Category: The Next Series

At a moment of unevenness and division, who is advancing the vanguard of economic and social progress to bolster under-served communities? Whose work is fostering the shared 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 Asha Varghese, Head of Corporate Social Responsibility at Caterpillar and President of the Caterpillar Foundation.

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

Asha Varghese, Head of Corporate Social Responsibility at Caterpillar and President of the Caterpillar Foundation: What brought me into this work wasn’t a single defining moment but really a series of experiences that shaped how I see opportunity, equity, and the role the private sector can play in expanding both.

A big part of that goes back to growing up between two very different worlds. I spent my early childhood in Kerala, India, and my family didn’t move to rural Kentucky until I was 12. On the surface, those places couldn’t have looked more different, but what connected them for me was how deeply access to opportunity shaped people’s lives. I was fortunate to grow up in a family that believed fiercely in education and pushed us toward careers, especially in STEM. But many people in both of those communities didn’t have the same access. Living between those two worlds taught me resilience, but also a lasting awareness of how much opportunity — or the lack of it — can define a person’s path.

The other set of worlds I’ve learned to navigate is more professional: I’m a computer engineer by training, and I now work in corporate philanthropy and social impact. Those fields may seem far apart, but for me they’re deeply connected: Engineering taught me how to break down complex problems, innovate with limited resources, and build thoughtful, durable solutions, and I bring that same mindset to social impact work.

That’s really how I think about this role: bridging the discipline and problem-solving orientation of the private sector with the urgency and complexity of social development. It’s the combination of those personal and professional experiences that led me here.

Behrman, NationSwell: What is the “North Star” of your leadership style? What are some of the attributes that make you an effective leader in the space?

Varghese, Caterpillar: I’d say my North Star as a leader is creating stable pathways for people to thrive, no matter where they’re starting from. That’s true for how I lead as an individual, and also for how I show up representing our brand.

I actually got a lot of clarity on that through the Presidential Leadership Scholars program, which brings together leaders to study the leadership styles of past U.S. presidents. One of the most powerful exercises they put us through was identifying your single core value — the one you’d choose if you could only pick one. For me, that value was stability.

That really clicked for me because it ties so directly to my own journey. Stable environments created opportunity in my life, and that’s shaped how I think about leadership ever since. Any solution I’m building, any initiative I’m helping lead, I want to make sure I’m leaving behind something that outlasts me: a system that is durable, intentional, and built to support people over time.

The other value that has become increasingly important to me over the last decade is empathy. And I don’t think of empathy as a soft skill but as strategic clarity. It’s about listening deeply to communities, to teams, to emerging leaders, and making sure their voices shape the systems we’re building. At the core of all of it, I believe in expanding access to opportunity. That’s what guides the work I do.

Behrman, NationSwell: What is helping you or anchoring you to a sense of stability in the current moment?

Varghese, Caterpillar: A good example of that is the work we’ve been doing at Caterpillar around the future of work. Last year, as we celebrated the company’s centennial, we used that milestone not just to reflect on our legacy, but to sharpen our focus on people.

In a moment defined by AI and rapid technological change, the question for us is not whether technology matters; of course it does. The question is: how do we make sure people and technology can coexist and thrive together? That’s where a lot of my work is centered right now.

It connects directly to our broader commitment around workforce development and the future of work. For the next generation entering the workforce, the path forward can feel increasingly unclear. At the same time, there are many workers, especially in manufacturing and adjacent sectors, who understandably worry about being left behind. So the challenge for us is how to help create stable pathways for both groups: pathways that help young people navigate what’s next, and pathways that help current workers adapt with confidence.

That’s the work in front of us right now: taking a massive, complex problem and breaking it down into scalable solutions that help people feel more prepared, more included, and more secure in the future.

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

Varghese, Caterpillar: It’s hard to pick a single initiative, but the work I’m most energized by right now is our growing enterprise-wide commitment to workforce development. We’ve supported that work in different ways for years, but this deeper focus across the company gives me a lot of optimism because it’s so clearly centered on people.

More broadly, one approach I’m especially proud of is how we think about shared-value philanthropy: designing strategies that create real social impact while also aligning with the unique role a company like Caterpillar can play. Over the last six years, through a pandemic, humanitarian crises, and all kinds of global volatility, we’ve stayed committed to showing up consistently in communities. And what I’m proudest of is that we’ve done it by keeping community at the center — not by assuming we know the answers, but by listening, collaborating, and building solutions that can outlast us.

A good example in the U.S. is the Caterpillar Foundation’s work with Learning Undefeated, which uses game-based experiences to get K–12 students, especially middle schoolers, excited about STEM and modern manufacturing. It’s a creative way to tackle perception and interest early, and it brings in not just students, but teachers and other adults who influence their choices.

Globally, the Foundation is also focused on partnerships that treat jobs as the outcome, not just training. That’s what I appreciate about partners like IYF and Generation: the goal isn’t simply to hand someone a certification. It’s to ask, did this person get a job, and are they still in it six months later? That’s the kind of economic progress that matters. 

Behrman, NationSwell: Are there any particularly cool or illustrative examples of how Caterpillar is showing up in communities?

Varghese, Caterpillar: One longstanding area of work I’d point to is our disaster relief and humanitarian response portfolio through the Foundation. What I find especially meaningful about it is that we don’t think about disaster response as just the immediate relief effort (though that’s obviously critical). We also focus on how communities can be better prepared before disaster strikes, so local organizations are ready to respond quickly rather than starting from scratch in the middle of a crisis.

And just as importantly, we stay engaged after the headlines fade. Once the cameras are gone and the community is still recovering, we look at long-term mitigation and resilience, which is where this work connects directly to our sustainable infrastructure portfolio. That means asking: what kinds of nature-based or infrastructure solutions can actually reduce the impact of future floods, fires, droughts, and other climate-related events?

To me, that portfolio really reflects the consistency of how we try to show up as a company. Whether it was COVID, wildfires in California, or flooding in parts of Africa, the goal is the same: respond in the moment, but also invest in the systems that help communities recover and withstand what comes next. That’s a strong example of what shared-value philanthropy looks like for us.

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

Varghese, Caterpillar:  On the resource side, a couple of things come to mind right away. Podcast-wise, I really like the TED Radio Hour episode on “Networks.” It resonates deeply with how I think about leadership and impact — that solutions grow at the speed of trust, and that ecosystems and relationships really matter.

I also really enjoy Fortune’s Leadership Next. It’s a great look at how CEOs and corporate leaders are thinking about leadership today, especially when it comes to integrating social responsibility into business strategy. That intersection feels very relevant to the work I do, so I always find something useful there.

Book-wise, one that has really stayed with me is Atomic Habits by James Clear. It’s helped me stay disciplined and intentional about how I want to show up, both personally and professionally. I also subscribe to his weekly newsletter, which I find grounding and consistently useful.

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

Varghese, Caterpillar: The person who most inspires me is my father, Dr. Roy Varghese. He came to the U.S. in the 1970s and ultimately chose to spend more than 30 years of his career in rural Kentucky, helping revive a struggling hospital in a small town where he was, for a long time, the only physician. He could have chosen to practice anywhere, but he chose to stay there; that says so much to me about resilience, purpose, and intentionality. The way he showed up in medicine, and the way he stayed rooted in service, has had a profound impact on how I think about leadership.

Beyond that, I’m inspired by so many leaders across the social development space — especially those who lead with steadiness, creativity, and a commitment to building systems that outlast them. It’s a tough and often chaotic world, and I have a lot of admiration for the way so many nonprofit and corporate leaders continue to show up with consistency and conviction for the greater good.

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 2026, 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 Christina Sass, President & CEO of the International Youth Foundation.

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

Christina Sass, President & CEO, International Youth Foundation: The short version is that I’m obsessed with youth employment. I genuinely believe it’s one of the most sustainable ways to get and keep people out of poverty. That’s why I focus on jobs for young people — I don’t want them to need things they can’t afford for themselves. When we help young people build skills they can take anywhere, we create change that lasts across generations.

That’s why this is my issue area, and why I tell people all the time: if you have a dollar or an hour to give, give a young person a chance who wouldn’t otherwise get one. Yes, you can do that through a charity like IYF, but honestly, if you have a job to offer in your own organization, that may be the most powerful thing you can do.

The reason this is so deeply personal is that it tracks closely with my father’s story: He immigrated to the U.S. from Germany at 22 with a suitcase and a couple hundred dollars to join his older brother. He was born in 1942, so you can imagine that his childhood was characterized by World War II, a devastated society, a family separated for years. His father was a prisoner of war for the first six years of his life; their family was internally displaced. His brother, my uncle, found a path forward through the brick masons, then volunteered for the U.S. Army as a way to stay in the country. My dad got a chance to build his career by coming over to live with his older brother. They were both hungry for opportunities.

