At the University of Maryland, the actor Kevin Bacon funded a “Shark Tank”-style competition for young social entrepreneurs. Instead of investing in skincare brands or gourmet cookies, judges heard pitches from students who wanted to right some wrongs in the world and help people.

That competition grew into the University of Maryland's Do Good Institute, which supports classes and research and uses social entrepreneurship to help students learn, lead, and grow. Camber Creek spoke with Jenny Cox and Nathan Dietz from the Institute about what happens to a giant college campus when an entrepreneurial mindset is taught, encouraged, and rewarded.

1:20 The Do Good Institute is a hub for social impact providing funding, education, and resources to students.

2:10 The Institute’s research function and focus on measuring the impact of social entrepreneurship programs

3:30 Expanding programming, from early student engagement to post-graduate entrepreneurial support

6:30 A student-led effort to reduce campus food waste led to the creation of the first Do Good Challenge.

8:00 Collaborating with Kevin Bacon’s foundation

12:50 Social entrepreneurship follows the same disciplined, problem-solving mindset as traditional entrepreneurship.

19:00 Intermediate and advanced offerings, including incubators, accelerators, and seed funding programs.

21:15 Approximately 10–15% of University of Maryland College Park students engage directly with Do Good programming.

29:30 Students increasingly want both financial success and social impact.

41:45 The Do Good Institute wants to do its part to counteract a broader trend of declining interpersonal connection

Nurses are on the front lines of public health. They work in hospitals and sometimes in people’s homes. They’re trained to meet people where they are and communicate across patients, doctors, and policymakers.

Nurses are, in effect, some of the medical field’s best diplomats. And today, those skills are being put to the test. The US population is aging at exactly the same time the federal government is cutting health research funding and creating an environment that incentivizes top talent from around the world to study or work elsewhere.

One of the foremost leaders navigating this difficult inflection point is Sarah Szanton, dean of one of the top-ranked schools of nursing in the world at Johns Hopkins University. Sarah sees what’s coming for all of us. The current problems in US healthcare are real, but nurses like Sarah stand out as a source of hope.

1:20 There are mounting pressures on nursing education, healthcare, and research.

4:20 The ripple effects of federal funding delays across faculty, staff, and students

6:45 Recent policy changes are disrupting a system optimized for high-level research output.

11:10 Sarah’s path from policy work on Capitol Hill to becoming a nurse. Nurses’ role as communicators and translators across stakeholders drew her into the profession.

14:00 The historical shift that made nursing a predominantly female profession and current efforts to make the field more inclusive.

16:25 The role of immigration in sustaining the US nursing workforce

19:00 Nurses are a big part of the response to an aging US population.

21:55 Community-based healthcare innovations driven by nursing and neighborhood nursing

28:15 Lionel reflects on the importance of communication in healthcare, sharing personal experiences with loss.

30:50 Nurses are trained to support not just patients but families through critical moments.

34:30 Funding and immigration shifts may push talent to other countries.

The company Michael Rudin helps lead is extraordinary. It's more than 100 years old. There are dozens of countries that are younger than that. It's a family business, so personal and professional ties are inextricable. And every asset is in New York City, thus subject to all the local, global, political and economic events that have shaped and sometimes disrupted New York since 1925.

That's a lot to navigate, but as Co-CEO of one of the largest privately owned real estate firms in New York, Michael Rudin seems to manage it all very, very calmly. He talked about Rudin, his family's business, with Camber Creek General Partner, Jeffrey Berman.

1:05 Rudin’s legacy and its role in shaping New York City

3:40 The real estate investment landscape has evolved from local capital to a highly competitive global market.

5:20 Rudin historically self-capitalized projects but increasingly partners with external investors.

9:45 The portfolio includes 13 million square feet and thousands of residential units.

11:00 Rudin’s integrated model of owning and managing its properties

12:00 The influence of family-owned real estate firms relative to institutional investors

13:30 The role of real estate leaders in shaping policy and maintaining New York’s economic vitality.

