In today’s Trusts and Statutory fundraising world, competition has never been fiercer. With rising demand across the charity sector and a limited pool of available grants, funders are inundated with applications that increasingly look and sound the same. Standing out requires more than polished proposals — it demands a disciplined strategy and genuine relationships built on trust and clarity of purpose.

Few people embody that approach better than Kev Mounce, Head of Trusts and Foundations at Starlight Children’s Foundation. Kev has built a career on thoughtful, long-term relationship building and pragmatic pipeline management. His approach blends strategic focus with empathy — understanding that behind every funding decision is a human being who wants to make a difference. Since his time with Starlight Children’s Foundation, he has spearheaded the growth of the income from £150,000 to £1.1million.

In a recent conversation with Merrifield Consultants, Kev shared three guiding principles that shape his approach to Trust fundraising — and why they’ve become increasingly vital in a crowded market.

1.

Less is more when it comes to high-value giving.

In a sector where competition for major grants has gone through the roof, Kev takes a counterintuitive but effective stance: focus less on volume and more on depth. By carefully selecting a smaller group of funders and investing time in understanding their priorities, he builds genuine partnerships rather than transactional relationships.

“Funders are looking for honesty, clarity, and shared values,” Kev explains. “If you can demonstrate that you understand what they’re trying to achieve — not just what you want from them — the relationship becomes collaborative rather than competitive.”

This approach also guards against burnout. Many fundraisers spread themselves too thin, chasing every potential opportunity. By narrowing focus, Kev creates space for meaningful engagement, detailed reporting, and regular communication — all of which strengthen the likelihood of repeat and increased funding over time. In a market where funders are receiving record numbers of applications, depth of relationship is now the strongest differentiator a charity can offer.

2.

For smaller pots, volume has its place.

Kev recognises that smaller grants play a critical role in sustaining momentum and diversifying income. Here, a broader, more liberal approach to applications makes sense.

“There’s value in rhythm,” he says. “Smaller grants are the lifeblood of any trust fundraising programme. Our reliable supporters give us confidence in meeting annual targets, and the freedom to nurture transformational funders. Plus, those same reliable supporters can themselves make transformational gifts in the future. Any organisation that neglects these incredibly valued supporters does so at its peril.”

These smaller wins also serve as a testing ground for refining messaging and demonstrating impact — evidence that can later support larger bids. In the current climate, where small and medium trusts are receiving more applications than ever, maintaining a steady flow of submissions helps ensure your organisation remains visible and active. It’s a pragmatic counterbalance to the slower, relationship-heavy major bids.

3.

The 40/40/20 model — balancing short, mid, and long-term wins.
Perhaps Kev’s most powerful framework is his 40/40/20 model, which divides his time and focus into three categories:

• 40% on short-term opportunities likely to convert quickly,
• 40% on mid-term relationships that require ongoing cultivation, and
• 20% on long-term prospects where trust and understanding are still being built.

This structured approach protects against one of the most common pitfalls in fundraising: the “boom and bust” cycle, where income spikes and crashes based on short-term success. Kev’s model ensures that while quick wins are pursued, equal energy goes into securing the future pipeline. “You can’t afford to just think about this year’s target,” he says. “You have to think about where the organisation will be in three years — and whether your funder relationships will still be there.”

It’s a balancing act — part project management, part psychology — that helps create consistency in an unpredictable environment.

A more human approach to a more competitive market
Kev’s philosophy ultimately cuts through the noise of a crowded sector. As more charities compete for shrinking pots of funding, the temptation is to do more — to send more applications, reach out to more funders, chase more leads. But Kev’s success suggests that the smartest approach is often to do less, better.

His discipline lies in resisting the rush. He invests in relationships that have meaning, applies judiciously to smaller opportunities that keep momentum alive, and keeps a clear eye on both immediate needs and long-term sustainability. It’s not a quick-fix method — it’s a mindset built on patience, purpose, and partnership.

At its core, Kev’s approach reminds us that Trust fundraising is not just a numbers game; it’s a human one.