His first job in the U.S. was picking up trash in a park while he barely spoke English. His second was moving boxes in an IBM warehouse — back when IBM was probably building typewriters, long before computers. But my dad was a true lifelong learner. He noticed that the most expensive machine parts were going missing, and he spent all night practicing enough English to ask his boss a question: why not keep the most valuable parts in one place and require people to check them out? His boss said, “Why don’t you build it?” And he did.

My dad retired after 32 years at IBM. Along the way, he kept leaving to get more education, kept pushing for opportunities, and was also lucky enough to have people take a chance on him — on someone who barely spoke English. That changed everything for our family. My dad is the reason my brother and I had the life we had; somebody gave him a chance. He passed away when I was a sophomore in college, and it was devastating for all of us, but his story still looms large for me.

So yes, this work is deeply personal, and it also happens to align with something I genuinely love. I stay so focused on youth employment because I’ve seen what it can unlock: in my own family, in my brother’s life, and in so many other young people’s lives.

I’ve taken multiple swings at the same question: How do we get young people into jobs at scale? Because I think we’ve failed badly at this. Educators say young people are ready for work; employers say they need two to three years of experience. And for the most at-risk young people, that gap is rarely merit-based. We can do so much better at opening doors early — and giving young people the chance to realize their full potential.

Behrman, NationSwell: Tell us a little bit about your current role and how you came to it.

Sass, IYF: International Youth Foundation is currently in its 35th year of operation, and I am the fourth CEO. All of the CEOs are around and super supportive of the work, which is a really cool legacy to have. IYF was founded by Rick Little, who was really ahead of his time in recognizing that young people face a distinct set of challenges in the transition from school to work, especially when there isn’t a clear path into employment.

I came to IYF in 2024, after spending 10 years building Andela, a platform connecting global companies with developer talent, especially in Africa. Bill Reese, IYF’s longtime second CEO, had been a mentor of mine for years, so when he reached out and said, “This is your issue area, would you consider it?”, it was a pretty extraordinary invitation.

What drew me in was the chance to work at a different order of scale. At Andela, we were intentionally building outside the system. At IYF, we’re working inside it — which comes with more constraints, but also a much bigger opportunity to create lasting change.

At its core, IYF focuses on youth economic opportunity, especially through training and job placement. We think broadly about who we serve: young people, of course, but also employers, school system leaders, and the funders who make this work possible. Our programs are strong, our outcomes are strong, and the work now is about growing awareness, expanding our reach, and continuing to evolve to meet young people where they are in a very complicated moment.

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?

Sass, IYF: One great example is a program we run with FedEx in Mexico and Colombia called Jóvenes con Entrega, which roughly translates to “youth who deliver,” both literally and in life.

The idea is simple: we look at where there are real hiring gaps, then work backward with employers to build training directly into the school day. In this case, FedEx had a huge need for entry-level logistics workers, especially as nearshoring accelerated across the region. So we worked directly with their HR and logistics teams to map the skills they needed, build a curriculum around those requirements, connect Fedex mentors to program participants, and integrate into technical high schools. We initially trained teachers ourselves, then transitioned that ownership to the school systems.

Since 2018, that program has served more than 50,000 young people, with job placement rates more than double what they would be otherwise. Nearly half of participants are young women, which is especially meaningful because many were initially being steered toward “safe” roles like secretarial work. We had to make the case that logistics was not only viable, but safe, respected, and far better paying, and once families saw the first graduates succeed, the momentum really took off.

Another example I love is our work with the banking sector in Mexico. For years, you needed a four-year economics degree to become an entry-level bank teller, which made no sense for the role and excluded a huge amount of talent. We worked with banks to rethink the job around skills instead of credentials, and helped create a pathway for technical high school graduates to move directly into those roles. We’re now on our third cohort, and it’s been transformative for the young people involved (and a much better talent match for the banks, too).

Behrman, NationSwell: What is unique or differentiated about the approach that you’re taking? Can you walk us through a couple different facets of the work you’re leading that are particularly exciting to you right now?

Sass, IYF: We work with about 50,000 young people a year in what I’d call a high-touch way, meaning they’re getting the full curriculum in a classroom setting, often through technical high schools or school systems. The number is actually higher if you include lighter-touch engagement, like online learning, but 50,000 is the number we use when we’re talking about deeper transformation.

In 2025, 90% of young people who started an IYF program completed it, and 75% went on to a better economic outcome, whether that was job placement, enrolling in higher education, advancing in their current path, or starting something entrepreneurial. Overall, about 87% are connected to work in some meaningful way: employed, in education that leads to employment, or in training that improves their economic prospects. We also have very high net promoter scores with young people, and our partners tend to stay with us for the long term — on average about seven years, with some partnerships lasting 14 years or more. That matters, because systems change is almost always a multi-year effort.

I think the reason young people rate our programs so highly is simple: we design them with young people, not just for them. That “nothing about us without us” mindset is core to how we work. Our life skills curriculum, Passport to Success, is a great example: it’s active, relevant, and grounded in the real pressures young people are navigating, from anger management to gender norms to workplace expectations. Then we build the technical training on top of that. So the real secret sauce is strong systems-level partnerships combined with program design that is genuinely responsive to young people and accountable to them.

Behrman, NationSwell: Of the socially motivated leaders you consider your peers, are there any whom you hold in particularly high esteem, and how has their approach shaped your own leadership?

Sass, IYF: I think my superpower as a leader is that I’m wired to empower other people. My instinct is not to hold power tightly, it’s to give it away. I’m pretty vulnerable as a leader, and I talk openly about what I’ve learned about myself and how I work. I want to build a true team of rivals: extraordinary people with different strengths, fully unlocked to do their best work.

At the center of my leadership is not power or control, but the opposite: If we’re going to scale, we have to align people around the mission, bring in incredible talent, and then trust them.

That mindset was also shaped by an extraordinary executive coach I’ve worked with since my second year at Andela, Jeff Hunter of Talentism. His core methodology is based on the idea that leaders, particularly founders and entrepreneurs, have to see themselves clearly and design around what they actually are best in class at, and that framework has had a huge impact on me. To use myself as an example, I am a great individual contributor, but I am not a good day-to-day clarity manager. That tells me that I need to hire those people, and they need to manage those facets of the work. So I relentlessly try to see myself clearly and design well around myself, and then I hire people with high mission-alignment in mind. I believe that the best teams out there have a lot of psychological safety, so I try to start with vulnerability, lead with vulnerability, and really mean it when I say that I’m handing the reins over.

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 2026, 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 Kathy Pike, President and CEO of One Mind. Here’s what she had to say:

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Ray Hutchison, Vice President of Community Engagement, NationSwell: What brought you to the field that you’re in now? Was there an early moment or a formative experience that helped shape how you arrived at this role, or your leadership?

Dr. Kathy Pike, President and CEO of One Mind: Before I became CEO of One Mind, I spent 35 years as an academic, as a professor at Columbia University in the Department of Psychiatry and the School of Public Health. Academia is a kind of priesthood, and moving from a full-time faculty role into leading a nonprofit is not a transition most academics make. So something had to shift for me, and it really came down to a couple of moments.

About ten years ago, I was invited by a large multinational company in New York to give a talk on mental health and well-being. I went in for an in-person prep meeting, and they told me there was one condition: I couldn’t say “mental health” or “mental illness.” Those terms were considered too alienating, too stigmatizing. They wanted the talk framed entirely around stress, coping, and resilience.

That stayed with me. The discomfort around even naming mental health felt incredibly restrictive, and I remember giving those kinds of talks and feeling like progress was painfully slow.

Then, a few years ago, after COVID, I was invited back to that same company to give a similar talk. When I walked in, there was a large sign on the door that read something like: “Feeling anxious? Depressed? Want to talk? I’m a mental health ambassador.”

That was a crystallizing moment for me. It was clear we had entered a genuinely new era, one where people were paying real attention to mental health and well-being. And with that shift came a huge opportunity to bridge what we know from rigorous science with what is actually happening in workplaces and communities.

I have always been deeply committed to translational science, to the question of how we take what we know and get it into the hands of people who can use it. That moment made it clear to me that the bridge between science and practice needed to be stronger, and that I wanted to lean fully into building it. When the opportunity came to join One Mind, it felt like exactly the right place to focus that work, to help ensure that what reaches people is grounded in strong science and actually makes a difference in their lives.

Hutchison, NationSwell: What is the “North Star” of your leadership style, and how has it changed over time? What is it about the way that you lead in the space that makes you an effective leader?

Pike, OneMind: Early in my leadership career, I was very focused on building a team that could deliver the work with excellence. I approached leadership in a very task-oriented way. When I thought about hiring or bringing people onto a team, it was largely about finding the right people to get the job done.

And that’s still essential. The work does need to get done, and it needs to be done well. But over time, my thinking about leadership has evolved, and I now see leadership as much more about leading with people. It’s about understanding who individuals are so that they can do the work they’re best suited for. The work they approach with energy and passion, and that allows them to operate at their highest level.

