By Tamer Institute for Social Enterprise and Climate Change
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The podcast currently has 33 episodes available.
In this episode of Capital for Good we speak with three inspiring leaders in women’s health, Erika Seth Davies, Jade Kearney, and Flory Wilson, each pioneering advances in reproductive and maternal health, and each using business, investment, engagement, and advocacy as levers for social change.
Davies is the CEO of Rhia Ventures, a nonprofit that advances reproductive and maternal health equity by leveraging capital to focus on the needs, experiences, and perspectives of historically marginalized people in decision making. Rhia ventures activities include venture capital investing (via RH Capital), ecosystem building, corporate engagement and advocacy, and narrative change.
Wilson is the founder and CEO of Reproductive & Maternal Health Compass (RMH) Compass, a nonprofit focused on the role employers play in access to reproductive and maternal health, and on providing companies with the tools, resources, support, and recognition necessary to offer best in class RMH benefits for all workers.
Kearney is the co-founder and CEO of She Matters, a digital health platform designed to improve maternal morbidity through cultural competency and technology. Focused in particular on improving health outcomes for Black women, and on the epidemic of Black maternal morbidity, She Matters is a B2B company that offers health providers a culturally competent certification program tailored to the specific nuances and challenges facing Black women in the US health care system.
Over the course of this conversation, we touch on the personal and professional experiences that have informed each of these leaders’ work in health equity and access. We also explore how current headwinds and retrenchment — on reproductive and maternal health, on racial equity and inclusion, and on corporate activism — motivate them and have shaped their innovative business models.
“If anyone says entrepreneurship is easy,” Kearney says, “point them in my direction. Social entrepreneurship is sometimes gut wrenching because you’re so close to the problem. But change is also soul feeding because you’re so close to the problem.”
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In this episode of Capital for Good we speak with Lise Strickler ’86 and Mark Gallogly ’86, the co-founders of Three Cairns Group, a mission driven investment and philanthropic firm focused on the climate crisis.
In the years since Columbia Business School, where they met in 1986, Mark has worked in investing, philanthropy, and public policy; as co-founder of Centerbridge Partners, an investment firm with over $30 billion of assets under management; and before at The Blackstone Group. Mark’s work in public service has included two stints under President Obama, and most recently at the US State Department as an Expert Senior Advisor to Special Presidential Envoy for Climate John Kerry. Lise has extensive experience in the climate advocacy sector and has spent the last 20 years working with local, state, and national organizations to advance public policy and build momentum for scalable solutions to the world’s climate crisis, including as a board member of the Environmental Defense Fund and co-chair of their 501(c)4 political advocacy partner, EDF Action; on the leadership council of the Yale School of the Environment; and on the advisory boards of Environmental Advocates NY, the Yale Center for Environmental Law & Policy, Columbia University’s Climate School, the Tamer Center for Social Enterprise at Columbia Business School, and the Adirondack Trail Improvement Society.
In this wide-ranging conversation, we cover a number of the challenges — and promising solutions — to the climate crisis. We begin with their respective “climate journeys,” including for both formative childhood experiences in nature and the outdoors. Lise credits her parents for “passing on the values of hard work, conservation, and leaving the world better than you found it,” and recalls how the environmental activism of the 1970s, including the passage of important legislation like the Clean Air and Water Acts, shaped her understanding of environmental issues and the potential to address them.
We discuss the genesis of the Three Cairns Group, and some of its first major initiatives, each focused, in different ways, on developing ideas and climate solutions that are potentially scalable, and then working with partners across sectors and across the world to implement. For example, Three Cairns has recently launched Allied Climate Partners (ACP), a platform that has aggregated capital from philanthropy, governments, development finance institutions and the private sector to support early-stage climate projects and businesses in emerging markets, including in Southeast Asia, the Caribbean and Central America, Africa, and India. We also explore why Mark and Lise believe that universities, as centers of learning, “creators of new knowledge that advance civilization,” and places that produce the leaders for tomorrow are natural partners for their work on climate. We touch on various efforts they are involved in at Columbia and Yale.
