The Problem Frozen Arctic soil (permafrost) is thawing and releasing large amounts of greenhouse gases into the atmosphere. This creates a dangerous loop: warming melts the permafrost, which releases more greenhouse gases, which in turn causes more warming. The Arctic is heating up three times faster than the rest of the planet. As the ground thaws, two crises emerge: Arctic communities are losing their homes as the land beneath them becomes unstable, and the released carbon is making climate change worse worldwide. The biggest issue? Climate scientists aren't tracking these emissions. There aren’t enough monitoring stations in the Arctic, so we can't measure how much carbon is escaping. That means our global climate models are missing a major piece of the puzzle. Runoff from melting permafrost in Alaska flows toward the sea. (Image Credit: NOAA) The Solution Woodwell Climate Research Center, based in Massachusetts, has launched the Permafrost Pathways initiative, which has three components: Scientific monitoring:  Collecting detailed data across the Arctic to predict how fast permafrost is thawing and how much carbon it is releasing. Policy integration:  Turning their research into actual climate policies that governments can use. Community adaptation:  Working directly with Alaska Native communities to create fair climate solutions that protect their homes and give them a voice in decisions. Why It's Innovative? Indigenous Knowledge Integration:  Woodwell combines scientific data with knowledge from Indigenous communities who have lived on this land for generations. For example, it is building a flood prediction model that uses both satellite sensors and on-the-ground observations from Native partners who observe land changes firsthand. Strategic Data Gaps:  Instead of trying to monitor everywhere, they use satellite images to identify the most important places to install monitoring equipment—focusing on areas in Siberia and northern Canada where data is most needed. AI and Deep Learning:  In 2023, Google.org awarded Woodwell $5 million to develop a free tool that uses satellite imagery and artificial intelligence to track permafrost thaw in real time. Woodwell Climate Headquarters, Falmouth, MA The Impact Scientific Breakthrough:  In 2024, Woodwell scientist Dr. Anna Virkkala made a major discovery: the Arctic tundra is now releasing more carbon than it absorbs. For decades, the Arctic absorbed carbon from the atmosphere. Now it's doing the opposite—a finding that changes everything we thought we knew about future climate change. Infrastructure Growth:  In 2024, Woodwell installed four new monitoring towers in Canada and Alaska to measure carbon emissions. They also helped upgrade existing towers in Canada and Russia. Policy Legacy:  Woodwell has been influential in climate policy for decades. The organization helped draft the UN's climate change framework in the late 1980s and was named the world's top climate think tank for 4 years in a row (2013-2016). Dr. Virkkala is doing chamber measurements to quantify the rate of carbon cycling in the ecosystem. What Needs to Improve? Funding Sustainability:  Woodwell runs on a relatively small budget. When MacKenzie Scott donated $10 million in 2025, it highlighted how underfunded climate research institutions are—even the leading ones. Scale of the Monitoring Network: The Arctic is enormous, and Woodwell's monitoring stations cover only a tiny fraction of it. Even with new towers, there are huge gaps in the data they can collect. Policy Translation Gap:  Woodwell's research is solid, but it's not translating into action. Permafrost emissions are still left out of most countries' climate plans, meaning the science isn't influencing policy as it should. Community Adaptation Resources:  Arctic communities don't just need help studying the problem—they need money and resources to actually protect their homes and adapt to the changes happening now. Right now, most funding goes to research and planning, not implementation. Fieldwork in the Arctic tundra Woodwell's work shows what's possible when scientists partner with Arctic communities to tackle a major climate problem. But good science isn't enough. To actually address permafrost thaw, we need more funding, more monitoring stations, and most importantly, governments must start counting permafrost emissions in their climate plans. Right now, Arctic communities are watching their land sink beneath them. The carbon locked in permafrost is already escaping into the atmosphere. The only question left is whether we'll act fast enough to make a difference. Sources:  https://www.capeandislands.org/local-news/2026-01-27/woodwell-climate-research-center-to-expand-soil-carbon-testing-capacity https://time.com/7344810/trump-withdraw-unfccc-climate-impact/ https://insideclimatenews.org/news/22112025/tropical-forest-fund-protects-trees/ https://www.capenews.net/falmouth/news/woodwell-climate-center-celebrates-10m-gift/article_dca837ee-004a-4081-b6cb-bec32f8b336a.html https://insideclimatenews.org/news/13092025/boreal-forest-shielding-permafrost/ https://transitionleads.substack.com/p/a-leading-scientists-career-path?utm_campaign=post&utm_medium=web

