In a special, two-part episode of Channel Insider: Partner POV, host Katie Bavoso sits with Michael Pompey, chief information and transformation officer of the Girl Scouts of Eastern Pennsylvania (GSEP). Pompey’s insights offer a refreshing perspective on technology’s role in nonprofit organizations, particularly in managing large-scale operations like the Girl Scouts.
The Girl Scouts: More than cookies, camps, and crafts
In Part 1 of the interview, Pompey emphasizes the organization’s need to operate with the same level of technological sophistication as any other enterprise. “A lot of times, people think about cookies, camps, and crafts, but the Girl Scouts is so much more. The Girl Scouts is an enterprise like any other enterprise. And just like that, they have their needs,” Pompey states.
His role involves maintaining the technology and finding ways to leverage data and AI to support the organization’s mission. By focusing on efficiency and resource management, Pompey helps the organization serve girls across nine counties in Southeastern Pennsylvania. He highlights the importance of aligning technological initiatives with the organization’s core mission: empowering young girls.
Listen to Part 1 of the podcast:
Watch the Part 1 video:
A nonlinear journey to leadership
Pompey’s path to becoming CIO of GSEP wasn’t a straight line. He never set out to become a CIO, but he did begin by studying electrical engineering. He recalls, “I never really wanted to be a CIO. I actually wanted to be an engineer. I actually went to school to study electrical engineering and other things of that nature. And so as I started studying engineering, the way it was taught many moons ago when I was in school did not leave me with the passion that I thought I would have for engineering.”
Instead, he ventured into criminology and forensics, finding fascination in the investigative side of technology. He eventually began developing software to help organizations better use their data, which led him to realize technology’s critical role in organizational success.
Pompey’s diverse career—from education to government to community planning—shaped his approach to technology as a tool for empowerment. During the COVID-19 pandemic, he felt a renewed calling to work with organizations focused on empowering communities, leading him to the Girl Scouts.
“When I saw that, a light bulb went off in my head, and I thought, you know what? Here is an organization that is worthy of my talents. They should have a person like me on their team. So that’s what started me on this path—being the CIO here at the Girl Scouts of Eastern PA,” Pompey says, illustrating his passion for serving organizations with a mission bigger than themselves. His journey highlights the importance of aligning one’s work with a greater cause, which is a valuable lesson for anyone in tech or leadership roles.
Leveraging partnerships for success
Pompey is clear about the vitality of channel partnerships in response to Bavoso’s question about leveraging the IT channel.
“No one’s got the ability to do everything in-house anymore. And if you are trying to do everything in-house, I guarantee you you’re dropping a ball on something. Because of the amount of expertise, the change in CIOs and CTOs today is staggering. So you definitely need some type of partner,” he states.
As Pompey points out, the rapid pace of technological change makes it nearly impossible for any organization to keep up without external expertise. Managed service providers, security consultants, and others all help ensure the Girl Scouts’ systems run smoothly.
Business leaders should remember that partners are not merely vendors but essential extensions of their teams. By relying on partners for expertise, organizations can focus on their core mission and avoid being overwhelmed by technological challenges.
Managing cookie sales: A $2 billion industry
One of the most surprising insights from the conversation is when Bavoso and Pompey discuss the size of the Girl Scouts’ cookie program. Pompey explains that it is the largest girl-led business on the planet, generating over $2 billion annually. This isn’t just about selling cookies; it’s about teaching girls critical entrepreneurial skills like marketing, outreach, and customer service.
The financial success of the cookie program is also a double-edged sword for GSEP’s IT operations. The volatility of consumer demand can create budgeting challenges. Pompey outlines the delicate balance required to manage cookie sales while ensuring that technology systems are ready to handle distribution logistics.
He describes how data plays an essential role in managing this volatility, helping the organization make informed decisions about production and distribution. This highlights the importance of agility in managing large-scale operations and the need for robust data systems to navigate uncertainty.
The role of data in driving organizational strategy
Pompey stresses how crucial data is to GSEP’s success, especially when coordinating across multiple counties with diverse populations. His team uses data to identify where resources are most needed, ensuring they serve both urban and rural communities effectively. “Data becomes such an important piece as it relates to not only the revenue that the girls can earn but how we support our services,” he notes, as it informs everything from staffing to marketing strategies.
For organizations looking to improve their impact, data should be collected and actively used to shape strategies and decisions.
The role of technology in the Girl Scouts’ mission
In the second part of this Partner POV episode, Pompey highlights technology’s critical role in nonprofit organizations. He sheds light on how technology plays a pivotal role in supporting youth leadership and outreach. From his perspective, one of the most important lessons for nonprofits is that adopting the right technology can elevate operations and increase the impact on communities.
Listen to Part 2 of the podcast:
Watch the Part 2 video:
Tackling the AI hype train: Innovation with caution
Pompey shares his measured approach toward artificial intelligence (AI) when asked about current tech trends. While the hype around AI is palpable, he urges caution. “I’ve never seen such a hype train in my career … So for us, we are taking a cautious step as it relates to AI and automation, trying to separate what is hype versus what will really differentiate the experience for our families and our girls,” Pompey remarks, highlighting the need to separate trends from lasting innovations.
Pompey underscores the importance of leveraging AI for practical applications that enhance organizational efficiency, such as automating mundane tasks or using data models to identify trends. However, nonprofits must avoid getting swept up in the hype and focus on solutions that directly improve their mission and operations.
For organizations managing large volunteer bases, like the Girl Scouts, Pompey suggests that moving slowly allows for thoughtful integration that supports rather than disrupts established processes.
Building relationships with channel partners: “Word of mouth” matters
One of the more significant lessons from this interview is how Pompey approaches vendor and partner relationships. When asked how he selects third-party solution providers, Pompey explains that his first step is always his network. “Word of mouth through my network—who have they used, who would they recommend, and who should I steer clear of?” This method ensures that he’s building relationships based on trust and proven success.
Pompey further underscores that successful vendor partnerships are built on understanding and patience. Solution providers who invest time in truly knowing the organization’s needs—and not just pushing a product—are more likely to build lasting relationships. His advice for vendors is to slow down and focus on the relationship, not just the sale. For organizations in the market for third-party solutions, Pompey’s approach reminds them to prioritize partnerships that add long-term value.
Standing out in the initial meeting: The power of questions
Pompey offers insightful advice on channel providers’ ability to make a strong first impression. He prioritizes the types of questions they ask during that initial meeting. “It’s the questions you ask that tell me whether you’ve done your research and if you have the perspective I might not have,” says Pompey. This approach challenges providers to engage deeply with the client’s needs rather than relying on pre-packaged sales pitches.
He also reveals a unique practice he uses during initial meetings with potential partners. “At the end of the conversation, I ask them, ‘What was the most useful thing we talked about today?’” he explains, using this question to gauge how much attention and focus the provider has given the conversation. The responses tell him whether they’ve understood the organization’s needs or are merely going through the motions.
Asking the right questions can make all the difference. Pompey isn’t impressed by flashy presentations or glossy materials; he wants insight, curiosity, and a real desire to understand his organization’s challenges. This approach is something all professionals can learn from: your value lies in your ability to listen, understand, and offer relevant solutions—not in the slickness of your pitch.
Tune in to the video or podcast above for more insights from Katie Bavoso and Michael Pompey, chief information and transformation officer of the Girl Scouts of Eastern Pennsylvania—and be sure to like and subscribe for future interviews with solution providers and thought leaders, plus special episodes and opportunities!