Finally, Lise and Mark remind us that, while the challenges of the climate crisis are many, there are number of breakthroughs that motivate them to keep moving forward: some technological, like MethaneSat, a new $100 million methane tracking satellite, or the falling costs of renewables; some policy related, like the passage of the federal Inflation Reduction Act, the Infrastructure and Jobs Act, the CHIPS and Science Act, that are driving trillions of dollars into climate, or more locally the promise of congestion pricing in places like New York City that will reduce emissions and elevate the importance of public transportation as a climate and equity issue. Lise and Mark note that communicating these gains, and framing climate challenges as ones we have solutions to – and agency in – is critical to the tackling the crisis, particularly for young people “who want things to be better, and want to make them better.”
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Mentioned in this Episode
Three Cairns Group
Allied Climate Partners
Methane Sat
The Environmental Defense Fund
Columbia University
Yale University
Inflation Reduction Act
Infrastructure Investment and Jobs Act
CHIPS and Science Act
New York Congestion Pricing
In this episode of Capital for Good we speak with Shaun Donovan, one of the country’s most important leaders — and lifelong advocates — for housing, economic development, and shared prosperity. Donovan has worked at the highest levels of government — as Secretary of the US Department of Housing and Urban Development and Director of the Office of Management and Budget under President Obama and as Commissioner of the Department of Housing Preservation and Development in New York City — overseeing large scale public-private partnerships. Today he approaches that work from Enterprise, where he leads the nation’s only nonprofit that brings together in one place housing solutions, capital, and community development.
We begin with some of Donovan’s formative personal and professional experiences that motivated his lifelong commitment to housing. Growing up in New York City during a time of crises, with high levels of street homelessness and neighborhoods across the city severely challenged, Donovan was drawn to work at community-based organizations focused on homelessness, rebuilding communities, and financing community revitalization.
We discuss how these experiences would inform his years in government, and his understanding of the role of the public sector. “I am a deep believer in the power of government and the need for a strong government role in the service of the public good,” Donovan says. He notes that, in particular, government can make foundational investments in things like infrastructure or basic scientific research that lay the groundwork for much broader economic prosperity, and can set the “rules of the road,” for commercial market players. He also underscores the importance of cross sector partnerships: Government can scale innovations tested by the nonprofit and private sectors or shape policy that responds to community-based movement building.
Donovan’s forty-year commitment to housing is rooted in the sector’s “unique” role in people’s lives — where people live and their quality of housing — affects larger opportunities and well-being: schooling, health, safety, and employment. Housing has also become the most expensive thing in most people’s lives: more than half of US renters spend over 30 percent of income on rent, closer to 50 percent for lower income Americans. We discuss how today’s affordability crisis has led to record levels of street homelessness, overcrowding, evictions, and instability in communities across the United States — the worst Donovan has seen in his lifetime. The high cost of housing also prevents individuals and families from moving to higher paying jobs; limited economic mobility in turn exacerbates economic and political segregation and polarization.
Despite these challenges, Donovan is encouraged by important developments at the national, state, and local level. We discuss what he calls the “New New Deal:” the trillions of dollars the federal government has deployed to infrastructure and climate (via the Inflation Reduction Act), political momentum at the state level to increase the supply of affordable housing, and a wellspring of housing innovation in communities across the US. At Enterprise, Donovan and colleagues take on all of these issues, with a particular focus on racial equity and building resilience and upward mobility. Founded forty years ago, Enterprise today invests approximately $10 billion a year into communities ($64 billion cumulatively to build or preserve 950,000 homes), owns and manages 13,000 affordable homes, and is the country’s largest housing policy and advocacy organization. All of these activities involve partnerships. For example, Enterprise has recently joined forces with LISC, Habitat for Humanity, the United Way, and Rewiring America to apply for $9.5 billion from the Greenhouse Gas Reduction Fund to work with 156 communities across the country to decarbonize affordable housing, invest in resilience, and ensure an equitable low carbon transition. Enterprise also oversees a variety of innovation challenges to support effective housing solutions developed by community-based organizations across the United States. “We have solutions, we know what works,” Donovan says. “I think this is the moment, potentially, when we come together… to build a national movement to make housing a critical part of how we support families in this country.”
