Josh Taub has deep Brown University roots. (Something he and I share). Josh has worked at Brown for 18 years and earned his undergraduate and graduate degrees from the university. Since July of this year, Josh has served as associate vice president for development and international advancement. As I’ve never done a Q&A with an advancement professional, I was thrilled that Josh agreed to answer my questions.
Q: Tell us about your job. What are your primary responsibilities as an associate vice president for development and international advancement?
A: In my role, I serve as one of the team leaders in Brown’s advancement division, which has been engaged in a 10-year fundraising campaign—initially aiming for $3 billion, increased to $4 billion, and now incredibly close to $4.5 billion. I manage a dedicated team of eight, including four front-line fundraisers with diverse expertise across regions and donor demographics. Our team has raised $100 million annually from international sources for each of the past three years.
I manage a portfolio of around 100 high-net-worth individuals, typically alumni and parents, with the capacity for transformative gifts of $5 million or more. In advancement, we engage potential donors and build long-term relationships to advance the university’s priorities. I work specifically with Brown international alumni and parents, primarily focusing on the U.K., Hong Kong, China and other parts of Asia (including Japan, Korea and Thailand) and Europe, Canada and international donors based in the U.S.
In addition to managing donor relationships, my team is responsible for coordinating international travel for senior administrators, including the president, provost and senior vice president for advancement. This includes organizing complex, multicity trips and global events, such as Brown’s sestercentennial celebration in Hong Kong and, more recently, a Brown Athletics reception in Tokyo. Beyond these efforts, I oversee two charitable entities—the Brown University U.K. Charitable Trust and the Brown University Foundation in Hong Kong—which allow donors in these regions to contribute tax-efficiently. My role also often involves liaising with international academic units on campus, and for a decade, I served as the advancement partner to the Watson Institute for International and Public Affairs.
Some of the gifts I’m proudest of include a naming gift for the Legorreta Cancer Center, the endowed directorship for our Alzheimer’s Center within the Carney Institute for Brain Science and a full scholarship program that supports U.S. military veterans at Brown. Recently, I have been leading a $220 million fundraising initiative to make Brown need-blind for international students—a commitment to global access, allowing students from all backgrounds to join the Brown community without financial constraints. We’ve received support from a diverse array of international constituents, including alumni spanning eight decades, from the classes of the 1950s to the present day.
These initiatives exemplify why many of us choose a career in higher education advancement—to be a force for change and to build a brighter, more equitable future for our students, our community and the world. This aligns closely with Brown’s mission to “serve the community, the nation and the world” by fostering knowledge and preparing students to make impactful contributions to society.
Q: What educational and professional path did you follow in your current role? What advice do you have for anyone considering a career in university advancement?
A: Like many in advancement, I didn’t grow up envisioning donor meetings or campaign goals. Instead, this career path discovered me. I grew up in Paris as the son of two Americans who planned to stay for a year but never left. Raised in a multicultural environment, I initially aimed to study business in France. But after a few summers as a camp counselor in California, I learned about a different, broader educational approach. Inspired, I applied to three U.S. schools: MIT (where my father studied), Dickinson (where several family members had gone) and Brown. It’s a bit embarrassing, but I knew little about Brown (the internet didn’t exist yet); it seemed like everyone else in my school wanted to go there. They were none too pleased when I got in, but I quickly learned more about the university and realized it was the right place for me. Brown became a catalyst for how I think and learn, embracing its interdisciplinary approach that encouraged me to explore and take risks across subjects and activities.
Since then, my career has unfolded through a series of mini careers, each building a unique set of skills. I spent seven years at Condé Nast International (magazine publishing), based in Paris, London and Madrid, working on global expansion and launching magazines in markets from Russia to South Africa. Next, I moved to Barcelona and launched my own small publishing syndication company, where I honed sales, marketing and digital media skills with clients worldwide. During my six years there, I met my wife, Rebecca. Eventually, we decided to move to the U.S. Looking at job listings, I came across a role in Brown’s advancement office, requiring fundraising or sales skills, international experience, an understanding of global affairs and knowledge of Brown. I read the job description and knew it was meant to be.
For 18 years, I’ve had the privilege of working in international advancement at Brown, collaborating with a talented team of some of the industry’s most accomplished fundraisers and advancement professionals. It takes a team to fundraise, from fundraiser to support staff, research, gift accounting, stewardship … Over time, I’ve taken on greater responsibilities, managed relationships with high-level donors and am now excited to mentor the next generation of fundraisers. It’s rewarding to see the skills and insights I’ve gained put to use in helping others succeed in this work.