The problem  Technology jobs are growing rapidly across Latin America, but opportunities to access these jobs are not. Women from disadvantaged socio-economic groups are still not getting tech jobs, not because of a lack of potential, but simply because of a system that favors those with credentials and access. Providing more job training has not proven effective. Skills training is not enough without employer buy-in and a direct pathway to obtaining actual jobs. Laboratoria classroom The solution Laboratoria is a workforce initiative founded in Lima, Peru, in 2014. It has taken a different approach to workforce development. It has designed a workforce model based on employment outcomes, including skills application, employer confidence, and actual placement into tech jobs. Success is not defined by how many students are enrolled in their programs, but by how many students are hired and retained into tech jobs.  Laboratoria offers an immersive, full-time, six-month training experience for women from disadvantaged backgrounds, steering them towards careers in software development, UX design, data analysis, and digital product teams. The training program emphasizes skills, teamwork, and real-world problem-solving. Right from the beginning, companies are brought in and engaged to help set the bar and reduce hiring risk. The approach encompasses placement services with a clear goal: sustained entry into the formal tech industry, not rapid certifications or shallow resume enhancements.  Why is this innovative?  What is particularly notable about Laboratoria is the nature of the incentives it creates. While most education providers are rewarded regardless of labor market outcomes, Laboratoria's primary measure of success is students' ability to find jobs and increase their earnings. What is more significant is that the organization has avoided the venture growth model, which often relies on tuition and significant income-sharing agreements. Laboratoria opted to use patient capital, focusing more on trust, quality, and long-run career outcomes.  Business Model Laboratoria is a social enterprise with a mixed funding model. While there is no upfront tuition, participants agree to an Income Share Agreement (ISA), where they repay approximately half of the program cost after securing employment. This ensures there is no financial barrier to entry while aligning Laboratoria's incentives with successful job placement. The source of funds to run the business is: 1) partnerships with employers, in which employers pay to hire trained graduates. 2) Venture philanthropy, where the funds are provided to support the program. 3) targeted pilot programs with companies where students are placed in internship roles. This model provides protection against the hiring market while staying focused on the mission.  Funding  The organization has raised $5 million in known funding. The majority of this has come from philanthropic donors. However, a key milestone was when Laboratoria received $4 million in unrestricted funds from MacKenzie Scott. This was a rare opportunity that gave Laboratoria greater operational flexibility. With no strings attached from their venture capitalists, Laboratoria did not seek rapid growth that was "flashy." Instead, it focused on strengthening relationships with employers, their curricula, and learner support – all areas that have enabled Laboratoria to survive for the last 10 years.  Student at Laboratoria What is the impact?  Laboratoria has already placed thousands of women in Peru, Mexico, Colombia, Chile, and Brazil, as well as Ecuador, Costa Rica, Panama, Bolivia, Uruguay, and Paraguay. To date, over 4,000 women have been trained through the program, with an impressive 77.5% job placement rate in the tech sector. Their graduates report significant increases in earnings, with many able to earn $800 to $1,000 per month, representing three to five times their previous earnings, as well as steady entry into formal tech roles. At a broader level, the work has shifted how employers think about talent, providing evidence that "top technical talent can be developed outside of elite institutions" and that women from non-traditional backgrounds can succeed in demanding roles.  What still needs to improve?  The reliance on philanthropic funding also raises concerns about sustainability. Expanding into new markets requires cultivating relationships with employers in a trusting manner. And, as with any outcome-based workforce solution, there is the challenge of aligning with existing hiring needs while keeping the skills taught relevant amid technological advancement. Laboratoria proves that one does not have to rely on exploitative funding models or aim for massive scale to provide high-skill opportunities. The only question is whether or not this model can achieve scale without sacrificing the very qualities that make it successful. Sources: https://laboratoria.la/en https://en.wikipedia.org/wiki/Laboratoria https://en.wikipedia.org/wiki/Mariana_Costa_Checa https://magazine.columbia.edu/article/new-resource-women-who-want-make-money-tech https://latamlist.com/edtech-laboratoria-gets-4m-grant/ https://www.worldbank.org/en/news/video/2016/02/08/how-coding-changes-the-lives-of-peruvian-women https://www.sipa.columbia.edu/news/mariana-costa-checa-mpadp13-0

The problem In India, millions of college students graduate every year, but its labor market continues to face a shortage of job-ready digital talent. Many software engineering, data analytics, and emerging AI roles are unfilled, while graduates remain underemployed. Traditional higher education is still heavily weighted toward textbook learning, rather than teaching industry-relevant skills. For non-elite students, particularly those in smaller towns, this gap has serious consequences. Without access to practical training, networks, or employers willing to take risks on inexperienced candidates, many capable college graduates are locked out of the fast-growing digital economy and its income potential. Masai student classroom The solution To address this mismatch, Masai School was built around a single premise: your education should directly lead to employment. Masai provides intensive, full-time training in software development, data analytics, and AI, designed to mirror real engineering environments through hands-on projects, collaborative