Introduction
The charity sector in the UK is undergoing seismic shifts. Mounting costs, falling donations and rising demand have put even long-trusted organisations under pressure. At the same time, senior leadership roles in these charities once considered straightforward and mission-driven are now highlighting deeper questions about governance, transparency and fit.
Among these organisations, Macmillan Cancer Support (Macmillan) stands out. With a brand that many donors and volunteers recognise, Macmillan also represents some of the tensions playing out right now in UK charities: balancing specialist frontline support against corporate-style leadership; salaried senior roles versus volunteer-driven ethos; and historic public trust with fresh scrutiny over internal culture.
If you’re thinking of applying for a senior role in Macmillan or another UK charity, it pays to understand not just the job description but the wider organisational context. This post walks through senior roles, controversies, what they mean for applicants and what to look for if you’re assessing a charity as both a potential employer and a cause you believe in.
Senior Roles in Macmillan & Comparable UK Charities
The landscape: what kinds of roles are senior in charities?
In large charities like Macmillan (turnover in hundreds of millions of pounds, hundreds or thousands of staff), “senior roles” typically include:
- Executive Director roles (e.g., Director of Strategy & Transformation)
- Heads of major functional areas (Fundraising & Partnerships, Marketing, Advocacy, HR/Culture)
- Newly created “Transformation” or “Change” roles (reflecting a push to modernise)
- Roles with significant external representation (boards, governance committees, partnerships)
For example, Macmillan has advertised roles such as a Director of Strategy & Transformation (~£119,000 salary), Head of Product (~£88,500), Head of Corporate Partnerships (~£88,500) and others, even as the charity has made wider cuts. (The Guardian)
Why these roles matter
These are not simply “manager” roles. They often:
- Set organisational direction (strategy, transformation)
- Interface externally (with government, donors, partners)
- Require business/commercial mindset as well as mission-alignment
- Hold the purse strings or influence major programmes
This means applicants need both charitable sector sensibilities and the executive capability to deliver in a complex environment.
Table: Example Senior Role Requirements vs. What’s Changing
| Role Title | Typical Requirements | What’s Changing / Why It Matters |
|---|---|---|
| Director of Strategy & Transformation | 10+ years in senior leadership, proven change management, broad stakeholder experience | Charities are increasingly borrowing corporate models of transformation, meaning applicants must handle cultural change, cost-control and innovation |
| Head of Partnerships or Corporate Fundraising | Strong network, commercial acumen, understanding of donor/corporate relationships | Fundraising is under pressure; charities expect senior roles to bring new income streams or partnerships |
| Head of People & Culture / Chief People Officer | Strong HR/OD background, cultural change, leadership development | As charities scale or restructure, senior people-roles get elevated—ideal applicant must navigate both mission and organisation complexity |
| Marketing / Brand Director | Brand management, multi-channel marketing, audience insight | With competition for donations growing, charities want senior marketing roles capable of ROI, digital strategy and brand differentiation |
Controversies & Tensions: What Applicants Should Know
Working at a senior level in a big charity means not just delivering programmes—it also means navigating scrutiny, reputational risk and internal culture. Here are some of the specific issues at Macmillan (many of which apply to other large UK charities too) that you should be aware of.
Financial pressures, service cuts and senior pay
- Macmillan confirmed a reduction of approximately 26% of its workforce, with 413 redundancies in 2024, citing a “tough financial climate”. (Civil Society)
- At the same time, Macmillan advertised senior roles with six‐figure salaries. The move led to criticism that frontline services (like the hardship grant scheme) were being cut while senior hires proceeded. (The Guardian)
- One review noted that between 2017 and 2023 Macmillan spent £100 m more than it raised, and in 2023 wage and salary costs surged to £80 m from £68 m the previous year. (Civil Society)
For applicants: ask about how salary bands are set, how senior roles align to mission priorities, how service cuts have been communicated and the rationale behind leadership hiring.
Culture, diversity & internal complaint handling
Macmillan commissioned a review by the Social Justice Collective that concluded the organisation had a culture of “systemic” racism and ableism—staff reported bullying, exclusion, micro-aggressions and that complaints had been “brushed under the carpet”. (The Independent)
Some Glassdoor-type staff comments reinforce concerns:
“There are truly shocking levels of really poor leadership and management at Macmillan … staff are frequently having to endure constant and overwhelming feelings of disrespect.” (Glassdoor)
For applicants: investigate what post-review actions have been taken (not just promised). Ask about staff-turnover, staff-engagement metrics, diversity & inclusion dashboards, and how senior leaders are held accountable for culture.
