Category: The Next Series

At a moment of inequality and division, who is advancing the vanguard of economic and social progress to bolster under-served communities? Whose work is fostering the inclusive growth that ensures every individual thrives? Who will set the ambitious standards that mobilize whole industries, challenging their peers to reach new altitudes of social impact? 

In 2025, Impact Next — an editorial flagship series from NationSwell — will spotlight the standard-bearing corporate social responsibility and impact leaders, entrepreneurs, experts, and philanthropists whose catalytic work has the potential to shape the landscape of progress amid urgent need for social and economic action.

For this installment, NationSwell interviewed Dreama Gentry, president and CEO of Partners for Rural Impact.

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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?

Dreama Gentry, President and CEO, Partners for Rural Impact: I grew up in Appalachian Kentucky and have never wanted to live anywhere else. My home region is too often portrayed through a lens of deficit and stereotypes. What I see are people with deep connections to the land and to family. I see the people and the community and that shaped me and provided me with opportunity. No one in my family had gone to college, and while I grew up in a community that I now realize was poor, I never felt lacking. My Mom and Dad surrounded  me with love and opportunity. 

There are few pivotal folks that come to mind.  The first is Ma, my grandmother. She encouraged me to dream and was always there for me. From the time I was little she would take me to the public library when she was in town visiting her mother who was in a nursing home. The library opened the world to me. I was a voracious reader and I knew from an early age that I wanted to go to college. I planned to be either a teacher or an archaeologist.

Pat Hurt was my guidance counselor. With a caseload of 450 students, she made time to see the quiet girl from the part of the county that many discounted. My junior year, Ms. Hurt encouraged me to apply to the Governor’s Scholars Program and to Upward Bound, both were six-week summer programs on a college campus. Accepted into both, I attended Governor’s Scholars and that experience set me on a path to Berea College — where most students were low-income and first-generation — and then to law school at the University of Kentucky. Practicing law, though, I realized I was not my passion.

Education and connections to caring adults had changed my own trajectory, I returned to Berea College with a vision to raise aspirations and provide pathways to college in my home community. The work I do today started in an office in Rockcastle County High School thirty years ago. I worked alongside the guidance counselors, teachers and parents to build partnerships that encouraged kids and families to see college as an option. With the support of Larry Shinn a forward-thinking college president, I was able to grow that work from a direct service program in a single school to a regional initiative that served 50,000 children and youth across Appalachian Kentucky. In 2022 I created Partners for Rural Impact to create a movement of rural leaders across the nation committed to moving outcomes for rural youth. My team activates resources to support schools and communities, strengthens local capacity to implement what works and amplifies the bright spots in rural America.  My goal is a Nation where demographics do not determine destiny. And my contribution is to ensure that in rural communities there is the capacity to ensure that all rural young folks thrive.

NationSwell: When you look back on the scope of your career thus far, how have your thinking, your leadership style, or your philosophies changed over time?

Gentry, Partners for Rural Impact: My own life has been shaped by summer and out-of-school programs that gave me the chance to step onto a college campus. Coming from a small K–8 school where only six of eighteen classmates graduated high school, the few of us who made it to college all had that program experience in common. So, at first my work focused on creating and scaling strong programs that work across Appalachia — programs like Upward Bound, GEAR UP, Promise Neighborhood and Community Schools.

Over time, I saw that programs are essential and that they alone are not enough. Rural communities need a place-based approach where there is a backbone organization and someone that wakes up every morning thinking about aligning cross-sector partners, using data, and moving outcomes to ensure that every child in the community is getting the supports they need to thrive. It is only through this place based partnership approach that we can break the cycle of generational poverty and ensure all rural students are on a path to success.  

NationSwell: Is there a particular facet of your work, or the field more generally, that you think is not getting enough attention right now?

Gentry, Partners for Rural Impact: Since January, the focus has shifted dramatically. With so many safety nets and federal supports for children and families being dismantled, much of our energy is consumed by trying to slow or halt that erosion. That’s the elephant in the room right now. Before this moment, I might have answered differently, pointing instead to how often rural kids and families are left out of the equation — not by intent, but because decision-makers’ perspectives are shaped by urban and suburban experiences that overlook rural realities.

The challenge of the moment is supporting families and children during this moment. We must strengthen local capacity and support local organizations that are on the ground ensuring that families in rural places still have real paths to upward mobility. We must get serious about addressing poverty in America. I can focus my work on rural communities because I have colleagues leading organizations like StriveTogether, the William Julius Wilson Institute and Purpose Built communities that are primarily focusing on non-rural communities. 

NationSwell: There’s a stubborn narrative that rural communities are all the same, but rural America, like anywhere else, is complex and varied. What do you think people most misunderstand about rural places or the people who identify as rural? How does that misunderstanding impact policy, philanthropy, and the national conversation generally?

Gentry, Partners for Rural Impact: People often assume rural America is monolithic, when it’s as diverse as any city. Just as New Yorkers understand the differences between boroughs and neighborhoods, rural places vary widely in culture, history, and connection to land. That’s why Partners for Rural Impact refuses to define “rural” rigidly—if a community identifies as rural, they are part of the movement. 

Corporate and philanthropic leaders are often guided by policies or practices that limit giving to places where they have employees or where they have a presence. This results in limited giving to rural places. Only seven cents of every philanthropic dollar goes to rural areas—and even less to rural areas with the deepest need. These policies and practices are short sited and not designed for the world where we are now living. We all need this Nation to thrive. Each and every community is part of our ecosystem. What happens in Owsley County Kentucky impacts Washington, DC, New York City and Silicon Valley just as much as what happens there impacts Appalachia, the Delta, and our Native Lands.

NationSwell: Of the socially motivated leaders you consider your peers, are there any whose work has inspired you and whom you hold in high esteem?

Gentry, Partners for Rural Impact: I will focus on four who have supported me as I created Partners for Rural Impact. First, Geoffrey Canada has been a mentor since 2010. The way he created the Harlem Children’s Zone to focus on Harlem and the William Julius Wilson Institute to inform the nation informed Partners for Rural Impact’s structure.  At Partners for Rural Impact we focus intensively on three places — Appalachian Kentucky, East Texas, and Mexico, Missouri — and they are our places of learning that ensure we convene, coach and support rural places across the nation with a proximate lens.

Jim Shelton’s strategic thinking, tenacity, and trust impresses me. We met when Jim was leading a portfolio at the Department of Education that included Promise Neighborhoods. Now at Blue Meridian Partners, he is committed to a nation where all have a path to economic mobility. He invests deeply in the place based partnerships and trusts local leaders to chart their own solutions. Here in Appalachia, Jim King of FAHE showed me the power of a network to unite rural places across Appalachia and his thinking led to Partners for Rural Transformation which unites rural regions of persistent poverty. 

Another pivotal influence has been Jennifer Blatz of StriveTogether. After the 2016 election, most inquiries I received about rural America were focused on “what’s wrong” and “how to fix it.” Jennifer was the only person who asked how we could work together and StriveTogether could better serve rural communities. Her spirit of authentic partnership informed my decision to take Partners for Rural Impact national. Jennifer also shared her connections with philanthropy and took the time to introduce me and the work to others. Jennifer models what it looks like to enter the room with humility and true collaboration, and I try to bring that same approach into every partnership.

NationSwell: What is the North Star of your leadership?

Gentry, Partners for Rural Impact: The North Star of my work in general is creating a nation where all young people have a real path to upward mobility, with my organization focused specifically on ensuring that rural kids and communities aren’t left behind. In thinking about my leadership, I am often asked what my “superpower” is — because we all have superpowers, and I think real progress comes when superpowers are activated.

My superpower is seeing patterns and connections. I can listen across multiple conversations and places, then weave them together into a web of relationships and strategies that solve more than one problem at a time. I thrive when I have put the right people, at the right moment, in the right place, together with the right problem. My ability to connect and align has become my biggest contribution to the work.

At a moment of inequality and division, who is advancing the vanguard of economic and social progress to bolster under-served communities? Whose work is fostering the inclusive growth that ensures every individual thrives? Who will set the ambitious standards that mobilize whole industries, challenging their peers to reach new altitudes of social impact? 

In 2025, Impact Next — an editorial flagship series from NationSwell — will spotlight the standard-bearing corporate social responsibility and impact leaders, entrepreneurs, experts, and philanthropists whose catalytic work has the potential to shape the landscape of progress amid urgent need for social and economic action.

For this installment, NationSwell interviewed John MacPhee, CEO of The Jed Foundation (JED).

