The Next Chapter For Compudopt
Learn, explore, and stay informed about upcoming staff, system, operational changes, and much more
Building on a strong foundation we've created together and leaning into this next ample opportunity – we know we need to make sure we're aligning our resources to support the work and our team through this period of growth. Below are more details on the organizational changes resulting in new positions we're bringing on in 2025 and on how the workstream shifts align with our strategic plan.
Note that not all of these changes will happen overnight. Many of them—like streamlining our technology systems and developing our earned revenue streams—will, in fact, take months, if not a couple of years, to reach full momentum. We're laying the groundwork now for success.
A New Role in C-suite - Chief Experience Officer (CXO)
Why Are We Making This Change?
As our organization grows, so do the opportunities and complexities in managing both operations and how we deliver exceptional experiences to the people we serve. The CXO position assumes a portion of the COO’s current portfolio (site support and programs) to grow capacity in these areas as well as strengthen and support capacity in the work-streams the COO retains.
By establishing a dedicated CXO role we will be able to:
1. Enhance Focus on Community Member Experience: The CXO will optimize our engagement with our community, partners, and stakeholders. This division ensures that our internal systems and external impact receive the attention they deserve.
2. Improve Scalability and Support: Having a CXO enables us to provide more tailored leadership and support across our sites and programs. This structure helps us remain efficient as we grow while also ensuring that our mission-driven programs consistently deliver the best possible experience.
3. Ensure Sustainability for the Future:
This change is designed to build long-term resilience into our leadership structure. It will allow us to grow while staying adaptable to the evolving needs of our communities. It will strengthen our ability to balance operational excellence with meaningful, impactful engagement.
- More focused leadership in both operations and experience, with the COO and CXO working in tandem to ensure both areas are fully aligned with our mission.
- More significant support and resources to help your teams thrive, whether that’s improving internal processes or enhancing the way we connect with those we serve.
- A stronger foundation for growth means more opportunities for professional development, expanded programs, and a more powerful impact across all levels.
So What’s Still Under Our COO?
Great question. Our COO’s portfolio will include Technical Operations, which involves our warehouse, facility, inventory management, and device refurbishment/recycling. This role also holds Internal Systems like Airtable, other CRM databases, etc. Growth in real estate and site acquisition will also continue to fall under the COO, as will connectivity. Marketing is also shifting over to this position. More information on the marketing shift is below.
Marketing Realignment - VP of Marketing and additional support staff
Why Are We Making This Change?
We’ve heard you. Across teams, we hear a need for more support related to outreach, materials development, and support marketing activities. Simultaneously, we know that while we’re much better known than we have ever been in the past, there’s still a need to grow awareness of our brand. These activities help our overall organizational sustainability by helping with legitimacy, building trust, and encouraging outreach from the community to us to request services vs the other way around.
As we all know, the marketing world has evolved to include more content-rich communications than ever before. All of this combined means we need more people to support activations that get the word to the community of program services that are available, raise awareness of our work for donors and other external stakeholders, and a team that helps put awesome content and tell the story of the hard work you do every day.
What Can You Expect
- We will hire 2-3 additional mid-senior positions in this workstream—the specifics are still being worked out.
- More support and service on outreach communications via email and social campaigns that help with program recruitment and better follow-up support for those individuals we’ve served.
- Greater brand awareness activities and support related to donor stewardship and materials help us attract more champions who will support our work.
- More content that helps us better tell our story of why this work is important and how you’re closing the divide every day
Streamlining Technology Systems: Senior Director of Internal Systems
Why Are We Making This Change?
Okay, be honest. You love that we have 42 systems, all of which do different things and require you to look in different places to get the answer to 2 questions, right? Yeah, us too!
A big 2025 project, which we’re using the remaining surplus money to support, is related to streamlining and making our internal systems integrated and more efficient. This is not work that happens overnight, particularly when there are those 42 systems to consider. The Senior Director of Internal Systems will handle this meaty project while helping grow our internal IT support so our teams feel more confident using the tools we have.
- Some system consolidation across workstreams
- Improved onboarding and training support for new staff and for all staff on new systems
- Simplification of our organizational tools to create more efficient and effective ways for us to work
Growth in Earned Revenue Stream led by Director of Logistics, eBay Team, and Earned Revenue Director
Streamlining technology systems managed by Senior Director of Internal Systems
Why Are We Making This Change?
Integrating strategies that support our long-term sustainability when we’ve grown as fast as we have is a critical and top-of-mind priority for our executive team and our Board of Directors. The diversification of our revenue streams from just Philanthropy and a small amount of earned revenue from program licensing and recycling to include Government funding streams was step 1 of a plan to ensure we have revenue coming in from multiple sources. The successful pilot of an eBay channel in 2024 as well as research into the overall market opportunity for technology equipment sales, has informed our decision to invest in the teams and infrastructure to grow this part of our business. Other nonprofits in our space earn 10-20 Million annually in eBay sales. Combined, we are capturing less than 1% of the total market.
It's really important to note that we will continue to give out all equipment that meets our quality standards for the community. Still, there’s an opportunity for us to put more resources into securing more equipment donations, which lowers our costs per household on device distributions and also feeds a pipeline of materials that can be resold if they can’t be given out.
Because we know that this work has two distinct sides (logistics and sales) we are optimizing these under leadership workstreams that are best aligned to those skill sets. The logistics side of enhancing this work (listing items, fulfilling eBay orders, picking up, and managing inventory) will stay under the VP of Technical Operations and a new Director of Logistics position. Also on this team will be a Shipping Coordinator and a number of eBay team members.
On the sales side of the equation, we will shift the responsibility of asking for and sourcing equipment to a workstream under our Chief Development Officer. New positions include Account Managers who will own portfolios of corporate donors and will work directly with the Logistics Director to ensure equipment is picked up promptly and that we’re continuing to steward those donors well.
What can you expect
- We will continue to distribute all equipment that can be distributed while meeting our quality standards
- Additional revenue is unrestricted, meaning it supports our long-term sustainability
and covers the costs of programs that may not yet have funding.
- We will dedicate an additional warehouse to help centralize the processing of the increased equipment donations
- Sites will benefit from more in-kind computers secured
- Lower costs per household means we can serve more people with the funds we raise
We Are Here For You
As your executive leadership team, we know this can feel like a lot of change. We are sharing all of this now because we want to continue to be as transparent as possible about where we’re at, where we’re going, and how we’ll get there. We hope you see your feedback on how we can support you better reflected in some of these decisions. If you have any questions or concerns you’d like to discuss further, please reach out to your executive leadership. We sincerely welcome the conversation.