Governance, mission alignment & external perception
Charities are increasingly under public scrutiny. Macmillan’s decision to cut its welfare advice service (which had secured £112 m in support for 34,000 cancer patients in 2022) while expanding its senior hiring drew accusations of mis-prioritisation. (The Guardian)
Research shows major UK charities are caught in a “perfect storm” of rising demand and shrinking income. (The Independent)
For applicants: check the charity’s financials (income vs spending trends), mission reports, how services are being reshaped. Ask: “Are senior roles being created to support mission delivery or to support internal transformation?” The difference matters.
What Applicants Need to Know Before Applying
If you’re considering applying for a senior role at Macmillan or a comparable UK charity, here are key areas to probe and reflect on.
1. Understand the charity’s current context
- Review the latest annual report and financial statements: Does income match or fall behind expenditure?
- Ask about service changes: Which programmes have been cut or expanded recently? Why?
- Understand how the senior leadership structure has changed: Are new roles replacing old ones or adding layers?
- Speak to current or former staff (via network, LinkedIn) if possible: What is the culture like? Are senior hires and redundancy programmes consistent?
2. Mission vs. management balance
Charities exist to deliver social good—but large charities increasingly function like complex organisations with strategic priorities, KPIs and transformation agendas. Ask yourself:
- Do I want a role that is very mission-facing (direct service delivery, front line, programme oversight) or more organisational (strategy, transformation, partnerships)?
- Is the role clearly connected to delivering impact for beneficiaries, or is it more internal (e.g., cost-cutting, growth management, digital change)?
- How will success be measured? By service reach, by fundraising, by organisational efficiency? The answer can significantly shift how the role feels.
3. Senior role expectations & skills
Given the contours described above, applicants must often bring:
- Familiarity with non-profit governance, charity regulation and public accountability (e.g., relationship with the Charity Commission for England and Wales)
- Ability to engage with stakeholders: donors, corporate partners, government, service users
- Commercial mindset: income growth, partnerships, cost-optimisation
- Cultural leadership: navigating change, handling internal resistance, building inclusive teams
- A clear alignment with the charity’s purpose: senior hires are increasingly expected to live the mission as well as manage.
4. Compensation, transparency & public perception
- What is the salary band for the role? How does it compare with peer roles in similar charities? For example, one report showed charity senior salaries over £100k fuel donor scrutiny. (dazzlingdawn.com)
- What is the charity’s policy on senior remuneration? How are roles benchmarked? Macmillan has stated that salaries are “benchmarked” against equivalent roles in the charity and healthcare sectors. (The Guardian)
- How transparent is the organisation about pay, benefits and performance of senior roles? Is there an annual breakdown of senior salaries and the pay ratio between executive and median staff?
- Consider how public perception might affect the role: if the charity is in the middle of restructuring, service cuts or controversies, being in a senior role might bring heightened scrutiny and reputational risk.
5. Culture, staff voice and inclusion
- What was the outcome of culture reviews or staff-engagement surveys? For example, Macmillan’s review found serious issues around racism, ableism and exclusion. (The Independent)
- Does the charity recognise trade unions or provide collective bargaining? Macmillan recently achieved union recognition for over 200 staff via Unite the Union. (Civil Society)
- When senior roles lead transformation or restructures, what support and resources are in place? What’s the pace of change and how is staff impacted?
- As an applicant, ask: “What is the staff turnover rate? How many internal promotions vs external hires? What is the median / average tenure for senior staff?”
6. Fit with your career aspirations
- Do you want to be leading a change agenda (e.g., transformation, partnerships, digital) or overseeing steady state operations?
- Are you comfortable with high-visibility roles where strategic decisions will have major implications for service users, budget and reputation?
- Are you prepared to operate in a charity environment that may require balancing mission with operational and financial realities (not pure altruism, but strategic leadership)?
- If the charity is undergoing restructure, are you prepared for ambiguity, role evolution and possible reorganisations?
Comparisons: Macmillan vs. Other UK Charities
To get a sense of where Macmillan sits in the broader sector, here are some comparative points:
- Macmillan is one of the UK’s most well-known charities for cancer support, with a turnover in the region of £230m+ (as of recent years). (Wikipedia)
- Many large charities are reporting similar pressures: for example, charity closures (for those with revenues >£50k) increased to 151 in 2024/25, up from 87 in 2023/24. (The Independent)
- Senior pay in charities: Reports show at least 270 charity executives earn over £100k annually, and this is contributing to donor concerns. (dazzlingdawn.com)
Thus, while Macmillan is often in the spotlight, many of its challenges reflect sector-wide pressures. But that also means as a senior candidate you have to ask: what differentiates this charity’s senior role (and its execution) from others?
