Intellectual Philanthropy
Executives donate expertise, not money.
Our coaches are senior operators who give something they have more of than cash: judgement earned over decades. It costs them time, which is the scarcer thing.
What we stand on
Four pillars
Each of these describes something the organization does, in a way you can check. A pillar that could not be checked would be a slogan.
Transformative Growth
A structured engagement, not a single conversation.
About 10 sessions over roughly 5 months. Long enough for something to change; short enough to finish.
Proven Methodology
Every coach is trained in Dr. Martin Seldman's framework.
Coaches are vetted, then trained in a single shared method — so the experience does not depend on which coach you happen to be matched with.
Radical Transparency
Every figure is visible to the people it concerns.
Coach and mentee see the same progress view. Public impact figures are aggregate. Nothing about how the money moves is hidden, because the model only works if it is legible.
Why transparency is a pillar and not a policy
Most organizations treat transparency as a reporting obligation — something published annually, in aggregate, after the fact. We treat it as a property of the interface.
Coach and mentee see the same progress view; there is no private version for either side. Public impact figures are aggregate and never per-person, because an individual's giving is theirs. Where we cannot see something — message contents, for instance, which are encrypted and readable only by the two people in the conversation — we say so plainly rather than implying a capability we do not have.
That last part matters more than it looks. An organization that overstates what it can see has to be believed twice: once about the money, and once about everything else.