Category: Five Minutes With…

As technology continues to reshape every industry, too many workers and communities are at risk of being left behind. The Digital Opportunity Playbook, developed by the Tata Consultancy Services’ Digital Empowers team with partners across business, government, and the nonprofit sector, offers a practical roadmap for closing that gap. Drawing on insights gleaned from more than 70 leaders nationwide, the playbook outlines four “plays” that help communities and employers move from access to agency: expanding digital inclusion, strengthening K–12 STEM, building digital confidence, and reskilling adults for meaningful careers.

At a moment of rapidly shifting workforce needs, the Digital Opportunity Playbook is designed to help industry and community partners act together to align economic growth with equity by ensuring digital skills and pathways are accessible.

For this installment of Five Minutes With… NationSwell sat down with Katie Levey — Global Program Director of Digital Empowers — to learn about how the playbook came together, what it reveals about the future of work, and where the work is headed next.

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NationSwell: Can you give us an overview of the playbook’s scope — how does it build upon TCS’s legacy of community investment?

Katherine Levey, Global Program Director, Digital Empowers: TCS has a long history of supporting underinvested communities’ entry into the digital economy through STEM, literacy, entrepreneurial and career readiness programs.

Digital Empowers builds on that legacy by bringing together stakeholders across sectors to collaborate on these issues. Sometimes that looks like research, insights, and webinars; other times, it looks more like collective action with partners who are working toward specific solutions in STEM, digital opportunity, or workforce readiness.

Before moving forward with the playbook, we spoke with 70 leaders from business, government, and nonprofits across the U.S. to help us understand where the need was greatest. From those conversations, we identified four key themes, or “plays,” that form the foundation of our work: expanding digital inclusion, strengthening K–12 STEM, building digital confidence, and reskilling adults for high-demand careers. 

NationSwell: What makes the playbook unique — how does it stand apart from other reports or initiatives in the space?

Levey, Digital Empowers: Unlike many white papers, the playbook draws on interviews with a wide cross-section of stakeholders to define problems as communities and industry see them together. The process took a lot of time, all of which proved to be a valuable investment. It  gave us a really strong pulse check on shifting needs and perspectives. The findings now serve as a foundation for collaboration through regional events and the new national Digital Opportunity Council.

The response from stakeholders has been consistent as we’ve shared elements of the playbook: Across companies and communities, there’s strong alignment around ideas related to workforce reskilling needs. These aren’t abstract “future of work” conversations anymore — the challenges are here and now. With limited funding and increasing constraints, collaboration is essential, and this initiative is designed to create the partnerships needed to address them.

NationSwell: During the course of those interviews, did you uncover any particularly surprising insights that might be surprising to readers?

Levey, Digital Empowers: Two points really stood out for us: First, in the workforce, there’s growing recognition that, while four-year degrees remain important, alternative pathways are  critical for the many people who can’t immediately access a bachelor’s degree. Companies are increasingly exploring credentialing, learn-to-work programs, and apprenticeships as viable routes to support opportunity.

Second, when we talk about STEM education, we’re not just talking about technical skills anymore. There’s a strong push to integrate social and emotional learning — soft skills like problem solving, leadership, communication, and the ability to collaborate and contextualize work. What surprised me is how often practitioners emphasized that this isn’t a “nice to have”; it’s essential. To ground AI and other technologies in the real world, people need both technical literacy and human skills. Teaching STEM proficiency alone isn’t enough. Without addressing barriers to areas like resilience and belonging, these technical skills can only go so far. The combination of STEM and social-emotional learning is what truly prepares people to thrive.

NationSwell: How does TCS define its role in shaping inclusive digital ecosystems, and what do you see as your responsibility beyond the private sector?

Levey, Digital Empowers: This work is really part of our DNA. TCS’ parent group, Tata Sons, was founded in 1868 with a vision to help India grow and develop. As the company grew into a global enterprise, Tata has invested in communities through skilling, literacy, and partnerships with diverse populations around the world, and that legacy of community investment continues to shape how we operate today.

With Digital Empowers, our focus is on building an inclusive ecosystem by working with communities rather than imposing solutions. While we run STEM-education, literacy and other programs nationwide, this initiative — and the playbook — has been more about listening: we’re gathering feedback, learning from different perspectives, engaging stakeholders closest to the issues, and bringing corporate partners into the fold. Through regional events and advisory councils, we’re ensuring collaboration is built in at every step.

NationSwell: What are the next steps for Digital Empowers after this report — and what are your call-ins for the NationSwell community?

Levey, Digital Empowers: Digital Empowers is launching a series of regional events, Collaborating for Connected Futures, in New York, Detroit, Chicago, and Dallas to take the playbook deeper at the community level. The first, held in New York during UN Week, will bring civic, industry, and nonprofit leaders together to explore digital inclusion, hear directly from community voices, and spark new partnerships that adapt the four “plays” locally.

In parallel, we’re also establishing the Digital Opportunity Council — a national forum of companies and select nonprofits committed to expanding digital opportunity and workforce development. Designed to be light on time but high on impact, the Council will focus on digital skills, workforce readiness, and community partnership, with members connecting regularly to co-define problem statements and co-design informed solutions. We are currently accepting partners interested in serving on the Council.

To learn more about opportunities to get involved, reach out here.

For this installment of 5 Minutes With, NationSwell sat down with Lisa Lawson, president and CEO of the Annie E. Casey Foundation, to talk about her new book, Thrive: How the Science of the Adolescent Brain Helps Us Imagine a Better Future for All Children.

The book explores how breakthroughs in adolescent brain science reveal what young people need to thrive, why our systems so often fail to provide those essentials, and how families, communities, and institutions can come together to build the stable relationships, opportunities, and supports that help all children reach their full potential.