projects, and continuous assessment. The company initially scaled through a pay-after-placement model using income share agreements (ISAs), allowing students to enroll with little or no upfront money down and repay only after getting a job. Alongside training, Masai worked directly with employers to place graduates into junior technical roles, tightly connecting learning outcomes with market demand. Why is this innovative? Masai’s core innovation lies in how it structures incentives and risk. Unlike conventional education providers, which are paid regardless of students getting a job. Masai’s revenue has historically depended on whether students actually secure and keep employment. If placements fail, Masai bears the cost. This approach reframes education as a human capital investment rather than a retail education product. For Masai, the quality of education is not a marketing promise but a financial necessity. However, this model was tested during a hiring freeze and layoffs in India's tech industry.   Classroom setting at Masai School Business Model The collapse of startup hiring between 2022 and 2024 revealed the limits of a single-revenue approach. Masai restructured its model to improve cash flow and scalability. Today, it operates as a for-profit education company with three revenue sources: Income share agreements and tiered pay-after-placement fees, recalibrated so repayments scale with a graduate’s actual salary, preserving fairness while protecting Masai’s unit economics. Upfront tuition through prepaid programs, including courses delivered in partnership with the Indian Institute of Technology (IIT) and the Indian Institute of Management (IIM), is designed for working professionals, college students, and learners outside the placement funnel. Employer-linked offerings, including AI-focused upskilling programs and an AI-powered job-matching platform that connects vetted talent, including non-Masai candidates, to hiring companies. Adding additional revenue streams reduces Masai’s exposure to hiring cycles while retaining its outcome-driven DNA. Funding and credibility Masai has raised approximately $14.7 million (USD) across multiple funding rounds, backing its transition from a pure ISA model to a more balanced, multi-product education platform. While revenue declined during the peak of the hiring slowdown, the restructuring paid off. By FY25, Masai reported revenue close to $12 million USD, cut losses by nearly 70% year-on-year, and claimed EBITDA profitability beginning January 2025. The company now projects $25 million USD in revenue for FY26, with an expected net profit of around $4.2 million USD, signalling a shift from survival to sustainability. Introdutory Class at Masai School What is the impact? Masai has trained over 40,000 learners and placed more than 10,000 students into full-time roles, with an average salary of about $7,300 USD during its peak placement years. The bulk of its learners come from non-elite backgrounds, and the company positions its work as lifting families into stable, middle-income careers rather than providing charitable education. Beyond placements, Masai now educates tens of thousands of learners through prepaid and AI-focused programmes, with strong uptake from smaller towns. Its expansion into AI-driven personalization and skill-based job matching reflects a broader shift in how technical education and hiring intersect. What still needs to improve? Outcome-linked education is complex. Income share agreements require clear regulation and transparency. Placement-driven models risk over-optimizing for short-term hiring needs rather than long-term skills, particularly as AI reshapes software roles. As Masai scales, it must defend its edge on placement quality, manage rising costs from marketing and institutional partnerships, and prove that profitability can co-exist with accessibility. The next test is whether it can scale without diluting the very outcomes that defined its purpose. Sources: https://www.deccanherald.com/technology/artificial-intelligence/how-masai-school-is-securing-learning-in-the-ai-era-3776222 https://www.telegraphindia.com/edugraph/campus/masai-and-iim-trichy-launch-ai-driven-courses-in-digital-marketing-and-product-management/cid/2125268 https://www.vccircle.com/omidyarbacked-masai-school-turns-profitable-eyes-over-two-fold-growth-in-fy26-revenue https://inc42.com/startups/masai-school-tactical-shift-trebles-topline-100-crore-revenue/

I usually profile companies that are creating social impact. This time, I am focusing on a venture fund that invests in social impact enterprises. The Refugee Venture Fund is working to close a major gap in early-stage startup funding by backing refugee entrepreneurs who are often excluded from accessing mainstream capital. What is the problem? Headquartered in England and operating across the UK, the Refugee Venture Fund (RVF) will invest in startups founded or led by refugees. The fund will address a serious funding gap, as more than 100 million people are displaced worldwide, the highest number ever recorded. Yet refugee founders receive almost no early-stage venture capital. Many have strong business ideas but lack access to investor networks, legal support, and financial services. Without these connections, even talented founders struggle to raise capital and grow their companies. These barriers are structural. Refugees are often excluded from the informal networks that drive venture funding and face additional scrutiny due to a lack of credentials or limited credit history. As a result, promising startups fail to get the investment they need to scale. Investing in Refugee Founders What is the solution? RVF will invest directly in founders with refugee backgrounds. Its goal is to build a