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NationSwell: What brought you into the field? Was there a moment, a relationship, or an experience that galvanized your commitment to driving social and economic progress?

John MacPhee, CEO, The Jed Foundation: I spent 20 years in the corporate world, working in transportation and pharmaceuticals. It wasn’t a deliberate choice at first — I needed to pay the bills — so I worked hard, learned as much as I could, and advanced. Over time, though, I began asking bigger questions: What’s my purpose? How can I make the world a better place? That led me to shift from the corporate sector into the “for-purpose” world, using my knowledge of healthcare to make a difference. I went back to school for health policy and eventually joined The Jed Foundation, a systems-change organization focused on mental health and suicide prevention for teens and young adults nationwide.

The mission resonated with me on many levels. I’ve seen loved ones struggle with alcohol and drug use, and we’ve lost family members to overdose. I faced my own battles with mental health and problem drinking as a young adult, even failing out of college, before getting help and returning to school and graduating. Those personal experiences made JEDs focus on supporting young people through systems-change feel deeply aligned with my own story.

A final turning point came through my mother. While dying of cancer, she told me she felt I had “lost my way”  — that the boy she raised, who once dreamed of being a math teacher and basketball coach, and she was worried that I had drifted from my purpose or “why”. Her words pushed me to reconsider my path. Fifteen years ago, I made the switch into the nonprofit and public health world, and I’ve been committed to this purpose-driven work ever since.

NationSwell: Looking back at the scope of your career, how have your thinking, your leadership style, or your philosophies evolved over time?

MacPhee, The Jed Foundation: I came up in a hard-driving corporate environment, spending ten years in a fast-growing pharmaceutical company where I learned how to run and build businesses. I brought those skills with me into the nonprofit space, but it’s different: In the corporate world, it’s often easier to motivate teams because incentives are more consistent; in the nonprofit world, people are driven by a more varied set of motivations, and connecting with them requires a more tailored approach to each team member. 

That was an adjustment for me, but I’ve carried over the business practices I learned in corporate to help guide how we run JED today.

NationSwell: What would you say defines the present societal and economic moment? Which trends are filling you with optimism, and which are giving you more pause or concern?

MacPhee, The Jed Foundation: We’re in a moment of dramatic change. Technology is moving at incredible speeds — AI today, social media, and the iPhone just 15–20 years ago — and that pace is reshaping the environment for mental health. Despite the challenges, I remain optimistic because the world is full of beauty, good people, and numerous examples of people helping each other. Unfortunately, those stories rarely get told; instead, we’re flooded with negative headlines that distort the balance of what’s truly happening. It’s important for all of us, and especially for young people, to intentionally seek out joy, progress, and good news to stay grounded.

At the same time, I worry about the polarization in our public discourse. On complex policy questions like immigration, LGBTQIA+ rights, gender-affirming care, and parental involvement in schools, earnest people can and do disagree. But, the way these debates are unfolding too often vilifies individuals and entire groups, which not only deepens division, but also creates legitimate fear for people and the communities they love. Policy debates could be approached with more humanity and kindness; instead, they’ve become another source of harm. All of this makes the current environment especially tough for young people, who are navigating rapid change, overwhelming narratives, and a climate of fear and division.

NationSwell: What are you seeing in the field right now that’s not getting enough attention?

MacPhee, The Jed Foundation: We need to ensure young people see a fuller picture of the world — one that includes the good alongside the challenges. Hope is warranted, but it’s something we have to fight for and intentionally lean toward.

When it comes to technology, I think the conversation is often misplaced. The real issue isn’t simply whether social media or technology is “good” or “bad,” but how it’s been wrapped up in profiteering. As a society, we normally protect children from aggressive marketing, whether it’s for medicine, tobacco, or other harmful products. Yet we’ve allowed an industry to capture seven or eight hours of young people’s lives every day through addictive algorithms, monetizing their time and relationships without meaningful guardrails. The question for youth mental health isn’t just about technology itself, but about how we’re going to protect children from being exploited in this way.

NationSwell: Is there a signature social or economic project or initiative you’re working on right now that you’d like to lift up?

MacPhee, The Jed Foundation: We partner with youth-serving organizations, including schools, districts, and community-based groups, around a simple yet critical idea: If you serve youth, you must prioritize their mental health and take purposeful, planned action to reduce suicide risk. That means following best practices, and we support this through programs like our District Mental Health Initiative with AASA, The School Superintendents Association, JED High School, JED Campus, and our community-based organization model.

For leaders, whether in schools, nonprofits, or even workplaces, mental health is both a responsibility and an opportunity. It requires building environments where people feel connected and a sense of belonging; where coping and problem-solving skills are nurtured; where it’s acceptable to say “It’s OK not to be OK.” Just as important are the systems to notice when someone is struggling, respond appropriately, connect them to care, and ensure policies and supports are in place.

NationSwell: What is the North Star of your leadership?

MacPhee, The Jed Foundation: My North Star is improving the environments around young people. That’s what our team is focused on every day — working as hard as we can, in as many ways as we can, to create conditions where youth can thrive.

In this space, there are many peer organizations I admire. The Trevor Project stands out, especially as we fight proposed funding cuts to LGBTQIA+ services within the 988 crisis line. In just the past two years, more than a million people in crisis have used those services, much of it delivered by Trevor. Active Minds is another organization I deeply admire, mobilizing students on high school and college campuses to advocate for mental health. The American Foundation for Suicide Prevention (AFSP) advances research, advocacy, and support for suicide loss survivors. I also look to organizations like the National Alliance for Mental Illness (NAMI), the Child Mind Institute, and Sesame Workshop, which has done important work around children’s mental health.

It’s inspiring to be part of a field where so many organizations, each with their own approach, are contributing to the same larger mission.

NationSwell: What advice would you give to someone who is interested in getting involved or helping out in the mental health space?

MacPhee, The Jed Foundation: For anyone looking to get involved, organizations like The Jed Foundation, NAMI, and AFSP are great places to start. But more broadly, it really does take a village. Each of us can be a mental health champion in our own communities. That begins with vulnerability — showing through your own example that it’s OK not to be OK, and creating space for open conversations.

At JED, we tell young people that if they’re struggling — or worried about a friend — they should reach out to a trusted, caring adult. The question is: are you that adult in the lives of young people around you? And more importantly, do they know it? Whether you’re a parent, an aunt, uncle, neighbor, coach, or friend, make it explicit: Let the young people in your life know you’re a safe harbor, someone they can turn to without judgment.

At a grassroots level, those simple assurances can be incredibly powerful. Paired with resources and guidance from organizations in the field, they create the culture of support young people need.

NationSwell: Could you recommend any insightful resources of book reports, podcasts, articles that have influenced your thinking, either past or present?

MacPhee, The Jed Foundation: I’m constantly reading and reviewing for my job, but when I have free time, I mostly listen to music. I keep a personal YouTube playlist of about 100 songs that I’m always tweaking — swapping a few out, but keeping a core set the same. It’s been played over 18,000 times, which makes me wonder: Is this a great way to unwind, or a huge missed opportunity where I could’ve read countless books or listened to podcasts instead?

The playlist leans heavily toward blues and blues rock — lots of Tedeschi Trucks, Ruthie Foster, PJ Harvey, Buddy Guy — with some Massive Attack and a little Pearl Jam thrown in. It definitely shows my age in some of the choices, but it’s what helps me relax and recharge.

At a moment of inequality and division, who is advancing the vanguard of economic and social progress to bolster under-served communities? Whose work is fostering the inclusive growth that ensures every individual thrives? Who will set the ambitious standards that mobilize whole industries, challenging their peers to reach new altitudes of social impact? 

In 2025, Impact Next — an editorial flagship series from NationSwell — will spotlight the standard-bearing corporate social responsibility and impact leaders, entrepreneurs, experts, and philanthropists whose catalytic work has the potential to shape the landscape of progress amid urgent need for social and economic action.

For this installment, NationSwell interviewed Jennifer Blatz, president and CEO of StriveTogether.

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NationSwell: What brought you into this field of work? Was there a moment, a relationship, or an experience that galvanized your commitment to driving bold action?

Jennifer Blatz, president and CEO of StriveTogether: For me, this work is deeply personal — it truly feels like my life’s work. I’m the first in my family to go to college, and education was my ticket to economic mobility. Like many first-generation students, I felt a responsibility to do something important, so initially planned to go to law school. But along the way, I discovered a passion for supporting other first-gen students at the University of Kentucky, a large land-grant institution with many students like me. An advisor encouraged me to consider a career in higher education and student affairs, which opened the door to pursuing this work as a practitioner.

