In this episode of The Do One Better Podcast, host Alberto Lidji sits down with David Risher, CEO of Lyft, to explore what it means to lead with purpose in one of the world’s most competitive industries. David shares his journey from Amazon executive to nonprofit founder (Worldreader) and now CEO of Lyft, where he champions a vision of “serving and connecting.” He discusses his hands-on leadership style—including driving as a Lyft driver himself—and how listening directly to riders and drivers has shaped new innovations such as Women+ Connect, Price Lock, and on-time pickup guarantees. We also dive into Lyft Up, the company’s initiative providing free or discounted rides to job seekers, patients, and low-income communities, and we hear about David’s philanthropic work with Worldreader and Half My DAF, which is mobilizing millions in donor-advised funds for good causes. From navigating trade-offs between profit and purpose, to expanding Lyft’s footprint into Europe, David offers candid insights into building a values-driven company while scaling impact at massive reach. Whether you’re in the corporate world, nonprofit space, or seeking inspiration for how business can be a force for good, this conversation is full of fresh ideas, heartfelt stories, and practical lessons. Don’t forget to subscribe, rate, and review the show to help others discover these inspiring conversations. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.  

How do you prepare leaders to solve Brazil’s toughest challenges? Denis Mizne, CEO of the Lemann Foundation, shares how they’re eradicating illiteracy, boosting education, and developing changemakers who bridge political divides and drive real impact. How can a country unlock its full potential by investing in both education and leadership? In this episode, Denis Mizne reveals how one of Brazil’s largest philanthropic organizations is working to eradicate illiteracy, improve middle school outcomes, and prepare future leaders to tackle complex social challenges. We explore the Lemann Leadership Network—bringing together talented Brazilians from across the political spectrum—and learn how its fellows are making an impact in government, NGOs, academia, and business. Denis shares insights on creating constructive dialogue in polarized times, preventing brain drain, and measuring leadership impact in a meaningful way. If you’re passionate about leadership development, education reform, social entrepreneurship, or Brazil’s future, this conversation offers actionable lessons and inspiring real-world examples from one of Latin America’s most influential foundations. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.  

In this thought-provoking episode, Jeff Bradach, co-founder of Bridgespan and its former Managing Partner of 21 years, reflects on the evolving landscape of philanthropy, the nonprofit sector, and civil society at large—just as Bridgespan marks its 25th anniversary. Jeff shares deep insights into the tectonic shifts underway in 2025, from the unprecedented accumulation of private wealth to the shifting relationship between philanthropy, government, and civil society. He raises essential questions: Why isn’t philanthropic giving keeping pace with wealth? Is it a motivation issue, a “plumbing” problem, or something deeper? We explore: The legacy and impact of Bridgespan’s first 25 years Collaborative philanthropy and trust-based giving The growing global push for community-driven change and localization How philanthropists can move from caution to action—learning by doing The delicate balance between rigor and trust in effective giving Challenges in donor expectations and the misunderstood "joy" of giving Why co-creation and humility—not silver bullets—are key to transformative change Jeff also touches on the importance of grace in leadership during a time of deep uncertainty for the social sector, and how listening, learning, and shared ownership may hold more power than isolated strategy. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.  

Eleanor Harrison, CEO of the Fairtrade Foundation, explores how ethical trade can reshape global supply chains and build climate resilience. In this episode, she explains what it really means when a product carries the Fairtrade mark — from minimum pricing protections to the Fairtrade Premium — and how this impacts over 2 million farmers and workers worldwide. She also discusses the challenges of maintaining equitable trade amid geopolitical instability and climate change, and shares how Fairtrade is pushing for sector-wide reform, especially in commodities like tea, coffee, and cocoa. Learn how consumer choice, corporate collaboration, and bold data strategies can collectively drive meaningful change. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.  

Saurabh Taneja, CEO of the Akanksha Foundation, shares how his team is transforming education in India through deep community engagement, purpose-driven teaching, and innovative public-private partnerships. In this episode, we explore: Why access isn’t the biggest issue in India’s education system—but learning outcomes are How Akanksha schools blend social work, pedagogy, and emotional support to reshape student trajectories The role of India’s CSR law in driving philanthropic investment in education What alumni are doing to give back, and why many return to teach This is a powerful look at how schools can become joyful, rigorous, and transformative spaces—especially for children from underserved communities. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.  