So the question becomes: How do you create the right match between the work that needs to be done and the person who’s doing it? Because when someone is working in an area where they feel alive, engaged, and capable of excellence, they’re simply going to do better work. It’s a subtle shift; the goal of delivering the work doesn’t change, but it changes how I think about leadership, especially when something isn’t working. It changes the questions I ask and the adjustments I consider.

More recently, when we think about building teams, I’ve come to see it less like assembling pieces of a pre-made puzzle and more like building with Legos. You may have an idea of what you’re trying to build, but people bring different strengths and perspectives, and the organization becomes stronger when you build around those differences. When people feel fulfilled and are working in areas they care about and feel strong in, the quality of the work improves as well.

Hutchison, NationSwell: What are some of the programs, signature initiatives, or some facets of the work that you’re doing at One Mind that feel particularly cut-through?

Pike, OneMind: I knew I wanted to lead an organization focused on translating science into practice, and One Mind felt like the right fit for a couple of reasons. For one thing, there’s a deep commitment to grounding the organization in science, which aligns closely with how I believe the mental health field needs to move forward. But there’s also a more personal reason: My paternal uncle was diagnosed with schizophrenia when he was around 20 years old, before I was born. As a child, I used to visit him with my father on Sundays at Rockland State Psychiatric Hospital, where he lived as a ward of the state for most of his adult life. But more than living there, he languished there. It wasn’t because people didn’t care. There were many deeply committed professionals working at the hospital, but the treatments and the understanding of serious mental illness at the time were very limited. I remember riding home after those visits thinking, we have to be able to do better than this. I’m sure that experience shaped my path toward becoming a clinical psychologist, and ultimately joining One Mind.

One Mind was founded by Shari and Garen Staglin after their son, Brandon, was diagnosed with schizophrenia. In contrast to my uncle’s experience, Brandon is thriving today. He serves as our Chief Advocacy and Engagement Officer, and the opportunity to work alongside him was an important part of my decision to join the organization. In a certain poetic way, it feels like being able to say, we’re doing better now, Uncle Henry. 

Of course, a diagnosis like schizophrenia is not unlike other serious health conditions where you can do everything right and still face difficult outcomes, but we can do far more now than we once could to help people thrive. One Mind’s commitment to integrating people with lived experience in all our programming under Brandon’s leadership, is enormously valuable and meaningful and ensures that the priorities and perspectives of those we aim to serve shape what we do.

What excites me every day is the way our work pushes the field forward across three core pillars: The One Mind Rising Star Academy supports researchers pursuing bold, breakthrough ideas in neuroscience to better understand the brain and develop new interventions; the One Mind Accelerator brings investment, technology, and innovation into mental health to build scalable, sustainable solutions; and One Mind at Work takes those insights into workplaces, helping organizations rethink how work itself supports mental health and well-being.

Across all three, the goal is the same: to demonstrate that better is possible, and to help make that future real.

Hutchison, NationSwell: What are the trends that you’re currently seeing that are giving you hope?

Pike, One Mind: Mental health is definitely having a moment. For a long time, nobody wanted to talk about it. Now everyone does. The advances in science and technology, the innovation, and the level of investment coming into this space fill me with genuine hope and make me deeply optimistic about what lies ahead.

But I’ll be honest about what keeps me up at night. All of this attention may not translate into real impact. There’s a real risk that good intentions don’t actually achieve their aims, and if that happens, the naysayers will say: we invested in mental health, we funded research, we built workplace programs, and nothing changed. They’ll throw up their hands and walk away. That concerns me deeply, because I believe we have a genuine opportunity right now, and I don’t want to see us squander it.

Here’s the challenge: too much of the work in mental health is underdosed. Think about strep throat. A doctor prescribes a very specific antibiotic at a very specific dose for a very specific number of days, because that is what produces results. In mental health, we have evidence-based strategies that similarly require a certain level of frequency and intensity to work. But too often we are asked to make do with less. It’s like telling a doctor to cut the prescription in half and then wondering why the patient isn’t getting better.

At One Mind, we think about this constantly. Good intentions are not enough. We are committed to translating science into programs that are designed and scaled for real impact.

And here is what I keep coming back to: we are living in a moment of extraordinary possibility. The science is stronger than it has ever been. The cultural openness is wider than it has ever been. The investment is growing. If we do this right, if we stay grounded in evidence and committed to reaching the people who need it most, I believe mental health will lead the way to a broader and more expansive understanding of what it means to be healthy. Not just mentally healthy, but fully, wholly healthy. That future is within reach, and that is what drives me every single day.

Hutchison, NationSwell: How are you thinking about AI in this moment? Is there a future where it’s a force for good? And if so, what does that look like? How do we get there?

Pike, One Mind: It’s not a future where AI becomes a force for good; it’s already here. AI is power, and it is potential. In many ways, it’s like water or money: what matters is how you use it.

In mental health and well-being, AI offers tremendous opportunity. Population-level data show that the burden of untreated mental health conditions is enormous, one of the leading causes of disability worldwide. And the vast majority of people with these conditions, whether in high-income countries like the United States or in lower-income countries and communities in the US, are not receiving treatment.

There are many reasons for that. Stigma remains a barrier, access to care is limited, and AI can help address both. It can expand access to information and support in ways that feel more private for people who are hesitant to seek care openly; it can help standardize aspects of care and reduce administrative burdens, like documentation and record-keeping, that take time away from clinicians. In those ways, AI has the potential to dramatically increase access and improve how mental health care is delivered.

But there is also real risk. We’ve already seen cases where people turn to tools like ChatGPT or other AI systems for mental health support, even though those systems aren’t trained to manage clinical risk. There have been tragic outcomes, which underscores how important it is to approach this thoughtfully.

We are addressing the issue of AI and mental health across all our programs. What is ethical use of AI for our One Mind Rising Star Award researchers? How can we responsibly support companies that are creating AI-enabled interventions in our One Mind Accelerator? How do we bring best practices to this new world of work for the companies we work with through One Mind at Work. Workplaces are all grappling with what AI means for their industries and their workforces. Jobs will change. Some roles may disappear, and new ones will emerge. All of us will be working differently in the years ahead.

So from my perspective, AI brings enormous opportunity and enormous risk. Our future will be shaped by the choices we make now. We need to be intentional about building AI in ways that advance our shared aspirations: improving the human condition and strengthening people’s health and well-being. And if we see risks emerging, we have a responsibility to act in ways that reduce harm and optimize good outcomes.

When there is choice, there is risk. But there is also the possibility of getting it right.

Hutchison, NationSwell: What are some peer leaders out there that you admire, particularly leaders in roles at other organizations, or companies, or nonprofits whose work you hold in high esteem? Is there anybody else out there that we should be pointing a finger in the direction of as another great example of a human being or an organization?

Pike, OneMind:  One organization that serves as a North Star for me is the Kennedy Forum, founded by Patrick J. Kennedy. I believe Patrick is the most important and effective national spokesperson on mental health today when it comes to advocacy, parity, and advancing solutions that matter for society as a whole. The organization’s CEO, Rebecca Bagley, is also an incredibly thoughtful, strategic, and compassionate leader who is helping carry that mission forward.

Patrick’s leadership was especially top of mind for me recently. This past Monday, he convened a major gathering at the National Press Club that brought together mental health leaders and policymakers. The event opened with an interview featuring his cousin, Secretary Robert F. Kennedy Jr.

Patrick and Secretary Kennedy have very little in common politically, and Patrick acknowledged that directly. As he closed his opening remarks, he said many people were probably wondering how he could stand on that stage and introduce someone whose political views he often disagrees with. But he explained that he was there because the Secretary will help shape the national agenda on mental health and addiction. And those issues matter to everyone. Patrick spoke about how both of them understand, through their own family experiences, what mental illness and addiction can do to individuals and families. He said, essentially, that they may sit in different political camps, but on this issue they share a mission.

For me, that moment captured something powerful. Patrick doesn’t just say that mental health is bipartisan, he treats it as a universal issue and leads accordingly. He’s willing to partner with people he may disagree with in other arenas because the mission matters more. One of my mentors used to say, “Keep your eye on the prize.” That’s exactly what Patrick is doing.

Because of that leadership, he and Rebecca and their team have helped drive real progress, including the Action for Progress on Mental Health and Substance Use — a framework that, if fully implemented, could have tremendous benefits for people across the country. I have enormous respect and admiration for Patrick’s ability to lead with that kind of focus and commitment.

Hutchison, NationSwell: What is the North Star of your leadership?

Pike, OneMind: I think about the North Star of my leadership as a three-legged stool of values: dignity, purpose, and joy.

As I make decisions about where to spend my energy, whether in my leadership, my social life, or my philanthropic work, those three values are the ones that guide me. I want to feel a sense of dignity, purpose, and joy in the way I engage in the world. If something lacks those things, if it doesn’t feel purposeful, if it doesn’t bring joy, or if there’s an indignity in it for myself or for others, then I know it’s not where I belong.

We live in a world with a frenetic energy that can pull people away from what they care about most. It’s easy to become disconnected, to drift from your center without even noticing it’s happened. But when we are intentional about keeping our values close, we actually have tremendous power to shape the world around us. It shows up in the decisions we make every single day, the small ones as much as the large ones.

