Topic: Leader development and support

Impact Next: An interview with Deloitte’s Dana O’Donovan

Posted on by Brianna Provenzano

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.

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.

NationSwell’s Look Ahead at 2026

Posted on by Brianna Provenzano

From shifting economic conditions to evolving expectations of leadership, 2026 will test how organizations adapt and lead. To ground these dynamics in real-world experience, we invited NationSwell members and Senior Advisors to offer their thoughts, predictions, and recommendations on the year ahead. Together, their insights surface some of the early signals and inflection points that will help impact leaders anticipate what’s coming and prepare accordingly.

Take a look at some of their predictions for 2026 below:

On the national and global shifts that will shape social impact work:

“With the collapse of international development budgets, we’ve shifted from a world with ‘more money than innovation’ to a world with “more innovation than money.” While multilateral agencies continue to grapple with existential funding crises, entrepreneurs on the ground have been solving problems faster, cheaper, more sustainably — and yes, at scale. The future of global development is already happening in the hands of entrepreneurs who didn’t wait for permission to build solutions. In 2026, we will double down investing in them.”

— Hala Hanna, Executive Director, MIT Solve

“The adjustments to the social safety net will reveal the start of new support and assistance mechanisms.”

— John Brothers, President and CEO, Charles and Margery Barancik Foundation; NationSwell Strategic Advisor

“Competitive health organizations will build new, real-world datasets—moving past secondary data to focus on primary data—to execute AI strategies. A major pillar is atomic care data between the caregiver and care recipient—the “last three feet of care.” Breakthroughs like this will begin to unlock a $6 trillion North American care economy, transforming health care, jobs, and the global economy.”

— Richard Lui, Director, Oscar-qualifying Caregiving Films; Principal, CAREGenome; Anchor, CNN & NBCU News

On the ethics and strategies needed to implement AI at scale:

“As one colleague put it, ‘other large economies are building infrastructure in AI for education, we’re building gardens.’ It’s time to get serious and focus on creating the policy to practice infrastructure when it comes to designing for a new era.

—Jean-Claude Brizard, President and CEO, Digital Promise Global

“AI is valuable to a point; but it lacks nuance. Scratch the surface and it starts to feel like the emperor’s new clothes. We’ve worshiped at that altar long enough, and now we’ll start to see a switch back (at least in media) where the premium value lies with the journalist herself. Facts are facts (if only we could agree on them) but analysis and commentary are hard. (As an example, I don’t need a journalist to tell me where the markets closed; but I do need a journalist to tell me why they closed where they did.) In the media, watch for an emphasis on the real—real dialog between real people, stories written by real journalists, art created by real artists, original photographs by actual photographers. The human touch (that seemingly still can’t be replicated by a bot), might just be the premium that makes us pay.

— Francesca Donner, founder & editor-in-chief, The Persistent

On the deep value in supporting and lifting up young people:

“In 2026, youth inclusion in the development of emerging technologies like AI, especially girls, nonbinary individuals, and historically underrepresented youth, will be critical to innovation in tech. Organizations that recognize this trend and move beyond superficial engagement to genuinely give young people a voice and opportunities in tech development, strategy, and design will be leaders. Collaborating with organizations such as Girls Who Code to involve the next generation as essential collaborators will help companies achieve real, equitable impact.”

— Tarika Barrett, Chief Executive Officer, Girls Who Code

“2026 will be a year for youth—for their voices and their leadership. As we look for new and different approaches to address the many issues we see across the country and around the world, the fresh perspectives of youth (long seen as naïve and idealistic) will emerge as both viable and essential, as young people assume more roles of leadership in business, government, and society. And we need to show up to support them.”

— George Tsiatis, CEO and Co-Founder, Resolution Project

On the continued importance of social connection and fidelity to community:

“In 2026, let’s stop dabbling and start scaling what actually works—then drop what doesn’t. Team up in bigger, braver ways with the people closest to the problems, not just the usual suspects. Pick a lane, put real money and energy behind it, and move now like this decade can’t wait.”

— Celeste Warren, Founder, Celeste Warren Consulting, LLC; NationSwell Strategic Advisor

“Opportunities that allow for community, collaboration and connection will be increasingly important. People want to co-create change and not just support it from the sidelines. This will lead to more collaborative funding models that use a mix of time, talent and money.”