In this compelling conversation, Inger Ashing, CEO of Save the Children International, offers an unflinching examination of the state of children's rights in a world increasingly defined by conflict, climate disruption, and political fragmentation. She reflects on the historic roots of Save the Children, founded in the aftermath of World War I with a radical vision that children, regardless of nationality or political context, are entitled to rights, dignity, and protection. This foundational principle, she explains, remains strikingly relevant today. Ashing underscores the organization's expansive reach—operating in approximately 100 countries and having supported over 110 million children in 2024 alone. But alongside the impressive scale of operations, she offers a sobering account of the challenges children face. One in six children globally now lives in conflict zones. The number of children out of school—85 million—is at its highest level ever recorded. She discusses the reversal of hard-won gains in child health, protection, and education, driven by a perfect storm of climate emergencies, armed conflicts, and a backlash against international norms, including child and women's rights. At the heart of Ashing’s message is the belief in children’s agency. Through deeply personal anecdotes drawn from her field visits—from a 14-year-old girl raising her siblings in northern Mozambique to a boy in Pakistan rebuilding his life after catastrophic floods—she illustrates the extraordinary resilience and vision that young people bring to the most adverse circumstances. Their desire for education is not abstract; it is a lifeline, a claim to future possibility. And it is in emergencies where education is most threatened—and most needed—that Save the Children concentrates much of its current work. Ashing emphasizes that education in emergencies is not a peripheral concern but a life-saving intervention. With donor priorities shifting and official development assistance shrinking, this work is at risk. Yet, Save the Children’s evidence-based approaches—refined over decades and adapted across diverse contexts—demonstrate what can be achieved when commitment and local engagement meet strategic investment. These “common approaches,” as she describes them, are publicly available and designed to maximize learning across the broader humanitarian sector. In addition to its humanitarian interventions, the organization is also engaged in long-term systems change—advising ministries, shaping policy, and addressing root causes of issues such as child marriage, which affects 12 million girls annually. Ashing reiterates that addressing child protection holistically requires legislative reform, social norm change, and, critically, economic empowerment—especially through keeping girls in school. Ashing calls on world leaders to re-center children in global priorities and urges those working in the sector to do so in genuine partnership with youth. Nothing, she insists, should be done about children without them. In the face of daunting statistics and policy setbacks, she points to a truth that holds steady: we know what works.  Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.  

Emma Haddad, Chief Executive of St Mungo’s, provides a clear and thoughtful examination of homelessness in England and the work being done to respond to it. St Mungo’s, established in 1969, supports around 25,000 people each year through outreach, housing, and recovery services. Haddad explains that homelessness is not simply about lacking shelter, but often about a deeper set of issues that require long-term solutions. The organization’s mission reflects this broader understanding, aiming not just to house people, but to help them rebuild their lives. She clarifies the distinction between rough sleeping and other forms of homelessness. Rough sleeping refers to people sleeping on the streets, while many more live in temporary arrangements such as cars, hostels, or friends’ homes. Although rough sleeping is more visible, it represents only part of the wider issue. According to Haddad, rough sleeping in England has increased significantly in recent years, driven by a shortage of affordable housing, reduced access to support services, and a fragmented policy landscape. Most of St Mungo’s staff work directly with clients. Outreach teams operate at night or in the early morning, locating and engaging with individuals sleeping rough. These teams aim to build trust, assess needs, and help people move off the streets and into more stable environments. The process is often slow and dependent on available accommodation, individual readiness to engage, and local capacity. When space allows, people may be taken to assessment centers where more structured support begins. The conversation also highlights the role of public services and partnerships. St Mungo’s collaborates closely with mental health providers, addiction services, the NHS, local councils, and other charities. Haddad emphasizes that homelessness cannot be solved by any one organization. Rather, it requires cooperation across many sectors, each contributing their expertise. The episode also touches on the limits of the current system. One example is the requirement that someone must be seen sleeping rough in order to qualify for certain services, a policy that particularly disadvantages women and others who avoid visible street sleeping for safety reasons. Haddad describes this as a clear gap that needs to be addressed. From a policy perspective, St Mungo’s uses its frontline experience to advocate for changes at a national level. Haddad points to specific challenges such as the way housing benefits interact with employment, often discouraging people from working more hours due to a sudden drop in support. She also notes the need to adjust housing benefit levels so they reflect actual rental costs, and to prevent people from being discharged into homelessness from prisons, hospitals, or the immigration system. The discussion concludes with a focus on outcomes. While some clients do return to homelessness after a period of stability, many others succeed in moving on and rebuilding their lives. Some even return to St Mungo’s as staff or volunteers. Haddad notes that this kind of personal transformation often stems from small but meaningful interventions at critical moments. She encourages the public not to look away from homelessness, and reminds listeners that treating people with dignity and recognizing their humanity is a simple but important step. Homelessness, she argues, is not inevitable. It is the result of choices that can be changed. Everyone deserves a safe place to live, and solutions are within reach. Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.  