pipeline of scalable refugee-led businesses in the UK by 2027. It is the UK’s first venture fund dedicated specifically to refugee entrepreneurs. The pre-seed fund is the brainchild of well-known venture funds, TERN, Village Capital, and Atomico. RVF will source founders, provide mentorship, and offer pre-seed equity investment. This approach combines capital with practical business support, helping founders move from idea to viable company. Most importantly, it treats refugee founders as serious entrepreneurs, not as recipients of short-term aid. Why is it innovative? The fund introduces a new category in venture investing: the refugee founder. Instead of relying solely on grants or accelerators, it uses a standard venture capital model. It invests in startups with high growth potential and expects commercial returns alongside social impact. This matters because it shifts how refugee entrepreneurship might be perceived. By placing refugee-led startups within mainstream venture frameworks, the fund challenges the idea that refugee businesses are only small-scale or charity-driven. Backing from established venture partners also signals to the wider market that these companies are investable and can be competitive. What is the impact? The fund aims to create jobs, increase economic participation, and support long-term integration through business ownership. Its £10 million pre-seed fund plans to back 27 scalable refugee-led startups by 2027. These companies can contribute to local economies, hire employees, and serve broad customer bases. Over time, the fund also hopes to change the investor mindset by showing that refugee founders can build strong, growth-oriented businesses when given fair access to capital. If successful, this could help unlock more private investment into refugee-led ventures beyond this single fund. What needs to improve? Access to capital alone is not enough. Many refugee founders still face legal and administrative barriers that slow company formation and growth. These include challenges with documentation, work authorization, banking access, and contracting. Public agencies and financial institutions need clearer, faster, and more consistent processes for refugee entrepreneurs. Without these reforms, even well-funded startups can struggle to hire, open accounts, or enter new markets. In addition, more follow-on investors must be willing to fund refugee-led startups after the pre-seed stage. Without later-stage capital, promising companies may stall before reaching scale. RVF is an important first step, but the lasting impact will depend on whether the broader financial and regulatory systems evolve to support refugee entrepreneurs over the long term. Sources: https://www.unicef.org/innovation/stories/supporting-palestine-refugee-childrens-well-being-jordan https://www.refugeeventure.fund/

What is the problem? Across Central America, micro, small, and medium-sized enterprises (MSMEs) face a lot of obstacles from participating in the digital economy. Many MSMEs rely on cash because they lack access to affordable, easy-to-use digital payment tools. This limits sales, excludes customers who prefer cards or digital payments, and prevents businesses from building transaction histories that are often required to access credit, scale operations, or integrate into broader financial systems. In countries like Guatemala, where MSMEs make up a large share of economic activity, this digital exclusion disproportionately affects women-led businesses, reinforcing inequality and slowing regional economic growth. Founder of Cubo, Gabriel Gutiérrez How is Cubo solving the problem? Cubo addresses this gap by providing a comprehensive, low-friction digital payment platform designed specifically for MSMEs in Central America. Its application allows businesses to accept payments through multiple channels, including point-of-sale devices, payment links, and QR codes, without complex onboarding or infrastructure requirements. Registration and activation are immediate: businesses simply download the app, register, and begin accepting card payments. For in-person transactions, Cubo offers a portable, rechargeable POS device compatible with Visa and MasterCard and connected via Bluetooth to mobile phones. By making digital payment acceptance intuitive and accessible, Cubo enables small businesses to increase sales, reach more customers, and begin formalizing their financial activity. Why is Cubo innovative? Cubo’s innovation lies not in inventing a new payment method, but in adapting digital payments to the realities of Central American MSMEs. Instead of a one-size-fits-all system, Cubo offers a flexible suite of tools, such as POS, QR codes, payment links, and even Bitcoin transactions, that meet businesses where they are, whether online, in-person, or mobile. Equally important is Cubo’s regional focus. Originating in El Salvador and expanding to Panama and Guatemala, the platform is built for markets with high informality, low banking penetration, and growing demand for digital payments. Its ability to scale quickly, averaging 45% monthly growth since its founding in 2021, demonstrates that the model responds to a real, unmet need. Cubo digital payment product What has been Cubo’s impact? Cubo currently connects with over 10,000 businesses across Central America, with approximately 40% led by women, an important metric for inclusive reach. The company raised $3.5 million USD from IDB Lab to expand into Guatemala and further develop digital payment solutions, signaling strong institutional confidence in its social and economic impact. By enabling MSMEs to accept digital payments, Cubo is helping businesses increase transaction volume, participate more fully in the formal economy, and move closer to long-term