— Beth Bengston, CEO and Founder, Working for Women

“As the world races toward the mass adoption of AI, people are increasingly turning to bots and machines for advice, counsel, and even companionship. But we have to ask ourselves, at what cost? This shift, while ‘efficient,’ risks eroding the very essence of human connection and the agency we have over the choices we make, the work we do, and the world we live in.”

— Kim Dabbs, Founder, To Belonging; NationSwell Strategic Advisor

“In 2026, the social impact field will be defined by how well we serve communities that continually transition and adapt, like military families. The organizations that succeed will invest in flexible, tech-enabled, community-led support that meets people where they are and scales belonging through trusted local networks.”

— Kathy Roth-Douquet, CEO and Board President, Blue Star Families

On the need to create balance and alignment amid tensions:

“As we look ahead, 2026 may be remembered as a year when situational stewardship quietly took shape across the social impact field. With many systems operating under assumptions that no longer fully hold, people are adjusting how they respond — prioritizing judgment, timing, and care. In that context, situational stewardship itself may be among the most generative conditions for meaningful impact, and offering grace in how we understand each other’s choices allows that work to be seen and sustained.”

— Dawn Karber, Executive Director, SkillsFWD at Rockefeller Philanthropy Advisors

“Social impact organizations must clearly tie mission outcomes to core business value to remain relevant, continue funding, and have influence. In other words, ‘good intentions’ will no longer be enough. The field is moving decisively toward value-creation first.”

— Maggie Carter, NationSwell Strategic Advisor

“2025 marked a year of great tension. We saw companies act more cautiously, despite impact leaders wanting to see companies be more courageous. In 2026, we expect to see a different tension arise. One where companies invest further in employee volunteering while nonprofits’ financial needs grow. This will demand that the two sides of the ecosystem come together to find paths to mutuality, especially as the UN marks 2026 as the International Year of the Volunteer.”

— Sona Khosla, Chief Impact Officer, Benevity

“During this year of corporate sustainability resets and uncertainty, focus on renewing your commercial relationships and business case. Use this ‘pause’ to make your plan to retake the offensive once this firefighting period is over.”

— Michael Kobori, NationSwell Strategic Advisor

And finally, the simple advice that will sustain us in difficult moments:

“Always hope. And move like you are not afraid.”

— Alesha Washington, President and CEO, Seattle Foundation

The NationSwell Council on The Power of Collaboration

Posted on by Brianna Provenzano

In the third quarter of 2025, the NationSwell Council embarked on a journey across America for a Salon series dedicated to exploring The Power of Collaboration.

In an age of challenges too big for any one leader or sector to solve alone — including climate change, immigration, inequality, public health, democratic decline, and technologies advancing faster than our institutions can adapt — the way forward can only be found through deep connection and collaboration.

The Salon series served as a vehicle to connect us with some of the standout collaborations and unlikely partnerships that have become essential to unlocking new possibilities, outcomes, and solutions. Participating leaders shared with candor and courage, helping us to spark meaningful connections, fresh insights, and deeper relationships across the groups we met with.

In the following sections, we’re excited to present a curated collection of the insights and essential resources we’ve distilled from these conversations.

Key Insights:

  1. Scale Boldly Through Cross-Sector Partnerships. Nonprofits must consider mergers, acquisitions, and coalitions designed for greater impact amid sector contraction and wealth inequality. Change is multi-racial, intergenerational, and cross-sectoral, and engagement should involve full leadership teams—not just select executives.
  2. Share Power With Youth and Next-Gen Leaders. Movements are most relevant and sustainable when youth have true decision-making roles. Carefully defining “youth” shapes both funding and strategy. Mental health is a core priority, and initiatives like a Youth Mental Health Corps could expand both impact and workforce diversity.
  3. Build Trust Through Proximity. As trust in institutions declines, leaders should create solutions with communities—not just for them. Practices like focus groups, co-design, and candid dialogue foster authenticity and trust, though they’re underused in many nonprofits.
  4. Expand What Counts as Care. Solving the youth mental health crisis means recognizing care can be provided well beyond traditional therapy. Healing shows up through nature, group activities like GirlTrek, workplace programs, or caring mentors outside the family.Shift Mindsets and Culture
  5. Lasting change grows from culture as much as strategy. That involves radical support, shared leadership, and welcoming discomfort as a catalyst for transformation. Philanthropy’s convention of “lifetime leadership” makes power transitions complex—but with widespread discomfort, now is the time to embrace new possibilities.
  6. Effective collaborations grow from trust, where resources are shared in flexible, unrestricted ways rather than bound by rigid requirements.
  7. Micro-philanthropy and community-driven giving demonstrate how modest yet rapid investments can fill urgent gaps and scale across contexts.
  8. Cross-boundary partnerships—among nonprofits, employers, service providers, and connective platforms—generate more comprehensive impact by addressing both immediate needs and long-term opportunities.
  9. Collective action helps tackle structural barriers no organization can overcome alone, such as inequitable access to financial and social capital.
  10. Shifting from individual success metrics to collective ROI elevates community well-being alongside financial outcomes. This mindset enables creativity in partnership, aligning corporations, grassroots groups, and others around shared goals.
  11. Innovation often emerges when “unlikely but powerful partners”—such as technology firms with nonprofits or philanthropy with grassroots coalitions—unite. These unconventional alliances unlock advantages rooted in diversity, shared purpose, and integrated action.
  12. Building platforms for direct, transparent resource exchanges will strengthen collaboration by fostering trust.
  13. Expanding community-driven giving models can create more resilient systems of support, whether in education, workforce, or beyond.

