
Amy McPherson | CEO & Founding Partner
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I have worked in nonprofit finance for almost 25 years. I have an MBA from Columbia University.
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I love working with the folks on the front line of nonprofit organizations. It is very rewarding to help build capacity in organizations so they can focus on their mission feeling empowered and supported by their financial information.
​
I feel fortunate to have such a shared sense of purpose with my AFC team members and our nonprofit partners which keeps me motivated every day.
​
Sometimes it's a challenge to balance our four core values, all of which matter deeply. I think transparency is the key to making the other three values work. Transparency allows all stakeholders to understand the information they are seeing in a deeper way than just looking at numbers. At AFC, we have shifted our internal focus to transparency, which has made accomplishing the other three goals easier.
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When I'm not advising for change I'm playing outside. I am a member of an adult horse-back riding team and yoga-lover.
​
Learn more about my professional experiences here.
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​
At AFC, we are building a model of a great place to work that also does great work.

Amy McPherson | CEO & Founding Partner
​
I have worked in nonprofit finance for almost 25 years. I have an MBA from Columbia University.
​
I love working with the folks on the front line of nonprofit organizations. It is very rewarding to help build capacity in organizations so they can focus on their mission feeling empowered and supported by their financial information.
​
I feel fortunate to have such a shared sense of purpose with my AFC team members and our nonprofit partners which keeps me motivated every day.
​
Sometimes it's a challenge to balance our four core values, all of which matter deeply. I think transparency is the key to making the other three values work. Transparency allows all stakeholders to understand the information they are seeing in a deeper way than just looking at numbers. At AFC, we have shifted our internal focus to transparency, which has made accomplishing the other three goals easier.
​
When I'm not advising for change I'm playing outside. I am a member of an adult horse-back riding team and yoga-lover.
​
Learn more about my professional experiences here.
​
​
At AFC, we are building a model of a great place to work that also does great work.

Amy McPherson | CEO & Founding Partner
​
I have worked in nonprofit finance for almost 25 years. I have an MBA from Columbia University.
​
I love working with the folks on the front line of nonprofit organizations. It is very rewarding to help build capacity in organizations so they can focus on their mission feeling empowered and supported by their financial information.
​
I feel fortunate to have such a shared sense of purpose with my AFC team members and our nonprofit partners which keeps me motivated every day.
​
Sometimes it's a challenge to balance our four core values, all of which matter deeply. I think transparency is the key to making the other three values work. Transparency allows all stakeholders to understand the information they are seeing in a deeper way than just looking at numbers. At AFC, we have shifted our internal focus to transparency, which has made accomplishing the other three goals easier.
​
When I'm not advising for change I'm playing outside. I am a member of an adult horse-back riding team and yoga-lover.
​
Learn more about my professional experiences here.
​
​
At AFC, we are building a model of a great place to work that also does great work.


At AFC, we are building a model of a great place to work that also does great work.
Amy McPherson | CEO & Founding Partner
​
I have worked in nonprofit finance for almost 25 years. I have an MBA from Columbia University.
​
I love working with the folks on the front line of nonprofit organizations. It is very rewarding to help build capacity in organizations so they can focus on their mission feeling empowered and supported by their financial information.
​
I feel fortunate to have such a shared sense of purpose with my AFC team members and our nonprofit partners which keeps me motivated every day.
​
Sometimes it's a challenge to balance our four core values, all of which matter deeply. I think transparency is the key to making the other three values work. Transparency allows all stakeholders to understand the information they are seeing in a deeper way than just looking at numbers. At AFC, we have shifted our internal focus to transparency, which has made accomplishing the other three goals easier.
​
When I'm not advising for change I'm playing outside. I am a member of an adult horse-back riding team and yoga-lover.
​
Learn more about my professional experiences here.
​
​

one voice, one vote.
Big changes, bigger purpose: AFC is proud to be a worker-owned cooperative where every member has a stake, every voice matters, and every decision builds a better future for our team and our nonprofit partners.
Transitioning to a worker-owned cooperative was a natural progression for AFC with our long-standing beliefs and practices in transparency, empowerment, and putting people first. For nearly 20 years, we have been privileged to work with and learn from nonprofit partners who have modeled concepts important to cooperatives, such as democratic governance, concern for community, and solidarity. This transition further aligns AFC with the nonprofits we serve.
“One of the things I'm very excited for with the transition to a worker-owned co-op is to hear the voices of my colleagues that I maybe don't hear on a very frequent basis. One of the main principles of being a worker-owned, cooperative is one person, one vote.
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Christine McCorkle
Board President
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The co-op transition team!
What is a worker owned co-op?
A worker owned co-op is a business model in which workers can opt into membership in order to share ownership and decision-making in the company. Each worker-owner has an equal stake in the company and a voice in major decisions, typically following a democratic "one person, one vote" principle. The core of the co-op's purpose is to ensure worker and community benefit. ​
How does ownership work in a co-op?
Worker-owners who choose to be co-op members buy into the co-op through an initial investment. All members share in its profits, risks, and decision-making responsibilities.
What is the leadership structure in a co-op?
A co-op is governed by a board of directors that is typically elected by the its members. The board's primary functions are to create and oversee the application of the co-op's bylaws as well as to conduct high-level strategic planning. In addition to the board (ie: the board's leadership dance partner) a co-op also has an internal management structure to oversee the day-to-day operations and decision making.
Why would an organization choose to become a co-op?
Organizations often transition to a co-op model to ensure the long-term sustainability of the company. The co-op provides an equitable workplace, job stability, and a positive company culture which results in long-term worker-owner retention.
What are the guiding principles of a co-op?
The International Cooperative Alliance
Seven Cooperative Principles
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1. Voluntary and Open Membership 5. Education, Training, and Information
2. Democratic Member Control 6. Cooperation Among Cooperatives
3. Member Economic Participation 7. Concern for Community
4. Autonomy and Independence