financial inclusion. Its entry into Guatemala, a market with significant potential for financial and technological inclusion, marks an important step toward regional scale. What needs to improve? Despite its growth, Cubo still faces challenges common to fintechs serving small and informal businesses. Adoption beyond early-stage users will require continued education, trust-building, and support, particularly in rural or underserved areas. Long-term impact will also depend on whether digital payment data can be translated into broader financial access, such as affordable credit or savings tools for MSMEs. Additionally, keeping costs low while scaling across multiple countries with different regulatory environments will test Cubo’s operational abilities. Addressing these challenges will be critical if Cubo is to move from enabling payments to fully transforming financial inclusion for Central America’s small businesses. Sources: https://contxto.com/en/deals/cubo-raises-usd3-5-million-round-and-arrives-in-guatemala/ https://www.iadb.org/en/news/idb-lab-invests-digital-payments-micro-and-small-businesses-central-america https://www.latamrepublic.com/cubo-salvadoran-startup-expands-to-guatemala-boosting-digital-payments-for-smes/ https://impactalpha.com/el-salvadors-cubo-raises-3-5-million-to-digitize-payments-for-small-businesses/

What is Measles? Measles is a highly contagious disease caused by a virus. It spreads quickly when an infected person breathes, coughs, or sneezes. It can cause severe disease, complications, and even death. It infects about 90% of unvaccinated people who come into close contact with an infected person.   Measles can affect anyone, but it is most common in children. Vaccination is the best way to prevent getting sick with measles or spreading it to others. The vaccine is safe and helps your body fight off the virus. The COVID-19 pandemic led to setbacks in immunization efforts due to misinformation, causing parents to be skeptical about vaccines.  Europe experienced a 30-fold surge in cases last year. According to UNICEF, approximately 931,000 children in Europe and Central Asia did not receive full or partial routine immunization between 2019 and 2021. In these areas, the immunization rate for the initial measles dose decreased from 96 percent in 2019 to 93 percent in 2022. The situation is even more critical in Asia and Africa, with 9 million cases and 136,000 deaths globally reported in 2022. 1 out of 5 children worldwide have not received a measles vaccine. Prevent Measles from Spreading Measles would be gone if we wanted it to be. We’ve had a highly effective and safe vaccine for it for 60 years. But because of rising anti-vaccine sentiments, measles is back.  Measles can be prevented with a measles-containing vaccine, primarily administered as the combination measles-mumps-rubella (MMR) vaccine. Community-wide vaccination is the most effective way to prevent measles. All children should be vaccinated against measles.  Public health efforts need to ramp up to help stop the spread of misinformation about the MMR vaccine. In 1963, the measles vaccine was developed, and by the late 1960s, vaccines were also available to protect against mumps (1967) and rubella (1969). The vaccine works very well. Two doses are 96% effective against measles, around 86% against mumps, and 89% against rubella. Before the introduction of vaccines, all three diseases were widespread; most people had them at some point, usually as children. Because measles spreads so quickly, it is a good litmus test to see how well a nation is vaccinated. Unless we tackle the misinformation that is at the root of vaccine hesitancy, more children will get sick from this and other nasty, preventable diseases in 2024. Vaccine hesitancy is the biggest threat to human health. The United States is Not Immune The United States is not immune to measles. In January and February 2024, measles outbreaks in Florida and Philadelphia  are happening as parents are ignoring health officials’ advice to not only vaccinate or quarantine their children.  A significant divide in support for MMR vaccines has emerged between Republicans and Democrats, as two of the 2024 presidential candidates promoted false information about vaccines and received support from anti-vax groups. Studies have demonstrated that exposure to anti-vax messages from these political figures on social media can increase vaccine hesitancy among their followers. Diplomacy must effectively address and counter the increasing misinformation and politicization surrounding vaccines to stop this disease in its tracks. Sources: https://www.who.int/news-room/fact-sheets/detail/measles https://www.unicef.org/kazakhstan/en/press-releases/measles-cases-europe-and-central-asia-skyrocket-3000-cent-year-compared-last https://www.pbs.org/newshour/health/measles-cases-are-rising-in-the-u-s-heres-why-misinformation-about-the-vaccine-persists-today https://www.who.int/europe/news/item/14-12-2023-a-30-fold-rise-of-measles-cases-in-2023-in-the-who-european-region-warrants-urgent-action https://jamanetwork.com/journals/jama/article-abstract/2813426 https://time.com/6280666/conservatives-shifting-views-childhood-vaccines/