Resources shared:

Five Minutes With… Liz Lund, Medtronic Communities Foundation

Posted on by Brianna Provenzano

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

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

Here’s what she had to say:

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Welcoming New Advisors to NationSwell’s Strategic Advisory Team

Posted on by Brianna Provenzano

Driven by our steadfast commitment to advancing bold, effective leadership across the impact sector, NationSwell continues to deepen the ways we serve our community, expanding the insights, expertise, and strategic guidance available to help members lead with clarity and drive meaningful change. That’s why we’re thrilled to welcome three exceptional leaders to our Strategic Advisory team: Kim Dabbs, Shannon Schuyler, and Celeste Warren (pictured left to right).

They join a distinguished group of NationSwell Strategic Advisors who bring real-world experience to the challenges and opportunities facing today’s impact leaders. Together, this group supports our members across some of the most strategic and exemplary work and needs in the sector, including building resilient organizational cultures, embedding impact into business strategy, the practice of impact leadership in organizations, architecting strategies that are differentiated and built to last, and leading on issues ranging from workforce innovation to diversity and inclusion to corporate responsibility.

Kim, Shannon, and Celeste bring deep expertise and a proven track record of leading transformational change across sectors. They will support our members in a variety of ways, including one-on-one consultations, roundtable conversations, and tailored guidance. Through these engagements, they will offer new opportunities to advance impact, strengthen strategy, navigate complexity, and accelerate our members’ most important work. Their involvement will help deepen the value of membership and expand what is possible for the leaders in our community.

We’re proud to welcome them into this remarkable community of changemakers and excited for the impact they’ll have in shaping the future of social good. Read on to learn more about their journeys and the expertise they bring to the NationSwell network.

Kim Dabbs

STRATEGIC ADVISOR
Areas of Expertise: Belonging and Purpose, Social Innovation, Organizational Culture, DEI, Identity and Purpose, Workplace Culture, Organizational Development

Kim Dabbs is the Global Vice President of Impact at Steelcase, where she drives social innovation and fosters inclusive environments. With a background as the Executive Director of the West Michigan Center for Arts and Technology and a residency at Stanford’s d.school, Kim brings deep expertise in creating equitable spaces.

 She is the best-selling author of You Belong Here: The Power of Being Seen, Heard, and Valued on Your Own Terms, which provides a framework for cultivating belonging. Kim is also the founder of To Belonging, a global community of changemakers exploring the intersection of identity and purpose. As a sought-after speaker, Kim has delivered keynotes at organizations like Google, Microsoft, MIT, and The Guggenheim, helping leaders create inclusive and impactful workplaces.

Shannon Schuyler

STRATEGIC ADVISOR
Areas of Expertise: Culture Activation; Aligning Purpose with Performance; Value Creation through Operational and Revenue Resilience; C-suite and Board engagement

Shannon Schuyler brings over three decades of experience transforming how organizations drive sustainable success through cultural innovation and purpose alignment. At PwC, she held multiple global leadership roles, including Chief Purpose Officer, Chief Sustainability Officer, Chief Diversity Officer, Climate Risk Leader, Corporate Responsibility Leader, co-Leader of CEO Action for Diversity & Inclusion, and President of the PwC Foundation. She has guided C-suite executives and boards across industries in embedding purpose, values, and sustainability into organizational strategy, culture, and stakeholder engagement. Shannon has also served on nonprofit boards, leading strategic planning, pro-bono funding initiatives, and executive succession.