That path eventually led me to StriveTogether’s predecessor organization, where I focused on college access and attainment. Through that work, I came to understand how systems are structured to produce the outcomes they deliver — and how often those outcomes are deeply inequitable. Recognizing this is what ultimately drew me to broader systems-change work, and to ensuring that all young people have a real path to economic mobility.

NationSwell: Looking back at the scope of your career, how have your thinking, strategies, or leadership philosophies evolved over the course of your leadership journey?

Blatz, StriveTogether: One of the biggest evolutions in my thinking has been realizing that good programs alone aren’t enough. Early in my career as a practitioner, I worked on evidence-based initiatives like GEAR UP and TRIO that delivered incredible results for students — but only for a limited number. To truly address the country’s most intractable challenges, we have to pair strong programs with a systems-level strategy. That recognition shifted my focus toward influencing policy and transforming structures so outcomes can improve at scale.

Equally important is understanding the role of community and place. Early work across Ohio showed me how context matters: What students in cities like Cincinnati, Cleveland, or Toledo needed was very different from what was required in Appalachian or rural communities. Strong supports must be responsive to local realities, and systems change has to be rooted in the specific needs of each community. Together, systems and place-based approaches have become central to how I think about driving social and economic mobility at scale.

NationSwell: As someone who sees services being delivered across both rural and urban contexts, what are the similarities and differences in their needs?

Blatz, StriveTogether: At the core, families in both urban and rural communities want the same thing: for their children to thrive and reach their full potential. But rural communities face unique challenges: One recurring concern we hear is the “brain drain” that happens when young people leave for college and don’t return, which makes creating opportunities for education, work, and quality of life in rural areas especially critical. Another key difference is resources: Philanthropy often overlooks rural communities, which means they rely much more heavily on county, state, and federal funding. Cuts to public programs can be especially devastating when there’s no philanthropic safety net to help fill the gap.

That said, partnerships across urban and rural contexts can be powerful: For example, in Kentucky, the Appalachian Cradle to Career Partnership, supported by Partners for Rural Impact, joined forces with the Urban League of Louisville to advocate for state policy. By presenting a united front across rural and urban lines, they successfully passed legislation that benefited students statewide. Collaborations like this show that while the contexts may differ, bridging urban and rural perspectives is essential to advancing equitable policy and ensuring opportunity for all young people.

NationSwell: What’s defining the current social and economic environment that we’re in — what are the trends that you’re currently seeing, and what’s giving you hope?

Blatz, StriveTogether: I’m optimistic because I see incredible work happening in local communities. Time and again, people come together around shared priorities to support young people and families, often bridging divides that dominate national headlines. While polarization and divisiveness get much of the media’s focus, on the ground we consistently witness collaboration to improve outcomes.

What gives me pause are broader trends like the privatization of education, which often leads to greater inequities and lacks accountability when compared to public schools. At the federal level, program rollbacks and a push toward privatization create real risks. Yet at the same time, I see governors, mayors, and state leaders across the political spectrum investing in more equitable, systems-driven solutions. Many are working to expand economic opportunity through job growth, career pathways, and policies that help young people thrive.

So even amid competing forces — federal retrenchment on one side and state and local innovation on the other — I remain hopeful. The real progress is being driven at the community level, where collaboration and shared commitment to young people continue to point the way forward.

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

Blatz, StriveTogether: One initiative I’m especially excited about is StriveTogether’s new Pathways Impact Fund, supported by the Gates and Walton foundations. It’s more than just a fund — it’s an effort to strengthen regional organizations that connect education and workforce systems. The goal is to scale high-quality career pathways for students in grades 9–13, with experiences like dual enrollment, industry credentials, work-based learning, and sustained advising. By aligning education and corporate partners, we can create smoother, more equitable transitions from school to career.

This work reflects an evolution in my own thinking. I came to the field through college access and long believed that postsecondary attainment, whether a two- or four-year degree, was the primary path to opportunity. But innovative pathways models have shown me that apprenticeships, career-connected learning, and credential programs can be just as powerful in setting young people up for success. These pathways not only support academic achievement but also build social capital and belonging — critical factors for economic mobility that our systems have too often overlooked.

With StriveTogether’s data-driven approach, we see how these models can help reverse generations of stagnant mobility in the U.S. Partnering with Gates and Walton, who have long invested in this space, gives us the chance to learn, innovate, and contribute significantly to the field. I’m optimistic this fund will help more young people thrive while reshaping the systems that support them.

NationSwell: What is the North Star of your leadership?

Blatz, StriveTogether: The north star of my leadership is balancing humility and confidence. Having spent most of my career within StriveTogether and its predecessor, I’ve been part of shaping this work from the ground up. That has required the confidence to try new things — even to fail — and the humility to recognize when we don’t have all the answers. Much of this journey has felt like building the plane while flying it, and that’s demanded both boldness and openness to learning.

Recently, as a leadership team, we named “humble confidence” as one of the qualities that makes StriveTogether unique. It means believing we can put millions more young people on a path to economic mobility, while also acknowledging that we’ll need to experiment, fail forward, and continuously adapt along the way.

For me, the central mindset is to believe deeply in what’s possible, but to approach the work with humility, curiosity, and a commitment to ongoing learning. That balance guides how I lead and how I want our organization to grow.

NationSwell: Of the folks in the social or economic sector doing similar work, who are a few of the leaders who inspire you or whom you hold in high esteem?

Blatz, StriveTogether: Two leaders I deeply admire are Roseanne Haggerty of Community Solutions and Dreama Gentry of Partners for Rural Impact. Roseanne embodies what I’d call “humble confidence.” Her organization has boldly declared that homelessness is solvable, and they’ve put a stake in the ground to reach zero—whether that’s ending veteran homelessness in a community or driving systems change nationwide. I admire her clarity, conviction, and the way she leads with both humility and determination.

Dreama, by contrast, has influenced me through her deep commitment to place. Based in rural Appalachia, she has built Partners for Rural Impact around a clear sense of purpose and rootedness. I often find myself channeling her voice in conversations by asking, “What about rural?” — a reminder of her constant advocacy for communities that are too often overlooked. When we first met in 2017, she was initially skeptical, wary of organizations trying to exploit rural issues in the wake of Trump’s election. But that honesty laid the foundation for a strong partnership built on trust and shared purpose.

Both Roseanne and Dreama model clarity, conviction, and values-driven leadership. Their approaches — one focused on bold systems change, the other grounded in place-based commitment — continue to inspire how I think about my own leadership and the partnerships StriveTogether builds.

NationSwell: Are there any resources — books, reports, podcasts, articles — that have influenced your thinking professionally or personally? 

Blatz, StriveTogether: Lately I’ve been immersed in the Entrepreneurial Operating System (EOS) by Gino Wickman. A year ago, I never would have imagined naming an operating model as something shaping my thinking, but implementing EOS has been transformative for StriveTogether. After our executive team read Traction, we began exploring how to adopt an entrepreneurial mindset while scaling — holding onto flexibility and innovation even as the organization grows.

For any organization in a growth phase, adaptive leadership is essential. Context matters, especially in place-based partnerships, and the past several years — from COVID to the racial reckoning to ongoing political shifts — have demanded constant adaptation. EOS has given us a structured system for doing that: clarifying priorities, identifying “rocks,” and making decisions with greater focus and alignment.

It may sound wonky, but it’s changing the way we work. By blending entrepreneurial thinking with disciplined systems, we’re better positioned to meet the moment and continue advancing our mission at scale.

At a moment of inequality and division, who is advancing the vanguard of economic and social progress to bolster underserved communities? Whose work is fostering the inclusive growth that ensures every individual thrives? Who will set the ambitious standards that mobilize whole industries, challenging their peers to reach new altitudes of social impact? 

In 2025, Impact Next — an editorial flagship series from NationSwell — will spotlight the standard-bearing corporate social responsibility and impact leaders, entrepreneurs, experts, and philanthropists whose catalytic work has the potential to shape the landscape of progress amid urgent need for social and economic action.

For this installment, NationSwell interviewed Brian Tippens, Senior Vice President and Chief Social Impact Strategist at Cisco.

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Greg Behrman, CEO and founder, NationSwell: What brought you into social impact work? Was there a moment, a relationship, or an experience that galvanized your commitment to driving bold action?