Ameya is a Partner at Encourage Capital 1) What was your inspiration for working in social impact investing? My inspiration for working in social and environmental impact investing traces back to a deep-rooted commitment to service that formed at an early age. While I can't pinpoint a moment that fueled this drive, it has always stemmed from a quest for meaning in my professional endeavors. This service culture was crystallized in high school through leadership roles and volunteer activities. Notre Dame further instilled a faith-based approach to service, emphasizing the importance of giving back. During college, I participated in a volunteer project in underserved communities in Appalachia, which combined my academic pursuits with practical, meaningful work. Following my degree, I initially started my career in accounting with an internship at Arthur Andersen. The firm supported my other interests and allowed me to defer full-time employment to spend an enlightening volunteer year with AmeriCorps, where I worked to bridge the technology gap in Silicon Valley. I was compelled to find work that held a greater purpose for me. Today, I work on investing to enable sustainable growth in small businesses and underserved communities. These businesses often struggle to secure funding, yet they are crucial for economic and sustainable development. Climate change, a pressing global challenge with escalating impacts, has also become central to my work. Creating a more inclusive financial system that supports everyone while addressing environmental issues remains imperative. I believe that by providing financial solutions, such as loans to underprivileged families, we can simultaneously promote economic stability and climate resilience. 2) What is your proudest accomplishment? One of my proudest accomplishments was in October 2020, when Encourage Capital successfully raised an impact investment fund to make finance accessible for small businesses in India, specifically for investments in rooftop solar. This achievement marked a significant milestone for our firm and our team, and I am immensely proud to have been a part of it.  This initiative, which lies "at the intersection of financial inclusion and climate," carries profound meaning for me personally and professionally. It allowed me to contribute to meaningful work in India that resonates deeply with my family history—my grandfather was a public sector banker in India, and my father is an engineer specializing in renewables. Professionally, I feel fortunate to collaborate with an extraordinarily talented team and have the backing of outstanding investors committed to our mission. This project is not just a financial transaction–it's about creating products with real, tangible impacts. We raised funds from families, institutions, and governments and took on the responsibility to invest that money wisely to generate a positive impact. Often, 80% of emissions in various industries come from supply chains, which are predominantly made up of small businesses. While the focus is generally on large emitters, addressing the needs of smaller companies is equally crucial, and financial inclusion has a critical role to play here.  3) How did you get your first opportunity in your field? My first opportunity in my field came about through a combination of hustle, networks, patience, and luck, each opportunity building on the prior one. Before I graduated from college, I gained varied work experiences, including positions in local offices in my hometown, a deli, tennis camps, and even a multinational company in its Russian office. These roles gave me valuable skills and insights, leading to a summer internship at Arthur Andersen. Fortuitously, when I started at Arthur Andersen, I was assigned a mentor who has remained a close friend and advisor for over 25 years. He introduced me to a small team focused on supporting private equity transactions through accounting due diligence, teaching me fundamental principles that continue to shape my work. This mentor's support extended beyond immediate job responsibilities; he encouraged me in my journey to serve with AmeriCorps and later to take a leave of absence to assist the Clinton Foundation in establishing operations in India. My time in India ignited my passion for leveraging private capital for development, which led to a significant opportunity in 2008: joining an investment firm launched by the former president of the World Bank, where I remain to this day. 4) Who has been your biggest influence? (e.g., mentors, books, leaders) I’ve been fortunate to have family, friends and mentors over the years who have had significant influence on me, which can be distilled down into a few basic principles: (i) you can always learn something from other people and their experiences and (ii) don’t waste people’s time. Most importantly, my parents have demonstrated the power of kindness, an open mind and active engagement in anything you take on. 5) If you could change one thing about the world, then what would it be? If I could change one thing about the world, it would be to eliminate the divisiveness that currently characterizes so many aspects of our world today. We are facing monumental challenges and opportunities—such as climate change, inclusivity, and equality—that require a spirit of partnership and collaboration. Unfortunately, the world is incredibly polarized and divided at the moment. Every political conversation feels tedious and frustrating, and there isn't time for such divisions when we have pressing issues like climate change and wealth disparity to address. Investing in areas that can drive widespread benefits, such as the housing sector, is a significant way to combat this divisiveness. Affordable and adequate housing is crucial for individual financial stability and for fostering innovation and economic growth. For example, India faces a housing shortfall of over 60 million affordable housing units, and addressing this can create numerous opportunities for development and social cohesion sustainably. These problems should unite us rather than drive us apart. Constructive debate is essential, but it has yet to be improved in recent times. Solving such critical issues should unite people to work towards common goals, fostering a collaborative spirit essential for meaningful progress.