Her insights on the link between culture and strategy have earned recognition from Fortune, Forbes, The Wall Street Journal, Insider, and Fast Company. Named one of the 100 People Transforming Business and a World Changing Woman in Conscious Business, Shannon is a sought-after speaker and advisor who helps organizations align purpose, culture, and strategy to achieve lasting business and societal impact.

Celeste Warren

STRATEGIC ADVISOR
Areas of Expertise: Diversity, Equity and Inclusion, Organizational Culture, Talent Development, STEM Education, Leadership Strategy, Change Management

Celeste Warren is the Founder of Celeste Warren Consulting, LLC, where she guides organizations in implementing impactful diversity, equity, and inclusion strategies. With over 28 years of experience, she previously served as the Vice President and Chief Diversity & Inclusion Officer at Merck, where she led global diversity, equity and inclusion initiatives and developed diverse talent pipelines.

Celeste is also the co-founder of Destination STEM, Inc., a nonprofit focused on supporting students of color and students in need pursuing degrees in STEM. Her work has earned her recognition as one of Black Enterprise’s “Top Executives in Global Diversity and Inclusion” and Diversity Global Magazine’s “Influential Women in Global Diversity.” She was also named Chief Diversity Officer of the Year by the National Minority Supplier Development Council in 2024.

A published author and frequent speaker, Celeste’s diversity, equity and inclusion insights have been shared globally across major platforms, publications and conferences.

To learn more about our membership community, visit nationswell.com/membership

Five Minutes with… NationSwell Strategic Advisor Rose Kirk

Posted on by Brianna Provenzano

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

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

Here’s what she had to say:

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Meet NationSwell’s Strategic Advisors

Posted on by Brianna Provenzano

In today’s environment, impact leaders need trusted, experienced partners in their corner. To provide cut-through personalized support and deep value to the impact leaders we serve, NationSwell is thrilled to welcome six extraordinary leaders into our community as Strategic Advisors.

One of our aims at NationSwell is to fast-track our members to the most valuable and actionable insights, knowledge, best practices, relationships and thought-partnership that they need to accelerate their impact and lead at their best. These days, there is no time to waste. 

Our Strategic Advisors have been admired and effective practitioners. They have led the functions that our members lead, have sat in their seats and bring practical insights, perspective and approaches that will help our community members to navigate the current waters effectively, with principle and in service of impact work that is built to last. They will join NationSwell tables, provide 1:1 advisory sessions and contribute to the spirit of mutual support, connection and inspiration at the center of our community.

Most have been long-term members and dear friends. We are thrilled to welcome them now as Strategic Advisors. Get to know them below.

Dr. John Brothers

STRATEGIC ADVISOR
Areas of Expertise: Philanthropy, Nonprofit Leadership, Social Policy, Community Development

John Brothers most recently served as President of the T. Rowe Price Foundation and T. Rowe Price Charitable, overseeing $750M in assets. He founded and led Quidoo, an international consulting firm, for over a decade before merging it in 2015. At T. Rowe Price, he spearheaded initiatives like the Elevation Awards, DesignFest, and Baltimore Children and Youth Fund, establishing the firm as a leader in trust-based philanthropy and community partnerships.

Dr. Brothers has over 20 years of nonprofit leadership experience, with expertise in youth development, social services, and the arts. He has taught social policy and nonprofit management at NYU, Rutgers, and served as a Visiting Scholar at Harvard. He also holds honorary and visiting roles at Queens University Belfast and the China Global Philanthropy Institute.

A prolific writer and speaker, John has contributed to Stanford Social Innovation Review, Nonprofit Quarterly, and Huffington Post, and been featured in major media including The New York Times and Wall Street Journal. Inspired by his upbringing in poverty, he began his career as a community organizer and case manager, advancing to leadership roles that support vulnerable families across the U.S. and internationally.

Maggie Carter

STRATEGIC ADVISOR
Areas of Expertise: CSR, Health Equity, Impact Measurement, Tech for Good, Cause Marketing, Community Resilience

Maggie Carter is a senior advisor and consultant specializing in strategic planning, impact measurement, program development, and partnerships. She previously served as Director of Social Impact at Amazon Web Services (AWS), where she led initiatives in health equity, disaster response, environmental equity, and tech education. 

