Direction & Governance
Does the board open doors? Is resource mobilization a priority it owns, or one it delegates?
Trilha looks at the whole organization through the lens of potential: what resources the ecosystem offers, and which capacities determine how much of them becomes revenue, partnerships and sustained impact.
The pressure shows up in revenue. The cause usually lies elsewhere in the organization. Trilha starts with the pain leadership feels and investigates the system that produces it.
Comparable organizations and early funding signals, based on the CNPJ and public data. It's the fastest way to start; the international analysis is coming soon.
Trilha Benchmark · CNPJ lookup →A structured assessment across eight dimensions, from governance to data, that compares the organization's current capacity with what its goal requires.
Built on more than 15 years of fundraising and institutional development practice. Results by dimension, ready for the leadership team and the board.
Take the Institutional Assessment · 20–30 min →The gap between potential and capacity becomes an objective conversation with the leadership team and the board: risk, priority and sequence.
See how Trilha works →Organizations don't sustain impact with good projects alone. They do so when they build the capacities, and the connections between capacities, that their strategy requires.
Does the board open doors? Is resource mobilization a priority it owns, or one it delegates?
Does the impact evidence become a case for support that convinces funders?
Which areas are fundable, by whom and at what order of magnitude?
What is the revenue mix, concentration and predictability?
Is there a relationship pipeline, or only personal contacts?
Does fundraising depend on one person? Is there a development structure?
Does the organization turn opportunities into proposals, projects and reporting?
Does the CRM show donor and partner retention, journey and value?
In this example, the pressure shows up in revenue. The reading shows the largest gap is in portfolio, people and operations: that's where potential slips away.
The impact is recognizable and documented. It's raw material ready for a stronger case for support.
Few areas are organized as fundable opportunities for different types of funders.
Fundraising and key relationships depend on a few people and don't keep pace with the organization's ambition.
Opportunities exist, but the bridge between priority, proposal, project and delivery limits the value realized.
There's no universal ideal level. Capacity has to make sense for the organization's stage, strategy and context.
A structure that is enough today may not sustain the next stage, or the resource potential available.
Capacities rarely work in isolation. The value lies in how they fit together.
Each stage delivers something concrete before asking for the next. Ongoing support grows out of the diagnostic, not out of an upfront promise.
CNPJ lookup, benchmark against comparable organizations and the Institutional Assessment. It produces the first hypothesis about where potential is slipping away.
Interviews with leaders, analysis of revenue and the supporter base, an in-depth benchmark and a debrief for the leadership team and the board.
Priorities, investments and sequencing across dimensions, guided by the resource potential identified.
Fundraising function, individual giving, major donors, corporate partnerships, CRM and journeys, board engagement for resource mobilization.
Ongoing support to the leadership team on decisions about risk, revenue concentration, predictability and priorities.
Civil society organizations with an annual budget from BRL 2 million (about USD 400,000), at a stage of building or growing.
Corporate institutes and foundations that need to organize their portfolio, partnerships and social investment.
Large organizations with in-house teams, on fronts such as CRM, individual giving or board engagement.
In 20 to 30 minutes, the organization compares the capacity it has today with the capacity its own goal requires, across the eight dimensions, and identifies where resource potential is slipping away.
It's a first reading, not a full diagnostic. The result organizes concrete hypotheses to prioritize decisions and arrives ready to share with the leadership team and the board.
20–30 min · results on screen and by emailTrilha is a Brazilian consultancy in resource-driven institutional development for civil society organizations (CSOs and nonprofits), institutes and foundations. It compares the resource potential around an organization with its internal capacity to realize it, across governance, portfolio, people, operations and data, and helps leadership decide where to invest first.
A fundraising problem is rarely only about fundraising. Revenue concentrated in a few funders, a board that doesn't mobilize resources, impact that hasn't yet become a case for support, and fundraising that depends on one or two people are all signs of limits in institutional capacity. Trilha starts by mapping the available resource potential and then the capacities that need strengthening to realize it.
Through the Trilha Benchmark, free of charge: starting from the CNPJ (Brazilian CSOs), it compares the organization with similar organizations and shows early funding signals based on public data. The first lookup requires no sign-up. For a deeper analysis, the Institutional Assessment compares current capacity with the capacity the goal requires.
It's a free 20–30 minute assessment that compares the organization's current capacity with the capacity its goal requires, across the eight dimensions of the Trilha Method, through a resource lens. The result appears on screen and arrives by email, ready for the leadership team and the board. It's a first reading, not a full diagnostic.
Direction & Governance; Impact & Evidence; Portfolio & Potential; Financial Sustainability; Stakeholders & Relationships; People & Organization; Operating Model & Execution; and Data & Technology.
Five, from lightest to deepest: Potential Scan (free); Potential & Capacity Diagnostic (fixed scope); Institutional Development Plan; build-out and implementation (fundraising function, individual giving, major donors, corporate partnerships, CRM and board engagement); and ongoing leadership advisory.
Mainly civil society organizations with an annual budget from BRL 2 million (about USD 400,000), at a stage of building or growing. Also corporate institutes and foundations that need to organize their portfolio, partnerships and social investment, and large organizations on specific projects such as CRM, individual giving or board engagement.
Trilha was founded by Thiago André, who brings more than 15 years of experience in fundraising, donor development, stewardship, CRM, data and board engagement at national and international organizations such as Einstein and Rede Santa Catarina.
Three paths, from lightest to most direct: check the CNPJ, take the Institutional Assessment or start a conversation.
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