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W W W. M A I N E B I Z . B I Z 11 G I V I N G G U I D E 2 0 2 6 – 2 0 2 7 GIVING GUIDE are often viewed as at odds with one another. But Strasburger sees this rela- tionship as symbiotic. "Everything from tourism to logging and fisheries, all those industries are all intricately related to our environment," Strasburger said. "If we are not able to protect that environment and be good stewards of that environment, it puts all of that at risk." Environmental leaders can also ben- efit their organizations and continue to protect the state's natural resources when they see the value of collaborating across industries, Strasburger noted. "We want to be seen as being part of that solution," Strasburger says, "not just a group saying no to growth ... It's not a zero-sum game to either take care of the environment or ensure we have enough housing or ... a forestry industry in this state." At Community Housing of Maine, leadership includes 'mutual respect' When Community Housing of Maine named Kyra Walker as its new execu- tive director in May, she was already a familiar face to most of the team, despite leaving the organization in 2024. Walker worked with the Portland nonprofit from 2008 to 2024 before leav- ing to work as an independent consul- tant. at move was ultimately just a hiatus. is familiarity has made for a smooth transition, Walker says. "For me and the team, there was already an established mutual respect," she noted. "All of the team that I work with now, I worked with before, and I feel really fortunate. "My perception is that there is some comfort for them as well," Walker added. "A leadership transition can feel like the unknown is in front of you." Walker is now leading her team in efforts to strengthen and transform the organization. CHOM has never had a formal board recruitment process, for instance, which Walker wants to change. With some longtime board members poised to depart, this developing roadmap will help the nonprofit recruit and onboard members while meeting diversity goals. "at can be all the way from age and geographic location in the state ... as well as racial diversity," Walker said. Ogunquit Museum of Art brings worldly view As a relative newcomer to the nonprofit world, David Cunningham, executive director of the Ogunquit Museum, says that he was struck by the amount of responsibility leaders carry within the infrastructure and funding common in the for-profit world. "As a leader, you're responsible to your staff, your board, your donors and the community you serve, and all of those groups quite reasonably have high expectations," said Cunningham, who joined the museum in March after three decades in for-profit management. is experience spanned fashion, media and sports, and extended geographically throughout London, Paris and New York City. "At the same time, you're working with limited resources and a financial model that can be difficult to project because so much depends on philan- thropy and external factors you can't control," Cunningham says. "You're constantly trying to make the most of what you have." Part of that work includes develop- ing and strengthening resources that are free to the community, such as OMAA Conversation programming, art classes, and free admission and bus transpor- tation for school groups visiting the museum. Combined with efforts to support staff and the museum's aging infrastruc- ture, the executive director role involves complicated decisions about what to prioritize, Cunningham says. "I don't think the answer is to lower expectations," he noted. "e work is too important. But we do need to be realistic about what it takes to do the work well and invest in the people and infrastruc- ture that make it possible." E2Tech hires leader with broad skill set Prior to becoming executive director of E2Tech in November 2025, Orion Breen worked on subjects ranging from hous- ing, energy, transportation and media. So, Breen jumped at the opportu- nity to simultaneously address these areas through E2Tech, which supports growth in the green economy. Working with just two full-time employees, a volunteer board and part- time human resources help, Breen has quickly come to see the value of business partnerships in the nonprofit sector. e state's business community often shows up strong when it comes to sup- porting nonprofits, Breen says, but has a tendency to stay quiet about these deeds. But Breen says that businesses should amplify their work with nonprofits, among the public and internally. "I think that is more impactful to leverage your human capital, not just your monetary capital, when it comes to engaging the community, engaging with nonprofits," Breen says. Breen also highlighted the role of volunteers in the nonprofit sector and said that, by getting to know their employees, businesses can identify non-monetary ways to support their communities and nonprofits. "Everybody has something to give, and if you deny people the opportunity to give to you, you're denying a special experience," Breen says. "It's a gift, in a way, to let somebody give to you." Heart of Maine United Way successor is well prepared When longtime Heart of Maine United Way president and CEO Shirar Patterson left the Bangor- based nonprofit, her successor, Matt Donahue, felt well-prepared to strengthen the organization's com- munity initiatives. "Having been an internal hire, someone who was promoted from within, has made a huge difference," says Donahue, who was named to the executive position in March after serving as HOME's vice president and chief impact officer. He also extends credit to Patterson for leaving the non- profit in a strong position. But many nonprofits don't have a stable foundation and transition plan when they need a new leader, he acknowledged. And growing pains that come with leadership transitions are now intensified, "especially as the fundraising landscape has changed," Donahue said. "Federal grants that have for a long time been a staple of the organization have now been paused or are in jeop- ardy, taken away," he says. Familiar issues, such as burnout and general underinvestment, also continue to challenge the sector. "When we think of organizations that have to fundraise, that have to rely on community support to be able to function, to pay their bills and do their programs, that can create a bit of a slog year over year," Donahue says. Shalom House leader brings continuity Abigail Spadone, who was named executive director of Shalom House in May, also brings organizational familiarity, having previously served as clinical director for the Portland- based housing and community mental health nonprofit. While that experience provides a leg-up, "the needs in our communities are enormous, funding is uncertain, the environment can be complicated, and there is often an expectation that nonprofits will somehow keep doing more with the same or fewer resources," Spadone says. In addition to forming outside partnerships, Spadone stressed the importance of working within the organization to build relationships and support for employees. "Since stepping into this role, I have spent a lot of time learning from my colleagues and staff members," Spadone says. "I know that I don't have all the answers, and one of the most important things a leader can do is recognize what they don't know and learn from the people around them." Jacquelyn Voghel, a freelance writer, can be reached at editorial @ mainebiz.biz I think that is more impactful to leverage your human capital, not just your monetary capital, when it comes to engaging the community, engaging with nonprofits. — Orion Breen E2Tech P H O T O / J I M N E U G E R Orion Breen, executive director of E2Tech