During her tenure, she co-directed Project Sunflower, earning the Ukraine Peace Prize. Before AWS, Maggie was Vice President of Corporate Partnerships at UNICEF USA, overseeing corporate engagement, philanthropic grants, and cause-related marketing. She also served on the Steering Committee for UNICEF Innovation. Previously, as Deputy Director of the Shot@Life campaign at the United Nations Foundation (2011–2014), she co-created the award-winning “Get a Shot. Give a Shot.” campaign with Walgreens. Maggie began her career in social responsibility and community relations with the National Basketball Association and the Atlanta Braves. She is pursuing a Master’s in Public Policy at George Mason University and holds a Bachelor’s in Health Sciences from James Madison University.

Tom Key

EXPERT IN RESIDENCE
Areas of Expertise: Career Advisory, Talent Networking

Tom has built his career in executive search and career advisory, pioneering talent networking programs for top management consulting firms, now industry standards. Starting at Egon Zehnder, he founded Bain & Co.’s executive talent network and later replicated it at BCG. In 2022, he joined World 50 Group to expand career advisory services for executives.

Having coached around 1,000 executives, Tom expertly navigates executive and board-level searches across public and private sectors. An avid networker, he connects leaders to accelerate career transitions.

Tom is an adjunct professor at Emory University’s Goizueta Business School, teaching courses on executive search and networking since 2004. In 2025, he began co-teaching entrepreneurship at Brandeis University and advises Emory’s Laney Graduate School on PhD career transitions. He has also spoken at HBS, Kellogg, and Wharton.

He holds a BA in Economics and Asian Studies from Denison University and an MBA from Emory. Tom lives in Atlanta with his wife, dogs, a retired horse, and their twin college-aged daughters.

Michael Kobori

STRATEGIC ADVISOR
Areas of Expertise: Sustainability Leadership, Human Rights, Sustainable Finance, ESG Regulations, Industry Collaboration.  

Michael Kobori is an independent Board Director at Bunge Global and recently retired as Chief Sustainability Officer at Starbucks, where he led environmental sustainability, social impact, and human rights. Previously, he was Vice President of Sustainability at Levi Strauss & Co., helping establish the company as a leader in sustainable apparel. He has nearly a decade of experience at The Asia Foundation supporting human rights and economic development in Asia. Michael serves on the President’s Leadership Council of The Asia Foundation, the U.S.-Japan Council, and is Executive Producer of Utopia Theatre Project, a social justice theater company. 

Michael has taught corporate sustainability at UC Berkeley’s Haas School of Business and served on numerous sustainability boards and advisory committees, including the Better Cotton Initiative and Sustainable Apparel Coalition. He holds a Master’s in Public Policy and undergraduate degrees in Asian Studies and Psychology from UC Berkeley and studied sustainable finance at Oxford University.

Rose Kirk

STRATEGIC ADVISOR
Areas of Expertise: Areas of Expertise: Go-to-market, Responsible Innovation, Impact Imperative, Career Development, Building Influence and Reputation

Rose Kirk is a C-level executive with more than 35 years of experience leading sales, marketing, customer service, go-to-market strategies, and responsible innovation. Beginning as an award-winning journalist, she rose to senior leadership at Verizon across Corporate Social Responsibility and Marketing, earning a reputation as an innovator and trailblazer.

She serves on the board of Casella Waste Systems, contributing to its Compensation and Nominating and ESG committees, and has held leadership roles in global nonprofits. Passionate about history’s role in shaping the future, Rose is on the National Archives Foundation board and supports the arts through Texas Women for the Arts.

Rose holds a BS from Arkansas State University and is completing a master’s thesis at Washington University. Featured in outlets like Good Morning America, Forbes, and BBC, she is also executive producer of the documentary Without A Net: The Digital Divide in America.

AiLun Ku

STRATEGIC ADVISOR
Areas of Expertise: Leadership Development, Educational and Workforce Access, Systems Change Strategy, Community Building, Organizational Growth and Management

AiLun Ku is the Vice President of Community and Capacity at the EGF Accelerator, where she redesigns and leads leadership development programs, community-building efforts, and strategic grantmaking to strengthen the nonprofit sector.

Previously, AiLun was the President and CEO of The Opportunity Network, where she scaled programs reaching over 50,000 students annually and secured the largest unrestricted gift in the organization’s history. There, she led all aspects of the organization, including programming, evaluation, finance, operations, and national growth. 

She is a certified LEGO® SERIOUS PLAY® Facilitator, a Pahara Fellow, a Heckscher Leadership Fellow, and a dedicated educator and advisor. AiLun is passionate about access, leadership, and cultivating inclusive, high-impact communities.