So for me, dignity, purpose, and joy are not abstract ideals. They are the stars I use to navigate my leadership and to choose the work that is worthy of my time and energy.

In moments of challenge and opportunity, who is advancing the vanguard of economic and social progress? Whose work is fostering growth that helps to ensure individuals thrive? Who will set the ambitious standards that mobilize whole industries, challenging their peers to reach new altitudes of social impact? 

In 2026, Impact Next — an editorial flagship series from NationSwell — will spotlight the standard-bearing impact leaders, entrepreneurs, experts, and philanthropists whose catalytic work has the potential to shape the landscape of progress.

For this installment, NationSwell interviewed Dana O’Donovan, US Purpose leader at Deloitte.

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

Dana O’Donovan, Deloitte: I didn’t realize it at the time, but the genesis of my work really began when I was adopted at three weeks old, which completely changed the trajectory of my life. I was adopted by wonderful parents and given every opportunity to fulfill my potential and succeed.

As I got older, that personal experience became deeply formative; it drove a passion in me around the belief that every child deserves the opportunity to thrive, regardless of their background or the circumstances of their birth. I’m very aware that my life could have turned out very differently — that I could just as easily have been someone the nonprofit sector exists to serve; that awareness has stayed with me.

When I first started my career, I was focused almost entirely on client service. I came from corporate and business unit strategy, worked in strategy consulting, and then shifted into client service work for nonprofits and foundations (I used to joke that my two jobs were horse camp counselor and consultant).

About 18 years ago, I took an in-house role at a nonprofit, and that experience fundamentally changed my perspective. It gave me a deep appreciation for how hard day-to-day operations are, especially in the nonprofit space. Strategy, I realized, is often the easy part — implementation and operations are where the real challenges live.

When I returned to client service after that, it changed how I worked. Strategy still mattered, but I became much more focused on how it connected to what teams actually do every day, and that mindset has guided me ever since. I’ve held hybrid roles since then, never fully leaving client service but adding management and leadership responsibilities over time.

That blend of experiences ultimately led me to my current role, and it’s what energizes me most today: drawing on that full arc of experience to lead with both vision and practicality.

NationSwell: What are some touchstones that you have for yourself from that past experience that you’re bringing into how you’re leading now?

O’Donovan, Deloitte: I think one of the core roles of any leader is shaping vision and strategy — but it’s just as important to understand the operational reality your team is living in. You have to stay close enough to the day-to-day to help remove obstacles, spot opportunities, and keep the work moving as effectively and efficiently as possible. We often underestimate how much time and energy it takes just to keep the trains running on time; that’s something I learned very clearly during my nonprofit experience, and it’s stayed with me.

I also believe deeply in the power of communication. It’s almost impossible to over-communicate with your team — about what’s exciting you, what you’re seeing in the broader landscape, and where you think things are headed, both externally and inside the organization. We actually have a standing agenda item in our team meetings called “Dana’s downloads,” where I share those reflections. It’s a good reminder for me to keep doing that consistently.

There’s no denying how much is happening in the world right now, but I also see this moment as one of extraordinary opportunity. New technologies and capabilities are opening up possibilities we couldn’t imagine before, and I’m seeing a growing willingness to engage in bolder, more meaningful collaboration to drive impact.

On the corporate side, purpose is increasingly a market driver — it’s no longer something adjacent or optional; it’s core. At Deloitte, we see growth and purpose as deeply linked, and that connection helps us stay relevant in a world that’s moving incredibly fast.

I feel fortunate to have a front-row seat to this moment — through my role at Deloitte, through our client work across industries, and through conversations with leaders across the NationSwell community. I’m encouraged by how many organizations are finding new ways to make purpose central to their strategies and to collaborate beyond what any one organization could do alone. That kind of creativity and collaboration is really the only way we’re going to meet this moment — and it’s where I see real possibility for lasting impact.

NationSwell: Is there a particular lever you’re pulling or an approach that you have to that work that you think sets it up for success? 

O’Donovan, Deloitte: I do think we’re seeing more meaningful multi-sector collaboration than in the past. We’ve talked about collaboration for years, but it hasn’t always been as common or as effective as it needs to be. The reality is that the challenges trying to be solved are far too complex for any single organization — even one as large as Deloitte — to tackle alone.

That’s why focus matters. Organizations need clarity on the issue areas they’re committed to. But the real power of corporate purpose lies in how we show up. It’s not funding alone, which will always be modest compared to large foundations; it’s not talent engagement, pro bono work, or skills-based volunteering on their own. Impact comes from intentionally combining those assets.

At Deloitte, that “how” is grounded in place-based, issue-driven ecosystems. A strong example is the Yes San Francisco urban sustainability challenge, launched in 2023 as a collaboration among Deloitte, Salesforce, the World Economic Forum, and the San Francisco Chamber of Commerce. The aim was to support local urban sustainability innovators in developing solutions to help revitalize the city post-COVID, and in doing so build a more resilient economy.

That work has since evolved into a broader blueprint called Yes/Cities, focused on using cross-sector collaboration to drive sustainable change in cities globally. We’re not creating the solutions — we’re creating the conditions to help local innovators succeed.

One key lesson from San Francisco: Strong ecosystems require collaborators across sectors, each bringing distinct skills, resources, and networks. Place-based work also has to be community-centered — designed by, for, and with the people closest to the challenges. That means leading with questions, listening deeply, and building alongside communities rather than arriving with answers.

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?

O’Donovan, Deloitte: I think we still need to push ourselves to think about innovation not just for what’s required right now, but for what nonprofits will need five or ten years down the road. That’s especially true as we think about the commitments we’re making to help the social sector meet this moment from a technology perspective.

We’ve spoken with dozens of nonprofit leaders about their technology challenges and opportunities, and what’s clear is that they’re not naïve about the potential of tools like AI or integrated systems to help transform their work. The challenge isn’t awareness — it’s capacity. It’s not just about access to a platform; it’s about having the technical talent and resources to customize, maintain, and continually adapt those systems to their specific models.

As a result, technology takes up an enormous amount of nonprofit leaders’ mindshare — often at the expense of their core mission. I would love to help lower that burden so leaders can spend more time focused on impact. This is where Deloitte can play a valuable role. We bring deep experience in the social impact space alongside the scale and sophistication of our broader technology capabilities — the same kinds of platforms and support we provide to corporate clients.

Talking about innovation and potential isn’t enough if we can’t translate it into something usable and practical. The real opportunity is connecting technology to day-to-day operations in a way that helps organizations work more effectively, more efficiently, and stay deeply mission-focused. That’s the gap I’m most excited to help close.

NationSwell: What advice do you have for others about how they can lean in and use their superpowers to help the nonprofit sector?

O’Donovan, Deloitte: One thing I believe very deeply — and anyone on my team will tell you I say this all the time — is that Deloitte can do almost anything. But the real question isn’t what we can do — it’s what we should uniquely do to be most helpful.

I think we’re past the era of check-the-box corporate philanthropy: writing a check, running employee giving campaigns, and calling it a day. That work mattered, but we’ve learned so much more about the real superpowers corporations can bring to the table. When you do deep listening — when you talk to communities, engage people on the ground, and really understand what’s needed — you get fundamentally different answers.

That’s when you’re able to focus on what your organization is uniquely positioned to contribute. Because while you can do a lot of things, not all of them add up to the kind of change this moment actually demands.

NationSwell: How do you cultivate purpose within your team? How do you help people understand their purpose and feel guided by that?

O’Donovan, Deloitte: I think the good news about Deloitte is that we’ve cared about impact for more than 180 years. We’re starting from a place of real strength. For me, my role is about continuing to evolve that purpose in line with the moment we’re in.

A big part of that is making sure there’s as little daylight as possible between our ambitions and how we actually show up. When I think about our investments, commitments, and social impact work, we’re focused on sustainability, opportunity, and trust — areas aimed at creating positive impact in our organization and in our communities genuinely make sense for us. My work has been about sharpening that focus: aligning our portfolio with those priorities and doing the work with communities, not for them, and never alone.

Our senior leaders share this commitment and believe deeply in strengthening local efforts, convening decision-makers, and facilitating collaboration across sectors. That’s really shaped our approach — not just what we focus on, but how we show up. It’s about working alongside organizations closest to the issues, supporting strategic initiatives, and driving collective action. We started from a strong place; the work now is about raising our game and focusing on what we can uniquely do to create long-term impact — building access to opportunity, family-sustaining jobs, and more resilient communities.

I also want to be clear that leading with purpose isn’t limited to my role. I get to focus on this every day, and we empower our people to lead with purpose in how they show up with their teams and respond to opportunities including our client service professionals that can help think through the impact of their work on people and communities.

Part of my role is making that easier — helping our professionals and leaders embed purpose into their team and client engagements. Many of our clients care deeply about this too, which creates real opportunity. Whether it’s co-investing in communities, showing up together on Impact Day, our annual day of collective service, or building purpose into long-term client relationships, there are so many ways we can demonstrate what it looks like to lead with purpose as an organization.