Managing Director, Nereus Capital; Head of Strategy, The Swaddle; and Strategic Advisor to Companies 1 ) What was your inspiration to work in your field? When used properly, money can change society and improve the environment. I like the thrill and challenge of building something from scratch, whether figuring out an idea for a company or getting a product to an end user who can't finance it. Finding unusual ways to grow revenue or finance a business allows the company to stay viable while still creating access for communities it is trying to help 2) What is your proudest accomplishment? My proudest accomplishment was getting my investment team in India to adapt to being an operating company. Negotiating in a room where you aren’t the one writing the checks requires a very different skill set. As a team, we learned a lot about power dynamics, how to get results that benefit most parties, and how to listen instead of assuming we know best what everyone needs. 3) How did you get your first opportunity in your field? Out of college, I started work at a finance firm focusing on going against the status quo and doing things differently. Their method was to take a group of problem solvers from different backgrounds and training, give them an investment mandate or goal, and then provide them with the freedom to design the right strategy to achieve that goal. I have always enjoyed that approach to finance and business building. That job took me to India, where I got to see how creative financing can help solve problems across industries. 4) Who has been your biggest influence? (e.g., mentors, books, leaders) Through family, friends, and colleagues, I have been surrounded by numerous kind, generous, and big thinkers—the ones who always try to use what they are good at to solve a bigger problem. Here are a few things I've read recently that have made a difference. Insanely Simple - Ken Segall I've read this many times over the last decade. The book shares the perspective of Ken Segall, the ad agency head behind some of Apple's most successful branding. Its message is about how simplicity, over complexity, can be the most effective tool in building a business.  Robert Reich - Saving Capitalism  I found this book when trying to find something that could articulate my feelings about how capital can be used for good. He gives an excellent overview of how a free market with the right rules and boundaries can help in today's world. The Swaddle  I have worked as an advisor for The Swaddle for many years, so I'm biased, but the team here, with everything they write and produce, has changed how I read, consume content, and interpret the world. They are an incredibly talented, woman-led organization that gets people talking about how to change the world.  5) If you could change one thing about the world, then what would it be? I think we would all benefit from people learning how to be more vulnerable in front of others. Teams could learn from managers sharing how they navigate uncertainty. Kids can learn from parents who share their mistakes and accept more imperfections. We can be ambitious and creative and build great things, but share how human we are on the way. It would make everyone spend more time building substance and less on the form.

Case Study: Turning Pop Hits into Helping Hands: The Impact of ABBA's 'Chiquitita' on UNICEF  Problem Millions of children worldwide lack access to clean water, nutritious food, and education. Traditional fundraising methods are moderately successful in raising funds to support these children. Solution In 1979, ABBA and UNICEF formed a unique partnership. ABBA donated the rights to one of their hit songs, “Chiquitita,” to fund UNICEF's education programs on an ongoing basis. Anytime someone purchases or streams the song on Spotify, iTunes, or YouTube, the royalties are donated to UNICEF.  Impact to Date Over $5 million USD in proceeds have been raised since the campaign’s launch. Since 2014, the funds have been directed to UNICEF's Guatemala education programs, where two children die each day due to violence. Why is this Innovative? This innovative fundraising tool combines the power of music with philanthropy to create cool ways for fans to support a good cause. By leveraging ABBA's global fan base and the popularity of "Chiquitita," UNICEF can reach a larger audience and raise more funds beyond traditional ways. What Needs to Improve While the partnership between ABBA and UNICEF is successful, there is still an opportunity to make a larger impact.  First, UNICEF partnerships could expand to include other artists and songs, allowing for a broader donor base. Second, artists, UNICEF, streaming outlets, and NGOs could make efforts to market and engage with fans to encourage greater participation. Third, transparency in reporting how UNICEF uses the funds could inspire even more donor support. Sources: https://www.unicef.org/partnerships/abba-and-unicef

Foreign Service Officer (Diplomat), U.S. Department of State Roshni is a US Diplomat and serves as the Director of International Narcotics and Law Enforcement Affairs (INL), U.S. Embassy Bangkok 1) What was your inspiration for working in diplomacy? I've always been keenly interested in a career in public service. Still, I also have a longstanding love for travel and adventure and a keen interest in foreign languages and cultures. I didn't learn about the U.S. Foreign Service until after graduate school, but it scratched all the itches. I joined thinking I would only do one assignment, and now, seven assignments later, it still feels like worthwhile, challenging, and rewarding work. (Plus, I have a pretty short attention span and a lot of curiosity about most things, so the opportunity to keep moving around, working in different environments, meeting new people, and working on different issues is really a gift.) 2) What is your proudest accomplishment? Much of our work is behind the scenes and equal parts glitzy and a grind. I've been privileged to help write speeches for two U.S. presidents, work on the development and passage of anti-human trafficking legislation in Iraq that has helped save lives, and negotiate parts of major international trade agreements that protect consumers around the world. But ultimately, these were all team efforts. My proudest moments have been building and growing diverse, talented teams in six countries worldwide and seeing how our efforts have collectively transformed the communities we’ve touched for the better.  