We asked Lisa what the research means for educators, policymakers, and young people themselves — here’s what she had to say:

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NationSwell: Your book weaves together a lot of powerful new insights from brain science. How should this research change the way educators, youth leaders, or policymakers show up for young people?

Lisa Lawson, president and CEO of the Annie E. Casey Foundation: The research is clear: young people’s brains are still under construction through their mid-20s — especially the parts that control judgment, planning and emotional regulation. We also know they are wired for rewards, highly influenced by peers and learn best when they’re actively engaged rather than passively instructed. That means that some of the behaviors we sometimes label as defiance in young people is often just development in action.

Knowing this, we should redesign systems to work with the adolescent brain, not against it. That means moving beyond one-size-fits-all instruction and embracing hands-on, real-world learning; shifting from compliance to connection; prioritizing relationships and rewards; and creating meaningful opportunities for young people to shape programs and policies that affect their lives. 

As I write in Thrive, when we align our programs and policies with what science tells us young people need, we not only set them up for success — we strengthen our workforce, our communities and our country’s future.

NationSwell: We know relationships and real opportunities are essential for kids to thrive. Where do you see the biggest disconnect between what the science says and what young people actually get from our systems today?

Lawson: The science tells us teens need caring adults and chances to learn and lead. But our systems too often offer punishment without purpose and rules without relationships. 

In foster care, for example, tens of thousands of teens age out each year without a permanent family. Many want to be adopted, but to do so, they may be forced to cut legal ties with their birth family. That’s why the Annie E. Casey Foundation partnered with young people to create the SOUL Family Framework. It lets youth choose a circle of caring adults who can support them legally — without cutting off their existing connections. Kansas has been the first state in the nation to create a SOUL Family legal permanency option. 

At the end of the day, if we want different outcomes, we need different systems that trust young people’s voices and build with, not for, them.

NationSwell: Unequal experiences of adolescence often ripple into lifelong inequities; what does it look like in practice to make sure every young person — especially those growing up in poverty or foster care — has a fair chance to thrive?

Lawson: It starts with meeting their most basic needs. When young people are just trying to survive — worrying about food, housing, health care or safety — they can’t thrive.

That’s why “basic needs” is one of the five essentials the Foundation invests in through our Thrive by 25 ® effort. But we go beyond survival. We work with communities to ensure youth have stable relationships, flexible education paths, real work opportunities and chances to lead.

NationSwell: Outside of formal systems, what role do you see families and neighborhoods playing in putting brain science into action for everyday adolescent development?

Lawson: Families and communities are such an important part of the construction crew for the bridge to adulthood. Brain science tells us teens are wired for rewards and responsive to relationships — which means parents, neighbors, coaches and mentors have enormous influence.

Just being present, especially during the messy moments, is powerful. The guidance of one caring adult can buffer trauma, strengthen resilience and shape a young person’s sense of identity and possibility.

Even small acts of support — like a teacher who listens, a neighbor who offers a job or a relative who sticks around — can anchor a young person during this period of immense growth.

NationSwell: If you could wave a wand and get policymakers to make one change tomorrow that aligns with what we now know about adolescent development, what would it be and why?

Lawson: I would have policymakers shift from crisis response to prevention. Too often, our systems only engage with young people after something has gone wrong — after they’ve dropped out, gotten in trouble or landed in foster care. But adolescent brain science tells us prevention isn’t just more humane — it’s also smarter and more cost-effective.

Imagine if our child welfare systems invested as much in strengthening families on the front end as they do in out-of-home placements. Or if our cities dramatically expanded summer job programs and mentorship opportunities, which we know reduce the likelihood that young people will come into contact with the justice system.

Policies that reflect adolescent development would focus on building stability, opportunity and connection before a young person falls into crisis. That shift would not only change individual lives — it would strengthen our workforce, our communities and our country’s future.

NationSwell: Finally, thinking about NationSwell’s community of leaders and changemakers: if there’s one call to action you’d want them to take from Thrive, what would it be?

Lawson: I would call on them to use their influence to shift the narrative about adolescence. Too often, we see teenagers through a deficit lens — focusing on what’s wrong instead of what’s possible. Thrive makes the case that adolescence is one of the most powerful windows of opportunity we have to shape the future.

That means every leader, no matter their sector, has a role to play in building a stronger “bridge” from childhood to adulthood. I use this metaphor throughout the book because adolescence really is a long, sometimes shaky crossing. Young people are still developing the skills and supports they’ll need to stand firmly on the other side. When the bridge is missing planks or guardrails, too many fall through. But when we reinforce it with caring adults, real opportunities and policies grounded in science, we give every young person a sturdy path forward.

Policymakers can invest in prevention instead of waiting for crisis. Employers can create meaningful first-job experiences. Communities can make sure every young person has at least one caring adult walking alongside them.

If NationSwell’s leaders step up in these ways — guided by the science and by the voices of young people themselves — we can ensure this generation doesn’t just make it across the bridge, but thrives once they do. And when our young people thrive, so does our country.

For this installment of Five Minutes With, NationSwell sat down with Liz Lund, Senior Director of Philanthropy at Medtronic Communities Foundation, which is working to propel 1 million students from low income households into life-changing careers in health tech – transforming their futures, their families, and their communities.

We asked Liz about expanding science, technology, and engineering opportunities for underrepresented populations, her leadership style, and the subtle shift from being solely a funder to becoming a service provider.. 

Here’s what she had to say:

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NationSwell: What brought you to the field that you’re in right now? Was there a moment, a relationship, or an experience that galvanized your commitment to driving bold action?

Liz Lund, Senior Director of Philanthropy, Medtronic Communities Foundation: I am not a stranger to the impact non-profit and community-based organizations can have. I grew up in a modest household and relied on a range of programs that helped shape my path. One of the most formative experiences was joining Inroads in high school, where I learned how to navigate professional spaces and prepare for college. With the support of incredible mentors, I secured a four-year internship at Target, which laid the foundation for my business career.