Key Insights for Applicants
Here are some distilled take-aways you should keep front of mind.
• Senior roles in charities are more complex than they appear
They aren’t just about “doing good”. They often require navigating corporate‐style complexities: financial scrutiny, fundraising targets, organisational change, external partnerships, and risk management. The stronger your experience in these areas, the better your fit.
• Transparency and mission alignment matter
If you’re stepping into a senior role, you want to join a charity where the leadership talks about mission and backs it with credible action. Service cuts, senior hiring sprees, opaque pay practices or culture issues should raise red flags.
• Internal culture will impact your success
Large charities often have decades-old structures, entrenched ways of working and cultural legacies that may not align with the ‘strategic refresh’ that senior roles expect. If culture is resistant, your scope to deliver may be constrained.
• Change roles may come with greater risk & reward
If you accept a senior transformation or restructuring role, you’ll likely face ambiguity, pushback and high expectations. But you’ll also be in a position to shape direction, influence major change and build a legacy. Be sure you’re comfortable with that kind of role.
• Be clear on how your success is measured
Ask early: What are the KPIs for the role? Are they aligned with service delivery, fundraising, cost savings, growth, partnership metrics? How is performance evaluated, and who holds the senior role to account (e.g., trustees)? This helps avoid misalignment between your expectations and the charity’s.
• Your personal values and motivations matter
Charities will expect you to understand and live the mission. But you also need realistic expectations: budgets are tight, growth may be slower, and internal governance means you may not have the autonomy you’d have in a commercial role. Being comfortable in a hybrid zone—mission + business discipline—is key.
Signs of a Healthy Charity to Look for as an Applicant
When interviewing for a senior charity role, here are signs that the organisation is in better shape (and conversely, warning signs to probe further).
Healthy signs:
- Transparent annual reports, including senior pay bands, reserve levels, staff demographics
- Clear mission-to-strategy linkage: e.g., “We will reach more people living with cancer by 2028” with measurable milestones
- Staff-engagement scores released publicly or internally discussed
- Governance: independent trustees, active risk register, external review of culture
- Evidence of service continuity or expansion, not just headline cuts
- Inclusive culture evidence: staff networks, diversity metrics, external review and visible follow-through
Warning signs:
- Significant senior hiring while frontline services are cut, without clear explanation
- Lack of detail about how new roles link to mission delivery
- Reports of systemic internal culture issues with few visible remediation steps
- Shrinking income while senior pay or overheads are holding steady or increasing
- High turnover / external hires in senior roles without internal leadership pipeline
- Poor linkage between senior leadership and the service delivery reality on the ground
My Take: Should You Apply?
If you’re evaluating a senior role at Macmillan or a comparable UK charity, here’s how I see the decision-making process.
When it’s a good fit:
- You thrive on both purpose-driven work and operational/strategic leadership
- You are comfortable operating in a high-visibility role with accountability and some ambiguity
- You’ve got experience in change management, partnerships, fundraising or commercial disciplines and you want to deploy that in a mission-driven context
- You’ve done your homework and you find the charity’s strategy, leadership and culture credible and aligned with your values
When to pause or dig deeper:
- If your motivation is purely “helping direct service” and the role is primarily internal strategy/transformation, there may be a mismatch
- If you see red flags around culture, pay transparency, service cuts or mission drift—you’ll want to ask tough questions or seek clarity before committing
- If you prefer a steady environment and less change/risk, a charity undergoing heavy restructuring may not offer the stability you seek
Conclusion
Senior roles in UK charities like Macmillan are at a crossroads. On one hand, huge potential exists to drive meaningful impact: more people reached, more efficient services, new partnerships and social innovation. On the other, the realities of cut-backs, scrutiny, organisational complexity and culture change are very real.
As an applicant, you carry not only your own credentials but also the responsibility of helping steer the organisation toward its mission while navigating the business-like demands that senior leadership now entails. The opportunity is exciting, but you’ll serve best if you enter with your eyes open: clear on the mission, confident in your leadership, aware of the challenges, and aligned with the organisation’s values and direction.
If you keep the above frameworks in mind about senior roles, controversies, what to ask and what to watch, you’ll be better placed not only to secure a role but to succeed in it.