Enquirer Consulting Group

Reachable Buyer Map

Prepared for Tobes Kelly · Fundraise Up · August 2026
The nonprofit market gets described as one market. It is not one market. The seat that owns digital giving only exists above a revenue line, and below that line the executive director signs and buys for a different reason. This map covers the United States: where each buyer sits, roughly how many organizations sit in each band, and which segments stay underworked. It describes the market rather than your business, and there is nothing to buy at the end of it.
National and international organizations, revenue above 50 million
Where a named digital giving owner already exists, a data team exists, and the platform decision carries a security review with it. The longest sale on this page and the least likely to move without an internal champion who is already unhappy with what they have.
Who signs: the chief development officer, the VP of digital or marketing, the director of individual giving, and the technology lead on integration and review.
8,000 to 10,000
US public charities reporting annual revenue above 50 million on their most recent published return
The mid-band, revenue between 10 and 50 million
The clearest fit here. Large enough that someone's actual job is digital fundraising, small enough that the same person can decide without a procurement process, and almost never large enough to build in house. Also the band most likely to be running a checkout chosen by someone who has since left.
Who signs: the director of development, the digital fundraising manager, the marketing or communications director, and the chief operating officer on the contract.
25,000 to 30,000
US public charities filing in that revenue band
Revenue between 1 and 10 million
Enormous by count and a different sale entirely. There is no digital giving seat, so the executive director signs, and the decision turns on time saved rather than on revenue lifted. A volume channel with a short conversation, and it needs its own message rather than a trimmed version of the enterprise one.
Who signs: the executive director, the development director where the role exists, and the board treasurer on anything contractual.
100,000 to 120,000
US public charities filing in that revenue band
Faith-based organizations and congregations
The largest recurring giving behavior in the country and the most under-counted, because houses of worship are not required to file the annual return that every other segment files. Anyone sizing this segment from the public register is looking at a fraction of it.
Who signs: the executive pastor or business administrator, the stewardship or generosity lead, and the denominational body where the decision is made centrally.
Systematically under-counted
exempt from the annual public filing, so the registered count sits far below the real one; reached by denomination and by network rather than by register
Education, hospital and health system foundations
Advancement offices run on a campaign calendar rather than a purchase cycle, and the giving layer is usually bolted to a system of record nobody wants to touch. Slow to land, but the campaigns are large and the second year is close to automatic.
Who signs: the VP of advancement, the director of annual giving, the advancement services lead, and the CIO on integration.
4,000 to 5,000
degree-granting institutions and hospital-affiliated foundations carrying a formal advancement function
Agencies, consultancies and implementation partners
The specifier layer rather than the payer. Digital fundraising agencies and independent consultants recommend the stack, sit in the selection meeting, and frequently run the migration afterward. Small enough to name in full, and almost always skipped by a direct channel because the list does not look like revenue.
Who signs: the agency principal, the head of digital strategy, and the technology partnerships lead.
No public register
identified by name, by conference roster and by published case work; a short list with outsized influence over every other segment on this page

Where the openings are

1
One register, three different sales. Above 50 million a committee buys. Between 10 and 50 million one person buys. Below 10 million the executive director buys, and buys on a different reason entirely. Same product, three messages, three cadences. A channel that treats the register as a single list talks past all three at once.
2
The decision gets made in the trough, not the peak. Year end, giving days and disaster response consume the whole team, and nobody rebuilds a checkout in November. The reachable window is the quiet quarter after a campaign that underperformed, which is predictable rather than lucky, and it is a scheduling job rather than a creative one.
3
The specifier layer is small and nameable. Agencies and consultants shape which platforms get shortlisted long before an organization runs a selection. Working a few hundred named partners is a completely different job from working a hundred thousand nonprofits, and it compounds instead of resetting each quarter.
4
Development seats turn over quickly. A new digital giving lead revisits the stack inside the first two quarters, and the person who chose the incumbent is often already gone. Watching several thousand named organizations for that role change is mechanical work, and it is the part inbound and conference channels cannot do.
Built from public registries, counts banded deliberately. The bands come from the federal exempt organization register and the annual returns filed by public charities, current to the most recent published filing year. Houses of worship are exempt from that filing, so faith-based activity is materially under-represented in any register-based count. Cause classification is self-reported. The agency and consultancy layer is not registered anywhere public and is described here rather than counted.
ENQUIRER CONSULTING GROUP
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