Years later, when my mother had a stroke that left her paraplegic, I once again turned to the nonprofit sector for help. Organizations like Courage Kenny and the United Way connected me with critical resources as I stepped into a caregiving role. These experiences deeply ingrained in me the importance of giving back—through time, service, and philanthropy. Eventually, I transitioned from a traditional business role into community relations at Target, bringing my career full circle and solidifying my commitment to this work.

NationSwell: How would you describe your leadership style? What is it about the way that you lead in the space that makes you an effective leader?

Lund, Medtronic: I try to be a very thoughtful leader — to really make time and space to understand the goals and objectives of not only the work, but of the people that work with me. 

I also fundamentally understand that the work doesn’t get done by any one individual, it gets done by a collective, so the health of the collective is what’s critically important to achieving great results. I really try to understand the culture, what the needs are, what the opportunities are, what the skills of the collective are, and what role can I play in helping to grow. 

I consider myself to be a continuous learner; I’m learning things every single day from the people that work for me in addition to the subject matter experts that I work with in this space, and I find that exhilarating.  I fundamentally have an operations brain, so I’m always trying to figure out how things come together. I love problem solving, and so I love collaborating with people that work with me that are undaunted by the problem. 

NationSwell: Is there a particular program, a signature initiative, or some facet of the work that you would like to spotlight for us that you feel is particularly exemplary or differentiated?

Lund, Medtronic: When I joined the Medtronic Foundation, one of my early projects was assessing our program portfolio to determine where we should focus long-term. I’m a whiteboard person, so I mapped out an idea to concentrate more intentionally on expanding STEM opportunities for underrepresented populations. Then COVID hit, and that plan went on the back burner. But what we did during the pandemic became one of the most meaningful efforts of my career.

We pivoted quickly from traditional grantmaking — long applications, financial analyses, six-month review cycles — to something radically different. In 12 countries, we launched virtual interview-based applications to rapidly support nonprofits identified by our employees. We did our due diligence on the back end and got funding to our partners within six weeks. Even more importantly, we let nonprofits define what success and impact looked like. It was collaborative, fast, and deeply human. The feedback we received from our partners was overwhelmingly positive.

That experience shifted how we approach grantmaking even today. It showed us the power of trust, flexibility, and partnership. 

NationSwell: You’ve mentioned all the ways that you moved with agility and speed to fast track different approval processes. How much of that is carried over to the new, post-COVID modus operandi?

Lund, Medtronic: What’s really carried over is the belief in the art of the possible. We’re now operating with a 10-year commitment from our board — something we’ve never had before, and that’s rare for corporate foundations, especially those tied to publicly traded companies. Social impact takes time, and historically, corporate timelines haven’t always allowed for that. But we’ve done things differently, experimented, and brought our board along with us. That long-term commitment is a powerful reflection of the trust we’ve built and the results we’ve started to show.

Another key lesson is knowing when to step back and let subject matter experts lead. As funders, one of our greatest responsibilities is to listen — really listen — so we can make informed investments that actually move the needle. That mindset shift started during our COVID response and continues to guide how we work today: stay open, trust the people closest to the work, and fight for what matters.

NationSwell: Finally, what are some of the challenges you’re facing? How can NationSwell’s social impact community help you with those challenges?

Lund, Medtronic: The biggest opportunity we have right now is tied to a major shift in how we operate. Historically, the Medtronic Foundation — like many others — focused on making direct financial investments in nonprofit organizations delivering services. But we’re now building and executing our own programs, moving from being solely a funder to also becoming a service provider.

This is a significant pivot, and it means we need to absorb as much insight as possible to do it well. We’re especially focused on workforce development — from early stage learning to a career — and committed to continuously refining our programs to ensure they’re designed for real, lasting impact.

NationSwell’s Strategic Advisor Network is a group of accomplished leaders who have steered global nonprofits, scaled purpose-driven companies, shaped policy, and catalyzed systems change. Together, they bring unparalleled experience and visionary leadership to strengthen our mission-driven community.

In our latest installment of Five Minutes With…, we sat down with one member of this network, Rose Kirk — a C-level executive in the telecommunications industry with more than 35 years experience leading sales, marketing, customer service, go-to-market strategies, and responsible innovation functions — to give our community a closer look at her leadership journey, what drives her work, and the impact she’s championing today.

Here’s what she had to say:

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NationSwell: What is the “why” behind your impact work? What’s your personal north star?

Rose Kirk: The thing I come back to again and again is how best to develop and empower a team. People need leadership that is strategic and purposeful, that holds them accountable, and that expects them to deliver. My mission isn’t just to delegate, but to work alongside my team and give them the tools to meet their goals. The most successful leaders step up with excitement, embrace the challenge of finding new opportunities, move work forward in fresh ways, and measure real outcomes.

My path into ESG and corporate social responsibility was almost accidental. What began as a temporary assignment at Verizon became permanent when I realized the opportunity to use corporate assets to make a broader impact on society.

And really, who doesn’t want to go to work every day thinking about what a company owes its citizens, how it can leverage its assets, and how it can both drive revenue and deepen purpose? Looking back now, post-Verizon, at the legacy I left and the work still continuing, I feel affirmed that the vision was right, the execution strong, and the opportunities enduring.

NationSwell: What’s one insight or trend you think every impact leader should be paying more attention to right now?

Rose Kirk: I can speak to the trends we’re seeing both as someone who’s practiced this work day-to-day and now from the vantage point of a corporate board. Corporations, especially in the U.S. but also globally, are trying to navigate today’s systems and government engagement on a wide range of issues. One of the biggest opportunities I see is grounding this work directly in business strategy. That requires practitioners to truly understand how the company makes money, align with the broader strategy, and build relationships across P&L functions in ways they may not have before. They also need to help the CEO navigate the current environment. Those who succeed earn a seat at the table, where their perspectives are valued. That’s what will sustain this work and carry it through challenging times.

