Bridging Hope: Victor Nichols on Global Leadership at Make-A-Wish International

As Chair of Make-A-Wish International, Victor Nichols oversees a global network operating in nearly 50 countries, united by one purpose: granting life-changing wishes to children with critical illnesses. In this Industry Leaders Q&A, Nichols reflects on purpose-driven leadership, the measurable impact of hope, and why philanthropy must sit at the core of global business and community responsibility.

Q: What first inspired your involvement with Make-A-Wish International, and how has that purpose evolved now that the organisation serves children in nearly 50 countries?

A: Thank you for taking the time to cover Make-A-Wish International, and for starting with this important question. I had a personal experience that allowed me to witness firsthand what children with critical illnesses endure. The impact is overwhelming. Seeing what the child goes through is difficult enough, but the toll on parents, families and often entire communities is impossible to describe.

You can’t experience that up close and not feel compelled to help. You help because you realise the difference you can make—not only for the child, but for everyone involved. Wishes are like medicine. They are healing for everyone.

A wish isn’t just a moment; it’s a journey. Trained volunteers inspire children to think, dream and imagine a better future. It’s a meaningful intervention that improves quality of life and builds resilience. I believe every child facing critical illness, wherever they live, deserves the same level of hope and healing.

Q: The Make-A-Wish vision—“to grant the wish of every eligible child”—is incredibly ambitious. How do you keep that goal grounded and achievable?

A: Our vision is bold because the need is immense. Every 25 seconds, a child is diagnosed with a critical illness and becomes eligible for a wish. While we’re still far from reaching every child, in 2025 we granted more than 17,500 wishes outside the United States.

We’re expanding our reach each year—both within existing countries and into new ones. Our Affiliates, donors and volunteers are innovating how wishes are delivered and ensuring each one creates meaningful impact. It’s about progress, consistency and moving closer to the vision one wish at a time.

Q: Values such as Child Focus, Integrity, Impact, Innovation and Community are central to Make-A-Wish. How do they guide your leadership?

A: They act as our compass. Child Focus ensures every decision serves the best interests of the child. Integrity builds trust with donors and partners. Impact and Innovation drive us to measure outcomes and embrace new ideas. Community reflects the collaboration—globally and locally—that makes our mission possible.

Q: What are the biggest leadership challenges of managing such a global network?

A: Balancing global consistency with cultural sensitivity is a constant challenge. We operate in nearly 50 countries, each with unique healthcare systems, traditions and realities.

What makes it work is empowering local Affiliates to honour their differences while maintaining shared global standards of governance, ethics and impact measurement. It’s a privilege to see what’s possible when people from different backgrounds unite behind a shared purpose.

Q: Make-A-Wish has granted more than 615,000 wishes since 1980. What does real impact look like beyond the numbers?

A: Impact is a child rediscovering joy after months of treatment. Its families feeling hope restored. It’s clinicians reporting better treatment adherence.

One example is Paolo, an 11-year-old from Italy with Sturge–Weber syndrome. His wish for an adaptive bike became a community celebration. That bike symbolised freedom, inclusion and confidence. That’s the lasting power of a wish.

Q: Do you track long-term outcomes for families after a wish is granted?

A: Yes. Our Theory of Change research shows immediate and long-term benefits. Families report increased happiness, reduced stress and improved emotional wellbeing.

Months later, children often show greater resilience and better engagement with treatment. Up to two years on, families report stronger cohesion and optimism. Over 93% of parents see positive changes in their child’s wellbeing.

Q: How does sustainability influence Make-A-Wish International’s operational model?

A: Our principle is simple: grant wishes today without compromising the ability to grant more tomorrow.

Sustainability for us is social and operational as well as environmental. We align with global health and equity goals and the UN Sustainable Development Goals, particularly as more than two-thirds of our wishes are granted in developing nations.

Q: How are digital tools and global campaigns helping you reach more children and supporters?

A :Digital transformation is central to our strategy. From global fundraising platforms to social storytelling and initiatives like World Wish Month, we collaborate across borders and cultures. Local influencers and corporate partnerships help us reach new audiences in relevant, authentic ways.

Q: What do you look for in corporate or community partners—your “WishMakers”?

A: A WishMaker is anyone who helps make wishes come true. The strongest partnerships happen when values align authentically. When that alignment exists, it unlocks innovation, reach and sustainable change.

Supporting Make-A-Wish also lifts partner brands. There are few things more powerful than being known for helping children.

Q: How has your role at Make-A-Wish shaped your leadership philosophy?

A: It’s taught me that compassion and strategy are not opposites—they’re partners. Empathy inspires action, but sustainability requires discipline and data. When people unite behind a shared belief and clear vision, the impact multiplies.

Q: What is the most powerful lesson you’ve learned from the children and families you’ve helped?

A: Hope is tangible. I’ve seen children regain strength and families rediscover joy because of a wish. Hope is one of the most powerful forces for healing.

Q: Looking ahead, what opportunities lie ahead for Make-A-Wish International?

A: Our goal is to grant 50,000 wishes annually by 2030. We’ll achieve this through innovation, technology, deeper medical collaboration and engaging new generations of donors and volunteers worldwide.

Q: What would you say to business leaders who see philanthropy as “nice to have” rather than essential?

A: Philanthropy isn’t optional—it’s a driver of trust, engagement and long-term value. Supporting organisations like Make-A-Wish isn’t just doing good; it’s doing what matters for society and business.

Q: Finally, what advice would you give to someone who wants to become a WishMaker?

A: Get off the sidelines. Start where you are. Every contribution creates ripples of hope. Visit worldwish.org and join a global movement that changes lives every day.

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