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In this episode of Capital for Good we speak with Dr. Fei-Fei Li, the Sequoia Professor of Computer Science at Stanford and the Denning Co-Director of Stanford’s Human Centered AI-Institute. Dr. Li has been called the godmother of artificial intelligence and has emerged as one of the country’s leading scientists — and humanists. She is also the author of the new book, The Worlds I See: Curiosity, Exploration, and Discovery at the Dawn of AI.
We begin by discussing how and why Li employs a “double helix” structure in her book to tell two interlacing stories: the evolution of a new field of science and her own coming of age as a scientist. Together, they form an homage to the intellectual foundations of her work, and to the teachers, mentors, and family members whose sacrifices made her work possible. We explore how the very act of writing the book serves to introduce an underrepresented voice — that of a woman, an immigrant, a person of color — into the world of artificial intelligence and science more broadly. Li believes strongly that “progress and discovery come from every corner,” and throughout her career has worked towards “lifting all walks of life.”
In explaining just what she means by “human centered AI,” Li explains that there is “nothing artificial about artificial intelligence.” As a “tool made by and for people,” she argues AI should be used to make people’s lives work better. Li describes any number of extraordinary and beneficial applications of AI, including those in neuroscience, the social and political sciences, business, education, climate change, and health care, from research drug discovery to diagnosis, treatment, and delivery. We also touch on some of the major risks of AI. While Li believes it is important to examine the longer term and potentially existential threats of AI — the current and popular pre-occupation with sentience and machine overlords – she is more concerned with the technology’s urgent (and potentially catastrophic) social risks: significant biases in data and algorithms, issues of privacy, the problems of misinformation and disinformation, and the profound and uneven economic disruptions that the technology can bring about. “AI can grow the global pie of productivity,” Li says, “but there is a difference between increased productivity and shared prosperity.”
Li also warns of severe levels of underinvestment by the public sector in AI. She has worked closely with the state of California, the federal government, and the UN to encourage more of a “moonshot” mentality when it comes to resources for blue sky innovation, and for the development of governance and guardrails essential for public safety and trust.
Li concludes by encouraging others to follow their own North Stars. “My North Star hasn’t changed, it is still AI, but it is the science with an expanded aperture: the greater North Star of doing good that is human centered.”
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In this episode of Capital for Good we speak with Suzanne Nossel, the chief executive officer of PEN America, and one of the country’s most prominent experts and voices on free speech, free expression, and human rights. Nossel has held leadership roles in government, the nonprofit and private sectors, and is the author of the award-winning book Dare to Speak: Defending Free Speech for All.
We begin with some of Nossel’s formative personal and professional experiences that shaped her passion for human rights, including participating as a young person in the movement to free Soviet Jews in the 1980s, and her years after college in South Africa during the country’s early transition from Apartheid to democracy. Both influenced what would become a throughline throughout her career — “an impulse to advocate for people who take great risks, who assert themselves, who challenge authority,” whether that was leading important initiatives at the State Department under President Obama, at the UN under President Clinton, or at civil society organizations like Human Rights Watch, Amnesty International, and now PEN America.
Nossel walks us through a kind of “free speech and free expression” 101. She explains that while much of the important conversation about free speech centers on the First Amendment, and therefore on protections against government infringement on speech, more broadly free speech is also the foundational right for all other rights in a free and democratic society, the “catalyst for a range of social goods.” Nossel reminds us that the open exchange of ideas allows for deliberation, persuasion, debate, accountability, the ability to make better policies, choose better leaders, and advance scientific progress artistic creativity; freedom of expression is “an underwriter of so many other movements, the ability to advocate for… women's rights, climate justice, racial justice.” She worries about a rising generation becoming alienated from the principle of free speech, seeing free speech at odds with commitments to diversity, inclusion, and pluralism — when in fact they are mutually supportive and reinforcing.
