Member Spotlight: Candra Ilse, Prospect Research and Donor Data Strategy

Tell us who you are, who you serve, and what you’re focused on right now.

I'm Candra Ilse (she/her), founder of Fundwell Solutions. I help mission-driven nonprofits research, organize, and leverage prospect data so fundraisers can focus on what they do best - building relationships that increase impact.

My work involves prospect research, portfolio management, and prospect development operations. I partner with organizations to identify and prioritize prospects, provide targeted research, and create practical systems and processes that help teams work more strategically.

In practice, we’re answering a few fundamental questions: What is our goal? Who should we be talking to? How should we prioritize them? And what systems do we need in place to achieve this?

Right now, I'm especially focused on helping organizations make better use of the donor data they already have. Many nonprofits are sitting on incredible donor bases but aren't always sure where to start when it comes to identifying major gift opportunities. I love helping teams turn information into action.

What led you into this work? Share a specific moment or turning point.

I landed in development like many people do - completely by accident.

I had just returned from some time abroad and was looking for a job. A friend's cousin was hiring for an entry-level role on the development team at the American Museum of Natural History, and that job introduced me to the amazing world of fundraising.

At the same time, I was pursuing my master's in Library and Information Science and fully expected to become an archivist, perhaps working with archaeologists. One of my first classes featured alumni working in all sorts of roles and industries. One of them was a prospect researcher. I was like a moth to a flame.

The next day, I sought out the prospect research team at work and basically wiggled my way onto it. I haven't looked back since.

The turning point that led to launching Fundwell Solutions came much later. I'd spent twelve years at the International Rescue Committee, pouring nearly all of my professional energy into helping build and grow a prospect development function. When the USAID cuts happened in 2025 and I unexpectedly found myself out of a job, it forced me to pause and ask what I wanted next.

What initially felt like a huge disruption ended up becoming a pivotal opportunity. My husband runs his own business, my youngest child was about to start school full time, and for the first time in a long time there wasn't an obvious next step.

I had previously spent a decade freelancing during my free time. And the idea of getting to know and supporting different types of organizations was very appealing. So I decided to bet on myself, take on a new challenge, and see what was possible.

What was one of the hardest parts of building your career or business, and how did you move through it?

One of the hardest parts of my career has been feeling like I had to constantly prove my value.

When working full-time, I spent twelve years at the same organization, and every time a new leader came in, it felt like starting over a little bit. Educating, adapting, building trust, and establishing credibility all over again. Finding the balance between adapting to what others needed while staying true to who I was wasn't always easy.

When I launched Fundwell Solutions, those feelings showed up in a different way: imposter syndrome. I remember seeing someone I consider one of the true experts in our field, someone who literally wrote a book on the subject, talk openly about experiencing imposter syndrome. That was a lightbulb moment for me. If she feels it, maybe the goal isn't to get rid of it.

Now I think of imposter syndrome as a sign that I'm challenging myself, learning something new, and growing.

What also helps is perspective and experience. People who know me hire me. They refer me. My clients refer me. At some point, you realize you don't have to prove your worth every day. The work speaks for itself.

Describe a recent project or client win you’re proud of. What changed because of your work?

Helping a Major Gift Officer Focus

One client had a major gift officer with nearly 400 assigned accounts. We worked together to right-size the portfolio, create clearer segments, and establish a stronger foundation for tracking opportunities in the CRM.

It sounds simple, but the impact was significant. The fundraiser could quickly distinguish active donors from prospects, prioritize where to spend their time, and begin building a clearer picture of their pipeline.

Turning Screening Results Into Action

For another client, we've validated more than 500 screened prospects, evaluating linkage, interest, and capacity to help identify the strongest major gift opportunities.

One thing I see often is organizations investing in wealth screening and then struggling to translate those results into action. It's been rewarding to help bridge that gap and provide practical recommendations that fundraisers can immediately use.

Becoming an Extension of the Team

In another engagement, we've essentially stepped into a staffing gap during a particularly busy period. One of the things I enjoy most about consulting is being able to plug into a team and provide support exactly where it's needed. In this case, that support helped keep prospect research and fundraising efforts moving during gala season.

What are you building or refining right now?

I'm currently working on creating a scalable prospect identification offering.

Many organizations have a strong base of loyal donors, sometimes stronger than they realize, but limited time and resources to figure out who should be prioritized for deeper engagement.
One of the most common things I hear is, "We don't even know where to start."

I'm interested in helping solve that problem. Imagine having a partner who could consistently help identify which donors are most likely willing and able to increase their support. That's the challenge I'm focused on solving right now.

What belief about consulting or nonprofit work has changed for you over time?

When I first started consulting, I thought being successful meant having all the answers.

Working in-house, you're often the expert in your role for your organization. Consulting felt different because suddenly I was expected to bring that expertise into entirely new organizations, cultures, and situations.

What I've learned is that consulting isn't about knowing everything. It's about knowing how to ask good questions, draw on your experience, solve problems, and help organizations move forward.

I've also learned how important community is. One of the biggest surprises of starting my own business - it’s much lonelier than I was expecting to feel. And, how generous others, colleagues and consultants alike, have been with their time, advice, and encouragement.

Being surrounded by people who have done it before or are building beside me, and who genuinely want me to succeed, makes all the difference.

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