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

O’Donovan, Deloitte: First, I get a lot of energy from people and community — meeting new people, reconnecting with trusted peers, and talking through how we’re seeing the world. Those conversations often spark new or unexpected ideas. That’s why I value spaces like NationSwell so much. There’s real power in community building, especially when it’s a group you trust. I’ve always had what I call a “kitchen cabinet” — a personal board of directors. They’re not all in similar roles, but they’ve known me at different stages of my life, and when I’m facing a big decision, their perspectives are invaluable.

Second, I’m very intentional about continuing to invest in my own leadership. I love a good podcast or audiobook — especially thinkers who combine data with practical, human-centered insights. That blend of rigor and applicability really resonates with me and helps shape how I think about leading in complex environments.

And finally, I’ve been incredibly fortunate to learn from some exceptional mentors over the course of my career. A few former managers are still part of my kitchen cabinet today. One mentor, in particular, taught me so much about leadership—especially how to support people through different seasons of their careers. She helped me see possibilities for myself long before I could see them on my own. Watching her do that shaped how I lead today and how I think about developing others on my team.

Seeing people grow over time — and helping them prepare for what’s next — is one of the most fulfilling parts of leadership for me.

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

O’Donovan, Deloitte: I just finished the audiobook of Strong Ground, Brené Brown’s new book, and I found it incredibly insightful — especially in how it talks about leadership, transformation, and what’s actually required of leaders in this moment. I don’t think I’ve fully processed all of it yet, but it’s already prompting me to reflect on where some of my default settings might need an upgrade. It’s the kind of book that stays with you, and I know I’ll be carrying those questions with me as I think about 2026.

For people who want to come into this space, one thing I’ve found to be profoundly important is the combination of two kinds of experience and knowledge. First, deep industry knowledge in the social impact space — really understanding what it takes to create change, which for me and my team has come from decades of working closely with nonprofits, foundations, and communities. And second, a strong understanding of how change actually happens inside a corporate environment.

You need both. If you only have industry knowledge, your options can be limited if you don’t know how to galvanize people and move work forward in your organization. And if you only understand corporate systems without the depth of issue-area knowledge, the impact may not be meaningful. I certainly had to build that second muscle when I came to Deloitte 13 years ago — learning how things get done here to match my external experience.

When you bring those two together, the opportunity set expands exponentially. It’s incredibly energizing, because you start to see what’s actually possible. But it’s also complex work. This space can look appealing from the outside — and it is rewarding — but it requires a lot of reps, learning, and humility. That’s why I often tell junior professionals: go deep on one side first, build real experience, and then start layering in the other. Purpose alone isn’t enough — you need the skills and capabilities to turn it into lasting 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 Michele Jolin, CEO and Co-Founder of Results for America. 

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

Michele Jolin, CEO and Co-Founder of Results for America: I grew up in a small town in Wisconsin that was really battered in the 1980s by the decline of manufacturing. A lot of people were losing their jobs, families were out of work — it was a hard time. At the same time, I came from a family of Irish immigrants who deeply loved America, and that shaped me just as much.

There was this incredible optimism in my upbringing about the promise of the American dream. My grandmother met my grandfather on the Fourth of July, married him a year later on the Fourth of July, and even had a ring with a red, white, and blue stone, which I still wear. It sounds a little hokey, but that sense of pride and belief in this country was real and deeply ingrained.

That optimism was paired with a clear-eyed understanding that we could — and should — do better. My mother was always an activist, involved in civil rights and anti-war movements, so there was this constant tension between believing in America’s potential and needing to push America to constantly improve itself to reach its potential, including supporting workers like those in my hometown transition to new jobs. I was growing up in a place where the government wasn’t stepping in the way it needed to — retraining workers, improving education, or creating pathways to new jobs. Seeing that gap early on really shaped how I think about economic mobility and the role systems can play in helping people move forward.

NationSwell: What would you say is the North Star of your current leadership?

Jolin, Results for America: One of our core organizational values is empathy, and that’s very much my North Star. By empathy, I mean truly understanding people’s lived experiences and what motivates them. When you’re trying to drive social change, especially within government, that understanding matters more than anything else. People act for complex reasons, and meaningful change only happens when you design solutions with those realities in mind.

At Results for America, our work is focused on helping government deliver better results and improve economic mobility. We know more than ever about what works — clear pathways that help children born into poverty reach the middle class — yet government hasn’t consistently funded or implemented those solutions. The issue isn’t a lack of intention; most public leaders are deeply mission-driven. It’s the complexity of systems, information overload, and structural barriers that make action difficult.

Our role is to simplify that landscape and remove those barriers. We help governments access proven solutions, learn from peers, and implement change more effectively, then recognize and celebrate progress when it happens. That combination of clarity, peer learning, and recognition is powerful. It reflects our values and how I think about leadership: understand what motivates people, meet them where they are, and create the conditions for sustained impact.

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?

Jolin, Results for America: When we first started Results for America, our focus was at the federal level, shaped by my experience in the Obama administration helping launch the Social Innovation Fund and the White House Office of Social Innovation. The idea was simple: Governments should invest in solutions that work, using evidence and data to guide funding. But when I took that idea to Congress, the response was often resistance. Even though the Social Innovation Fund was small relative to the trillions spent on economic mobility, it was meant to model a better way, and the pushback was deeply frustrating.

That frustration ultimately led me to start Results for America. The goal wasn’t just to fund a program, but to create the conditions where investing in what works became the norm. It’s common sense — and bipartisan — to say government dollars should go toward proven solutions that help kids and families move up. So we set out to remove the barriers that prevented governments from acting that way.

We began at the federal level, then expanded to cities with support from Bloomberg Philanthropies through What Works Cities, and later to states. Across all levels, we focus on the funding lever — budgets, grants, and procurement — because that’s where real change happens. By embedding evidence and outcome requirements into those processes, we help dollars flow to what works. Over time, we also realized governments needed help finding and implementing proven solutions, so we built tools like our Economic Mobility Catalog and Solution Sprints to pair funding with action. That combination — funding, solutions, and peer learning — is what now drives our impact.

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?

Jolin, Results for America: One of the most notable dynamics right now is the renewed focus on government efficiency, effectiveness, and state capacity. This isn’t new or partisan — spending public dollars more effectively has always resonated across red, blue, and purple states — but recent attention, including the DOGE moment, has put a sharper spotlight on the question of how government actually improves performance. Even as that moment fades, the underlying question remains: what truly works to fix government?

We’re part of a broader field tackling that challenge, alongside organizations like Code for America, the Government Performance Lab, and Work for America. What’s exciting is the growing momentum across this ecosystem. Where we play a distinct role is by starting with results and outcomes first, and then working backward to the “plumbing” of government — budgets, grants, procurement, and systems. That results-first approach is critical. Some leaders are motivated by efficiency alone, but many, especially elected officials, are driven by outcomes like cutting child poverty or improving economic mobility. We meet them there and then help translate those goals into smarter funding and proven solutions.

That focus feels especially important at this moment, as local governments face tightening budgets and growing pressure from affordability crises, workforce disruption, and rapid technological change. Resources will be more constrained, not less. Our role is to help governments do better with what they have — to become stronger problem-solvers, more adaptive, and more capable of delivering results despite volatility. The next decade will demand that kind of capacity, and that’s where we’re focused.

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

Jolin, Results for America: I think it’s worth reiterating that funding is a powerful lever — something governments can actually shape — but it works best when it’s paired with information about solutions that’s easier to access and stronger support for implementation. That’s something we’ve learned over time through testing and piloting, and our reach is big: we work with 350 local governments, in 48 states, at the federal level, and with both Republicans and Democrats.

Another learning is that partnering with community organizations — especially place-based partnerships — can speed government delivery and results. Over the last five years, we’ve worked much more closely with networks like StriveTogether, the William Julius Wilson Institute, Purpose Built Communities, Partners for Rural Impact, and others. When a community is already aligned around outcomes, it can help drive faster uptake of solutions and faster results for residents. That’s something I see us leaning into even more over the next decade.

One example is in Dallas, where we worked with the city alongside the Commit Partnership (part of the Strive network) and CPAL (Children’s Poverty Action Lab). We identified an agency that funds many of the social service programs tied to key outcomes, but it wasn’t transparent what was being funded or how much of it was evidence-based. So we helped create an inventory of what they’re funding, what has evidence behind it, and where the gaps are — so leaders can make better decisions. We also worked to incorporate language into city processes that encourages funding programs with an evidence base. It’s a two-part approach: transparency about what’s happening, and incentives to fund what works.

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

Jolin, Results for America: The first is Janet Yellen. I was her chief of staff at the Council of Economic Advisers during the Clinton administration, and I’ve worked closely with her over the years, including helping her stand up the Treasury Department when she became Secretary. She leads with a deep commitment to excellence, rigor, and evidence. The CEA is essentially the White House’s internal think tank, and that experience — grounding policy decisions in what actually works, whether on climate, welfare reform, or economic policy — was incredibly formative for me. She’s also been a pathbreaking woman in a deeply male-dominated field, and her courage, discipline, and integrity have inspired generations of leaders.