We discuss many of the ways Nossel and her PEN America colleagues aim to serve as “guarantors of free speech and open discourse” through work to “celebrate and defend freedom of expression worldwide.” Some of this takes the form of enabling and amplifying lesser heard voices like Dreamers or incarcerated writers; some through awards, festivals, and public programming celebrating a “big tent” of writers and voices that in turn supports PEN’s free expression and advocacy work, including the defense of persecuted writers around the world, litigation, i.e., the recent federal lawsuit in Escambia County, Florida challenging book bans, or warnings on the dangers of education gag orders. For years, PEN America has also worked on issues of campus free speech, a topic we explore in light of the recent protests and crises of university leadership. Nossel hopes that today’s campus convulsions have brought about a recognition that universities need to put in place deliberate, intentional training and inculcation of a culture of free speech, open discourse, and academic freedom to support the diversity of experience, opinion, and perspective that makes universities “catalysts for understanding and growth.”
We also touch on the large and “messy” issues of online speech, the ways it can be weaponized, the challenges of disinformation, of businesses built on algorithms that prioritize inflammatory content — that are not governed as public entities or liable for most posted speech, and of the lag in appropriate regulation. “The best we can do is experiment,” Nossel says. To date, that experimentation has included important new EU regulations, and efforts from the tech companies themselves to improve content moderation. Nossel herself sits on the Meta oversight board, a group that works to apply human rights principles to adjudicate complex content moderation quandaries and dilemmas.
While deeply concerned about speech issues — particularly the problems of misinformation in an election year (in the United States and around the world), Nossel is also hopeful there is increased recognition, on the political left and right “that each has a stake in speech.” “Speech really should be an issue that sits above politics, and for a long time it was,” she says. “My hope is that we can go back to that when it comes to the nature of our discourse.”
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In this episode of Capital for Good we speak with Luis Miranda, one of New York, and the country’s, most dynamic cross-sector leaders, with more than four decades of experience in government, business, politics and advocacy, community development, and the arts. Miranda is the founding partner of the MirRam Group, founding president of the Hispanic Federation, and board chair of the Latino Victory Fund, the Public Theater, and the Northern Manhattan Arts Alliance. In the words of his son Lin-Manuel, Miranda is relentless.
We begin with Miranda’s childhood and formative years in Vega Alta, a small town in Puerto Rico where he was born and raised before leaving for New York to pursue a PhD in clinical psychology at NYU. Although he left Puerto Rico as a very young man, the place has remained central to his identity and family — and, as beautifully told in the award-winning HBO documentary Siempre, Luis, a place he returns to regularly, including to lead much of the rebuilding effort after hurricanes Irma and Maria.
Once settled in New York, Miranda discovered that work as a clinical psychologist didn’t suit him, but the city “fit like a glove.” Inspired by his parents, who were deeply engaged in public service, Miranda became a community activist, first via nonprofit organizations, then in government when he “came to understand the role that politics can play in changing lives, making communities better.” Miranda would go on to serve in three Mayoral administrations — Koch, Dinkins and Giuliani — and became increasingly involved in local, state, and national politics, helping to elect officials to the New York City Council, the New York State Assembly, and all of New York’s recent representatives in the US Senate: Senators Hillary Rodham Clinton, Charles Schumer, and Kirsten Gillibrand. Miranda also chairs Latino Victory, focused on building power in the Latino community by electing more Latinos to office.
We end with a discussion of the arts — and the ways in which Miranda’s commitment to the arts, politics, community activism, and inclusion all come together. His many recent and large-scale arts projects include bringing Hamilton to Puerto Rico as part of the hurricane recovery effort, leading the restoration of the United Palace theater in Washington Heights, and chairing the board of The Public Theater, where he is leading its Fund for Free Theater campaign. “The arts feed the soul; they bring people together,” Miranda says. “We have to ensure they are accessible.”