Alison Covington AM, Founder and Managing Director of Good360 Australia, shares the powerful story of how her organization is “matching spare with need”—connecting businesses with surplus brand-new goods to charities and disadvantaged schools across the country. Through a sophisticated tech platform and logistics model, Good360 creates what Covington calls “a circle of good,” ensuring that valuable products such as clothing, toiletries, household items, and furniture reach those who need them most, rather than sitting idle or being destroyed. This isn’t about food waste—an area that has gained considerable public awareness—but about all the other categories of goods essential to daily life and human dignity. Most consumers don’t realize the extent to which businesses, even after offering steep discounts, are left with enormous quantities of unsold products. At the same time, community organizations face constant shortages. Good360 bridges this gap by allowing thousands of registered nonprofits to search online 24/7 for the goods they need, in the quantities they require, with options for delivery, click-and-collect, or in-store pickup. Covington explains that while the user experience feels seamless, the technology behind the platform is extensive and custom-built, designed to manage the enormous logistical complexity of moving goods across Australia’s vast geography while minimizing environmental impact. Matching goods as close as possible to where they’re needed helps reduce unnecessary “environmental kilometres” and maximizes the efficiency of each donation. One standout example is Good360’s long-standing partnership with Big W, a national retailer with over 180 stores. By building a store-based model that connects local charities directly with local inventory, Good360 has enabled more than 700 charities to access high-quality goods. For Big W, this means a single point of contact replaces hundreds of individual charitable relationships, delivering scale, compliance, and measurable social impact. For communities, it means vital resources—and dignity—reach the people who need them, where they are. Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.  

Naina Batra, CEO of AVPN, offers a forward-looking and strategic view into the evolution of social investment across Asia. With the upcoming launch of ImpactCollab, AVPN is not merely introducing a platform — it is catalyzing an infrastructure for cross-border philanthropy and capital deployment across Asia’s fragmented social impact landscape. AVPN is a social investment network based in Asia and a leading ecosystem-builder that aims to move capital towards impact. ImpactCollab is a platform that has been designed with the support of the Monetary Authority of Singapore and the Bill & Melinda Gates Foundation. It has been designed to address long-standing inefficiencies and trust deficits that hamper giving in the region. It targets a critical and under-leveraged segment: the region’s burgeoning population of centi-millionaires and high-net-worth individuals who are eager to give back but often lack the guidance, transparency, and assurance necessary to do so confidently. By functioning simultaneously as a knowledge base, a due diligence engine, and a matchmaking platform, ImpactCollab seeks to bridge the trust gap and remove systemic friction from philanthropic flows. Batra notes this is Asia’s moment to lead. Faced with mounting social inequities, climate disasters, and reversals in gender parity and nutrition, the region demands urgent, coordinated responses. AVPN’s expansion underscores its commitment to mobilizing a pan-Asian community of social investors — from grantmakers and family offices to development finance institutions and policymakers. An interesting feature of ImpactCollab lies in its governance maturity framework and data-driven nonprofit scorecard. These tools serve dual purposes: instilling confidence in funders while streamlining reporting burdens for nonprofits, many of whom face opaque and restrictive foreign funding environments. AVPN’s approach — aggregating capital, reducing duplicative reporting, and embedding transparency — is aimed at producing systemic change. Batra's conviction is clear: wealth in Asia is abundant; what is lacking is a trusted, efficient conduit to mobilize that wealth toward lasting impact. ImpactCollab is AVPN’s bold answer to that challenge. Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.  

Mark Fawcett, Chief Executive Officer of Nest Invest, explores how the UK’s pension system has been transformed to serve a broader and more economically diverse workforce. Nest is the largest multi-employer pension fund in the UK, and it handles the retirement savings for nearly one-third of the UK working population. Nest Invest is the asset manager of Nest.  Fawcett offers a compelling narrative about scale, access, and purpose-driven financial management. Nest’s core mission revolves around building financial resilience for all—an ambitious approach to investing that transcends the narrow goals of simple wealth accumulation. Fawcett discusses the profound impact of automatic enrollment, which dramatically expanded pension participation from just 10–15% of the UK workforce prior to its introduction to over 80% today. This shift has redefined the retirement outlook for millions, particularly low- to moderate-income earners, many of whom face significant income volatility and limited financial literacy. Fawcett emphasizes the behavioral finance insights that underpin Nest’s strategy. By minimizing the cognitive burden of financial decision-making, Nest has made pension saving feel less like an anxiety-laden obligation and more like a manageable, automated part of life. A large majority of members remain in these default options, insulated from daily market turbulence, thanks to highly diversified investments across public and private markets. Importantly, Fawcett also touches on the risks of both under-saving and over-saving. While many need encouragement to set aside more for the future, especially in the absence of emergency savings, others—particularly those closer to the poverty line—might unintentionally sacrifice present well-being for an uncertain future. Through sidecar savings initiatives and employer collaborations, Nest is investigating ways to improve short-term financial stability without undermining long-term retirement planning. A significant part of the conversation also centers on Nest’s role in sustainable investing. The organization has embedded ESG principles directly into its default investment strategies—not as niche options, but as a core part of its offering. From renewable energy and infrastructure to affordable housing and UK enterprise investment, Nest Invest is demonstrating that doing well financially need not come at the cost of doing good. The returns, as Fawcett notes, have been competitive, underscoring the false dichotomy between performance and purpose. This episode offers not only a powerful vision of inclusive finance but also actionable insights for policymakers, investors, and employers seeking to build systems that foster dignity, stability, and opportunity for all. Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.    