NationSwell: What role do you see NationSwell playing at this moment? Why did you choose to get involved?

Rose Kirk: What I love about NationSwell is that it’s not just about the network — it’s about the insights, perspectives, and willingness to tackle complex issues in ways that lead to real solutions. The thoughtfulness in how rooms are curated, and how members themselves are empowered to curate, creates a true give-and-take that sets NationSwell apart. Unlike other organizations where events feel one-directional, NationSwell is a genuine two-way street.

What also stands out is the culture of sincerity. When leadership asks, “How can I help?” it isn’t just talk — they take action. Too often organizations want more from their members than they’re willing to give back, but NationSwell operates differently. As a Strategic Advisor, I take that seriously and strive to represent the brand with the same spirit of generosity and authenticity that defines its leadership and community.

NationSwell: In your experience, what’s one underrated lever for advancing social or environmental progress from inside an organization?

Rose Kirk: One of the biggest levers many practitioners overlook is building relationships with the board of directors and the board’s committee chair for ESG.  Presenting to the board is valuable, but the real opportunity lies in connecting with those leaders directly. Board members are often senior executives at other corporations, serve on multiple boards, and bring a wealth of insight into where the company is headed and what it needs. Developing those relationships helps hard-code this work into the company in a more integrated way. Many ESG leaders don’t utilize this connection. 

At Verizon, I was fortunate to have the CEO’s support, the reputation, and the relationships that allowed me to engage meaningfully with the board and several of its members.

NationSwell: What’s one book, podcast, ritual, or person that’s fueling you lately?

Rose Kirk: I’m definitely a consumer of The Daily — I appreciate how they break down the news and give you a broader sense of the “why.” I also love Michelle Obama’s podcast, and how she shows up with such generosity — constantly sharing wisdom, being vulnerable, and giving back when she doesn’t have to. Her podcast with her brother is such a powerful example of sibling relationships and how to navigate grief. After losing their mom, the way they lean on each other — the only two people who shared that lifelong bond with her — is both moving and joyful. They manage to be insightful, vulnerable, and fun at the same time, which always makes me want to text my own siblings little love notes.

What I especially value is that it isn’t political — it’s just real conversations about life. And I think that matters: stepping away from politics to simply connect with the humanity and joy in someone else’s journey.

NationSwell’s Strategic Advisor Network is a group of accomplished leaders who have steered global nonprofits, scaled purpose-driven companies, shaped policy, and catalyzed systems change. Together, they bring unparalleled experience and visionary leadership to strengthen our mission-driven community.

In our latest installment of Five Minutes With…, we sat down with one member of this network, Maggie Carter — a senior advisor and consultant specializing in strategic planning, impact measurement, program development, and partnerships who previously served as Director of Social Impact at Amazon Web Services (AWS) — to give our community a closer look at her leadership journey, what drives her work, and the impact she’s championing today.

Here’s what she had to say:

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NationSwell: What is the “why” behind your impact work? What’s your personal north star?

Maggie Carter: My “why” stems from my childhood, growing up in a multi-generational household where my parents and grandmother taught me the importance of giving back. I saw them model this firsthand, spending Thanksgiving and Christmas packaging meals and clothes for the homeless in Washington, D.C. That instilled in me the value of using whatever resources you have to help others.

That foundation was cemented during my time at the NBA, when Hurricane Katrina struck. I saw firsthand how vulnerable populations are disproportionately impacted by catastrophic events. That experience stuck with me and fueled a passion for mobilizing resources for social good.

That’s where my time at AWS became so meaningful. We weren’t just about providing technology; we were about applying our scale and resources to solve problems in real-time. This was never clearer than when I co-led Project Sunflower, AWS’s global response to Ukraine. We mobilized over 350 employees and technologies to support more than 30 organizations, earning us the Ukraine Peace Prize. That experience showed me how powerful it is when a company’s core business value is intentionally used to create meaningful, lasting good.

At its core, my “why” is to help build and support organizations that genuinely live their values by using their unique strengths and resources to create lasting good in the world. My north star is to contribute to a future where values consistently drive decisions and actions, creating a virtuous cycle of innovation and impact.

NationSwell: What’s one insight or trend you think every impact leader should be paying more attention to right now?

Maggie Carter: Impact leaders must simultaneously embrace two critical aspects: technological curiosity and profound self-awareness. They need to regularly assess whether their leadership style and the organization’s current structure effectively meet present and future needs, especially in a rapidly evolving digital landscape.

NationSwell: What role do you see NationSwell playing in this moment; why did you choose to get involved?

Maggie Carter: The social sector is at a crossroads, with an urgent need to transition from performative to transformative action. I see NationSwell as a trusted convener, amplifier, and catalyst for this essential change. In a time when many leaders grapple with defining meaningful progress, NationSwell offers a vital space for courageous dialogue and nurtures a community committed to tangible action.

I joined NationSwell because I wanted to be part of a community that addresses challenges authentically and transparently. It’s an opportunity to sharpen my practice, deepen relationships, and actively contribute to a future where values truly drive decisions.

NationSwell: In your experience, what’s one underrated lever for advancing social or environmental progress from inside an organization?

Maggie Carter: In my experience, finance is one of the most underrated levers for advancing social and environmental progress within an organization. Finance teams uniquely understand the priorities of executive leadership and boards, and how investments are measured. They can push thinking beyond short-term ROI to include social ROI, long-term outcomes, and opportunity costs. When CFOs, controllers, and budget managers become true stewards of social impact, rather than just financial health, they can unlock significant scale, accountability, and systemic change.

NationSwell: What’s one book, podcast, ritual, or person that’s fueling you lately?

