Stepping into a CFO role inside a nonprofit isn’t just about managing numbers. It’s about translating complexity, building trust, and helping organizations make smarter decisions in real time.
On this episode of the Charity Charge Show, host Grayson Harris sits down with Jessica McLean, CFO of the American Staffing Association (ASA). Jessica shares what it’s really like stepping into a senior finance role, how AI is reshaping workforce organizations, and why diversified revenue is no longer optional for nonprofits.
Below is a Q&A-style breakdown of the conversation.
Q: What does the American Staffing Association do?
ASA serves as the voice of the staffing, recruiting, and workforce solutions industry in the U.S.
Jessica explains it simply: the organization helps connect people to opportunity. That means supporting staffing firms, suppliers, and partners across industries like healthcare, tech, engineering, and administrative services.
They also play a policy and data role, advocating for smart legislation and providing insights that help members operate more effectively.
Q: What does a typical ASA member look like?
Most members are staffing firms placing talent into organizations across multiple industries.
There’s also a second layer, supplier firms. These companies provide services to staffing agencies, including banking, insurance, and technology solutions.
So ASA acts as a bridge between talent, employers, and the ecosystem that supports both.
Q: What has the transition into the CFO role been like?
Jessica describes it as “drinking from a fire hose,” but in a good way.
The biggest shift isn’t volume. It’s perspective.
Moving from controller to CFO means stepping out of day-to-day execution and into strategy. You’re no longer just tracking performance. You’re shaping it.
Q: What surprised you most about becoming a CFO?
It’s not just about numbers anymore.
It’s about communication.
Jessica points out that a major part of the role is translating financial data into clear, actionable insights for people who don’t have a finance background. That includes board members, staff, and stakeholders.
The job becomes: “What do these numbers actually mean, and what should we do next?”
Q: What’s one practical lesson in financial communication?
Have non-finance people review your work.
Jessica actively shares memos and reports with colleagues outside finance to test clarity. If they can’t understand it, it needs to be rewritten.
It’s a simple move, but it sharpens how financial insights get communicated across the organization.
Q: How is AI impacting staffing organizations?
AI is already embedded in the workflow.
From resume writing to candidate screening, both sides of the hiring process are using it. That creates a new dynamic where automation is interacting with automation.
Jessica’s view is clear: ignoring AI isn’t an option. But using it responsibly is critical.
Q: What does “ethical AI use” actually mean in practice?
It starts with governance before adoption.
Organizations need to ask:
- Are we ready internally to use AI?
- What data is being used, and where does it go?
- Who owns the outputs?
- What risks exist around privacy and reputation?
ASA has built internal AI policies to ensure consistent, responsible usage across the organization.
The key principle: AI should assist decision-making, not replace it.
Q: How are nonprofits thinking about revenue differently today?
Diversification is no longer theoretical. It’s operational.
Jessica highlights how both ASA and her previous role at Girl Scouts relied on multiple revenue streams, including:
- Membership dues
- Program fees
- Events and conferences
- Sponsorships and advertising
- Educational products
- Donor funding
Relying on a single source, especially government funding, is increasingly risky.
Q: Why are earned revenue streams so important?
Because nonprofits still need to operate like sustainable businesses.
Jessica is blunt about it: being a nonprofit doesn’t remove the need for profit. It enables impact.
Earned revenue supports:
- Program delivery
- Staff compensation
- Long-term stability
It also gives organizations more control compared to restricted funding.
Q: What does revenue growth look like moving forward?
It’s about innovation and responsiveness.
ASA is exploring:
- New education and training formats
- Demo days with suppliers showcasing new tools
- Updated sponsorship packages
- Expanded learning and development offerings
The underlying strategy is simple: listen to what members value, then build around it.
Q: How do you measure success as a CFO?
Not by the numbers first. By trust.
Jessica focuses on building credibility across:
- Staff
- Leadership
- Board members
Once trust is established, financial insights carry weight. That’s when a CFO can actually influence decisions.
Q: What are you most excited about in the next year?
Three things stand out:
- New leadership and vision at ASA
- Expanding services and value for members
- Improving internal finance processes with team input
There’s a strong emphasis on collaboration and continuous improvement.
Q: How can people get involved with ASA?
Jessica points listeners to americanstaffing.net.
But her bigger ask is mindset-driven.
She wants people to rethink how they view staffing and temporary work. It’s not a fallback option. It’s a critical part of the economy that helps people find flexible, meaningful employment.
Final Takeaway
This conversation highlights a shift happening across the nonprofit sector.
Finance leaders are no longer just stewards of budgets. They’re translators, strategists, and operators shaping how organizations grow.
And the organizations that win will be the ones that:
- Communicate clearly
- Diversify revenue aggressively
- Adopt AI responsibly
- Build trust at every level