Helen Mountford, President and CEO of the ClimateWorks Foundation, provides a clear and structured overview of the current state of climate philanthropy and its role in supporting decarbonization, resilience, and systemic climate solutions. ClimateWorks, founded in 2008, was established to improve coordination among climate funders and to identify high-impact interventions that can be supported at scale. Since its inception, the organization has granted over $2 billion to partners in more than 50 countries. Mountford explains how philanthropic funding is well-positioned to play a catalytic role in advancing climate solutions, despite its relatively small scale compared to public and private capital. Philanthropy’s comparative advantage lies in its ability to take calculated risks, support early-stage innovation, and invest in enabling conditions—such as policy research, technical capacity, and coalition building—that other sectors may overlook. She gives examples ranging from industrial decarbonization (such as the development of LC3 cement) to the role of philanthropic incentives in accelerating energy-efficient air conditioning technologies. The discussion explores how the cost of renewable energy has now undercut that of fossil fuels in many regions, even when paired with battery storage. This shift has made the economic case for clean energy more compelling, though political and regulatory obstacles remain. Mountford notes that while some jurisdictions are experiencing pushback—through efforts to weaken ESG standards or reduce transparency—broader market and investment trends still favor climate-aligned strategies. A recurring theme in the conversation is the growing convergence between climate and other sectors, such as public health, agriculture, and education. Many foundations that did not historically identify as climate funders are now incorporating climate dimensions into their work. Conversely, climate-focused funders increasingly recognize the importance of aligning with local development goals. Mountford points to the rise of collaborative initiatives aimed at climate adaptation and resilience, particularly in areas that overlap with development priorities. On strategy, she emphasizes the importance of data and coordination. ClimateWorks helps funders co-develop shared approaches based on emissions profiles, political context, and evidence of what is feasible. This includes identifying areas where philanthropic investment can help unlock larger flows of capital or policy change. A systematic, portfolio-level approach helps reduce duplication and increases the likelihood of durable outcomes. Mountford also discusses the challenges of data collection in the philanthropic sector, particularly with respect to individual giving and the measurement of adaptation-related investments. ClimateWorks continues to invest in improving data transparency and encourages others to do the same, as shared information strengthens the entire ecosystem. The episode concludes with a reflection on the role of accurate, credible information in sustaining climate progress. Mountford cautions against the influence of misinformation, which can lead to apathy or misdirected skepticism, and reiterates that while challenges persist, there is substantial forward movement that deserves attention. Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.    

Fabio Segura, Co-CEO of the Jacobs Foundation, offers a deep dive into the foundation’s bold and evidence-driven approach to improving learning outcomes in low- and high-resource environments alike. At the heart of the discussion is a new $120 million co-funding initiative in Ghana—an ambitious, multi-stakeholder collaboration bringing together the country’s Ministry of Education, the World Bank, the Global Partnership for Education, and an expanding consortium of private sector actors. What emerges is a compelling framework for what true impact entails. Success is no longer measured solely by the number of schools built or children enrolled, but by the cultivation of resilient education systems that are capable of continuous learning, self-correction, and scale. This means embedding a “culture of rigor” while retaining the humility to revise assumptions as conditions change. Segura is candid about the complexities of building trust across sectors—philanthropy, government, business, and academia—each of which brings different priorities and expectations to the table. He highlights the importance of clearly defined success metrics, transparent governance structures, and a willingness among partners to surrender individual control for the sake of shared objectives. Notably, he underscores how corporate partners are being asked to expand their lens beyond traditional CSR and consider educational reform as a long-term investment in system-wide human capital development. Ultimately, Segura offers a persuasive argument for rethinking philanthropic and developmental practice. In a world where challenges outpace resources, the path forward is not to pursue impact in silos, but to build shared, data-informed architectures for change—anchored in realism, yet animated by the conviction that systems can evolve. Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.  