3) How did you get your first opportunity in your field? Before joining the Foreign Service, I worked in Silicon Valley and for National Geographic. In both cases, the opportunities came from keeping my ears open, reflecting on what I wanted, and then stepping off the cliff to pursue opportunities (for interviews, submitting proposals, competitive fellowships, etc.) when the moment was ripe. The Foreign Service was an exam-based process I initially undertook simply because I wanted to keep a friend who wanted to take the exam company for the afternoon. Serendipity has played a big role in my life, as it does for many of us.  4) Who has been your biggest influence? (e.g., mentors, books, leaders) I'm so fortunate to have a cadre of mentors (former university professors, friends, and colleagues) who have been an indispensable fount of guidance and insight over the years. As for books, a few that have been very meaningful to me have been the following:  Deep Work: Rules for Focused Success in a Distracted World- Cal Newport The Intuitive Way - Penney Peirce Crucial Conversations- Tools for Talking When Stakes are High- Joseph Grenny  5) If you could change one thing about the world, then what would it be? It strikes me that many of the challenges facing the world today-- climate issues, war, gun violence, the epidemic of loneliness/mental health issues, etc.-- are to an extent related to a general lack of empathy and awareness that we're all part of one collective and, while it might not seem like it, interconnected. If it were possible to infuse this sort of universal consciousness in every single person around the world, individuals might be less inclined to divide, harm, and seek to control others and the planet for their own personal, fleeting gain.

Problem: According to the World Health Organization (WHO) , 3.5 billion people suffer from iron deficiency worldwide. It’s the most common nutritional problem around the world. The lack of iron is particularly severe among children and women in developing countries whose dietary needs are frequently unmet. Missing iron in your diet can result in anemia, low energy levels, and difficulty concentrating. Solution: The Lucky Iron Fish is a fish-shaped object made of iron that families can add to boiling water when cooking a meal. The product is an iron block made from food-grade electrolytic iron. It provides 6-8 mg of bioavailable iron per use, can be reused for up to 5 years. Most diets require 5-10 mg of iron per day. This type of iron is highly absorbable by the body and is commonly used in food fortification. This simple addition boosts the iron content of vegetables, providing an additional source of this essential nutrient. Each unit is priced at $40 US dollars.  Impact To Date: The organization reports donating about 65,000 units to needy families to date, impacting over 285,000 people globally. Why is this Innovative? This is an elegant, reusable, and sustainable solution, as it's better than doling out iron tablets. After several scientific studies, researchers found no side effects to using this product. It’s also safe for pregnant women, menstruating women, children, and vegans to use the product. Also, using the product does not change the taste of the food. What needs to improve?    Consistency is necessary,  as the tool is only effective if used daily (or at least three times weekly). It also takes 3 to 6 months to see an increase in iron levels.  Price is prohibitive,  which means NGOs and Health Care Providers have to subsidize the cost so families in need can utilize this product.

Problem: In 2019, the World Economic Forum found that 2.2 billion individuals, accounting for 28 percent of the global population, do not have access to safe drinking water sources. Consuming water contaminated with harmful substances can cause severe diseases and illnesses. The World Health Organization (WHO) estimates that one child dies from a water-related illness every two minutes.  Solution:  LifeStraw is made for one person to use. LifeStraw devices (water bottles, straws, filters) use a special kind of membrane. This membrane has tiny holes that catch bacteria, parasites, microplastics, and dirt from water. These filters have very small holes that only let through clean water. LifeStraw also makes purifiers that are even more effective. These purifiers remove the same contaminants as the filters and eliminate viruses and heavy metals, including lead. The holes in these purifiers are even smaller (0.02 microns), so they can also block out viruses. Impact To Date: The company provides these straws for individual use in needy communities and donates larger filtration systems to underprivileged communities worldwide, supporting communal access to clean water. According to its website, the company has over 9.5 million children with a year of safe drinking water across 3,135 schools.  Why is this Innovative? LifeStraw enables safer consumption of contaminated water, particularly in impoverished regions with limited access to water.  What needs to improve?  In a 2016 research study conducted by Amy Pickering, an engineering research associate at the Stanford Woods Institute for the Environment, it was found that: half of the households surveyed reported that their filters stopped working within 24 to 36 months.  35 percent said it was too slow or took too long 17 percent said it was blocked or not functioning 8 percent mentioned that it had an unpleasant taste or smell, and 7 percent believed that using the filter was not good for their health.