Another major influence is Bill Drayton, the founder of Ashoka. After leaving the Clinton administration, I worked there and saw firsthand how he built a global network of social entrepreneurs — people applying entrepreneurial thinking to social problems with extraordinary impact. What struck me was how universal that spirit is: you see it in India, Kenya, Germany, Colombia. Working with Bill helped crystallize the idea that innovation and entrepreneurship are just as powerful in the social sector as they are in the private sector, and that locally rooted solutions can drive change at scale.

The third is Rosanne Haggerty, who leads Community Solutions. Her work on homelessness — especially the concept of “functional zero,” where communities know exactly who is unhoused and can move people quickly into housing — has deeply influenced my thinking. It gets to the root of what results-driven government looks like: building the systems, habits, and problem-solving capacity to respond effectively to whatever challenge comes next. That mindset — helping governments build durable capacity to solve problems again and again — is exactly what excites me about the work we do today.

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

Jolin, Results for America: My go-to podcasts are Masters of Scale and Possible. I love how optimistic they are, and how practical they are about building organizations, shaping culture, and making big things happen at scale. There’s always something in there that sparks a new way of thinking.

Books are a huge part of my life — I read constantly. The Color of Law by Richard Rothstein and The Warmth of Other Suns by Isabel Wilkerson were especially formative for me. Both trace how government policies — sometimes intentionally, sometimes not — have created and reinforced racial disparities. They make clear that reducing inequality requires changing the “plumbing” of government: how laws are written, applied, and administered.

Another book that really stayed with me is Evicted by Matthew Desmond. Set in Wisconsin, it powerfully shows how housing policy and government systems leave families — especially children — extraordinarily vulnerable to displacement. That book deeply influenced how I think about fairness in government processes, and it makes me especially proud that Results for America is actively working with governments to adopt solutions that prevent displacement and improve housing stability.

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 — is spotlighting 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 Lina Klebanov — Head of Corporate Social Responsibility for Tata Consultancy Services, North America.

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Greg Behrman, CEO and founder, NationSwell: Tell us a little bit about your leadership journey — was there an early moment, a relationship, or an experience that galvanized your commitment to driving bold action?

Lina Klebanov, Head of Corporate Social Responsibility, Tata Consultancy Services: More than any other influence, my career path was inspired by my parents. They immigrated to the U.S. from Ukraine when it was still part of the Soviet Union and left behind everything and everyone, they loved to build a new life in America. Suddenly in a country where they didn’t speak the language or understand the culture, and had few, if any friends, they relied on the kindness of strangers and charitable organizations to get started. Their deep gratitude for their new-immigrant experience became a lifelong family value of giving back, and that spirit of service has always been part of me.

I carried that value and interest into my career planning, always intending to serve, but, when I was young, corporate social responsibility, or CSR, was an occasional activity of some companies. It was neither a defined career path nor a fully integrated strategy for business, so my search led me in other directions.

My original plan was to become a social worker, but, once I started shadowing cases, it occurred to me that I could be even more powerful helping create systemic change around the causes of so much of the personal and family crises I witnessed. That became my goal and, once concepts like corporate citizenship, community engagement and social responsibility emerged in my grad school experience, I saw my path clearly. 

My first real exposure to the power of CSR occurred during grad school. As a student in the NYU Robert F. Wagner Graduate School of Public Service, I had the opportunity to intern with the Morgan Stanley Foundation. Working in its Community Affairs department, I saw how its efforts bridged business, community impact, and social good. From that moment on, there was no turning back. After a short time working at a nonprofit, I returned to Morgan Stanley and eventually led the company to the launch of its largest global volunteer initiative in the company’s history.

Behrman, NationSwell: What is the “North Star” of your leadership style? What is it about the way that you lead in the space that makes you an effective leader?

Klebanov, TCS: My leadership style is centered on empathy, humility, and a commitment to nurturing my team. It’s important to me to support each member’s potential growth and professional development. I make sure to always prioritize my reports’ well-being and work hard to ensure that, no matter how busy I may get, I am always actively listening and supporting both individual team members and collaborating teams.

I believe that effective leaders serve the needs of others first, but that might also be the mom in me. I do have three children, and I like to think that I separate the family and business nurturing that I do, but, at the end of the day, I’m not entirely sure they’re all that different.

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?

Klebanov, TCS: One thing that’s really encouraged me lately is the growing emphasis on collaboration. Across every network and association, we’re part of, people are coming together to tackle big challenges at the local, national, and global levels. It’s been a through-line in our thought-leadership work and in our K–12 STEM programs.

Our Digital Empowers initiative in particular focuses on addressing digital inequity — the root barrier that keeps many people from accessing education, civic engagement, opportunity, and economic mobility. Through TCS Digital Empowers, we’ve built a large, cross-sector network of partners poised to work together to advance opportunities by addressing digital inclusion, STEM education, and workforce preparedness. 

Early on, the bulk of our CSR work centered on raising awareness of the need for high-quality STEM education — back when most people didn’t even know what “STEM” stood for. Over the years, our leadership expanded into include corporate volunteering, diversity and inclusion in leadership, and women’s representation in STEM. We were part of the Million Women Mentors Initiative and have continued evolving as technological transformation accelerates and disparities widen. Today, our focus is on leveling the digital playing field. Through Digital Empowers, we’re bringing together private, public, and nonprofit partners to ask: How can we collaborate to build transformational opportunities for the current and future workforce and for Society, in general? 

On the K–12 education side — which I’m particularly passionate about — the inequities tied to ZIP codes and other social influencers are heartbreaking and still too often overlooked. The pandemic exposed these gaps, but many under-resourced students and schools still haven’t recovered. At TCS, we believe that if you can’t see it, you can’t be it — and you often need to experience it to understand what’s possible. Our two flagship STEM programs give young people a chance to envision themselves in roles they never dreamed of before — as effective problem solvers, STEM prodigies and global changemakers. In those moments, they have the potential to positively impact students’ academic and professional trajectories.

Go Innovate Together, known as goIT, launched in 2009, gives K–12 students hands-on opportunities to consider how technology can solve real-world problems. Supported by former teachers, TCS volunteer mentors, public school systems and more, the program has expanded from its U.S.-based origin to a recognized global initiative that has reached more than 330,000 students and counting, something I am incredibly proud of.

As technology evolved faster than classroom instruction, we launched Ignite My Future, a professional-development program that approaches kids’ technology awareness and skills from another angle. It helps educators integrate computational thinking into core subjects, from math and science to social studies and even PE. Professional development programming for teachers helps them be more effective in teaching computational thinking and Ignite My Future classroom resources bring learning to life in an innovative way. It closes the gap for teachers who might lack access to up-to-date training and resources or those who just want to rise above. 

We intentionally focus on school districts with the greatest need, and weave mentorship into everything we do — it’s our secret sauce. Combined with Digital Empowers, these programs create a holistic, systemic approach to closing the digital gap.

Behrman, NationSwell: Is there a particular facet of the work that you are leading that you think is particularly noteworthy or exemplary?

Klebanov, TCS:  For me, what is exemplary is that, across all of this work, our goal remains the same: helping students — regardless of background or ZIP code — gain the confidence and digital fluency they need to succeed in any career, in any industry, in a world where every company is now, in some way, a tech company. If you’re asking about my favorite things, I have to tell you: it’s the sports connection!

We are constantly looking for creative ways to bring technology to life for students and have found a wonderful and exciting avenue for that through our sports partnerships. As the Title Sponsor of the TCS New York City Marathon and a major partner in Formula E, with Jaguar TCS Racing, we’ve created hands-on experiential moments for students associated with both of these high-visibility sports experiences. 

A few months ago, in Miami, we partnered with a local nonprofit to bring middle school girls to a Formula E race, where they explored the technology—and computational thinking—behind Jaguar TCS Racing. They met an all-women panel of professionals working in the racing world—another field where female representation is limited—and had the chance to interview them and discuss what these role models love about their careers and just what it took to get there. Our GoIT TCS NYC Marathon Student Challenge, another example of how we merge STEM learning with real-world excitement, gave area students a chance to innovate for social good and compete with one another from the Marathon’s Expo pavilion. Winners of the digital innovation competition got to hold the finish line tapes and welcome race winners and finishers to the final steps in their achievement. The excitement of these K-12 students at those moments is palpable and I love being a part of that. 

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

Klebanov, TCS: I have so much respect for people in the social sector who do this work every day. They’ve devoted their careers to purpose — not just for the communities they serve, but for their colleagues through employee engagement efforts. And honestly, employee volunteer engagement doesn’t get nearly the attention it deserves. There’s so much pressure in this field to deliver, to maintain integrity, to prioritize quality over quantity. It’s hard work, and so many people do it with such heart.