Philippa Charles, Director of the DFN Charitable Foundation, leads a conversation on the Foundation’s strategic philanthropic approach and its distinctive commitment to long-term, systems-level impact. With a background in leading one of the UK’s major family foundations and now at the helm of DFN, she offers a compelling look at how deeply personal motivations can shape focused and effective grantmaking. The DFN Foundation operates across four thematic pillars: disability education, disability employment, myeloma cancer research, and conservation. These areas are not only strategic but are also rooted in the lived experiences and values of the Foundation’s founding family. This grounding translates into a uniquely empathetic and effective model of philanthropy—one that combines substantial funding with strategic oversight and deep engagement with delivery partners. The episode explores how DFN supports systemic change in disability inclusion. Philippa discusses the success of Undershaw, a school for students with special educational needs that recently received an “Outstanding” rating from Ofsted, and the DFN Project SEARCH initiative, which has helped more than 3,000 young people with disabilities secure meaningful employment across over 200 corporate and public sector partners. These stories illustrate DFN’s commitment not just to education and training but to shifting the broader landscape of opportunity for disabled individuals. A similarly strategic approach underpins the Foundation’s investment in myeloma research. Through the Jacquelin Forbes Nixon Fellowship, DFN has supported a clinical trial at the Institute of Cancer Research that is producing transformative outcomes. Over 75% of participants remain in remission—a significant improvement over standard care—and the research now points toward wider clinical application and deeper exploration into treatment efficacy and patient outcomes. DFN’s work extends beyond the UK, particularly in conservation. In Kenya, the Foundation supports the Pangolin Project, an initiative preserving 5,000 hectares of biodiverse forest and protecting the world’s most trafficked and critically endangered mammal. The project embodies the Foundation’s ability to balance localized impact with global relevance, and its philosophy of acting where there is both clear need and the opportunity for catalytic intervention. Throughout the discussion, Philippa reflects on the leadership demands of running a multifaceted family foundation. She shares how she is structuring her first year in the role by focusing on governance, partnerships, operational strategy, and long-term vision. Her insights offer a valuable roadmap for those leading or advising mission-driven organizations, especially those navigating the complexities of family philanthropy. The conversation concludes with a discussion of collaboration across the sector and the importance of peer networks among foundations. Philippa also speaks passionately about the transformative power of volunteering, not only as a form of civic engagement but as a professional and personal development tool. For those interested in strategic philanthropy, disability inclusion, evidence-based research funding, and conservation efforts with measurable impact, this episode provides a thoughtful and informative exploration of how one foundation is driving change across sectors—anchored in personal values, executed with professional discipline, and amplified through strategic partnerships. Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.  

In this compelling episode, Vishal Sunil, Co-Founder and CTO of Rocket Learning, offers a nuanced and forward-looking perspective on the intersection of artificial intelligence and early childhood education in India. Rocket Learning, a social impact organization working with over 3.2 million students across 10 Indian states, is radically transforming how foundational learning is delivered to underserved communities. The organization’s vision is to ensure that every child, particularly those aged 0 to 6, reaches their full potential by empowering both caregivers and early childhood educators through scalable, tech-enabled interventions. Central to Rocket Learning’s success is its deep integration with India’s vast public daycare infrastructure, the anganwadi system. These centers, which serve a majority of the country’s early learners, were historically under-resourced and underutilized for educational purposes. Rocket Learning is spearheading efforts to convert anganwadi workers into effective early childhood educators, a mission now backed at the national level through initiatives such as “Poshan Bhi Padhai Bhi” — a government campaign that integrates nutrition with learning and is supported by a significant financial commitment. What sets Rocket Learning apart is its product philosophy: pragmatic, accessible, and deeply embedded in community. Rather than building flashy new platforms, the organization leverages ubiquitous tools like WhatsApp to facilitate parent-child and teacher-child engagement. Their pedagogy prioritizes social reinforcement by fostering community-based learning environments, where shared participation amplifies motivation and adoption. By rejecting highly individualized and gamified approaches in favor of communal learning, they offer an alternative paradigm rooted in behavioral science and cultural context. The discussion takes a particularly insightful turn as Sunil introduces Appu, Rocket Learning’s new voice-based, AI-powered tutor developed in collaboration with Google.org. Appu is not merely a chatbot, but a human-centric educational interface designed to engage children in two-minute voice conversations tailored to their learning level, interests, and local context. The system is engineered with a guardrail framework — ensuring safety, consistency, and pedagogical alignment — while still offering dynamic, personalized experiences. This form of “guided discovery” allows children to learn through everyday interactions, and it encourages parents to participate actively in the process, thereby reinforcing learning through familial bonding. Multilingualism, minimal screen time, and culturally responsive design are at the core of Appu’s development. The tool is already operational in several Indian languages and can be quickly adapted to new linguistic and regional contexts, with the ambition of one day serving learners globally. Importantly, Rocket Learning is not just interested in innovation for its own sake. As Sunil notes, the organization is committed to rigorous evidence-building. Their forthcoming randomized controlled trial, conducted in partnership with J-PAL, will offer critical insights into the impact of AI tutors on early childhood learning outcomes — potentially shaping global policy and philanthropy in this domain. Sunil’s personal journey, from a data scientist in the United States to a purpose-driven social entrepreneur in India, is emblematic of a new generation of technologists who view scale not just as a metric, but as a moral imperative. His reflections are deeply grounded in the lived experiences of Rocket Learning’s users — parents who sacrifice convenience for their child’s future, and educators who evolve from caretakers to catalysts of cognitive development. Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainabil

This conversation offers an illuminating view into the intersection of entrepreneurship, climate innovation, and ecosystem-building, as seen through the partnership between SparkCharge and the Los Angeles Cleantech Incubator (LACI). Josh Aviv, Founder and CEO of SparkCharge, and Matt Petersen, President and CEO of LACI, detail the transformative impact of incubator support on the successful deployment of cleantech solutions—particularly in addressing the critical infrastructure gap in electric vehicle (EV) charging. SparkCharge has emerged as a category-defining company in mobile EV charging. Its innovation lies in offering modular, off-grid battery systems capable of delivering fast, flexible charging to electric vehicle fleets without requiring permanent infrastructure. This is particularly significant in a landscape where the traditional rollout of fixed EV charging stations can take years. By contrast, SparkCharge can bring fleet operations online within days. The technology is not only scalable and cost-effective but addresses a central barrier to EV adoption in underserved or infrastructure-poor locations. Central to SparkCharge’s success is its long-standing relationship with LACI. Matt Petersen outlines LACI’s mission to build an inclusive green economy by supporting early-stage climate-focused ventures through incubation, access to capital, and workforce training. SparkCharge’s trajectory through LACI exemplifies this support in action. From winning the California Climate Cup in 2019 to refining investor pitches, connecting with early customers, and leveraging non-dilutive funding and working capital, SparkCharge benefited from a full-spectrum, hands-on approach to scaling. LACI’s model demonstrates how climate incubation can go beyond office space and mentoring. Their wraparound support includes executive coaching, pilot funding, capital stack innovation through debt and equity funds, and workforce integration. Notably, SparkCharge leveraged LACI’s microloan program—created to fill a critical gap in startup financing—alongside its ecosystem of commercial partners and regulators, including influential environmental agencies and private investors who visited the LACI campus to see SparkCharge’s technology in action. Aviv articulates the entrepreneurial journey with candor, underscoring the emotional endurance, strategic clarity, and spiritual conviction required to lead a startup addressing systemic challenges. He emphasizes that being an entrepreneur demands both resilience and vision, particularly when pioneering novel business models that must educate the market as much as serve it. Petersen complements this by advocating for a broader understanding of entrepreneurship—not just for founders, but also for civic and social actors he calls “citizen entrepreneurs.” He urges others to find opportunities in their own communities to champion sustainability, reinforcing the importance of localized, mission-driven leadership at every level. Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.  