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In this episode of Capital for Good we speak with Sonal Shah, the CEO of the Texas Tribune, and one of the country’s most talented and truly cross-sector leaders. Shah is a serial social entrepreneur, and intrapreneur, having founded several important institutions including the White House Office of Social Innovation under President Obama, the Asian American Foundation, and Georgetown’s Beeck Center for Social Impact and Innovation. She began her career in international development at the US Department of the Treasury and went on to lead some of the first sustainability and “impact” initiatives at Goldman Sachs and Google. Today, Shah is focused on a new model of nonprofit journalism, given how vital local news, reporting, and information are for community, accountability, and democracy.
In this episode of Capital for Good we speak with David Leonhardt, senior writer at the New York Times where he writes its flagship newsletter, “The Morning,” and author of the important new book, Ours Was the Shining Future: The Story of the American Dream. At the Times Leonhardt has been Washington bureau chief, op-ed columnist, staff writer for the Magazine, and founding editor of “The Upshot.” Winner of the Pulitzer Prize for commentary in 2011, Leonhardt is one of the country’s most insightful thinkers and analysts.
We begin the conversation with some of Leonhardt’s own origin story: his family’s experience with the American Dream, including that of his grandfather who fled the antisemitic persecution of wartime Europe for the United States, married, and started life in the US in 1940 on the cusp of a long period of prosperity and opportunity — one, too, of terrible discrimination, racism, sexism — but a society that, for most Americans, would deliver on the promise of the American Dream “that life gets better over time.” “I feel a real gratitude for this country, not by any means blind to its great faults,” Leonhardt says, and expresses deep concern that our collective sense of optimism about the future has faded for so many as progress — on earnings, health and wellbeing, life expectancy – has slowed “to a crawl for most Americans,” while income and wealth inequality have soared.
We discuss Leonhardt’s belief that capitalism “works better than any alternative we’ve found… but only a certain type of capitalism”: one that acknowledges that the market is a good and strong force “with consistent shortcomings” that, unchecked by government interventions, can produce significant inequality, or global challenges like climate change. Leonhardt describes how a positive “democratic capitalism” thrived in the post war period for a number of reasons, among them the rise of organized labor that significantly reduced inequality and increased material living standards for lower- and middle-income Americans, and a culture of business leadership championed by executives who believed they were “trustees of the common welfare,” stewards of a kind of high wage, low inequality capitalism that shared the goal with government and labor of creating “a more prosperous America to lead the world.” Leonhardt notes that this era also saw significant government investment in public goods — basic science and technology research (that was then taken up by the private sector), physical infrastructure (i.e., roads and railways), social infrastructure (i.e., education) — with the foresight and political will to use “some of today’s resources to make life better tomorrow.” Today, Leonhardt laments, we have reverted to a kind of “rough and tumble” capitalism with massive declines in union membership and power, a more self-interested corporate culture, and a stagnation that comes from decades of underinvestment.
We end our discussion on a note of optimism, “not that we are going to fix our problems,” Leonhardt says, “but that we can fix our problems.” He believes that the decline of the American Dream over the past half century can be reversed, and that the dream can restored by a strong and diverse grassroots political movement dedicated “to protecting that dream” and improving living standards of most Americans. Leonhardt cites any number of unlikely successes in our history of social progress — on the political left and labor – that have been achieved through grassroots organizing and coalition building. He is confident, or at least hopeful, “the future can be different from the past.”
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In this episode of Capital for Good we speak with Nick Turner, the president and director of the Vera Institute of Justice, where he has spearheaded the organization’s work over the last decade to end overcriminalization and mass incarceration in the United States. Turner is one of the nation’s most visible and important leaders on criminal legal reform – and on a broader set of equity and justice issues.
