Senior Researcher

GiveWell’s mission is to help people in need as much as we can by researching the most cost‑effective ways to save and improve lives, sharing our work openly, and directing donations to the programs we believe will do the most good. Our work, which focuses on global health and well-being, is funded by tens of thousands of donors who rely on our research to inform their giving. We’ve grown from directing $1.5 million in 2010 to directing more than $400 million in 2025. We anticipate our total grantmaking is likely to approach or even exceed $1 billion this year, and we are working toward a future that could be several times that scale. Through years of deliberate groundwork, we’ve been growing our research capacity and scope in order to direct substantially more funding to the most impactful opportunities we can find.

Update: We will stop accepting new applications for this role on November 26, 2026.

Summary

GiveWell is seeking exceptional Senior Researchers to help us direct hundreds of millions of dollars annually to the most cost-effective global health and poverty alleviation programs. As part of our lean research team, you will have an outsized influence on our funding decisions and help us save and improve lives on a global scale.

You’ll create and lead ambitious research agendas, answer complex questions, and inform high-impact grantmaking decisions by combining rigorous evidence review, cost-effectiveness modeling, and thoughtful judgment.

Some Senior Researchers may eventually choose to transition into an equivalently-leveled Senior Program Officer role to lead a large grantmaking portfolio, while others choose to stay focused on leading significant research agendas. We’re open to a wide variety of internal development options depending on your preferences and our needs.

The role

Senior Researchers are the intellectual leaders of GiveWell’s work. In this role, you’ll join a small senior team in setting ambitious research agendas, sifting through the countless questions we could try to answer and honing in on those that matter most. Your decisions will inform the allocation of hundreds of millions of dollars to dozens of grantees. You’ll also communicate externally about our work and mentor and advise other members of the team.

You will shape a research agenda that brings rigor and creativity to the thorniest questions GiveWell faces. You’ll execute that agenda by combining thorough review of empirical evidence, cost-effectiveness modeling, discussions with subject matter experts, understanding of the broader context, and your own judgment. In the course of your work, you might approach questions like these:

• What should we believe about the impacts of improved water quality on all-cause mortality?

• What is the impact of building footbridges in rural communities?

• How can we model the general equilibrium effects of cash transfers?

• How should we prioritize programs that reduce poverty relative to programs that reduce deaths?

• How should we think about the opportunity cost of other actors’ contributions to programs we fund?

• How should we account for high levels of uncertainty in our cost-effectiveness estimates?

• How do we use effects from trials conducted 30 to 40 years ago to predict impacts today?

After gaining experience on the team, Senior Researchers pursue a few pathways for career development based on their preferences and GiveWell’s needs. Some choose to develop wider and more autonomous research agendas as individual contributors, while others take on people management responsibilities. Another potential pathway is to transition into a Senior Program Officer role, which is a lateral move—we don’t conceptualize the Senior Researcher role as a training ground for program work. All of GiveWell's Senior Program Officers are also researchers with strong technical training and a penchant for sketching out a model when they’re not sure how to approach a problem.

Senior Program Officers typically own high-impact, cost-effective grantmaking portfolios by deepening their expertise, growing their networks, and understanding the broader context within a specific grantmaking area. They think through questions like:

• How should we balance exploring and seeding new, smaller opportunities with funding cost-effective opportunities at scale today?

• How can we triangulate empirical evidence against expert opinion on other qualitative features, like organizational track record?

• What is research we can fund today that could substantially impact our grantmaking five years from now?

• How much uncertainty are we willing to accept before making a grant? What key research questions do we need to answer before making a grant, and which ones can we deprioritize or answer later?

Team structure

Our research department has over 60 people, and is currently organized into eight teams:

• Five of the teams (Water, Livelihoods, Nutrition, Malaria, and Vaccines) focus on specific areas of grantmaking.

• The New Areas team focuses on interventions in domains that are new to GiveWell.

• The Cross-Cutting team focuses on methodological issues, research quality, and other big-picture concerns that cut across all of our research work.

• The Commons team provides generalized research support to each of the other teams, including landscaping research, vetting, and publishing.

New Senior Researchers typically begin on our Cross-Cutting team, where they complete a structured onboarding program with one-on-one feedback on core GiveWell skills like evidence review, cost-effectiveness analysis, and clear research writing. Onboarding usually lasts one to two months.

We generally decide which team a new hire will join by the end of onboarding. Most move onto one of our grantmaking teams (for example, malaria, nutrition, vaccines, or New Areas), and some stay on Cross-Cutting. Placement is based mainly on the research team's needs. In most cases, we won't know at the time of the offer which team someone will join, but if a candidate brings specialized expertise, we may settle on a team sooner. Once placed, team members usually stay on that team long-term.

Team values

We think our research team has unique qualities:

• We care deeply and centrally about finding and sharing truth. Truth-seeking is one of our core values . We post our mistakes and we prize our team members who keep our culture of free-flowing feedback strong.

• We are independent. We focus 100% on finding the most cost-effective opportunities to save and improve lives. Our researchers assist in communicating our research findings to the public and our donors, and on occasion we provide tailored advice to ultra-high-net-worth donors who want to rely on our expertise to direct their giving—but we never ask our researchers to trade off against honesty, or to hide their real beliefs.

• We don’t waste time. Once it’s clear that a particular research question is unlikely to change our bottom-line funding recommendation, we drop it as quickly as possible. We encourage our research staff to constantly re-evaluate their portfolios and only work on the highest-priority questions.

• Lean research team = huge personal impact. In 2026, our research team of ~80 people is directing close to 1 billion dollars and we expect grantmaking dollars per research team member to increase in the future.

• We work well together. Our research team is lean because we’re able to attract top-tier people, all of whom complete skills-based assessments before joining our staff. We maintain a high-performing, collegial culture and pay our staff accordingly.

About you

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