Shloka Nath, Chief Executive Officer of the India Climate Collaborative (ICC), offers an in-depth look at the launch of the HCL ClimaForce Fund, a new initiative designed to bridge the critical gap between promising climate innovations and wide-scale adoption. The fund marks a notable evolution in Indian philanthropy, particularly in the climate mitigation space — an area that has historically received limited domestic funding. Until now, Indian philanthropic capital has largely been directed toward adaptation strategies, focusing on helping communities withstand the impacts of climate change. The HCL ClimaForce Fund, by contrast, shifts the focus to emissions reduction, enabling India to not only respond to climate change but lead on the development and deployment of climate solutions. At the heart of the initiative is a groundbreaking partnership between ICC and HCL, with visionary leadership from Roshni Nadar Malhotra, Chairperson of HCL Technologies. The fund targets three high-impact sectors: sustainable buildings, cooling, and freight — all of which are major contributors to India’s future emissions profile and simultaneously ripe for innovation. India’s building stock, for instance, is expected to double by 2040, and nearly 70% of the buildings that will exist in 2050 have yet to be constructed. Cooling demand is also set to triple by mid-century, while freight continues to be a critical area of economic and environmental concern. These sectors present a rare window to influence the direction of India’s development — and by extension, its climate trajectory. The fund is designed to address what is often referred to as the “valley of death” — the stage where early-stage innovations struggle to gain traction due to a lack of commercial viability, limited data on effectiveness, and high perceived risk. By supporting pilot projects, demonstration initiatives, and capacity-building efforts, the HCL ClimaForce Fund provides the early, high-risk capital that most private investors are unwilling to commit. In doing so, it lays the groundwork for private sector investment and accelerates the scaling of climate solutions that are both affordable and suited to India’s socio-economic realities. What distinguishes this effort is not just its technical sophistication, but its collaborative ethos. The India Climate Collaborative brings together a wide network of stakeholders — from policymakers and research institutions to real estate developers, logistics companies, and civil society actors. Rather than operating in silos, the fund is embedded in a broader ecosystem that understands both the scientific imperatives of climate action and the structural and behavioral shifts needed to enable adoption. It also signals a new model of philanthropy in the Global South: one that is strategic, catalytic, and deeply rooted in local leadership and priorities. The fund’s structure and strategic focus reflect years of development, trust-building, and alignment between ICC and HCL. According to Nath, success will be measured not only in terms of the specific innovations supported, but in the broader transformation of India’s climate finance ecosystem. By de-risking innovation, creating proof points, and fostering cross-sector collaboration, the HCL ClimaForce Fund has the potential to drive system-level change — not just in India, but across the Global South, where similar barriers to climate innovation persist. As India races toward 2030, Nath emphasizes the need to integrate climate action into the country’s core development agenda. The ClimaForce Fund is one part of that larger vision: a pathway to scale homegrown, climate-smart solutions that can help define a new model of sustainable development. In her view, leadership today is less about having all the answers and more about enabling others to act — through trust, humility, and a shared commitment to transformative change. Thank you for downloading this episode of the Do One Bet

Nicole Rycroft, Founder and Executive Director of Canopy, shares a comprehensive view of how her organization leverages the global marketplace to catalyze large-scale forest conservation. Founded in 1999, Canopy is a solutions-driven nonprofit dedicated to safeguarding the world’s ancient and endangered forests by working with diverse stakeholders, including key corporate actors to reform supply chains traditionally reliant on forest degradation. Today, Canopy collaborates with over 1,000 brands, including major names like H&M, LVMH, and Penguin Random House, to help shift the fiber sourcing for packaging, paper, and textiles toward more circular, low-carbon alternatives. At the heart of Canopy’s strategy is an understanding that forests are deeply intertwined with the global economy. Each year, more than five billion trees are cut down for consumer products, many from high-carbon, biodiverse ecosystems critical for climate stability. Recognizing that supply chains are a major driver of deforestation, Canopy works directly with corporations to develop robust environmental policies and to pressure suppliers to move away from sourcing from vital forests. Moreover, Canopy engages companies in advocating for systemic policy changes and creating space at decision-making tables for Indigenous and local community leaders. Rycroft emphasizes the profound evolution of corporate attitudes toward sustainability over the past two decades. Where once sustainability registered as a low-level concern, today it sits as a strategic priority at the C-suite level. Companies are increasingly driven by the need for resilient supply chains, regulatory compliance, and achieving climate targets. The volatility of traditional supply chains—exacerbated by climate change, wildfires, and resource scarcity—has pushed executives to seek more circular and sustainable models. An integral part of Canopy’s work is building bridges between the corporate sector and Indigenous communities, whose stewardship has preserved much of the world's remaining biodiversity. Through storytelling and direct engagement, Indigenous leaders have been effective at connecting with corporate audiences, making the case for conservation through a deeply human lens that complements economic and regulatory arguments. A significant current initiative is Canopy’s work in India, aimed at scaling "next generation" (Next Gen) fiber solutions—transforming agricultural waste and recycled textiles into paper, packaging, and clothing. India’s vast agricultural residue problem, coupled with its global leadership in textile manufacturing, presents a major opportunity. In response, Canopy is developing a $2 billion blended finance platform to catalyze investment in this emerging sector, with plans to replicate this model in other regions of the Global South. The initiative reflects a broader shift toward blended finance mechanisms that leverage grants, concessional capital, and private investments to accelerate sustainable industrial transformation. Rycroft concludes by emphasizing that the solutions needed to safeguard forests and transition to circular supply chains already exist and are ready to scale. Bold corporate leadership and smart capital deployment will be key in the decisive decade ahead. With a growing coalition of committed brands and an urgent ecological timeline, the momentum for systemic change is tangible—and Canopy stands at the forefront of this effort. Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.  