17:15 Rudin’s relationship with New York City leadership and evolving political dynamics

21:35 Three recent defining moments for New York City real estate

24:40 Michael reflects on the emotional and operational impact of a mass shooting at one of Rudin’s buildings

30:20 Joining the family business

34:20 Transitioning to co-CEO and the division of responsibility

38:30 Making decisions in a family-run organization.

42:30 Enlightened self-interest as a guiding principle for decision-making

At five feet tall, Amy Norman has periodically been misjudged or overlooked. Even after earning an MBA from one of the most prestigious business schools in the country, she was told she did not have enough gravitas.

She felt self-conscious using some stellar credentials to start a business focused on children, and every venture capital firm she spoke with turned her down. But she just kept going—for 14 years, 15 million units sold, and onto a successful sale of that company—the first of two she would found.

Amy is honest about how hard it was. She tells the women who want to become founders and come to her for advice that the idea that you can have it all—a high-growth company, a family, and all the time you'd want for other people and pursuits—is a myth. But you can, she insists, define what's most meaningful for you, then shape your life accordingly.

1:20 Amy describes her childhood moving between the US and the UK and how it shaped her worldview.

2:40 Amy’s first business, Little Passports, and its mission to expand children’s understanding of the world

3:30 Scaling to millions of units sold with a subscription model

4:00 Amy’s elite business pedigree (McKinsey, Wharton) and her unconventional entrepreneurial path

5:30 Realizing money was not her primary motivator, prioritizing purpose over prestige

6:30 A supervisor at McKinsey told her, “You don’t have enough gravitas”

10:30 The difficulty of raising venture capital for a children’s physical product business. What she did instead.

13:10 Facebook ads superchargers Little Passports’ growth

18:30 “Having it all” is a myth.

21:20 Exiting Little Passports

22:50 COVID was a boon to the business.

24:20 Selling a company is hard.

25:45 “I’m not a great employee.”

25:50 Founding Nellie Travel, a luxury travel advisory firm.

26:30 The value proposition of high-touch travel planning and personalized experiences

29:50 Acquiring customers

30:30 How geopolitical factors influence inbound and outbound travel patterns

34:20 Will Amy ever retire?

Local news is on life support in the US. Since 2005, more than 3,200 print newspapers have closed or merged. That is a staggering number. But different business models have sprung up to fill that gap, including digital-only and non-profit ventures like a startup media company in Maryland’s biggest city, the Baltimore Banner.

How are communities affected when local events simply never become stories? How does removing the profit motive change the way the news is produced? And what's it like competing with a nearly 200-year-old incumbent? We put those questions to Julie Sharper, an enterprise reporter for the Banner.

2:45 Julie’s pattern of deep but shifting interests became an asset in journalism.

4:25 Julie is short, but people underestimate her at their peril.

7:00 The Baltimore Banner is a nonprofit, digital-first newsroom.

8:15 The nonprofit model shifts focus away from shareholder pressure (because there are no shareholders) toward journalism quality.

8:50 How does the Banner differ from the biggest paper in Maryland, Julie’s former employer, The Baltimore Sun?

11:30 In a digital-first newsroom, does anyone need to show up to the office?

14:05 The Banner’s financial model and how it sustains growth. Subscriptions make advertising revenue important but less central.

16:05 What is an enterprise reporter?

18:30 Covering city hall.

20:00 Why don’t more behind-the-scenes conflicts make it into published stories?

25:30 Investigating Baltimore Ravens player Justin Tucker.

28:30 The challenges of protecting anonymous sources while maintaining legal rigor.

31:00 Why legacy media organizations may hesitate to pursue big stories

33:30 The emotional toll and eventual validation of the reporting

34:50 The broader impact of local journalism on institutional accountability

38:10 The role of AI in journalism. Julie believes it will not replace core reporting or writing functions.

