We call the result Bossy data - because it tells teams what to do.
Of course, the data can only show the options, it takes a human to make the decisions based on the capability and capacity of the team.
In effect, we had built a data-driven planning system for individual giving. Because Form uses a common segmentation, every product has a shared language about audiences. That means the team can use segment insights as their start point, bringing their own knowledge and creativity to translate into campaigns. And then into journeys that build relationships that feel personal, even at scale.
Our hope is that, as more hospices join the benchmark, the standard data format will create new opportunities to collaborate. If the sector can share the insights generated, along with its campaign successes and failures, it could amount to a combined R&D budget that no individual hospice could afford alone.
Many hospices are under pressure to do more with less, with some facing cuts to services. This is the time to put Bossy data to work and release the creativity of hospice fundraisers to build the relationships that ultimately fund care.
¹ Hospice UK, 18 March 2026 | ² CAF UK Giving Report 2026, 16 March 2026
Form began in a hospice ambitious for growth. Supporter relationships were strong, but the data was scattered, making it difficult to see what was happening across the whole Individual Giving programme.
Berry needed to see what was going on before she could work out where, she needed a way to see what was going on. So she called Stephen.
They had known each other since working together at the National Trust, where Stephen was Head of Data and Insight. By then he was a data consultant, with experience across charity and commercial organisations. [PLACEHOLDER — Stephen beat: e.g. "Stephen didn't want a quick fix. He wanted to build something robust that could be trusted]
Together, we designed and built dashboards for each of the products, bringing the whole programme into view for the first time. It was a start, but creating the dashboards was not the goal, we needed to move the programme forward.
So we built options models across the products. We gave each segment a goal, this meant we could see the choices available and what each one could be worth.