Maggie Carter: I’m currently reading “Non-Governmental Organizations, Management and Development” by David Lewis. This book is shaping my understanding of how the social sector develops strategies, architects organizational structures, and delivers impact. It’s also prompting me to consider how organizations should navigate crises and who is best equipped to lead through such changes: whether it’s the CEO, a donor, or the Board.

My recent daily ritual involves a morning walk through town. This simple act allows me to connect with nature, reflect on ideas, and find inspiration. I also have weekly walking meetings with peers, which I find incredibly invigorating and conducive to creative problem-solving outside traditional meeting settings.

Amidst stagnating rates of charitable giving and volunteering in the U.S., Bonterra — a software company focused on helping nonprofits, foundations, corporations, and beyond scale their impact — has a mission to boost giving and volunteerism to 3% of U.S. GDP by 2033. So, they took a fresh approach to Bonterra’s annual impact report. Developed in partnership with NationSwell, the 2025 Impact Report gives Bonterra’s customers actionable insights on how to empower the “Generosity Generation”: a cross-generational community empowered by technology to unlock time and dollars, in order to increase giving and drive the impact they want to see in the world.

For this installment of Five Minutes With, NationSwell spoke with three key Bonterra leaders to unpack the report’s insights: Ben Miller, SVP of data science and analytics; Kimberly O’Donnell, chief fundraising officer; and Sara Kleinsmith, principal strategist for thought leadership and corporate messaging.

“Collaborating with Bonterra to create their new Impact Report was an inspiring challenge,” said Amy Lee, Chief Strategy Officer at NationSwell. “We worked very closely with Ben, Sara and their team to push beyond standard insights. Bonterra has a wealth of smart insights from its products and relationships, and we wanted to make sure that whatever we included was data-driven, forward-looking and on target for the goal to catalyse a new Generosity Generation.”

We asked the Bonterra team how they blended proprietary data with powerful storytelling to create a tool that goes beyond standard, backward-looking reporting — serving instead as a strategic blueprint for how organizations can rethink, revamp, and re-energize their entire approach to impact with intentionality and inspiration at its core. 

Here’s what they had to say:

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NationSwell: Tell us a little bit about what you set out to accomplish with this report. What were your initial goals, and how did they evolve?

Ben Miller, Bonterra: One thing we know about movements is that they aren’t a start and stop experience — they’re ongoing. So when we sat down to think about creating this report, we did it through the lens of building the “Generosity Generation” — a multi-age community of donors, volunteers, funders, and nonprofit leaders that gets activated with the help of technology to respond to crises faster; build lasting relationships; and overcome all of the barriers that have caused charitable giving and volunteering in the US to remain stuck at 2.5% of GDP for over 50 years.

In a way that mirrors what our technology is designed to do, we wanted to create a report that could deliver insights in a faster, more personalized way, and that was an important framework adjustment that served us well. We didn’t spend as much time as we had in the past focusing on the tallies and the totals (although they are still there in the report to substantiate our findings) — we wanted to dive right in. We also added an interactive tool that allows organizations to benchmark themselves against other organizations. 

NationSwell: How did Bonterra’s proprietary data play a role in shaping the report?

Ben Miller, Bonterra: One of our huge strengths is that we have a true data science team, not just data marketing folks. Logan, our chief marketing data analyst, constantly pushed back, saying “there’s nothing here” or “this isn’t strong enough,” and as a result we discarded a lot of findings. You might not see it at first glance, but the analysis was thorough. We only included insights that were statistically sound and actionable. A lot of reports don’t go that deep, but our team basically operates like scientists.

Existing data tells us that only 19.4% of donors give a second gift, but our finding was that once they do, they’re far more likely to stick around. That first 90 days is absolutely critical, but there are also folks who give way later — giving up entirely will likely not serve you in the long run. We also saw that about 10% of donors give after more than a year. So even if someone doesn’t respond in that first 90 days, it doesn’t mean they’re gone; you just have to treat them differently.

Sara Kleinsmith, Bonterra: That ties into another data point: 63% of nonprofits stop after one rejected grant application, but on average it takes 1.24 tries to get funded. So many organizations are missing the chance to go back, learn, refine, and try again. Fundraising is evolving, and there’s a real opportunity in persistence and learning from the first “no.”

Ben Miller, Bonterra: Data shows that only 53% of people trust nonprofits — the lowest that trust has ever been, which is a huge issue. But our research shows that you can use digital to help restore some of the trust and humanity that’s been lost over the years. We saw it in disaster response in particular: people were ready to engage, and digital tools helped nonprofits meet that urgency. So it’s not just about maximizing each channel, it’s about using those channels to build relationships. That’s the core insight: digital doesn’t have to mean disconnected — it can actually bring people closer, if we’re intentional.

NationSwell: What were the internal conversations like on how to strike the right balance between qualitative and quantitative storytelling?

Sara Kleinsmith, Bonterra: We’ve done a lot of customer stories and case studies, so we had strong qualitative storytelling to draw from — our customers at Bonterra have incredible missions and impact. The challenge was linking those stories to the data.

One way we did that was during a recent webinar, when we matched our customers to specific data points and asked them to speak to the proof we wanted to showcase. It became a kind of matching exercise — pairing the mission, the people, and their challenges, like burnout or federal funding cuts, with the insights from Ben’s team. From there, we asked: which customers can speak to this? How is Bonterra helping solve these problems?

Ben Miller, Bonterra: Instead of starting with who we knew and pulling from what was available, we started with the data: who’s doing X really well? Then we went out to those organizations and asked if they’d share their stories. That led to fantastic case studies.

Kimberly O’Donnell, Bonterra: Most impact reports rely on examples people already know are good. What we did was different — we had enough breadth to ask: who’s doing this best, why, and what’s the “secret sauce”? What makes a fundraising campaign or grant program truly transformational?

