Young Scot is seeking a strategic, entrepreneurial and delivery-focused leader to help shape and drive a step-change in how we generate income and build partnerships.
Young Scot is seeking a strategic, entrepreneurial and delivery-focused leader to help shape and drive a step-change in how we generate income and build partnerships.
This is a pivotal role at a defining moment for the organisation with the recent appointment of a new CEO, as well launching a new organisational strategic vision. As we evolve our operating model and ambitions, you will lead the development of a more diverse, sustainable and innovative income portfolio – ensuring we can continue to deliver meaningful impact for young people aged 11–26 across Scotland.
Working closely with the CEO and senior leadership team (SLT), you will design and implement a new income generation strategy, unlocking opportunities across corporate partnerships, trusts and foundations, public sector funding and earned income streams. You will take an “intrapreneurial” approach – building new propositions, testing ideas and embedding a culture where income generation is seen as a shared organisational priority.
This role offers significant autonomy, creativity and influence. You will be equally comfortable setting strategic direction and personally leading high-value relationships, as you are enabling written bids and researching new partnerships.
This role will:
Strengthen our financial resilience and long-term sustainability
Unlock new forms of value and social income generation
Expand our influence across sectors and policy areas
Enable us to reach and support more young people
1. Strategic Leadership & Income Strategy
Develop and deliver a clear, ambitious income generation and partnerships strategy aligned to organisational priorities, with metrics and deliverables set.
Build a diversified income model across multiple streams (corporate, trusts & foundations, public sector, earned income, philanthropy).
Identify emerging fundraising trends, new tools, opportunities and risks across Scotland, the UK and internationally.
Advise the CEO and SLT on financial sustainability, growth opportunities, and strategic partnerships.
What success looks like:
A comprehensive and inspiring strategy with clear targets, focus areas and pipeline
Income growth across multiple streams, reducing reliance on single sources.
Income generation and monetisation embedded as a core organisational enabler.
2. Partnerships & Business Development
Develop and secure high-value partnerships across corporate and other sectors.
Design compelling support propositions, aligning commercial value with social impact.
Build and manage a strong pipeline of opportunities, by understanding the support areas or ‘entry points’ where partners can add value to Young Scot.
Lead development of innovative income streams, including:
Ethical monetisation of Young Scot assets (data, reach, insights, services)
Sponsorships and strategic collaborations
New products or services for partners
What success looks like:
A growing portfolio of strategically aligned, high-value partnerships.
Strong conversion rate from pipeline to secured income.
Innovative offers that enhance both impact and income.
3. Trusts, Foundations & Fundraising
Lead and grow income from trusts, foundations and statutory sources.
With programme leads, develop compelling, outcome-driven cases for support.
Secure multi-year funding aligned to Young Scot strategic priorities.
Oversee high-quality reporting and stewardship.
What success looks like:
A strong, forward-looking funding pipeline.
Increased success rate and value of bids,
Long-term funder relationships with clear impact reporting.
4. Relationship Management & External Representation
Build and steward senior-level relationships with funders, partners and stakeholders.
With the CEO, SLT and young people, act as a visible ambassador for Young Scot.
Leverage networks to open new opportunities and raise organisational profile.
What success looks like:
Partners feel valued, engaged and connected to impact.
Strong external reputation as a trusted and innovative partner.
5. Delivery, Systems & Performance
Enhance and/or create systems, processes and tools (e.g. CRM) to support income generation.
Set and track income targets, KPIs and performance metrics.
Ensure compliance with fundraising regulation and best practice.
Work with finance colleagues on forecasting, reporting and income tracking.
What success looks like:
Clear, accurate income forecasting and reporting.
Efficient systems supporting scalable growth.
Strong governance and compliance.
6. Leadership & Culture
Lead income generation across the organisation – even as a sole or small function.
Build a culture of proactivity, growth-mindset and collaboration.
Support colleagues to identify and contribute to income opportunities.
Contribute to wider organisational leadership and strategy.
Attend a range of internal meetings as requested, support with delivery of key Young Scot events and sessions as required, and other areas as advised by the CEO.
What success looks like:
A culture where income generation is shared and understood.
Teams feel confident contributing to partnerships and opportunities.
Clear alignment between income, impact and strategy.