Brian Tippens, Senior Vice President and Chief Social Impact & Inclusion Officer, Cisco: I’ve always been the type of person naive enough to believe that I could change the world and do well by doing good — I’ve been focused on community all my life. I grew up in West Oakland, California, with hardworking parents who sacrificed to send my sisters and me to Catholic school across town. That parochial upbringing emphasized giving back, lifelong learning, and making an impact. My early career started in technology, but I went to law school—not to practice law, but to be a more empowered IT professional. I worked in legal roles at Intel and Hewlett-Packard, but quickly realized the work was transactional and adversarial, and it didn’t satisfy my need for purpose.

That realization led me to pivot into supplier diversity, overseeing procurement programs to increase spend with minority- and women-owned businesses. From then on, every role I’ve taken has centered on creating impact while also tying that impact to business value.

Both of my parents were from small towns in East Texas, though they met later on the West Coast, where their families had moved for work. They weren’t college educated initially — my mother eventually earned a degree later in life — but they modeled a deep commitment to education, lifelong learning, self-improvement, family, and community. Those values shaped me profoundly, and their sacrifices to send us through Catholic school and university reinforced the importance of staying connected to both community and impact.

Behrman, NationSwell: As you think back on what you’ve learned on your leadership journey, are there any particular principles, approaches, or ideas that are central to your brand of leadership? 

Tippens, Cisco: Earlier in my career at HP, I led supplier diversity within the procurement team. It was my first move from individual contributor to people manager, and at the time social media was just emerging. I leaned in, building a reputation as a thought leader in entrepreneurship, small business, and procurement. I was spending a lot of time at trade shows, on stages, and in industry press, earning awards and recognition for both myself and the company. At first I shared those wins with my team and boss, but eventually I worried it might seem self-serving and stopped talking about them.

That changed during an offsite when my boss pulled me aside. I braced for criticism about spending too much time outside the company, but instead he said: ‘I wish all my leaders were seen as thought leaders — can you teach your peers to do what you do?’ It was a wake-up call to embrace my strengths rather than hide them. Since then, leaning into your superpowers — and fighting imposter syndrome — has become a cornerstone of my leadership philosophy. I see myself as a player-coach: mentoring and educating my team, but also rolling up my sleeves to work alongside them.

One of the lessons I often share is, never waste a good crisis. In impact work, challenges and controversies are inevitable. I encourage my team to view tough moments as opportunities: to rethink processes, update policies, adapt to change, and even raise our visibility by helping steer the company through uncertainty. Crises, if approached with that mindset, can become catalysts for growth and impact.

Behrman, NationSwell: Is there a particular program, signature initiative, or some facet of the work that you would like to spotlight for us that is driving outcomes for the work?

Tippens, Cisco: One area I’m especially proud of is Cisco’s crisis response work. For more than 20 years, our Crisis Response Team has deployed technology to connect first responders during natural disasters, from earthquakes in Morocco to wildfires in California. We use everything from suitcase-sized kits that can be carried on a plane to full-scale network emergency response vehicles with satellite capabilities. Increasingly, this work extends to refugee crises as well. In Syria, Ukraine, and now Burundi, we’ve seen connectivity become the first request — on par with food, water, and shelter — as people need Wi-Fi to reach loved ones, access financial services, and search for jobs. Today, nearly a thousand Cisco employees volunteer as part of this extended response network, many of them trained engineers who put themselves on the frontlines.

We’ve also built on this by creating a more deliberate approach to societal issue response. Many companies struggle to speak out on geopolitical and social issues without appearing reactive or inconsistent. Our goal is to provide a clear framework and governance process so that when crises arise, we can respond thoughtfully, consistently, and with impact. It’s not perfect — every situation is different — but it keeps us from reacting only by instinct or pressure in the moment.

Looking ahead, we’ve also set a bold new goal in honor of Cisco’s 40th anniversary to help build 40 connected, resilient, thriving communities over the next decade. By bringing together all of our resources — employee volunteerism, nonprofit partnerships, digital skills training, and the strength of our customer network — we aim to drive long-term, place-based systems change. It’s still early days, but this vision of combining Cisco’s full power with that of our partners is one of the efforts I’m most excited about.

Behrman, NationSwell: Of the socially motivated leaders you consider your peers, who are 2-3 whose work has inspired you and whom you hold in high esteem?

Tippens, Cisco: The first mentor I’ll mention is John Hope Bryant, the founder of Operation Hope in Atlanta, has been a friend for decades. He launched the organization after the Rodney King riots, recognizing that much of the destruction was to property people didn’t own. His mission became advancing financial literacy and dignity, helping check-cashing customers become bank account holders and renters become owners. Through initiatives like Banking on Our Future and Hope Inside Centers, his organization has grown tremendously, offering financial education and credit counseling to empower communities. What has always impressed me is his singularity of purpose: he lives and breathes impact through financial literacy, and I’ve tried to model that same alignment with core values in my own work.

Then there’s Hugh Evans, the founder of Global Citizen, which mobilizes people worldwide through music and campaigns. From him, I’ve taken the power of setting bold, audacious goals — the kind that feel almost impossible at first. His mission to eradicate poverty in our lifetime is a prime example, and it’s inspired me to embrace moonshot thinking in my own approach to impact.

Behrman, NationSwell: Are there any resources you’d recommend — books, podcasts, Ted talks — that have influenced your thinking that might influence others as well?

Tippens, Cisco: Related to my mantra of never wasting a good crisis is The Infinite Game by Simon Sinek, which reframes leadership as an ongoing, long-term pursuit rather than a short-term contest. It reminds me not to get caught up in the turbulence of today, but to focus on building resilience over time.

I also often return to Only the Paranoid Survive by Andrew Grove. During my years at Intel, when Grove was still there, it was required reading. His insights on strategic paranoia — anticipating crises and preparing for disruption — have stayed with me. Similarly, The HP Way by Bill Hewlett and Dave Packard shaped my approach during my years at HP. It emphasized people-first leadership: management by walking around, open-door policies, and the belief that people are inherently good and capable of succeeding if given the right conditions.

Together, these books reinforce the core of my leadership style: long-term vision, readiness for disruption, and a people-centered philosophy that empowers teams to thrive.

At a moment of inequality and division, who is advancing the vanguard of economic and social progress to bolster under-served communities? Whose work is fostering the inclusive growth that ensures every individual thrives? Who will set the ambitious standards that mobilize whole industries, challenging their peers to reach new altitudes of social impact? 

In 2025, Impact Next — an editorial flagship series from NationSwell — will spotlight the standard-bearing corporate social responsibility and impact leaders, entrepreneurs, experts, and philanthropists whose catalytic work has the potential to shape the landscape of progress amid urgent need for social and economic action.

For this installment, NationSwell interviewed Steve Schwab, Chief Executive Officer at Elizabeth Dole Foundation.

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Nick Cericola, VP of Insights, 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?

Steve Schwab, Chief Executive Officer, Elizabeth Dole Foundation: I’m the youngest of seven Schwab boys — no sisters, but now six sisters-in-law. We were a tight-knit family growing up, and service was something that was always emphasized. One day my dad, who had spent 40 years working at Kodak, called a family meeting to announce through tears that he was retiring. He told us: “Do work that’s meaningful to you. I stayed too long and ended up doing something that I really didn’t enjoy, and in my next phase I’m going to do work that’s going to impact lives and make people and our country better.

I knew that I really wanted to translate that lesson from my father, so I studied political science in college with a focus on public service and advocacy for disadvantaged communities. This led to a career in civic, government, and especially nonprofit work — connecting the unconnected, leveling the playing field, and supporting our nation’s most vulnerable.

A pivotal moment came when I was invited to meet Bob and Elizabeth Dole. They were two of America’s most prolific public servants who were witnessing firsthand how unprepared our country was to support military and veteran families facing life-changing injuries. During our first meeting, I asked if they wanted to be the solution, to be the catalyst that could equalize the playing field for these families, and when they said yes, I was all in. Since then, I’ve been dedicated to connecting the most unconnected military families with the resources they need. It’s been an incredible journey.

Cericola, NationSwell: Of the socially motivated leaders you consider your peers, could you name 2-3 whose work inspired you and whom you hold in high esteem?

Schwab, Elizabeth Dole Foundation: First, Dr. Myechia Minter Jordan, the new CEO of AARP, is an Ivy League-trained physician who chose to focus her career on community health and leveling the playing field for disadvantaged groups. She now leads the world’s largest nonprofit membership organization, connecting millions of older Americans to vital resources, healthcare, and caregiver support. Her commitment to economic mobility and health equity is inspiring, and I’m excited to work with her.

