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So many great charities start with a person. A vision. A conviction that something must be done. And often, that person throws themselves into the work without thinking about governance, legal structures, or what the organisation will look like in five years—let alone ten.

I’ve seen this story play out again and again: a founder launches a charity, builds a loyal team, attracts funding, and drives real impact. But because the structure was rushed—or built entirely around them—it starts to creak as the organisation grows. Decisions bottleneck. Trustees aren’t truly independent. Funders raise red flags. Sometimes, the founder burns out or leaves—and the whole thing collapses. It doesn’t have to be this way.

What founders often get wrong (and how to avoid it):

1. Choosing the wrong legal structure
Most founders default to a Charitable Incorporated Organisation (CIO) or Company Limited by Guarantee (CLG) because they’re familiar and simple. But what if your model depends on trading income, consultancy, or community ownership? A CIC or dual structure (charity + trading subsidiary) might serve you better. The wrong choice can limit income options or complicate governance down the line.
Tip: Don’t just copy what another charity did. Think long-term about your model and mission.

2. Filling the board with loyal friends
It’s natural to turn to people you trust when starting out. But if your board is made up of friends, family, or former colleagues, you risk creating a culture of deference—not challenge. Independent governance doesn’t mean losing control. It means gaining legitimacy, rigour, and the ability to grow well.
Tip: From day one, include people who will ask you hard questions—and back you when you’re right.

3. Holding onto too much control
Founders often stay as trustees and CEOs. They sign everything. Make all the decisions. Nothing moves without them. It feels efficient—until it isn’t. It also blurs lines. Who holds the CEO to account if they’re also the board chair? What happens when the founder wants to step back?
Tip: If you’re the founder-CEO, don’t sit on the board. Build in governance from the start, and plan your eventual exit or succession.

Founders bring energy, vision, and sacrifice. But they also need mentoring, governance advice, and space to learn. Many founders in the Muslim and international development space also face additional layers: cultural expectations, funding bias, or limited access to legal support.

If you’re a founder reading this—ask yourself: will your charity survive you? Can it scale without you? Have you built for sustainability or personality?