There are too many leaders, colleagues, and friends I admire to name them all — but as a fun fact, I will just mention that our Tata Group founder, Jamsetji N. Tata, was named Top Philanthropist of the last century, with donations worth $102 billion — ahead of Bill and Melinda Gates and many others!

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

Klebanov, TCS: 

Generally, I follow the sources that align with my values, but I also push myself to take in a diverse range of viewpoints. It’s not because I’m uncertain about what I believe in. I’m very grounded in that — but because empathy and humility matter. Trying to understand where others are coming from helps me see the fuller picture, continue learning and navigate this very chaotic world a little more gracefully.

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 — is spotlighting 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 Lindsay Jurist-Rosner, CEO of Wellthy. Here’s what she had to say:

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Virginia Tenpenny, Chief Social Impact Officer, NationSwell: Tell us a little bit about what brought you into Wellthy — what galvanized the bold action you’re driving through the company?

Lindsay Jurist-Rosner, CEO, Wellthy: Wellthy was founded in 2014, and the idea came directly from my own caregiving journey with my mom. She was diagnosed with multiple sclerosis when I was a kid — not the more common relapsing-remitting type, but the rarer, progressive form that causes a steady decline in mobility. Over the years, she gradually lost the ability to walk, then to use her arms, though she remained emotionally strong. She was my world, and caring for her shaped who I am.

After college, I moved home to take care of her while working full-time, which eventually led to burnout. When I finally moved out, I continued managing her care from afar, setting up systems, catching last-minute flights, handling the middle-of-the-night emergencies. In her final years, she was in hospice, and she passed away eight years ago.

That experience left me determined to make caregiving easier for other families. I kept thinking, if this was so hard for me — with every possible advantage — how do others do it? I started talking to families and realized how universal the struggle is. The healthcare system does a great job treating medical conditions but offers almost no support for the day-to-day realities of care. Families shoulder 90% of long-term care in this country, often at the expense of their own well-being.

Wellthy was born out of that realization — a desire to build the infrastructure and support I wish my family had. And honestly, that caregiving hasn’t stopped. After my mom passed, I helped care for my grandfather and mother-in-law — both of whom have since passed. I got married, had a child, and now navigate childcare in a blended family. Care is just part of my life from every direction, which keeps me close to our work at Wellthy. I’m not just leading the company — I’m also one of our customers. And living through these different chapters has shown me what so many families experience every day: care rarely fits into neat categories. It spans generations, moments of joy and loss, and every kind of need. That’s why Wellthy has evolved into a true birth-through-bereavement service, because families don’t live in siloes, and their care support shouldn’t either.

Tenpenny, NationSwell: In the 11 years you’ve been at Wellthy, what are some of the bright spots? What’s the moment that you find yourself in right now in terms of the progress that you’ve made and your ambition going forward? 

Jurist-Rosner, Wellthy: I’m incredibly proud of what we’ve built — it’s been the most gratifying 11 years. We get to change people’s lives every day. Families tell us we “saved the day,” that their care coordinator was their angel; there’s nothing better than that.

Our original hypothesis was simple: if we could unburden families from the administrative and logistical chaos of caregiving, we could free them up to focus on what really matters: being present with their loved ones. That idea led us to pair every family with a dedicated care coordinator, much like a financial advisor, who helps them navigate complex care decisions. Most of our coordinators are social workers by training — an incredible, underutilized talent pool we’ve been able to elevate and empower.

We use technology to help those care teams work at the top of their degree and deliver a consistent, high-quality experience for families, now on a global scale. Wellthy partners with companies of all sizes that offer our services as an employee benefit, helping their teams balance work and care. We’ve also expanded into backup care and, most recently, acquired Patch — founded by two incredible women — whose team provides on-site and near-site childcare for frontline workforces.

At the end of the day, everything we do comes back to the same question: where are the gaps in care, and how can we step in to solve them?

Tenpenny, NationSwell: This is clearly an ongoing issue and gap in our society — how do you evolve Wellthy in order to make sure you’re meeting the needs on the ground?

Jurist-Rosner, Wellthy: We’re constantly evolving. One of our biggest pushes in the last two years has been building a better backup care program. Traditional providers like Bright Horizons and Care.com have been around for decades, but clients kept telling us they wanted something different. So we built our own from the ground up, including a full fintech system to process payments and an entirely new network of backup care providers offering drop-in care.

Global expansion has been another major focus. Many of our U.S. clients wanted to extend Wealthy’s services to their colleagues abroad, so we went market by market, country by country, studying healthcare, childcare, and eldercare systems to understand where we could add value. In late 2026, we launched with Cisco across 95 countries, building truly global caregiving support.

We’ve also been exploring the intersection of care and climate. When natural disasters strike — including wildfires, floods, hurricanes — we step in to support employees who can’t get to work or safely care for loved ones. After major storms in Houston, for example, we worked with Memorial Hermann Hospital to source generators and provide financial and logistical support for affected staff.

Our latest expansion is through our acquisition of Patch, an incredibly innovative company founded by two women who created on-site and near-site childcare for frontline and in-person workforces. They operate centers in places like UPS sorting facilities, hospital campuses, and manufacturing lines — high-intensity environments where flexible, affordable childcare can literally change lives. I met a worker at one of their sites who, because of a Patch room, was able to keep her job and care for her two-year-old after her husband was incarcerated.

Patch represents the future of childcare: nimble, accessible, and life-changing. Our next big focus is scaling that model: getting more Patch rooms in more places to support more families.

Tenpenny, NationSwell: As you think about the demands that you face as a CEO of this fast-growing company and all the demands outside of the job, how do you take care of yourself and also lead effectively? 

Jurist-Rosner, Wellthy: I don’t know that there’s a silver bullet; every day looks different. I’m actually training for the New York City Marathon right now, which might qualify as either self-care or self-torture, depending on the day. But over time, I’ve found a rhythm that works.

The real key, though, is partnership. My husband and I both have demanding jobs — he’s the CEO of a public company — and we make it work through constant communication and trade-offs. We’re really respectful of each other’s ambitions and commitments. If I have to travel or go to an event, he’ll adjust, and vice versa. We make sure we both get time for self-care, time with our kids, and time to focus on our work.

As for the personal side, I’ve just gotten better about the basics — prioritizing workouts, eating well, drinking less — all the things we all try to do. There’s no magic formula, but I’m always working on doing a little better each day.

Tenpenny, NationSwell: What is the North Star for your leadership style that makes you most effective?

Jurist-Rosner, Wellthy: Honestly, I think I have it easier than a lot of leaders because we’re a mission-driven company. We naturally attract people who are deeply connected to what we do, so the culture and my leadership style evolve pretty organically. I imagine it’s harder in more traditional organizations, where you have to work harder to manufacture that sense of purpose.

Our focus is always on reminding the team of the impact they’re having. The work can be intense, but the outcomes are so real. We make that visible every day — sharing real-time member feedback in Slack, highlighting family testimonials during our monthly “All Hearts” meetings, and playing videos that bring our members’ voices directly to the team. It keeps everyone connected to why we do this work.

At the end of the day, that mission is the fuel. It makes the tough days easier and the culture stronger.

Tenpenny, NationSwell: What are the trends you’re seeing right now that are giving you hope? 

Jurist-Rosner, Wellthy: I feel a lot of hope right now. In the early days of Wellthy, no one was really talking about caregiving — it just wasn’t on the radar. Now, it’s incredible to see how much that’s changed. Companies are thinking holistically about how to support their employees, not just through us but through broader policies, programs, and benefits. We work with dozens of large employers, and it’s inspiring to have a front-row seat to the way they’re building truly people-centered workplaces.

I’ve also been doing work in D.C. with the Bipartisan Policy Center, helping to make recommendations around the federal role in childcare. That’s been energizing, especially seeing recent progress in Congress, like the expansion of tax credits that will make a real difference for families.

It’s also the case that backup care needs a new era, and at Wellthy we see ourselves as part of that shift. So many organizations have had the same backup care benefit in place for years, sometimes decades, and now they’re taking a fresh look. We’re getting the chance to show them a program built for the modern and diverse realities of family life, one that tackles the pain points HR teams have wrestled with for so long. There’s real momentum right now — whether in companies putting their programs back out to bid or simply in the number of HR leaders who want to talk about what it looks like for backup care to truly work for both employees and employers.

And finally, I’m so inspired by what I see on business school campuses. Wellthy is now taught as a case study at Harvard Business School and Stanford GSB, and every time I visit, I’m struck by how aware and motivated these students are. A few years ago, no one even used the term “care economy.” Now, it’s part of the conversation — and students want to invest, build, and innovate in this space. The class at HBS that used to be a small seminar on social entrepreneurship and systems change now fills the largest lecture halls. That level of energy and purpose in the next generation gives me so much hope for what’s ahead.

Tenpenny, NationSwell: As you think about the socially motivated leaders that you consider your peers, are there two or three whose work has really inspired you and who you hold in high esteem? 