Next is General Walter Piatt, CEO of the Wounded Warrior Project — the largest post-9/11 veteran-serving organization. After nearly 40 years in the military, he could have retired comfortably, but instead, he chose to lead an organization with a nearly $900 million annual budget. Remarkably, Wounded Warrior Project partners with groups like ours, funding specialized work for military kids and caregivers — an unusually collaborative approach in the nonprofit world that has greatly expanded our impact.

Finally, Sonya Medina Williams, CEO of the Reach Resilience Foundation, has a remarkable background, including service at the White House and leadership of the AT&T Corporate Foundation. Now, she’s leading a nearly half-billion dollar foundation investing in economic opportunity and resilience for vulnerable communities, including veterans and disaster survivors. She’s a truly dynamic leader.

Cericola, NationSwell: What is unique or differentiated about the approach that you’re taking at the Foundation? Can you walk us through what excites you most about the work that you’re leading?

Schwab, Elizabeth Dole Foundation: What excites me most about this work is realizing how caregiving touches nearly every American family. At conferences, I often ask how many people are caregivers — about a third raise their hands. When I ask who expects to be a caregiver someday, most of the rest do. Yet caregiving remains one of the most unrecognized, underprepared, and under-resourced issues in our country.

A recent study from The RAND Corporation found that 100 million Americans — one-third of the nation — are caregivers. The study highlights major gaps in mental and emotional health, economic mobility, and strained relationships, while our healthcare system is not equipped to support these families. Within this group, 14.5 million care for military or veteran service members and face even greater challenges. Many live at or below the poverty line, struggle with food insecurity and high stress, lack adequate medical coverage, and spend thousands out of pocket each year just to care for loved ones.

Research from RAND, the U.S. Department of Veterans Affairs, and the American Medical Association shows that strong, supported caregivers are essential to the health and recovery of those they care for. Investing in caregiver support saves the healthcare system billions and improves lives. With new legislation like the Elizabeth Dole Act and growing support, we’re making progress, but there’s still much more to do.

Cericola, NationSwell: Is there a particular program, signature initiative, or some facet of the work that you would like to spotlight for us that is driving outcomes for the work?

Schwab, Elizabeth Dole Foundation: The first initiative I want to mention is our Hidden Helpers Coalition. Right now, 5.5 million children across the country — some as young as four — are serving as primary or secondary caregivers for parents or siblings. Their childhoods are shaped by caregiving responsibilities that take priority over typical activities like sleepovers, sports, or just being a kid. One eight-year-old told me she gauges her day by asking her dad how the “weather” is — if it’s “stormy,” she knows he’s struggling and needs extra support. When I was eight, my biggest concern was which playground to visit.

This is the new American reality, especially in military and veteran families. These kids are often from families with a strong tradition of service — the number one recruitment source for the military, which is facing declining numbers. The strain on these families is not just economic; it’s a national security issue. That’s why we’ve built a coalition of over 100 organizations to provide peer support, mental health resources, and educational interventions for these children. Connecting with others in similar situations is life-changing for them.

The second initiative I’ll mention is our economic mobility program, the Bob and Dolores Hope Fund for Critical Assistance. This program supports military and veteran families at or below the poverty line. We provide direct financial grants, then help families access training, education, credit counseling, and bank accounts — stabilizing them and setting them on a path toward financial independence. Thanks to this support, families are gaining the skills and resources they need to thrive, not just survive.

Cericola, NationSwell: What’s defining the current social and economic environment that we’re in — what are the trends that you’re currently seeing, and what’s giving you hope?

Schwab, Elizabeth Dole Foundation: What defines this moment is fusion — of complexity, misinformation, divisiveness, happiness, and uncertainty. It’s a lot. People are feeling anxious about the health and economic stability of the American family. Earlier, the focus was on jobs and opportunity; now, that concern has deepened.

What gives me hope is the resilience I see, especially among the military and veteran community. These are families often near the bottom of the economic ladder — many rely on social welfare while serving our country. That’s deeply troubling — it doesn’t feel American. And yet, these families remain focused on their duty to serve and support one another. Their commitment inspires my team and me to do everything we can to fill the gaps public programs miss.

We’re especially focused on mental health. Suicide among veterans is shockingly high — 19 to 21 lives lost daily. Through our Face to Fight initiative, we’re working with 250 partners to tackle this crisis.

Only 7% of philanthropy in the U.S. goes to military and veteran causes. That number should be much higher, given how much we owe them. These families are strong and resilient — but they are suffering. That duality gives me both pause and purpose.

Cericola, NationSwell: Are there any resources you’d recommend — books, podcasts, Ted talks — that have influenced your thinking that might influence others as well?

Schwab, Elizabeth Dole Foundation: One resource I’d love to lift up is a favorite book of mine, The Go-Giver by Bob Burg, which was actually introduced to me by David Rockefeller early in my career in New York. The book’s core lessons — the laws of value and authenticity — have always resonated with me. The law of value reminds us that our worth is measured by the value we provide to others, not what we receive, and the law of authenticity stresses that our genuine self is the most valuable gift we can offer. I think about these principles constantly, especially as authenticity feels increasingly rare in public life today. I see these qualities in the community I serve, and they drive my own leadership.

Another resource I love is the Chief Influencer podcast, which features leaders in the cause world. I was lucky to be a guest, but I’ve learned the most from the lesser-known guests who embody value and authenticity. I often recommend it to my nieces and nephews as a guide for applying meaningful values in their own lives.

Finally, a daily practice that’s changed my life is yoga. I do it 3-4 times a week in the mornings, and it’s part of a physical strength-building practice that also strengthens my heart and mental health. 

At a moment of inequality and division, who is advancing the vanguard of economic and social progress to bolster under-served communities? Whose work is fostering the inclusive growth that ensures every individual thrives? Who will set the ambitious standards that mobilize whole industries, challenging their peers to reach new altitudes of social impact? 

In 2025, Impact Next — an editorial flagship series from NationSwell — will spotlight the standard-bearing corporate social responsibility and impact leaders, entrepreneurs, experts, and philanthropists whose catalytic work has the potential to shape the landscape of progress amid urgent need for social and economic action.

For this installment, NationSwell interviewed Vanessa Garcia-Brito, Chief Impact Officer, Nike.

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Greg Behrman, founder and CEO, NationSwell: What brought you to this moment? What was your leadership journey like?

Vanessa Garcia-Brito, Chief Impact Officer, Nike: I come from pretty humble beginnings — my mom always had three jobs at a minimum, and my grandmother did a good chunk of raising me in the early years of my life with such unconditional love. Growing up, there was a big theme around agency and choice and optimism. No matter how difficult life was, I was raised to believe we could do something about it. I initially thought that I would put that into practice as a human rights lawyer, and although I did go to law school, eventually through saying yes to a series of opportunities I ended up at Nike. Instead of holding tightly to any one job, I’ve always held tightly to the idea of combining impact with forward movement in a more literal sense. Nike represents the convergence of those values — it’s a place that values sport and movement, a place where my energy and passion for driving impact can really flourish. 

Behrman, NationSwell: What is your North Star of your leadership? What are some of the practices and approaches or styles that you’ve found to be really helpful for you, for your team, for others?

Garcia-Brito, Nike: I’m in love with humanity, and because of that, I really believe in leading from a place of love and being upfront and with that as a leadership style. 

I believe everyone deserves the chance to realize their greatness, and earlier in my career as a younger woman in leadership, that’s a unique choice to make. Ultimately, you have to decide if you’re all in. For me, it wasn’t even a question — I just led from a place of vulnerability, curiosity, and genuine interest in people and their impact. I’m not territorial, sometimes to a fault; even at Nike, everyone is invited into impact. I view my role as bringing people in and cultivating spaces for connection, helping people move forward together. This aligns perfectly with Nike’s focus on human potential and possibility, and it reflects how we see the power of sport to move the world forward.

Behrman, NationSwell: How has your leadership evolved in the course of your role or your time at Nike — is there a powerful moment that informs how you lead today?

Garcia-Brito, Nike: Working at Nike has really taught me to lead with who I am, and I’d like to think that, in turn, has created space for more people to lead authentically as well. I am very intentional about being a safe space for others, which encourages richer conversations and greater opportunities for people to lower their barriers. Leading this way means you can’t help but see the potential in others. I tend to see obstacles as opportunities — if there’s a tree in the way, I just look for a way around or over it. My experience running ultramarathons shapes this mindset: once committed, you keep moving forward, no matter what challenges arise. This approach has been rewarded in the sense that it’s created venues for different types of conversations — it lets people know exactly who I am.