In this episode, Jordana Barrack, Executive Director of the Mighty Arrow Family Foundation, offers a compelling perspective on how funders can rethink philanthropy by centering empathy, trust, and long-term relationships in their work. The foundation, established by Kim Jordan, co-founder of New Belgium Brewing Company, is a family-led philanthropy focused on climate change, food systems, land and water stewardship, and social justice. With an annual disbursement of approximately $3.5 million and a planned sunset in 2040, the foundation aims to deploy its resources intentionally and meaningfully during its limited lifespan. A central focus of the conversation is the foundation’s recent initiative, the Mighty Partners Report, which reflects a deep learning journey undertaken to better understand the lived experiences and needs of its grantees. Rather than adopting standard philanthropic norms, the foundation opted for direct engagement and honest dialogue with its partners. Through surveys and interviews, they uncovered high rates of burnout and a strong desire among grantees to connect and collaborate with one another—insights that shaped the launch of two new grant programs. The first, Nurturing Leadership Grants, offers flexible capacity-building support specifically focused on people, rather than projects, within grantee organizations. The second, Transformational Capacity Grants, is structured around referrals—grantees are invited to nominate other organizations that might benefit from similar support. This peer-referral model not only decentralizes the application process but also broadens the foundation’s network in a way that is organically diverse and mission-aligned. Barrack emphasizes the value of proximity to grantees and fostering candid, human connections. Simply asking nonprofit leaders how they’re doing on a personal level, she notes, can often be unexpectedly powerful, especially in a sector where funders rarely engage with grantees as whole people. The foundation’s approach underscores the idea that genuine partnership requires both trust and a willingness to step away from traditional, transactional funding models. Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.  

Christopher Coritsidis, Founder of the Opus 1 Foundation, presents a vision for how the arts can play a practical and effective role in driving social impact. His work focuses on leveraging the power of creative expression to address real-world challenges such as economic inequality, social injustice, and environmental sustainability. The Opus 1 Foundation brings together a wide-ranging network of artists, academics, advocates, policymakers, and organizations committed to using the arts as a tool for change. The foundation’s approach is based on the belief that creative practices can go beyond personal expression — they can be used to foster social connection, promote well-being, and strengthen communities. Coritsidis draws on a combination of professional experiences — from his background as a violinist to his MBA from MIT — to develop initiatives that combine artistic creativity with strategic impact. A key focus of the Opus 1 Foundation’s work is exploring how the arts can help address disconnection and isolation, which are growing challenges in many societies today. Whether through music, visual arts, or performance, creative projects have been shown to foster a sense of belonging and improve mental and emotional well-being.  Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.  

In a wide-ranging and thought-provoking conversation, Pia Rebello Britto, Global Director of Education and Adolescent Development at UNICEF, unpacks the sobering reality of education in the face of accelerating climate change and systemic inequality. Drawing on her extensive global experience and UNICEF’s latest report, "Learning Interrupted: Global snapshot of climate-related school disruptions in 2024", she provides a clear-eyed analysis of the intersecting crises that threaten the educational futures of hundreds of millions of children worldwide. At the heart of the discussion is an alarming statistic: in 2024 alone, climate-related disruptions affected a staggering 250 million children. Across 85 countries, extreme weather—floods, heatwaves, storms, and air pollution—upended school calendars, damaged infrastructure, and derailed learning. Yet climate is only one part of the broader learning crisis. Britto highlights three distinct yet interconnected challenges: children being denied access to school altogether; those enrolled but receiving substandard education; and those whose education is interrupted by crises. Each of these systemic failures contributes to the shocking global reality that 7 in 10 ten-year-olds cannot read a simple sentence.  Despite the scale of the challenge, Britto remains deeply committed to transformative solutions. She calls for immediate investment in climate-smart learning environments—resilient, adaptive infrastructure designed to withstand future shocks.  Central to these reforms is the recognition that teachers are the keystone of educational quality. Britto makes a compelling case for a global reboot of teacher preparation and professional development, describing it as one of the most efficient and scalable pathways to improving learning outcomes. At the same time, she warns against the seductive appeal of “shiny” EdTech solutions that lack evidence of impact. Effective integration of technology must be grounded in pedagogy, not novelty. She also highlights two often overlooked groups: girls and children with disabilities. Both face compounded barriers to education, and despite advances in assistive technology, inclusive learning remains vastly under-prioritized. It is here, Britto suggests, that funders and innovators could make some of the most catalytic interventions. For philanthropists, policymakers, and advocates, Britto offers a clear call to action: do your homework, invest in what works, advocate vocally for education as a fundamental right, and act locally as well as globally. Her vision is pragmatic yet optimistic. Education, she reminds us, is not merely a public service—it is a social contract. It is the most powerful instrument we have to unlock potential, and shape a sustainable future. Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.