With a background in fundraising and development, Lisa Cousins has worked across galleries, corporates and non-profits, and now leads one of the UK’s largest corporate foundations.
She describes her early months in the role, the new 2026+ strategy, and how she wants the SJP Charitable Foundation to deepen its impact, build long-term partnerships and set best practice for funders across the UK.
Tom Browne:
You joined as head of the St James’s Place Charitable Foundation earlier this year. How have you found settling into the role, and what have been your early priorities?
Lisa Cousins:
It’s been a really good experience. I’m now four months in and, having spent all my career in the charity sector, I know how tough it is to run a charity — chasing the ever-decreasing pool of funding while managing regulations. From a funder’s perspective, that gives me real insight into what charities are up against.
Many colleagues say the foundation is a big reason why they joined and stayed
What struck me straight away was the scale of the foundation: the money raised, the number of people reached and the commitment of the SJP community. It’s been a steep learning curve but a rewarding few weeks, listening to our partners and making sure our strategy aligns with how we deliver.
Browne:
The foundation’s 2025 report shows it supported 981 charities and raised over £8m. What do you see as the most significant achievements behind those numbers?
Cousins:
The numbers are impressive, but what matters is the human impact. Most of our funding is UK and Ireland based, although 15% supports overseas partners. Working with nearly 1,000 charities last year touched a huge number of communities.
Quick application processes, clear criteria and avoiding unnecessary reporting — that’s what fundraisers want
Our grant making has three levels: local allowance grants with quick turnaround, mid-sized grants and multi-year main grants. Even £2,500 or £5,000 can be transformative for a small charity.
A big achievement is that 85% of our community support the SJP Charitable Foundation through gifts and fundraising. I’ve never seen such a high level of participation elsewhere. Everyone is driven by the same purpose, and we work hard to ensure funding goes where it’s most needed.
Browne:
The foundation’s 2026+ strategy has just been launched. What are the main goals?
Cousins:
I feel honoured to be steering the next chapter after more than 30 years of success. Our focus is on deepening impact: helping partners grow sustainably, supporting them with outcome tracking and ensuring they’re ready for other funders.
For us, it’s not only about funding a programme but supporting charities on their journey
It’s about funding what’s truly needed, not just following trends. Listening to our partners and focusing on sustainability and intentionality will be vital.
Browne:
Jamie’s Farm is one of the charities you support. How do partnerships like this reflect the impact you want to have?
Cousins:
Jamie’s Farm is a brilliant example of transformational change. It’s model supporting young people’s mental health, education and self-confidence is unique and sustainable.
Quick application processes, clear criteria and avoiding unnecessary reporting — that’s what fundraisers want
For us, it’s not only about funding a programme but supporting charities on their journey — looking at their leadership, ambitions and resilience.
There’s also a role for regular ‘bread and butter’ funding. If something works, it doesn’t need to be changed just to meet criteria. Having both innovative and steady funding is a balance we want to maintain.
Off the Record: Roger Marsden, CEO of Succession Wealth
Browne:
With 85% of SJP partners and employees donating monthly, matched by the business, how important is this culture of giving?
Cousins:
It’s fundamental. The participation rate speaks volumes about SJP’s culture. Giving isn’t an add-on; it’s embedded. Many colleagues say the foundation is a big reason why they joined and stayed.
It’s about funding what’s truly needed, not just following trends. Listening to our partners and focusing on sustainability and intentionality will be vital
We’re probably the only foundation fully funded by employees, partners and advisers, with all money matched pound for pound by the company. It’s a unique model at this scale and has been in place since day one.
Browne:
Looking ahead, what impact do you most want the foundation to be known for by 2026 and beyond?
Cousins:
I’d like us to be recognised as the best funder we can be, making the right impact, reaching the right people and driving real change. That means finding the gaps others don’t fund; backing emerging stars like Jamie’s Farm and then helping them grow into self-sustaining organisations.
If something works, it doesn’t need to be changed just to meet criteria. Having both innovative and steady funding is a balance we want to maintain
I’d also like us to be known as agile and transparent, setting best practice and influencing our peers.
Quick application processes, clear criteria and avoiding unnecessary reporting — that’s what fundraisers want. If we can embody that and encourage others to do the same, it would be a huge achievement.
Browne:
Thanks for your time!
Tom Browne is the editor of Money Marketing