Behrman, NationSwell: We find ourselves in an interesting moment in the impact space, with new opportunities, some pressures, some currents moving in different directions. How are you making sense of this moment?

Garcia-Brito, Nike: What really helps us navigate is knowing at our core that human potential and movement are at the heart of Nike. Through that lens, it’s exciting to see the definition of sport evolving, becoming more expansive and inclusive. Now, anyone can see themselves as an athlete, whether they’re commuting to work or competing professionally. Life is sport, and this broader perspective invites more people in, helping them rethink what’s possible and feel part of a larger community.

Moments like the Paralympics really stay with me — the power, beauty, and community support are incredible. The athleticism is inspiring, and those experiences remind me how important it is to find connection and empathy through sport. Even if I could never do what Paralympians do, I can share in their experience. I think seeking out those moments of shared humanity is how we move forward together.

Behrman, NationSwell: Is there a sport that kind of embodies the way in which you see the social impact world right now?

Garcia-Brito, Nike: For me, running and yoga are deeply connected- they both embody the mind, body, and spirit, and how we exist together in a world full of polarities. We’re more global than ever, yet people often feel isolated; we have private moments, but we’re always surrounded by others. Both running and yoga remind me that there’s no finish line, just the next step, always at your own pace. No one can do the running or yoga for you, but you can still share the experience.

The New York Marathon is a perfect example: everyone runs their own race, yet it’s a massive, collective event. I love those moments — cheering for strangers, being cheered on, feeling connected even when you’re not sure you’re still moving. That sense of accomplishment is powerful, and the same is true in yoga, where it’s just you, your breath, and your flow. The practice allows you to connect with yourself and that in turn strengthens our connection with others. 

Behrman, NationSwell: We’d love to invite you to share a little bit more about the amazing impact work that you and your colleagues are leading. Are there any programs, partnerships, or strategies  you’d particularly like to lift up?

Garcia-Brito, Nike: Our focus is creating the future of youth sport, truly uplifting work. Youth are not just our future leaders and next generation of athletes, they are already demonstrating their leadership and shaping how we play, move and pursue sport. Built on 35 years of research and pilots, we’ve learned that leading with girls is the key to lifting everyone up. While both boys and girls are dropping out of sport at high rates, girls tend to start later, drop out sooner, and are harder to bring back — about 85% of girls worldwide aren’t getting enough movement. We also focus on coaches and coaching because we know how important the relationship between a coach and an athlete can be. Coaches play a crucial role as caring adults who provide safe spaces and guidance, especially during pivotal moments in girls’ lives. For example, body confidence is a leading reason girls leave sport, and coaches are vital in addressing this.

Over the past year, we’ve ignited a coaching revolution through global summits — from our World Headquarters in Beaverton, Oregon, to Paris, Los Angeles, and Tokyo — bringing together experts, partners, researchers, and youth to accelerate better, more inclusive approaches. Despite cultural nuances, the barriers youth face in sport are strikingly consistent worldwide, with body confidence a common challenge for girls. Body Confident Sport, our research with partners like Dove, and world-renowned experts the Centre for Appearance Research and the Tucker Center for Research on Girls & Women in Sport, helps coaches understand these issues and create welcoming environments to retain girls in sport.

We also leverage Nike’s broader community, including Nike Community Ambassadors — Nike store employees who serve as coaches in their communities. They embody the spirit of lifting up their neighborhoods. We partner closely with elite athletes in their own community work, such as Play Academy with Naomi Osaka and also via innovative partnerships with other leading brands like our work with Lego emphasizing creativity, movement, and mental health, aiming to build lifelong love for activity. Ultimately, active kids are healthier, happier, and more successful in life. Giving kids an opportunity to play and enjoy sport can be so meaningful; it’s about hope, dreams, and creating a foundation to thrive.

Behrman, NationSwell: What is your call to action for other social impact leaders — what do you think other people need to hear right now?

Garcia-Brito, Nike: At Nike, we believe there’s a coach in everyone — even if you’re just coaching yourself, which is actually a great place to start. Whether you’re at work, at home, or in your community, you don’t have to wait to make a difference. Simply seeing yourself as a coach can transform your connections. There are plenty of free resources to help you start this journey, and often, it’s an easy way to change lives without even realizing it.

My call to action is to tap into that inner coach, starting with yourself and extending it to others, especially young people. In our impact space, it’s vital to create a vision and journey of hope — just as essential as food and shelter. Hope and dreams truly sustain people; when paired with opportunity and community – it is powerful. We need to connect the dots for others, showing how today’s choices lead to real progress and a better future. 

NationSwell: What are three resources that have inspired who inspired you as a leader? It could be a book, it could be a movie, it could be a quote, a song, anything. 

Garcia-Brito, Nike: There’s a cartoonist called Quino who created a character named Mafalda in the 1960s, and there is a wonderful edition of these comic strips “Todo Mafalda” with a preface by Gabriel Garcia Marquez that I keep near me. Mafalda is a wise and very funny six-year old who is not shy about reflecting some of the absurdities of adulthood. She is a champion for inclusion, joy and world peace – and she is very funny.  I’m inspired by the beauty of being able to see the world through the eyes of a six-year-old girl in this space, and how it reminds us that we know everything that we need to know when we’re young.

The other book I’d recommend is called 4,000 Weeks: Time Management for Mortals, by Oliver Burkeman. I live my life with urgency, so I’m kind of impatient when I think about creating change, but this book puts time in perspective — we have only so many weeks. It’s helped me make my minutes feel longer and my life more present, sharpening my priorities.

Peter Block’s book The Answer to How Is Yes influenced me early on. I’ve learned to say yes and drop the ‘how’ that stalls progress. When faced with challenges, I ask not ‘how,’ but ‘do we want to do it?’ If yes, then the ‘how’ will follow.

As for inspiration, it comes from the people we work with daily around the world. Despite the narratives of global division we hear, I see the opposite — countless selfless individuals dedicating their time to help their communities. This work so often happens outside typical hours, fueled by care and skill. I’m grateful for them and believe there are far more people uniting us than dividing us.

At a moment of inequality and division, who is advancing the vanguard of economic and social progress to bolster under-served communities? Whose work is fostering the inclusive growth that ensures every individual thrives? Who will set the ambitious standards that mobilize whole industries, challenging their peers to reach new altitudes of social impact? 

In 2025, Impact Next — an editorial flagship series from NationSwell — will spotlight the standard-bearing corporate social responsibility and impact leaders, entrepreneurs, experts, and philanthropists whose catalytic work has the potential to shape the landscape of progress amid urgent need for social and economic action.

For this installment, NationSwell interviewed Katy Knight, Executive Director and President of Siegel Family Endowment.

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Greg Behrman, Founder and CEO, NationSwell: What brought you to this moment? What has your journey to becoming a senior impact leader been like?

Katy Knight, Executive Director and President, Siegel Family Endowment: My first job at 14 was as a reading tutor, and later I interned at that same organization. That’s when I discovered the nonprofit world, which felt meaningful to me, even though my family had the usual “doctor or lawyer” expectations. At first, I wanted to start my own nonprofit, but quickly realized there were already plenty out there. When I learned about philanthropy, I was drawn to the idea of investing in social impact ideas, but found there weren’t many entry-level paths into the field. Soinstead I stayed in nonprofit, then moved to Google, which allowed me to work with nonprofits while also learning about how tech could be used for positive impact. Eventually, I left to lead corporate social responsibility at a company called Two Sigma, where I connected with one of the cofounders, David, who was starting a foundation. That opportunity brought together everything I had learned from nonprofits, CSR, and government affairs, which led me becoming the deputy director of the foundation.. 

It wasn’t a traditional path. Through various nonprofit roles, stints at Google, and even catering on the side to make ends meet. Honestly, I had almost given up on working on this side of the table before I finally landed here.

But I had incredible support, especially from my grandmother Angelina, who recently passed away. She always kept it real with me that there would be a lot to overcome in life as a woman of color who didn’t come from a family of money. When we buried her, my great aunt, her sister, grabbed my hand and said, “You know, your grandma thought you would be president of the United States — she believes you can do anything.” That unyielding support is really the kernel of  the seed that she and my mom really nurtured – this belief that, even though it’s going to be really hard, you can do anything you want to do.

Behrman, NationSwell: What would you describe as the North Star of your leadership? Are there any particular principles or philosophies that guide you?