40:00 Baltimore’s reputation and how outsiders perceive the city

Josh Goldman would never describe himself this way, but he may be one of the most important people in the world. As co-founder of KoBold Metals he has helped develop technologies that do a much better job finding deposits of lithium, nickel, cobalt, and copper, and do so at a fraction of the billions of dollars that have become the industry average.

These are items on a shortlist of what governments call critical minerals, which are vital for energy production. So, basically, Josh and his colleagues are helping keep the lights on. For example, KoBold uncovered what it projects will be one of the largest copper mines in the world. That deposit in Zambia is one reason the company, a startup, is already worth a few billion dollars.

To reach this point, Josh and his team have had to solve tough scientific problems, navigate domestic and international politics, and take a firm stance against corruption. He credits his training as a physicist with helping him think through the things that really matter and how to approach them.

1:20 Josh reflects on his early identity as a physicist and how that shaped his thinking. Physics trains strong first-principles thinkers and generalists. But the day-to-day of being a scientist is tedious.

6:00 Why KoBold Metals has a chief philosopher

6:30 The mission to discover critical mineral deposits needed for electrification and AI-driven infrastructure

7:45 The core challenge: finding hidden mineral deposits deep underground where traditional methods fail.

12:00 Josh explains his transition from academia to consulting and eventually to the energy sector.

14:10 The scarcity is not minerals themselves but knowledge of where concentrated deposits exist.

22:00 How KoBold Metals decides where to explore, including logistical, financial, and social considerations

23:30 What it's like to make a big find

27:25 Fundraising to fund a company most people won't understand

28:45 The decision to not sell technology as a service but deploy it directly in exploration

30:10 Integrating scientists, engineers, and technologists into one team.

32:15 KoBold got a number of foundational business decisions right early on.

35:45 Navigating ethical consideration and geopolitics

Whatever industry you’re in, there’s probably a specialist media outlet that you consult on a regular basis. You’re familiar with what they write, but what does that publication look like on the inside? How do they define you, their audience? And what is it you should know to improve the likelihood that they’ll highlight your company?

As President of HW Media, Diego Sanchez has answers to all of these questions for one of the most important publications in the housing industry, HousingWire. Housing is such a big topic and growing even bigger given the current affordability crisis. So Diego could go after a large, broad audience. But that’s not what HousingWire is doing at all.

Diego and his team care most about a group of industry leaders and insiders that, if put in one place, would constitute a mid-sized US city. This approach is targeted, thoughtful, and may be a model for how to break through an incredibly noisy information environment.

1:30 Diego outlines his early career in investment banking at Credit Suisse and the skills he developed there along with his time at Microsoft.

7:20 Defining HousingWire’s core audience: 200,000–250,000 high-value professionals

10:45 HousingWire’s revenue model. Striving to become the “Bloomberg of housing.”

17:30 Integrating AI into products to enhance analysis and user experience

22:30 The trade-offs between investing in editorial content versus product development

26:30 How private equity ownership influences HousingWire’s strategy

27:10 HousingWire’s four core user personas: C-suite executives, capital markets leaders, homebuilders, and top-producing agents and loan originators.

32:30 Advice for professionals pitching stories to HousingWire

35:20 Will HousingWire branch out into multifamily?

39:35 Housing policy is hardly ever in the news as much as it is now. And that's not necessarily a good thing.

43:15 Are industry awards programs pay to play? Why HousingWire is not incentivized to play that game.

Does this sound familiar? You’re on a phone call. You tell the person on the other end that you're really craving barbecue for dinner, and within minutes, one of the apps you use serves you an ad for brisket. Or worse yet, you're not even on your phone when you say this, but the ad still finds you.

By some estimates, more than half of Americans believe their smartphones are spying on them, recording every word they say. To be clear, there’s no evidence that this is true, but the suspicion persists. Digital advertising can feel creepy.

Jeremy Hlavacek feels your pain. He’s run programmatic advertising operations for big companies like The Weather Channel, IBM’s Watson division, and Experian. An industry veteran, Jeremy has advice for entrepreneurs thinking about how to get their companies noticed, and he believes there’s a big difference between what advertising platforms can do and what they should do.