Jurist-Rosner, Wellthy: I’m very inspired by my husband. His leadership style is completely different from mine — he’s patient, measured, deliberate, and thoughtful, while I tend to be more reactive. I love learning from him and observing how he leads; he’s an incredible leader and does an amazing job at his company.

Before starting Wellthy, my mentor was Dave Morgan, who led the marketing tech company where I worked. Watching his leadership was hugely motivational. But honestly, I find inspiration everywhere — there are so many people whose approach to leading, thinking, and showing up continues to push me to grow.

Tenpenny, NationSwell: Are there any books, podcasts, or other resources that you’d recommend? What’s been your source of inspiration or influence lately? 

Jurist-Rosner, Wellthy: Right now, I’m listening to David Goggins’ book while training for the marathon — his story is incredible and definitely keeps me motivated during the long runs. I’m also a big fan of the Acquired and Science Vs podcasts; they’re great for learning how companies and leaders got their start and for diving into complex topics in a really engaging way.

Since I’m running so much, I’ve been consuming a lot of content lately. I’m reading Genesis by Henry Kissinger on AI, which has been fascinating, and recently revisited Ezra Klein’s book, Abundance. There’s no shortage of inspiration out there — I’m just trying to take it all in mile by mile.

At a moment of turmoil, who is advancing the vanguard of economic and social progress to bolster under-served communities? Whose work is fostering 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 C.D. Glin, President of the PepsiCo Foundation and Global Head of Social Impact for PepsiCo.

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

C. D. Glin, President, PepsiCo Foundation: My journey really began in service. My dad spent nearly 30 years in the Air Force, my mom had a degree in social work, and I grew up with five siblings on military bases around the world — England, Italy, the Azores, Portugal. Service to family, community, and country was in our DNA.

The true inflection point for me came as a member of the first group of Peace Corps volunteers in South Africa. This was during the historic Presidency of Nelson Mandela. That experience shaped my worldview, teaching me humility, the power of proximity, and the importance of community-led solutions. Since then, whether in philanthropy, government, or now leading social impact and philanthropy at PepsiCo, I’ve been guided by the belief that everyone deserves the opportunity to thrive and that giving your time, talent, and resources is essential.

Achievement of goals big or small, most often occurs through participation — being a part of the change — through partnership, collaborating with others, and through purpose-driven leadership. These are principles I first learned not in a classroom or from a book, but while living in a South African village as a Peace Corps volunteer nearly 30 years ago.

NationSwell: What makes you a successful impact leader? What approaches, beliefs, and practices would you say are the hallmark of your leadership style?

Glin, PepsiCo Foundation: Looking back on my career, my leadership has evolved from direct service — being on the ground, listening, observing, learning and responding — to focusing on systems change and root-cause solutions. Today, I lead with a mindset of collective action for collective impact, wherein philanthropy, business, policy and community participation are aligned to help drive scalable, sustainable change. My style has become more collaborative, data-informed, and always rooted in empathy, equity and inclusion of those with lived experiences.

For me, empathy plus action is caring, and true caring means putting yourself in someone else’s situation and then doing something about it. That philosophy of “don’t just talk about it, be about it” has been central to how I lead and how I serve. Combined with collaboration and data, it has shaped my ability to contribute to durable, positive, lasting change.

This emphasis on collective impact is also front of mind for our Social Impact team at Pepsico. At this year’s Summit, themed Together and Advance, we released an insights report highlighting models, case studies, and best practices for building stronger partnerships. The field is full of enthusiasm for collaboration, but there’s still a gap between intention and effective execution. Our goal is to equip and inspire others with actionable tools to close that gap and to reinforce the idea that we are stronger together.

NationSwell: Are there any facets of your work or leadership that you feel are particularly differentiated that you’d like to lift up? 

Glin, PepsiCo Foundation: At PepsiCo, we’ve honed in on our approach to social impact. As the largest U.S. food and beverage company, we believe we have a responsibility and an opportunity to help our communities thrive and be a force for good. Our strategy, PepsiCo Positive, positions social impact — the totality of the positive contributions we make with and for people and communities — not as a side initiative but as an enterprise-wide commitment embedded across our brands, supply chains, and global workforce.

Our framework focuses on access and advancement: helping ensure greater access to essentials like food and safe water, and then seeking to leverage that access to catalyze social and economic advancement, creating opportunities for education, jobs and increased income.  As a food and beverage company rooted in agriculture, we’re especially focused on food access solutions and farming. Programs like our Food for Good social enterprise, which sources, packs, and delivers meals to children and families in need after school, on weekends, and during the summer, address hunger locally. Separately, the She Feeds the World program, in partnership with CARE, invests in smallholder farmers who make up the backbone of global food systems. These initiatives allow us to meet people where they are, rather than suggest solutions from afar.

What makes this work powerful is its integration with PepsiCo’s core capabilities: how we grow, source, manufacture, transport, distribute, market and sell food and beverages; how our brands show up in the world; how we engage over 300,000 associates globally; and how we drive supply chain decisions, from regenerative agriculture to diverse sourcing. For me, leading social impact at PepsiCo is both pressure and privilege. The needs of communities where we live, operate and serve are immense, but the opportunity to align business growth with meaningful, scalable change — and to prove that business can be a positive force in creating thriving communities — is what drives me every day.

NationSwell: How are you making sense of this moment — what are the challenges and opportunities you’re seeing?

Glin, PepsiCo Foundation: Right now, I find myself doing a lot more listening. I’m trying to lean into curiosity and appreciative inquiry — being a guide on the side rather than a sage on the stage. The past five years have demanded constant response, whether to the pandemic, economic shocks, or injustice. 

Part of that reflection is recognizing that the challenges we face are deeply interconnected, and fatigue from being “always on” is real. I don’t believe today’s problems can be solved with yesterday’s approaches. We’ve long talked about the importance of local leadership, but now it’s a necessity. Too often, solutions are designed far from the communities they aim to serve. At PepsiCo and the PepsiCo Foundation, we’ve emphasized community-rooted partnerships, and I’m centering my own listening on local voices — whether that’s farmers in Egypt, food-insecure families in the U.S., or communities needing access to safe water in Mexico.

The noise at the top can be distracting. Real impact happens closest to the challenges, so I’m choosing to listen, learn, and to be led by those at the local level. That’s where meaningful change must begin.

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?

Glin, PepsiCo Foundation: Three leaders come to mind, and the first is Darren Walker. I’ve looked to his example at nearly every stage of my career, from his time at Abyssinian Development Corporation and the Rockefeller Foundation, where I first met him, to his bold, transformational leadership at the Ford Foundation. What I admire most is his unapologetic stance on equity, systems change, and social justice, paired with the humility of leading in service to others. Over the past few years, I’ve also had the opportunity to engage with him in new ways as he served on PepsiCo’s board, bringing a philanthropic mindset that resonates deeply in corporate spaces.

The second is Helene Gayle. Helene’s career spans medicine, global health, development, philanthropy, corporate boards, and most recently higher education leadership. What she embodies for me is multi-disciplinary leadership — the ability to connect gender, health, business, philanthropy, and education in ways that are both rigorous and inclusive. Where Darren’s example has been about passion and boldness, Helene’s has been about perspective and breadth, showing how multiple disciplines can come together in service of lasting change.

And finally, Graham Macmillan, now at the Visa Foundation. Our career paths have overlapped in private philanthropy and corporate social impact, and I admire the thoughtfulness and generosity he brings to this moment. Graham consistently pushes corporate foundations and those who support the sector toward collaboration rather than competition, encouraging leaders and organizations to focus on collective impact. He brings expertise, intellect and humility to every conversation, and his journey has been a personal reminder of what it means to carry your values across institutions while helping the field grow stronger together.

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

Glin, PepsiCo Foundation: Three books come to mind right away. The first is The Alchemist. I don’t think you can reread it enough, especially in moments of transition. For me, it’s a reminder that life is purpose-driven — that even when things feel tough, the universe is conspiring to put me in situations where I can grow and do more. It grounds me whenever I need perspective.

The second is Keith Ferrazzi’s Never Eat Alone. This book reframed my entire approach to relationships. Ferrazzi’s philosophy — that generosity, consistency, and meaningful connection are the true engines of success — has stayed with me.  It taught me that none of us advances alone, that leadership is as much about investing in others as it is about delivering results.  Whenever I get buried in work or am slow to respond, I remind myself of that core truth: relationships require attention, presence, and the humility to let others support you as much as you support them.

And the last one is The Autobiography of Malcolm X. To me, it’s one of the greatest stories of transformation ever told. Malcolm’s journey — from Malcolm Little to Malcolm X to El-Hajj Malik El Shabazz — reveals that reinvention isn’t just possible; it’s essential. His life story shows what it’s like to expand your thinking, deepen your convictions, and evolve your purpose. In my career, I’ve crossed industries, sectors and roles many times, and his story reminds me that what got me here won’t necessarily get me there. Growth demands courage, curiosity, and a willingness to become something new. That’s a lesson I carry with me every day. 

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.