information that has not been prepared in accordance with GAAP. This information includes non-GAAP revenue, non-GAAP recurring revenue, non-GAAP gross profit, non-GAAP gross margin, non-GAAP income from operations, non-GAAP operating margin, non-GAAP net income and non-GAAP diluted earnings per share. Blackbaud has acquired businesses whose net tangible assets include deferred revenue. In accordance with GAAP reporting requirements, Blackbaud recorded write-downs of deferred revenue to fair value, which resulted in lower recognized revenue. Both on a quarterly and year-to-date basis, the revenue for the acquired businesses is deferred and typically recognized over a one-year period, so Blackbaud’s GAAP revenues for the one-year period after the acquisitions will not reflect the full amount of revenues that would have been reported if the acquired deferred revenue was not written down to fair value. The non-GAAP measures described above reverse the acquisition-related deferred revenue write-downs so that the full amount of revenue booked by the acquired companies is included, which Blackbaud believes provides a more accurate representation of a revenue run-rate in a given period. In addition to reversing write-downs of acquisition-related deferred revenue, non-GAAP financial measures discussed above exclude the impact of certain items that Blackbaud believes are not directly related to its performance in any particular period, but are for its long-term benefit over multiple periods.

      In addition, Blackbaud discusses non-GAAP organic revenue growth, non-GAAP organic revenue growth on a constant currency basis, non-GAAP subscriptions revenue growth and non-GAAP organic recurring revenue growth, which it believes provides useful information for evaluating the periodic growth of its business on a consistent basis. Each of these measures of non-GAAP organic revenue growth excludes incremental acquisition-related revenue attributable to companies acquired in the current fiscal year. For companies acquired in the immediately preceding fiscal year, each of these non-GAAP organic revenue growth measures reflects presentation of full year incremental non-GAAP revenue derived from such companies as if they were combined throughout the prior period, and it includes the non-GAAP revenue attributable to those companies, as if there were no acquisition-related write-downs of acquired deferred revenue to fair value as required by GAAP. In addition, each of these non-GAAP organic revenue growth measures excludes prior period revenue associated with divested businesses. The exclusion of the prior period revenue is to present the results of the divested businesses within the results of the combined company for the same period of time in both the prior and current periods. Blackbaud believes this presentation provides a more comparable representation of its current business’ organic revenue growth and revenue run-rate.

      Non-GAAP free cash flow is defined as operating cash flow less capital expenditures, including costs required to be capitalized for software development, and capital expenditures for property and equipment.

      Blackbaud uses these non-GAAP financial measures internally in analyzing its financial results and believes they are useful to investors, as a supplement to GAAP measures, in evaluating Blackbaud’s ongoing operational performance. Blackbaud believes that these non-GAAP financial measures reflect the Blackbaud’s ongoing business in a manner that allows for meaningful period-to-period comparison and analysis of trends in its business. In addition, Blackbaud believes that the use of these non-GAAP financial measures provides additional information for investors to use in evaluating ongoing operating results and trends and in comparing its financial results from period-to-period with other companies in Blackbaud’s industry, many of which present similar non-GAAP financial measures to investors. However, these non-GAAP financial measures may not be completely comparable to similarly titled measures of other companies due to differences in the exact method of calculation between companies. Non-GAAP financial measures should not be considered in isolation from, or as a substitute for, financial information prepared in accordance with GAAP. Investors are encouraged to review the reconciliation of these non-GAAP measures to their most directly comparable GAAP financial measures.

      Women’s Refugee Commission Names Blackbaud Executive Catherine LaCour to Board of Directors

      Previously serving as a Commissioner, Catherine LaCour has been appointed to the Board of Directors for Women’s Refugee Commission, a nonprofit advocating for laws, policies and programs to improve the lives and protect the rights of refugee women and children. As Blackbaud’s SVP of Corporate Marketing with more than two decades of leadership experience on the front lines of social good innovation across the public, private and social sectors, Catherine brings deep passion for the role every individual and organization can play in building a better world.

      “In this time of unprecedented need, it’s an honor to join an inspiring, dedicated team of leaders advocating for the rights and protection of women, children, and youth displaced by conflict and crisis. I look forward to bringing fresh thoughts and ideas for WRC’s impactful initiatives, such as the annual Voices of Courage Awards Luncheon and OFN’s Advocacy Day 2017.” – Catherine LaCour

      At Blackbaud, we seek to help nonprofits drive positive change and to be a good corporate citizen. Often, the two are intertwined, as we strive to make a difference both through what we do as a company and how we serve as individuals. So much so, that in our annual employee engagement survey, 85% of employees stated that Blackbaud’s work with nonprofits was important in their decision to join the company. In addition, 86% of employees have volunteered in the past 12 months, and 25% serve on a nonprofit board or committee. People come to the company because of who we work with, and they stay because they are invested both in what they are able to do professionally and the philanthropic opportunities they engage in personally.


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