3:00 Jeremy describes his entry into the early internet era and how digital advertising emerged as a new career path.

4:10 Smartphones are not listening to users, but highly accurate predictions are driven by vast amounts of behavioral data.

5:05 How modern digital advertising uses demographic data and AI to target consumers far more precisely than traditional media.

6:00 Predictive algorithms have become so effective that they can feel invasive, even when they are not.

8:10 The rapid evolution of major tech platforms like Google, Amazon, and Facebook and their growing predictive power.

10:10 The rules that govern digital advertising.

11:40 Everyday digital interactions, like web browsing and app usage, generate valuable consumer data.

15:20 There are many more companies tracking you than you might think.

18:00 You can opt out from a lot of this.

20:30 Can digital marketing change human behavior?

26:00 Advertising has shifted away from traditional content-based media into platforms like search and commerce.

32:20 Companies like Walmart are building their own advertising capabilities through acquisitions, partnerships, and internal development.

35:20 Products like ChatGPT attract attention and inevitably create opportunities for advertising.

39:10 How venture-backed startups can avoid wasting money on digital ads.

Bruce Toll, working with his brother Robert, built Toll Brothers from two houses in Pennsylvania into one of the largest home builders in America, which today has a $15 billion market capitalization.

We wanted to find out how he managed this, because housing is a very local product. Most local developers don't become regional players, and practically no one reaches national scale. But Bruce Toll just keeps going.

Real estate has been his base. However, he also has large positions in healthcare, natural resources, and even produced more than 100 films.

During this conversation with Camber Creek General Partner Jeffrey Berman, it became clear that Mr. Toll invests as much in people as he does in businesses. His relationships open unexpected opportunities and new spaces where he can build.

1:20 Learning the business from his father

2:37 Founding Toll Brothers and building the first two homes outside of Philadelphia

6:00 Early growth happened organically. It was not the result of a deliberate scaling strategy.

8:00 Abundant labor and strong housing demand in the 1960s made it relatively easy to assemble construction teams.

12:25 His father tells him to build more upscale homes because they’ll face less competition in that part of the market.

14:29 How housing design preferences have evolved

18:51 Pioneering uses of modular construction processes

22:21 Supply chains are now global, not just domestic.

25:10 The advantages of working with family.

26:20 Why Toll Brothers went public and what that enabled

29:35 Stepping away from day-to-day leadership of Toll Brothers and focusing on a wide array of other ventures through his family office, BET Investments

32:25 Producing more than 100 films through a partnership with Sidney Kimmel.

36:35 Bruce Toll talks about the industries he would pursue if he were starting out today

Before he founded what became one of the larger independent organic food companies in Southern Ontario, Canada, Ran Goel was not overly occupied with food trends. He started paying attention when he realized what we eat is a gateway to many other things he cares about, like land use, health, and addressing income inequality.

1:26 Ran’s unexpected transition from Wall Street lawyer to leader in the organic food space

3:10 Ran came to see food as a lever for addressing climate change, biodiversity loss, and human rights concerns.

9:05 Fresh City Farm’s early days as an urban farm and the tangible seed-to-table experience that shaped the company’s ethos.

11:20 The evolution from Fresh City Farm to Mama Earth Organics

16:10 Why Mama Earth Organics believes vertical integration is necessary—for now

19:05 What is the value proposition of organic and locally sourced food?

25:40 Why food has become intertwined with identity and self-expression over the past two decades

27:45 Mama Earth’s own evolution from a slightly paternalistic model to a more inclusive, less judgmental brand

29:20 Would scaling organic and local food nationwide inevitably make it more expensive?

32:40 AI and robotics could lower food production costs.

34:00 Today’s food systems favor shelf-stable, highly processed products.

36:15 But cultural norms are powerful. There has been a positive shift in consumption patterns, including declining red meat, sugary drink, and alcohol consumption.

38:00 Can you make money in this business?

39:50 Community contributions, public goods, and the cumulative impact of small, consistent actions