Turning compassion into impact: How Zoe Black scaled her NFP

Sunday, 01 February 2026

Maja Garaca Djurdjevic photo
Maja Garaca Djurdjevic
Digital Editor
    Current

    When she built her dog rescue not-for-profit beyond pilot stage, the next step for Zoe Black was to scale it, but that had some unexpected challenges.


    Zoe Black grew up in a northern NSW household where animals were part of the family ecosystem. Her parents, both with careers rooted in service and environmental stewardship, volunteered as wildlife carers, so Black was bottle-feeding baby joeys when she was a toddler. Family camping trips involved animals, rescues were routine, and responsibility and care were embedded in her DNA. “Animals were always a big part of my life,” she says. “Anyone who’s had a pet can really appreciate this pure form of unconditional love.”

    In early adulthood, Black survived a period of domestic violence that threatened her life and left lasting psychological trauma. A diagnosis of complex PTSD was another blow.

    “I felt like the world view I had about humans had been shattered,” she explains. “I’d lost hope and trust in other people.”

    So she turned to volunteering. And naturally, she started at her local RSPCA. “The dogs immediately brought me joy.”

    The volunteers and staff also made an impression. “It gave me a view of amazing human beings. I knew one day I’d give back to the organisation that restored my faith in people and put that trust back in my life.”

    When the RSPCA established a program to support women and children experiencing domestic violence by taking their pets into crisis programs, it all fell into place for Black. “It cemented for me that this is where I was meant to be.”

    She began supporting Australians with hearing and speech impairments to access technology, while separately fostering animals for the RSPCA. “Sometimes,” she says, “those two worlds would collide.”

    It was through this work that she saw millions of Australians struggling with loneliness while hundreds of animals sat in rescue centres — and the idea for Happy Paws Happy Hearts (HPHH), a not-for-profit dedicated to pairing socially isolated people with animals to foster connection and healing, was born. It officially launched in 2015 after a philanthropist, impressed by her work with hearing-impaired teenagers and her HPHH concept, provided seed funding. “I did a pitch without knowing I was doing a pitch,” she recalls.

    With funding in place, she struck a deal with the CEO of RSPCA Queensland and began recruiting volunteers. “We got going a lot quicker than I’d anticipated.”

    As the organisation expanded, Black encountered the challenge of scaling beyond the pilot stage. “That’s still a block for many organisations. Probably all the solutions you can imagine have already been tested in this country. The problem is, we’re not scaling them.”

    Get the governance right

    Black connected with her chair, entrepreneur Mark Osborn, who now focuses on supporting NFP initiatives. He is also chair of global supply chain verifier Veridapt and domestic violence support group Humans of Purpose. His corporate skills and guidance proved pivotal in advancing the organisation. Together, they developed strategic plans, financial models and frameworks for scaling the charity. “I was looking for someone who had built their own business before,” she says. “He helped me to lift my gaze and say, ‘This should be supporting tens of thousands of people, so let’s go.’”

    The decade-long journey building the organisation has been marked by continual learning and adaptation. Central to that success, says Black, is a board aligned in values and culture. “That is my key recommendation. Yes, you need to do your skills metrics, but in deciding whether to bring people onto your board, you’ve got to make sure you have that values alignment and you genuinely can trust them.”

    Beyond assembling the right board, she emphasises personal wellbeing is equally critical. As founder and CEO, she has learned the organisation’s health is closely linked to her own, and effective leadership requires practising empathy with clear boundaries. Had Black understood that earlier, she says, “it would have left me with even more energy in the tank.”

    Insights for aspiring NFP leaders

    → Build a supportive network: Volunteers, pro bono professionals and peer founders can be a lifeline for advice.

    → Board selection is critical: Beyond skills, align on values, culture and trust.

    → Use AICD impact measurement toolkits:  “I’d recommend aspiring NFP directors explore them,” suggests Black, “because they can unlock the capacity to govern well.”

    → Value empathy, but set boundaries: Compassion fatigue and burnout are real risks, she says. Learn to differentiate healthy empathy from overextending yourself. Self-care is essential.

    → Seek mentors: Look for guidance from experienced founders or commercial minds who understand scaling and risk management.

    → Be resilient and purpose-driven: Expect setbacks, but don’t let them derail you. Maintain a clear mission and purpose to sustain long-term engagement.


    Growing the business

    Looking ahead, she is focused on scaling her NFP while deepening its impact. “We’re still moving forward with our scale-up,” she says. “We will invest in Sydney as our next major hub, then reach out to the regions around there.”

    Advocacy is another key focus, particularly for socially isolated veterans. “We’re looking at gathering longer-term support for veterans and their families, because the programs that support them are often short term in nature,” she says. “This needs to be an ongoing part of what we do. We must shift that dial now. If we want to return people to work, we have to return them to life first.”

    Despite the challenges NFPs face, Black remains optimistic about the sector’s future. “I’m starting to feel that shift to impact and looking for outcomes. The expectation from funders and government is that we report on our outcomes. I hope that unlocks some doors for social enterprises, so they don’t face what I faced in the past. If they can use impact measurement to show the outcomes they’re capable of, it should become good service income for them. They’ll be solving some of our most challenging social issues.”

    She encourages others considering an NFP path to embrace the opportunity. “There’s no greater role than to give of yourself and try to relieve some of the suffering.”

    For Black, three words — “connection, hope, joy” — capture both the experiences of the people and the animals at HPHH, embodying everything her organisation stands for.

    This article first appeared as 'From purpose to profit' in the February/March 2026 Issue of Company Director Magazine.

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