We begin with some of the formative experiences that would shape Turner’s lifelong commitment to justice, fairness, and understanding “how things work — or don’t work — for people.” The son of Black and Filipina parents, Turner grew up in Washington, DC, attended a Quaker school with a deep service ethos — and would return to Washington after college to work with court-involved, homeless, and disconnected young people at Sasha Bruce Youthwork, a youth services organization. After Sasha Bruce, Turner says he could never “unsee” the glaring underinvestment in that community and in the potential of its young people — and would go on to pursue a career focused on the structural changes necessary to address these inequities.
We discuss the complex issue of mass incarceration; the politics of fear that drive excessive policing, charging, and sentencing; the criminalization of poverty; and the deeply racial disparities and underpinnings of a legal and carceral system that would grow 700 percent between 1972 and 2009, when 2.5 million people in the United States were behind bars and half of all American families have had an immediate family member incarcerated. Turner reminds us, and the data show, that incarceration in the United States is often counterproductive. The severe disruptions and trauma that come with time behind bars can lead to a vicious cycle of instability, poverty, crime, and reincarceration. Although we have made significant progress — the number of people incarcerated is down 25 percent from 2009 — we find ourselves again in a moment when fears about crime and public safety have dampened support for important and evidenced-based criminal justice reforms.
In addition to some of the better known and proven reforms (i.e., those related to bail and sentencing), Turner describes alternatives to conventional policing and incarceration — responding to mental health, housing, or substance use crises with trained specialists instead of police, community violence intervention programs — that reduce crime, deliver safety and accountability, and help shrink the jail and prison populations. We also touch on important rehabilitative efforts to improve conditions behind bars (such as education and restorative housing pilots) and ways the private sector — through changes to hiring and housing policies — can improve opportunities for people to be successful once they are released.
Turner notes that despite the polarizing politics of public safety, most Americans are now “smarter” about the harmful costs of mass incarceration — younger generations particularly so — and support change. “It is possible to have public safety and justice,” he says. “People want safety, they also want solutions.”
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In this episode of Capital for Good we speak with Andrea Jung, the president and CEO of Grameen America, the fastest growing microfinance organization in the United States. Jung is the former chairman and CEO of Avon Products Inc, where she was the longest serving female CEO in the Fortune 500, and a stalwart champion of women’s economic empowerment in the United States and across the globe. Jung has been widely recognized as one of the most influential women in business, and in forging public-private partnerships that end violence against women, support women’s health, and vastly expand economic inclusion. Since 2014, under Jung’s leadership, Grameen America has expanded to serve more than 179,000 women in 25 cities across the United States, with plans to continue to increase the organization’s impact over the next decade.
Over the course of this conversation, Jung explains how a multi-decade career at Avon, where she began in a mid-level marketing role and would serve as the first woman CEO from 1999 through 2012 (and chairman from 2001 to 2012), was inspired and shaped by the company’s longstanding mission to empower women via a pathway to economic independence and equal opportunity. Jung explains that by giving Avon “ladies,” the company’s direct to consumer sales force, personal earning power, it allows them to change the lives of their families and communities. Founded in 1886 — more than thirty years before women’s suffrage in the United States — Avon’s commitment to women’s economic empowerment has been the foundational DNA of the company, linking its purpose and commercial success. As CEO, Jung was responsible for significant global growth, expanding economic earnings (approximately $3 billion) and opportunities for over six million women in more than 100 countries.
Jung explains how this experience in women’s economic empowerment at Avon naturally led her to Grameen America. Founded by Muhammad Yunus, the economist and Nobel Laureate who pioneered microlending in Bangladesh, Grameen America sought to extend this model to the United States. Today, Grameen America’s 179,000 members, primarily Black and Latina women with 99.8 percent repayment rates on $3.5 billion in loans to date, have proven the case. Through a combination of new partnerships, technological innovations and a greater visibility of the success of its financial inclusion model — to new borrowers, policy makers, and donors and lenders — Grameen America is poised for “breakout” growth and scale.
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The podcast currently has 33 episodes available.
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