NationSwell: What were some of the lessons you learned in putting this report together — were there any unexpected obstacles or challenges? How did NationSwell help you to meet those challenges?

Ben Miller, Bonterra: One of the toughest parts was wanting the data to tell the story while also realizing that waiting on the data meant risking not having enough time. We had to pivot together as insights emerged. We’d spot something interesting, ask, “Is there more here?” and then look for supporting organizations.

It was also challenging because we were rigorous. We reviewed the data four or five times, and sometimes had to revise earlier numbers. That could’ve created confusion or mistrust, but instead it fostered transparency and a shared commitment to getting it right.

Internally, we all understood we were working toward something meaningful, and NationSwell played a huge role — the team didn’t push us down a rigid path, they were flexible and helped us shape the right story as the right data came in.

Sara Kleinsmith, Bonterra: We kept revisiting: what comes first, the data or the narrative? At one point, we were curious about generational giving — Gen Z, millennials, boomers, Gen X — who’s giving the most, who should we be reaching? But it was hard to chart that internally. Then Ben had this great idea: instead of age, what if we looked at impact maturity — where someone is on their giving journey? Are they a first-time donor or a lifelong giver?

That shift reframed everything. Rather than focusing on age, we began thinking in terms of giving readiness. It made the concept of the “Generosity Generation” more inclusive — a multi-generational group of givers and doers, each with different motivations and maturity levels.

It felt like a win — something that came out of a shared insight between us, NationSwell, and Ben’s framing. Generational labels can be reductive, but generosity spans all ages. This unlock helped us to better meet people where they are in their giving life.

NationSwell: Based on the report’s insights, what are your call-ins for our membership community when it comes to charitable giving? What feels most important for them to take away from this report?

Kimberly O’Donnell, Bonterra: Our call to action is to digest the data — there are six key takeaways, some relevant to nonprofits, others to funders and corporate partners. Think critically about how your practices compare, and how you might adopt or adapt based on what the findings show.

Sara Kleinsmith, Bonterra: And for anyone creating thought leadership or content — especially those reaching donors, partners, or investors — we’re at a critical point in how we work with AI. Writers, marketers, and creators need to be transparent: How are you using AI? How are you using human creativity alongside it? Customers, donors, and volunteers want to understand that balance. It’s evolving fast, and being clear and thoughtful about it positions you as a leader, no matter your sector.

Kimberly O’Donnell, Bonterra: That ties into how we delivered this impact report — it’s unique. If you’re advising others on their own reports, show how each takeaway connects directly to your audiences in digestible ways. It’s not just about showcasing big impact or good stories. What are the three to six insights you want readers to remember?

Ben Miller, Bonterra: Our big goal is 3% by 2033. We can’t get there alone — we’ll need everyone to contribute. If you’re part of the NationSwell community, join us. Even a 2% improvement across your network, your organization, your campaigns — it all adds up. That’s how we hit the goal: through collective action and shared best practices. That’s what the Generosity Generation is about.

For this installment of 5 Minutes With, NationSwell sat down with Hala Hanna, Executive Director of MIT Solve — an initiative of the Massachusetts Institute of Technology that advances lasting solutions from tech entrepreneurs to address the world’s most pressing problems.

We asked Hala about how MIT Solve has built and maintained its vast network of thought leaders and industry innovators, the impact milestones she’s most excited about, and how the initiative is deploying AI to create lasting transformation. 

Here’s what she had to say:

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NationSwell: Tell us about MIT Solve’s mission and vision—what makes this initiative so unique and impactful?

Hala Hanna, Executive Director of MIT Solve: MIT Solve is a marketplace for social impact innovation. We find and help scale the most promising solutions to the world’s most pressing challenges and forge lasting partnerships with our Solver teams, providing ongoing funding, strategic connections, and support long after their initial program ends.

Our secret weapon? A powerhouse community of thought leaders, industry pioneers, and MIT’s extensive ecosystem—all united by the belief that technology, in the right hands, can transform lives. We seek entrepreneurs from underrepresented regions and backgrounds whose lived experience is the expertise they bring to problem-solving. 

NationSwell: What does using technology for good look like? How are MIT Solve and its innovators envisioning a present and future where scalable tech can solve big problems?

Hanna, MIT Solve: Tech for good isn’t just aspirational—it’s our Solvers’ work today. AI powers 20% of our portfolio, demonstrating how emerging tech can be deployed as a powerful means of improving people’s lives and driving positive societal transformation—from bettering health and learning outcomes to mitigating the effects of climate change. 

In addition to the breadth of application, AI helps with scaling impact: solutions in Solve’s portfolio that are powered by AI reach twice as many lives as those not making use of the technology. 

While AI global venture capital investments exceeded $290 billion between 2019 and 2024, less than 1% of this funding went to initiatives aimed at social impact. This stark disparity reveals a profound misalignment between AI’s transformative potential and its current applications that we should all want to fix.

NationSwell: What is exciting to you about the funding that MIT Solve provides to innovators? Tell us about MIT Solve’s impact to date.

Hanna, MIT Solve: The $70 million we’ve mobilized has catalyzed extraordinary change, with our Solver teams now touching 280+ million lives globally. This translates to environmental and health monitoring for 97+ million people, internet access for 4.6+ million, educational content for 56+ million children, and vital health services for 26+ million patients. These aren’t just numbers—they represent real people experiencing better health outcomes, educational opportunities, and improved livelihoods. 

We are also proud that for Solver teams selected in the past five years, over 95% are operational—compared to 70% for similar programs. Moreover, our for-profit and hybrid teams have raised over $1 billion since their organizations’ inception—together, they are engines of economic growth for their communities.

NationSwell: Is there a grantee story that you’d like to lift up?

