Rachel Macaulay is a seasoned external relations, marketing, and development leader with over 13 years of cross-sector experience. Her career spans nonprofit leadership, higher education, and communications, with a focus on strategic storytelling and fostering meaningful connections.
At Ronald McDonald House Charities Southwestern Ontario, Rachel has been instrumental in driving growth, including raising a record $6 million in annual fundraising revenue. Promoted to Vice President in 2024, she is now leading a $40 million capital campaign to double the organization’s capacity to serve families. Previously, Rachel held leadership roles in higher education, spearheading initiatives that revitalized brands, increased enrollment, and secured millions in donor support.
With a foundation in English Literature and Public Relations, Rachel remains passionate about demonstrating the value of humanities in leadership and embracing empathy, creativity, and critical thinking to create lasting impact.
I started my journey in the communications and nonprofit sectors because…
My career sprung from my passion for storytelling and relationship-building. As an English Literature graduate, I have always romanticized communication and fully believe in the power of influential narrative. In communications and fundraising, my job is to make people feel seen and heard so they are connected to the mission we represent. It is a privilege to leverage the written, spoken and digital word to evoke feelings and motivate people to take positive action.
The greatest gift my career has given me is…
With and without sarcasm, I would say humility. I am perpetually humbled by the sheer magnitude of what I want to achieve and by the feedback and ways of being of those around me. The work itself tends to be the easy part, but various human dynamics call us to adapt in so many unique ways. Although challenging, I also think it is fundamentally human to be undone by others and to rebuild ourselves in better, bolder ways.
The most unexpected lesson I’ve learned from my work is…
My most unexpected lesson is how much my age and gender would impact others’ perceptions of my upward mobility. At the outset of my career, I very naively dismissed how difficult it would be to embark on a path of senior leadership as a young(ish) woman. Yet, time and time again, I see unconscious (and very conscious) bias shape my interactions. I want women to know that their challenges are real and valid. When your Spidey sense goes off that something is amiss, it probably is. But, don’t stop. Keep doing what you are doing and do it better than anyone else.
If I could challenge one norm in my industry, it would be…
Misconceptions about how a charity should be run impact the non-profit sector. Any prosperous organization should emphasize efficiencies and effectiveness rather than overemphasizing cost and risk reduction. The recruitment and retention of highly talented people within the sector can be challenging because compensation may not align with their corporate counterparts. You need great people to achieve great things, and the sector is uniquely affected by the misnomer that you should be hyper-cautious about investing in people or resources. Without both, you can’t grow and it becomes a self-fulfilling prophecy.
The thing I love most about what I do is…
I am very privileged in that I witness people’s goodness every day. At Ronald McDonald House, we work within the mission. When I have my coffee in the morning, I am standing shoulder-to-shoulder with parents and children navigating the unimaginable. Yet, they are smiling, enjoying one another’s company and making the most of their situations. They show up for each other every single day and ensure their children receive the best-possible care. I also see this generosity of spirit in our donors. They selflessly give to improve life for people they may have never even met. It’s a beautiful articulation of humanity, and I am so lucky to have that underpinning my career.
The advice I give, but have difficulty following myself, is…
Try not to overanalyze everything you do. In general, if you do your best, people will see that and appreciate it. They are not hyper-analyzing every word you say or action you take. We are the only ones who replay every aspect of our day and harshly judge our perceived shortcomings. We need to show ourselves more grace and, in turn, extend that grace to others when they may not be at their best.
A story I rarely share, but that defines me, is…
Early in my career, I received some very poignant feedback from a person I deeply respected. We had a conversation about my career goals, and they felt strongly I would not achieve them if I did not shift how I was being perceived. From how I dressed through to how I engaged with people, they believed I was not being taken as seriously as I should have been. That conversation, a decade ago, has never left me. It drives me to prove that I can and am achieving those lofty goals, and I have not had to change everything about who I am to do it.
The hardest truth I’ve had to face in my professional journey is…
Just like life is not fair, neither is work. People will not always treat you as you expect them to. It can be extremely difficult to hold your head high and know how to navigate unreasonable behavior in the workplace. It’s nearly impossible not to take those situations personally. You will never get it right one hundred percent of the time, and you will not always get along seamlessly with everyone. Try to operate from a place of compassion and empathy but know that you will still encounter situations that challenge your fundamental beliefs. The burden of leadership is to navigate those moments with as much strategy, kindness, and mission alignment as you can.
Failure has taught me that…
You can almost always fix something. There have been times when I thought the world had ended, and I had made an unfixable or unforgivable error. But, more often than not, you can fix whatever you have broken. If you care enough to analyze the situation and are courageous enough to own your part in whatever has happened, you can adapt, apologize and land somewhere else. Maybe the new place won’t be precisely what you envisioned, but it will likely be pretty great.
A moment when I realized the power of community in my journey was…
I have benefitted immensely from the relationships I have built and the willingness of my mentors and colleagues to advocate for me. Everyone’s lives are so busy. Yet, without fail, I know I can call on these incredible people to support my way forward. I never take that for granted. I hope all the people who have made time for a coffee catchup and to help me noodle through an issue know how much I value their time and wisdom.
The most surprising way my work has impacted someone else is…
Much of my career has focused on higher education and health care. Raising awareness and funds for these organizations has connected deserving young people to an education they could have otherwise never afforded. It has also helped families access world-renowned health care and life-saving equipment. I have heard so many stories from people who have directly benefitted from my work, and there is no better feeling.
A quote or philosophy that guides me is…
My driving force is nothing overly fancy. It is truly just never to give up. When you want to change the world (or even a little piece of it), you will go through some very difficult things. You will almost certainly feel completely overwhelmed and under-competent, but if you do the next right thing, you will conquer those mountains one step at a time. You may not even realize it, but you are so far from where you started. Celebrate your small successes, and keep going.
What I’ve learned about leadership from unexpected places is…
I have come to know real leadership during times of conflict. Being a leader at the best of times is one thing, but hardship separates authentic leadership from pageantry. You see a person’s true colors when pressure is applied. A leader who demonstrates compassion, strategic thinking and composure – regardless of what they face – is a true representation of all the most important components of leadership.
What I’ve learned about fostering belonging in my work is…
People need to be heard and valued. Regardless of personality type, we all inherently want to know we are doing a good job and that people care about our contributions. You foster belonging by taking time to appreciate people, listen to them and acknowledge their dedication. You also do this by being vulnerable and allowing others to do the same. When people feel safe to be themselves and accepted for who they are, you will get the best version of them.