Four years ago, I took on a new challenge by designing my own master’s in mindfulness studies at Brown’s School of Public Health. Inspired by Brown’s open curriculum and taking one class a semester in between work and personal responsibilities, I explored meditation and mindfulness through the lenses of public health, neuroscience and philosophy. It was a personal challenge that also helped me professionally, allowing me to better discuss Brown’s educational philosophy with donors and share firsthand the high caliber of our faculty and students. Last May, I graduated from Brown for the second time. People ask me what I’ll do next, but I did this out of intellectual curiosity and fun!
So, given all of this, I guess my top three tips would be:
- Most people don’t enter advancement as a first love—but many industries cultivate relevant skills and experiences that can transfer seamlessly into fundraising. In Brown advancement, I have colleagues who previously worked in finance, in government and even one who was a former professional ballet dancer! Don’t worry about following a rigid career path; mine was anything but linear. Embrace the idea that various experiences can lead you to unexpected opportunities in advancement and that the skills you gain will serve you well in this field.
- Advancement is a career you can explore without fully switching jobs. Join a local organization’s board and offer to be on their development committee. Volunteer for your alma mater on a fundraising council, helping them raise gifts for their annual fund. Nearly every organization, small or large, needs help with fundraising, so it’s a great, hands-on way to test and build these skills without making a big career change. If you end up loving it, you’ll have built a strong foundation to transition smoothly into the field.
- Cultivating a mindset of continuous learning is essential. Working at a university presents abundant opportunities for personal and professional growth, making each day vibrant and engaging. Learning is part of the job, because we then go out and represent different facets of the university to potential donors. While a career in advancement can be demanding and intense, I am constantly inspired by the remarkable students, passionate faculty members and groundbreaking research that makes a real difference. This dynamic environment fuels my enthusiasm and drives me to excel, reminding me of the profound impact we can have at Brown.
Q: International advancement is a relatively new field in higher education. How is international fundraising different from domestic fundraising? What are specific skills that might be helpful to someone considering a career in international advancement? And what are some common misperceptions of this career path?
A: International advancement shares many similarities with domestic fundraising, following a well-known cycle of engagement, cultivation, solicitation and stewardship. We build meaningful connections with donors, organize impactful events and foster long-term relationships among alumni, parents, faculty and administrators. However, on a global scale, the nuances and complexities introduce a whole new set of challenges, making international work a distinct endeavor that requires a deep understanding of diverse cultures and philanthropic practices.
Philanthropy is significantly shaped by cultural contexts, meaning that the U.S. approach to higher education fundraising may not resonate globally. In many countries, higher education is free, which can lead to surprise even among potential high-level donors when fundraising is mentioned, especially with hefty tuition bills here in the U.S. Attitudes toward charity differ widely from country to country, influenced by factors like religion, social class and government policy. Additionally, recent years have seen increased restrictions on international funding, particularly from countries such as China, Korea and India.
International fundraisers face unique challenges: Language barriers, time zone differences and demanding travel schedules complicate relationship-building. Establishing and maintaining connections with donors whom we see infrequently requires a significant investment of time and resources. Given these complexities, securing international gifts often takes longer and involves years of careful cultivation compared to domestic fundraising.
Working in international advancement requires considerable stamina. I’ve often faced the challenge of traveling over 24 hours door to door to reach China, with just enough time for a quick shower before diving into a three-hour, multicourse meal. While the food is usually delicious, it can be quite the challenge at 6 a.m. in my home time zone, as I have to remain fully engaged throughout the meal! Then try to sleep for a few hours before getting up for the next breakfast meeting.
Lastly, while we can strive to understand other cultures and get everything right, mistakes will inevitably happen, so it’s essential to be forgiving of ourselves. Let me share a funny story from a few years ago. When traveling to Hong Kong, I learned to bring gifts for the people I meet, as is the local custom. One year, I thought I hit the jackpot with some lovely Brown University clocks from the bookstore. However, when I handed them out, one recipient barely said thank you and immediately put the clock back in its box. A similar lukewarm reaction followed for the next person.
Later that day, I received a call from an alumna I’ve known for years, who jokingly said, “Do you know you’ve offended my mother?” (a trustee emerita!). Mortified, I learned that gifting a clock in Hong Kong is a faux pas because the Cantonese phrase for giving a clock sounds like “to attend a funeral”—essentially, they symbolize death! The fix? The recipients gave me a symbolic coin, effectively “buying” the clock from me and thus lifting the curse. Only in fundraising would a solution involve money changing hands! A year later, the trustee emerita called me again, saying her clock had stopped working, but it was her favorite. Could I bring her a new one? I guess it was a good (and timely) gift after all!