Knight, Siegel Family Endowment: I see my role as helping others grow. Whether as strong individual contributors or future leaders. I believe deeply in giving people the autonomy to try new things, even if it means making mistakes along the way. 

My team jokes about it, but when someone comes to me with a new or unconventional idea, nine times out of ten I’ll say ‘sure, go for it — I don’t need to know any more, just try it and let me know how it works out.’ I’ve learned so much through my own mistakes, and I want people to have the opportunity to be scaffolded, to know what they’re doing, to succeed in their job, but also to try new random novel things and make mistakes on their own so that we can learn and grow together.  I try to walk alongside people across all levels of the organization and stay engaged with them as they evolve in their roles and grow in confidence.

Behrman, NationSwell: As an impact leader, how are you sense-making the current moment? How are you navigating where we are and where we’re going?

Knight, Siegel Family Endowment: We’re living in a moment where everything feels complex and divided, where clear answers are hard to find and shared facts are increasingly rare. When I zoom out, it’s clear this is a historically unique moment. What’s challenging, but important, is serving people across the country who may not share our politics or even understand why philanthropy or social impact matters. What keeps me grounded is our mission: to use technology to ensure everyone has a fair shot in an innovation-driven society. That mission cuts across political and ideological lines. We want to level the playing field for everyone, regardless of their views. Technologyhas played a role in deepening some of the divides we’re facing. But  t I believe we can also use it to help fix what’s broken. I’m trying to hold onto that hope as I make sense of what has happened and what we want to happen for things to be better.

Behrman, NationSwell: Is there anything about the impact strategies, initiatives, or partnership models you’re championing right now that feels particularly unique or differentiated in the field? 

Knight, Siegel Family Endowment: At Siegel, we have a strong focus on infrastructure. But we think of infrastructure broadly: not just bridges and roads, but also the physical, digital, and social systems needed for society to thrive and for everyone to have equal access to opportunity. That perspective shapes our grantmaking. We prioritize efforts that build capacity and durability, beyond just short-term pilots.. 

For example, last year we partnered with the Walton Family Foundation on the Learning Landscapes Challenge. Instead of asking for new education ideas, we asked what existing efforts could improve or scale with better infrastructure. We’re about raising awareness but also creating lasting impact, and it’s exciting to see this infrastructure approach gaining traction among peers.

We also think intentionally about our place-based strategy.. While we’re anational funder, we know that solutions must be tailored to local contexts. We’ve done deep work in New York, expanded our K-12 computer science efforts to Atlanta, partnered with the Center on Rural Innovation to understand diverse rural communities, and recently started exploring workforce and education initiatives in Birmingham, Alabama. Each community offers unique insights, and we’re excited to continue learning and connecting changemakers together.

Behrman, NationSwell: If there were two big problems you could solve for that would make your work easier and more effective, what would they be?

Knight, Siegel Family Endowment: The first is digital divide. It’s embarrassing that, in one of the wealthiest and most technologically advanced countries in the world, many people still lack access to reliable high-speed internet. . In many cases, this isn’t a massive infrastructure issue — I call it the “last 200 feet” problem, where getting the internet from the main road into the subdivision is the infrastructural challenge we need to solve for. Solving this would open up opportunities in education, employment and so much more.

The other problem I’d solve is a bit more ephemeral, but closely related which is capital concentration. This year, I asked my team to imagine a map of the U.S. where opportunity isn’t just confined to the  coasts. Right now, most venture capital and resources flow to a few select markets, but what if we could redirect that capital to create hubs all across the country? We could unlock new economic hubs, creating jobs supporting entrepreneurs and revitalizing communities that have been left behind.That’s the big-picture vision I’m aiming for.

Behrman, NationSwell: Of your peers in the social impact space, who are a few whose leadership inspires you, and whom you hold in high esteem?

Knight, Siegel Family Endowment: I’m fortunate to be surrounded by incredible women doing remarkable work. One is my friend and colleague Dr. Allison Scott at the Kapor Foundation — an amazing leader on computer science equity, tech, and the digital divide. She’s smart and funny, which is always important. We’re lucky to work together often with Michele Jawando at Omidyar Network, who is also incredible. Another is Lydia Logan from IBM, who’s done everything and been everywhere-I want to be her. I was just on a panel with her last week, and she’s insanely talented; the world is lucky to have her. Closer to the ground, my friend and colleague Nabiha Syed, now leading the Mozilla Foundation, is brilliant. She’s done incredible work as a lawyer, founder of The Markup, and is guiding Mozilla’s next phase, focusing on tech and society to build a better world. She’s contributed to major efforts like the Snowden files. I’m truly surrounded by greatness and just trying to keep up every day.

Behrman, NationSwell: Could you recommend any insightful resources – maybe a book, report, podcast, or article — that has significantly influenced your thinking or inspired your leadership?

Knight, Siegel Family Endowment: I’ll confess to being a bit of a nerd — I have a classic “Nevertheless, she persisted” Elizabeth Warren poster on my wall, and I look up at that on tough days. It’s become a rallying cry for women this decade. I also have a shelf full of books on philanthropy and social impact. One of the earliest I read was Carnegie’s classic The Gospel of Wealth, and now pair it with Darren Walker’s New Gospel of Wealth. When I think of these seminal, foundational texts, I’m reminded that philanthropy has a rich but imperfect legacy. Reconciling that history with the world we want to create guides how I think about the future of philanthropy and social impact.

At a moment of inequality and division, who is advancing the vanguard of economic and social progress to bolster under-served communities? Whose work is fostering the inclusive growth that ensures every individual thrives? Who will set the ambitious standards that mobilize whole industries, challenging their peers to reach new altitudes of social impact? 

In 2025, Impact Next — an editorial flagship series from NationSwell — will spotlight the standard-bearing corporate social responsibility and impact leaders, entrepreneurs, experts, and philanthropists whose catalytic work has the potential to shape the landscape of progress amid urgent need for social and economic action.

For this installment, NationSwell interviewed Tulaine Montgomery, CEO of New Profit and and host of the Say More podcast.

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Greg Behrman, Founder and CEO, NationSwell: What brought you to this moment? What has your leadership journey been like?

Tulaine Montgomery, CEO, New Profit: I can’t say there was ever a premeditated plan guiding me; I’m a creative at heart, so a linear plan has never really been my approach. What truly got me here is my family background. My parents and extended family were students of history and futurists, even if they didn’t use those terms. My dad was an ethnomusicologist and longtime Dartmouth professor, and throughout his life has basically willed himself into experiences and expertise — he doesn’t ever entertain that he’s not enough to do what he desires to do. He immersed himself in the study of the African diaspora, mastering percussion and exploring cultural connections in places like Mali, Haiti, Ghana, Cuba, Brazil, Kenya, and Japan. He was even named a master drummer in Ghana in his early twenties. Growing up, I absorbed these rhythms and lessons.

My mother is equally expansive in her worldview. For decades, she has convened Black leaders and educators from around the world, fostering a community focused on understanding our present, envisioning our future, and thriving together. This annual tradition has lasted over thirty years.

My parents have always dreamed of a better world and taught me what we can look back on in history to see what we can borrow from and what to avoid.

Behrman, NationSwell: What are the attributes, philosophies, or practices that help you to be an effective leader in this space?

Montgomery, New Profit: It took me a while as a human, as a professional, and ultimately as a social entrepreneur and leader to really own my multitudes. For years, I believed my interests in business strategy, playwriting, and music history couldn’t coexist, and I would compartmentalize myself depending on the environment. I would go into certain spaces and think, okay, only these parts of me actually make sense here. I didn’t come to that idea by myself — we’re entrenched in tons of systems that encourage such a perspective — but I certainly held it within me, and that’s where it actually matters most.

Today, my leadership is informed by a radical acceptance of all the pieces of myself, and I strive to create environments where others can do the same. I want everyone I work with and support to experience the power of embracing their whole selves, because effective systems change requires us to bring all our strengths to the table.

Another core aspect of my leadership is empathy and curiosity. I try to approach situations and people with openness rather than judgment. For example, when I feel resistance or misunderstanding, I ask people to “say more,” which helps me move from judgment to curiosity. This practice has allowed me to connect more deeply, resolve misunderstandings, and even turn skeptics into supporters. Curiosity isn’t just altruistic, it’s pragmatic — it helps me understand others and navigate complex challenges.

Behrman, NationSwell: Is there anything about the impact strategies, initiatives, or partnership models you’re championing right now that feels particularly unique or differentiated in the field? 

