Dominican Hospital Foundation

When Change Isn’t Welcome — But Necessary

There are projects where the path is clear, the team aligned, and momentum builds naturally. This wasn’t one of them.

When Disruptive Development was brought in to help recalibrate the long-running Holidays d’Eleganz fundraiser for Dominican Hospital Foundation, the charge was simple in theory: reverse declining revenue, modernize the guest experience, and re-engage the broader community. But in practice, the challenge was steep. The event had been running for decades. It was beloved by a small group of longtime volunteers, many of whom equated change with disrespect. Our presence alone was disruptive.

From the outset, we faced deep resistance. Volunteers openly opposed the idea of outside input. We were advised not to attend committee meetings. Early conversations were marked by defensiveness, not collaboration. But we weren’t hired to make friends — we were hired to produce results. And in this case, results required a full strategic overhaul, not incremental tweaks.

Dominican Hospital Foundation fundraising event.

Dominican Hospital Foundation fundraising event in 2018.

Rewriting the Rules—Strategically and Relentlessly

Rather than softening around the edges, we made the case for structural change. We rebuilt the entire event model around three core principles: financial return, guest experience, and mission clarity.

The daytime luncheon—with its expensive fashion show and bloated silent auction—was eliminated. In its place, we introduced a daytime program centered on health-focused entertainment and mission engagement. It was lighter, smarter, and easier to execute, allowing resources to shift toward the main event.

The evening gala was completely reimagined. Gone were the plated dinners and formal dress codes. In their place: a high-end strolling dinner, immersive décor, elevated entertainment, and a bold new thematic identity each year. The entire environment was rethought from the ground up to invite celebration, storytelling, and generosity.

Sponsorship levels were recalibrated. Every tier became more expensive, more strategic, and more intentional. We clarified sponsor value while refusing to undersell the opportunity. And when the results started coming in, it was clear we’d made the right call.

The Risk — and the Reward

None of this was easy. Every change came with friction. Some committee members walked away. We heard the criticisms. But we held the line — not out of ego, but out of discipline. The goal was never to appease a few, but to serve the organization’s broader mission.

And that’s exactly what happened. Donations surged. Revenue climbed to nearly half a million dollars annually—more than double previous years. Sponsors not only returned — they began committing earlier and at higher levels. Guests raved about the experience. The event began selling out.

Over time, something remarkable happened. A number of the original volunteers returned to support the reimagined event. One of the most vocal early critics — who had once sworn off the organization entirely — came back as a loyal sponsor and donor. The model didn’t just work. It changed minds.

Fundraising event at Dominican Hospital Foundation.

Disruption Done Right

This project was never about optics. It was about hard decisions, earned outcomes, and the kind of deep, internal disruption that recalibrates not just an event—but an organization’s sense of what’s possible.

Disruptive Development didn’t offer a veneer of innovation. We built a new core. And when it worked — when the community responded, the dollars poured in, and the event finally felt like a celebration of life and impact — we were welcomed back not just as consultants, but as trusted partners.

We Don’t Flinch from the Hard Work

The Holidays d’Eleganz transformation wasn’t clean or convenient. It was messy, complicated, and absolutely worth it. But we are fearless, and when the situation calls for disruption, we show up with clarity, courage, and a plan. We move quickly, go deep, and help our clients navigate the discomfort of change in order to achieve dramatically better results.

It doesn’t take a unanimous vote to make meaningful change — just a few courageous leaders willing to embrace strategic disruption. When that alignment exists, we become true partners in the work: challenging outdated models, bringing discipline to bold ideas, and helping organizations move forward with purpose, clarity, and results that speak for themselves.