Hanna, MIT Solve: I cannot possibly pick just one! Instead, let me invite you to experience our award-winning docuseries, The Big Idea. It follows three Solver teams on their journey: an innovator stabilizing vaccine temperatures in remote regions, a creator of antiracist technology reducing Black maternal mortality, and a developer of robot-building kits empowering Indigenous youth. With hundreds of thousands of YouTube views, features at 17 global festivals, and awards including a Webby, these stories exemplify the ingenuity and impact of our community.

NationSwell: A year from now, what are you hoping to be celebrating? What milestones are you looking to cross?

Hanna, MIT Solve: Next year marks our 10th anniversary—a decade of catalyzing world-changing innovation! There’s a lot in store to celebrate this milestone, including at our flagship events, Solve at MIT in May and Solve Challenge Finals in September. We’re building a new model where social innovation isn’t seen as charity but as the highest-leverage investment possible. By our next decade, we aim to shift billions toward solutions that scale exponentially and reach communities where traditional systems have failed.

NationSwell: What are some of the challenges you’re facing? How can NationSwell’s social impact community help you with those challenges?

Hanna, MIT Solve: Funding for international development work faces unprecedented headwinds. Even before current events, we saw a stark disconnect: $238 billion sitting in Donor-Advised Funds while we face a $4 trillion gap in achieving the UN Sustainable Development Goals. Our mission is to bridge this divide by connecting innovators with funding opportunities, regardless of the political climate. NationSwell’s network is invaluable in helping us reach the communities that need innovation most. The most precious resource isn’t money—it’s the courage to back transformative ideas when they need it most. We invite the NationSwell community to come Solve with us!

For this installment of 5 Minutes With, NationSwell sat down with Kiana Jackson, Director of Data and Research at New Disabled South, to discuss the launch of the new think tank, Black Disability Institute. Housed under New Disabled South’s Research and Data team, the Black Disability Institute aims to initiate original research and bolster existing advocacy efforts examining issues uniquely affecting Black people with disabilities.

Here’s what she had to say:

NationSwell: Tell us a little bit about your journey in advocacy work and research — what is your personal connection to the Black disabled community? What inspires or motivates you — personally and professionally — to do this work?

Kiana Jackson, Director of Data and Research at New Disabled South: My journey in advocacy started with community organizing in rural Georgia, where I saw firsthand the health disparities and systemic inequities Black communities face. Over time, I became more involved in research, trying to uncover why these inequities persist and how we can tackle them at the roots. My personal connection to this work comes from my own experience as a Black disabled woman from the rural South, where I ran into everything from limited accessibility in schools to scarce resources for complex disabilities. Seeing how these barriers affect not just me but so many in my community drives me to keep going. What truly keeps me motivated is the incredible resilience I see among Black disabled people. Even when the deck is stacked against us, our community finds ways to create joy, support, and innovation. I want to help shift the conversation around disability away from merely “fixing” people or adding accommodations onto flawed systems, and instead push for broader, structural changes that allow us to thrive.

NationSwell: What is unique about the experiences of Black disabled folks living in the American South? Why is research so critically needed at this time?

Jackson: Black disabled people in the South occupy a very particular space, facing racial discrimination, ableism, and the unique challenges that come with living in a region that is often under-resourced. Legacy issues—like entrenched racism in institutions, lack of healthcare infrastructure, and inaccessible public spaces—combine to create more hurdles than what you might see elsewhere in the country. At the same time, the South has a legacy of resilience and activism that runs deep, with strong community networks supporting one another. Despite that legacy, Black disabled Southerners are often overlooked in national policy and research, which makes it harder to bring about meaningful policy reforms. If we don’t have accurate data and storytelling that center these experiences, we can’t demand the changes needed in healthcare, housing, or education. Focused research is crucial right now because it pushes back against harmful narratives and ensures our communities’ realities become part of the broader conversation on disability justice and equity.

NationSwell: What are New Disabled South’s existing advocacy efforts like for the Black community, and where are you most excited about expanding that advocacy work?

Jackson: We’re committed to intersectional disability justice, and that means ensuring Black disabled voices directly shape our policy and research agenda. Through our Black Disability Institute (BDI), we will conduct original research and connect with Black communities, making sure people’s lived experiences inform our work. For example, in our broader research initiatives, we’re investigating racial disparities in Home and Community-Based Services (HCBS) waitlists—vital supports that Black disabled Georgians often wait years to receive, even though the state has the means to address the backlog. We’re also examining how policing intersects with disability and race in the South. Our data shows Black disabled voters frequently report discrimination in encounters with law enforcement. By pinpointing where these problems occur, we can push for better training, alternative crisis response teams, and more accountability. Looking to the future, I’m eager to see the Black Disability Institute grow and take on more community-centered research in healthcare, criminal justice, and the economy. Our broader vision is a South where Black disabled folks have the resources and autonomy we deserve—and where our lived experiences are front and center in every advocacy effort. We view research as both a tool and a call to action. The data we collect does more than reveal problems; it drives our advocacy strategies and helps us collaborate effectively with state officials, healthcare providers, and fellow advocates. Through all of this, our guiding principle remains clear: The fight for disability justice in the South must uplift Black experiences, voices, and leadership every step of the way.

NationSwell: What are the Institute’s primary goals, and what is its theory of change?

Jackson: Black Disability Institute (BDI) operates as a think tank under New Disabled South’s Research Department, aiming to reshape how we talk about Black disability and ensure that research benefits the community. We focus on bridging gaps between researchers and Black disabled communities, building trust where it’s often been broken, and spotlighting lived experiences through studies and community outreach. Ultimately, we want more funding and attention directed to the challenges that keep Black disabled people—especially in the South—from having economic independence and quality care. Our theory of change is that real progress comes when rigorous research, grassroots engagement, and institutional partnerships come together. By keeping Black disabled voices at the heart of what we do, we can confront the systems that leave us out and create lasting policy change. In our first three years, we’re zeroing in on Poverty & Care, working with healthcare leaders, policymakers, and local organizers to give Black disabled Southerners a comprehensive network of support—from accessible housing to decent-paying jobs. Our hope is that by driving both research and advocacy, BDI can help build a future where Black disabled people are fully recognized, respected, and resourced.