Montgomery, New Profit: There’s growing discussion around systems change, and at New Profit, we see what we refer to as “the MIC” — multiracial intergenerational, cross-sector coalitions for change — as a key engine of that work. Here in the U.S., it sometimes feels like we’re less poised for the MIC than ever because there’s so much division and fragmentation, but at New Profit we’ve been really excited to support and partner with entrepreneurs who understand the power and timeliness of this coalition and who are, in a local way, doing powerful work to advance it. That’s why New Profit supports entrepreneurs through a focus on three pillars: capital, capacity, and community. We provide unrestricted funding, capacity-building support (often in collaboration with organizations like Deloitte), and foster a sense of community among social impact leaders. We believe working as peers, rather than maintaining traditional power dynamics, is crucial for real change.

We also partner with groups like Shared America to highlight and grow examples of unity, collaboration, and local leadership across the country. Despite the noise and division in media and politics, there is abundant innovation and collective power already at work in communities. By shifting our focus to these solutions and investing in proximate leaders, we can drive meaningful progress. True systems change requires courage, collaboration, and a willingness to imagine — and build — a better future together.

Behrman, NationSwell: Of your peers in the social impact space, who are a few whose leadership inspires you, and whom you hold in high esteem?

Montgomery, New Profit: Cheryl Dorsey, president of Echoing Green, is someone who really owns her multitudes — she’s a medical doctor by training, a social entrepreneur, organizer, artist, a lover of Beyoncé. Her ability to bring her whole self to her work is a powerful antidote to the fragmentation many leaders face.

Angela Glover Blackwell, founder of PolicyLink, similarly integrates joy, intellectual rigor, and compassion in her leadership. She frames joy as part of resistance, a quality she’s embodied throughout her career, and understands that lasting change requires addressing policy, capital, and narrative — the power of stories to shape solutions.

Marc Freedman, founder of CoGenerate, has illuminated the importance of intergenerational collaboration in today’s diverse society. His work highlights how connecting across generations fosters both personal and societal growth.

And finally, Dr. Richard Davidson, a renowned neuroscientist, has advanced the science of empathy and well-being. He translates research into practical tools for cultivating well-being, making neuroscience accessible for social change. Like the others, he combines rigor with deep kindness — a quality I deeply admire.

Behrman, NationSwell: Could you recommend any insightful resources – maybe a book, report, podcast, or article — that has significantly influenced your thinking or inspired your leadership?

Montgomery, New Profit: I’m a student of bell hooks, who teaches that love is about action, accountability, listening, and change — not about accepting mistreatment. I appreciate how she, as a scholar and public intellectual, frames love’s role in social impact, emphasizing its importance in leadership. I often write love letters to the broader community to celebrate this.

Another resource I’d recommend is “Defectors” by Paola Ramos, a journalist whose book explores how Latino engagement with the far right challenges ideas of unity versus uniformity in America. She courageously immerses herself in these communities to understand and share their perspectives beyond stereotypes.

I’d also mention my podcast, Say More with Tulaine Montgomery, which highlights the abundant community of people committed to love and collective power in social change. It reminds us there are far more of us than the dominant narratives would suggest who are fostering dialogue and hope.

At a moment of inequality and division, who is advancing the vanguard of economic and social progress to bolster under-served communities? Whose work is fostering the inclusive growth that ensures every individual thrives? Who will set the ambitious standards that mobilize whole industries, challenging their peers to reach new altitudes of social impact? 

This year, Impact Next — an editorial flagship series from NationSwell — will spotlight the standard-bearing corporate social responsibility and impact leaders, entrepreneurs, experts, and philanthropists whose catalytic work has the potential to shape the landscape of progress amid urgent need for social and economic action.

For this installment, NationSwell interviewed Graham Macmillan , president of Visa Foundation.

Greg Behrman, CEO and founder, NationSwell: What brought you to this moment? Was there a formative relationship or experience that led to you becoming a leader in this field?

Graham  Macmillan, Visa Foundation: I knew in college that I wanted to be passionate about something and intellectually challenged, and thankfully, because of some great professors, I got inspired to think more about international development, which was a term way back in the 1990s to describe social impact. 

I was really interested in these organizations that were out there trying to solve big problems and challenges, and asking what they could do to support communities, and I started to realize this was the direction for a career that was both interesting to me and would allow me to go to sleep at night knowing that I was trying to make things a little bit better than they were before. 

You get tested over the course of your career, of course, but those moments also have the potential to be very affirming. If you’re lucky enough to have a passion, to be interested in the work that you do, to be surrounded by really fun, terrific people that share a common sense of purpose, you can make a career out of that without a problem. 

Behrman, NationSwell: What makes you an effective leader in your organization? Is there a particular philosophy of leadership or an approach that comes to mind?

Macmillan, Visa Foundation: I don’t know that it’s my place to call myself a leader — that’s for others to determine, in my view. What I try to do that may have characteristics that speak to leadership is having a sense of purpose, having a vision for what could be that is better than what it is now, taking some risk, and always ensuring that your role is in service of supporting the people that actually do the work.

I do nothing except cause trouble for my team. I get in the way. I slow things down. I ask too many questions sometimes. They’re the ones that actually do the good work. My job is to make sure that they are prepared, they have the resources, the support, the belief that they can get it done and solve any problems that might come up. So that’s what my job is and my belief in where I can add the most value. 

Behrman, NationSwell: What are two or three facets of the work that you’re leading that you think are special — what feels important to lift up?

Macmillan, Visa Foundation: The signature work that Visa and Visa Foundation have been focused on is the role that small and micro businesses can play in advancing economic growth. What we’ve managed to accomplish over this five-year period is to establish a strategy that would advance small and micro businesses in a meaningful way that aligns with both the values of our 30,000 employees and our stakeholders around the world — putting women and underrepresented founders at the center of that strategy. 

We know that there’s a tremendous gap between the resources that are allocated to women-led or underserved entrepreneurs, and we wanted to pry that open and demonstrate that they actually are not only viable, but there are actually tremendous, high-growth opportunities in doing so for a whole range of reasons. 

The distinguishing characteristic of our approach over the past five years has been not only grant making but actually investing to support these small and micro businesses. We have about a $500 million endowment, which makes us somewhat unusual for a U.S. Corporate foundation — we manage the assets, and we’ve worked with the board to establish that we manage the assets as if we were more like a perpetual foundation without an annual distribution of funds. 

Behrman, NationSwell: Anything else about your work that feels particularly differentiated in the field?

Macmillan, Visa Foundation: There are a ton of foundations that don’t invest at all. What we have constructed is essentially a toolbox of all the things that we could use, and it’s not a monolithic application — we look at every circumstance and we open ourselves up to what the partners actually need. We tell them what’s available to them and we’re not prescriptive, we don’t assume we know what they need better than they do.

I believe that corporate philanthropy is elevated when you’re harnessing the power and capability of the business — that is fundamentally differentiated from private philanthropy. It just is. When done well, change can occur at a pace that is just fundamentally different. We are on the precipice of seeing that happen, and we’re currently trying to set up conditions by which we can then be effective at that next phase. 

Behrman, NationSwell: Who are a few of the peer leaders whose work or leadership styles you most admire?

Macmillan, Visa Foundation: I would be remiss if I didn’t acknowledge my boss at Citi, Brandy McHale, who taught me more about corporate philanthropy and philanthropy in general than almost anyone I know. In many ways, everything that I do is modeled off what I learned from her, both in terms of culture and humility and good sense of humor. 

A colleague that I’ve long admired but have recently gotten to know more and more is Delilah Wilson-Scott. Delilah is incredible in my opinion: she’s navigated two very complex, large companies at the highest level, and she does it with grace, with humor, and she’s super smart. 

And then last but not least, of course, is my former colleague, Darren Walker, who I spent a few years working with at Ford. Darren is a fundamental believer in the power of the market as a force for good, he knows finance, he knows governance, and what he’s been able to build out of that knowledge is tremendous. 

Behrman, NationSwell: What are some of the resources that have really inspired you as a leader? 

Macmillan, Visa Foundation: I would honestly point to the NationSwell community: there’s substance, there’s thought, there’s content, there’s community, there’s gathering. The breaking of bread — that’s a resource unto itself. 

In terms of podcasts, I love “The Rest is History” — it’s fantastic. I’m a huge follower and fan of history, and the podcast is led by two British hosts, and there’s something about talking about history with a British accent that just feels right. It’s also really good if you want to fall asleep. There’s also another terrific one called “Empire” — I’m grateful to any resource that I can use to take my head out of this space but still be thoughtful and think of the patterns in history that become our future.