NationSwell: Finally, what are some of the challenges you’re currently facing, and how can NationSwell’s community of changemakers help you with those challenges?

Jackson: One of our biggest hurdles is the lack of detailed data and targeted funding for Black disabled communities in the South. Too often, policy and research discussions don’t address—or even acknowledge—the multiple layers of racism and ableism we encounter. Changing this requires significant effort and resources. Another challenge lies in shifting the broader narrative: disability is still widely seen through the lens of “accommodation” rather than justice, and Black disabled people can get lost in both racial justice and disability advocacy spaces. NationSwell’s community can help by sharing resources, forging strategic partnerships, and amplifying our research so the experiences of Black disabled Southerners reach decision-makers. We also welcome support in reshaping the narrative—through storytelling, media, and campaigns that show the realities and resilience of Black disabled people. By joining forces, we can push for systemic changes that move us past “inclusion” and toward genuine equity and justice.

With the support of the American Family Insurance Institute for Corporate and Social Impact, Cerberus, and ServiceNow, NationSwell has just completed a second year of the NationSwell Fellows program, which supports young leaders through skills-building workshops, mentorship, and access to an expanded network and resources. Over the course of 10 months, this impressive group of young people worked to co-design fellowship programming, create community with one another, connect with mentors, and develop and refine individual incubator projects. 

This cohort of young changemakers were highly accomplished outside of the program and highly intersectional in their approaches to their social issues. These young innovators devoted themselves to a variety of social impact areas including mental health access and awareness, climate justice, LGBTQIA+ rights, youth unhousedness, data for good, and Indigenous rights. In this series, NationSwell is highlighting a few outstanding fellows and giving you insight on how to support them.

In this installment, we talk with Maya Salameh, who believes in better mental healthcare, including increased access and awareness, and improved cultural competency, for Arab Americans. Her incubator project was a comprehensive literature review to progress the resources available to clinicians, researchers, and others who have a stake in the mental health journey of the Arab American community.

Tell us about your journey to social impact and Arab American mental health work. What was the moment you knew you wanted to devote your professional life to what you’re doing now?

My journey to social impact work and passion for Arab American mental health technically began at Stanford. As a Psychology undergraduate and Sociology graduate student, I participated in research at the intersections of social science, care access, and racial justice. But even before that, I grew up acutely aware of how Western wellness models seemed to exclude people like me. I remember being told by my relatives that therapy was “for Americans.” But I witnessed firsthand a community need for culturally competent care, and I became passionate about making mental health resources more accessible to all Americans, especially hyphenated ones. 

A pivotal moment in my work was the opportunity to develop my honors thesis, an interview study I conducted in 2022 with 35 Arab Americans, investigating their experiences with psychological care and definitions of mental health. This work affirmed for me the urgent need for more inclusive and culturally sensitive mental health resources, and also highlighted other knowledge gaps in the limited research, especially for gender and sexual minorities within the community. 

What are some of the ways this fellowship has been able to support your work? What have you gotten out of it, and has anything surprised you along the way?

The NationSwell Fellowship has been instrumental in advancing my work. The funding and brainstorming space allowed me to devote capacity to this nugget I’d had on my mind for the last two years. Getting to develop this literature review on the psychological care experiences of queer and gender-marginalized Arab Americans allowed me both to build upon my previous research and to contribute to the limited knowledge base on this minority within an already invisibilized identity. I invite you to read it here. My mentor Patrice Berry also offered valuable insights on building a social impact career as a woman of color and the many ways one can continue contributing to community-based research outside of academia. 

What surprised me the most was the incredible network of like-minded young leaders I got to connect with! Our cohort’s collaborative environment and shared commitment to social change helped me refine my approach and broaden my perspective on impactful social work.

What’s the focus of your work right now? And what’s next for you?

My work currently focuses on improving Arab American and other immigrant communities’ access to psychological care and public benefits. I have the honor of contributing to the Digital Benefit Network at the Beeck Center, where I support their measurement and evaluation approach as they work across verticals to make benefits more accessible and equitable. Generally, I remain interested in the development of new community-based interventions for immigrant communities and leveraging digital advancements to enhance public services.

Looking ahead, I’m attending UCLA Law in the fall to continue my research and advocacy efforts, aiming to influence policy changes that will improve legal protections and benefits access for immigrant communities. I plan to specialize in Critical Race Studies and engage in clinics like the Immigrants’ Rights Policy Clinic. I am especially looking forward to entering law school on the heels of the newly approved MENA category on the Census. This rollout will likely create new opportunities for Arab lawyers to advocate for their communities, as well as present new questions and debates around federal resource allocation, civil rights, and legal protections for Arab Americans. 

By integrating my research background and evaluation experience with legal skills, I aim to advocate for laws that not only alleviate discrimination but actively promote racial equity. As an Arab woman, and the first lawyer in my family, I aim to represent all my communities with integrity and dedication. 

How can NationSwell’s ecosystem of social impact leaders and partners help you with your short term and/or long term goals? 

In the short term, I’m seeking opportunities to collaborate with organizations focusing on mental health and marginalized communities to apply my research insights and contribute to culturally based resources.

In the long term, I aim to build a network of advocates and professionals committed to enhancing the safety net for all Americans, whether in terms of benefits access, psychological services, or legal protections. Support through mentorship or collaboration to share my research and findings would be incredibly valuable.

To learn more about the NationSwell Fellows program, visit our fellowship hub.