Before OppNet, AiLun worked at NYU Wagner, the Equal Justice Initiative, and other social impact organizations. She holds an MPA and BA from NYU and is a 2019 MIT Media Lab Director’s Fellow.

To learn more about our membership community, visit nationswell.com/membership

The Intersection of Caregiving and Business: NationSwell Summit Explores the Care Crisis

Posted on by Brianna Provenzano

As we enter a new era of workplace dynamics, the critical issue of care support for workers has become increasingly urgent. According to a survey led by AARP and S&P Global, 67% of caregivers face difficulty in balancing their employment with caregiving duties with 27% of caregivers needing to switch to part-time work or reduced hours. Furthermore, 16% of caregivers have needed to decline promotions due to their care responsibilities and 13% have been forced to change employers to meet their care needs. Between April 2022 and March 2024, the U.S. Census collected data from 1.1 million parents who said child care has kept them from working, up from 939.7K between 2018-2020. Care directly impacts the economy and both private sector solutions and public policy are needed to support the sustainability of the workforce. 

In response to this urgent need, Pivotal, the Annie E. Casey Foundation, and the American Family Insurance Dreams Foundation highlighted caregiving at the 2024 NationSwell Summit through an Impact Spotlight and a panel discussion, which was punctuated with an on-site immersive experience including a ‘Care Lounge’ that highlighted key stats, quotes and figures from  the expanded Childcare for All site created by the Case for Childcare Collaborative.

We’ve summarized key insights from this portion of the Summit below:

Public-private partnerships are key to sustainable, systemic change.

Aly Richards, CEO of Let’s Grow Kids, shared her inspiring story through an Impact Spotlight showcasing how the nonprofit revolutionized childcare in Vermont alongside the business community, ultimately passing Act 76, which committed $125 million to the childcare sector annually through a 0.44% payroll tax. During the spotlight, Richards emphasized the critical role of childcare in both economic and social development, calling the state’s care crisis a “market failure.” Through her passionate storytelling, Richards highlighted the urgency of early childhood education on workforce participation, stating, “90% of a child’s future is baked by age 5.”

As seen by Richards’ work in Vermont, public investments can fill care gaps. Through a grassroots campaign, Let’s Grow Kids mobilized 40,000 citizens and business leaders and secured bipartisan support for Act 76. Now, more families are eligible to receive financial assistance for child care than ever before, and the state is paying programs at higher weekly rates to provide that care. Since implementation, slots have surged, boosting access for many families and relieving employers of staff shortages with a more stable workforce.

Caregiving is an economic issue with investments yielding huge economic returns.

The NationSwell caregiving panel brought together visionary leaders to discuss the urgent challenges and groundbreaking solutions shaping the future of caregiving. Moderated by Jennifer Stybel of Pivotal, the panel featured Reshma Saujani, founder of Moms First; Lindsay Jurist-Rosner, CEO of Wellthy; and Stephan Dolling, Vice President at Merck, who each shared their personal and professional perspectives on the critical care issue.

Stybel set the stage by emphasizing caregiving as a universal challenge, stating, “None of us can do it alone. The solution lies here together.” Saujani underscored the transformative potential of prioritizing caregiving within policy and business frameworks. “We need to convince the nation that childcare is an economic issue,” she said. She credited the pandemic for shifting perspectives, noting, “We’ve slammed the door on whether childcare is a personal problem or an economic problem.”

Jurist-Rosner shared her personal caregiving journey and explained Wellthy’s mission to partner with families through personalized care coordinators, alleviating the complexities of a fragmented healthcare system. “Families need someone who can get things done,” she explained. Dolling highlighted Merck’s commitment to employee well-being and the ROI of caregiving benefits. “Providing caregiving support shows your people you truly care,” he said, sharing how Merck implemented Wellthy’s services during the pandemic resulting in overwhelming employee appreciation and support.

The conversation also spotlighted the significant economic case for caregiving. Saujani noted, “Investing in childcare offers a 425% return,” emphasizing that solutions must extend beyond privileged workforces to include hourly and shift workers.

The panelists concluded by exploring bold, actionable strategies for change: join national coalitions advocating for policy reform, foster open discussions about caregiving in workplaces, and leverage data to drive leadership buy-in. As Stybel aptly concluded, “Caregiving isn’t a niche issue; it’s a challenge that unites us all.”

Workers with the most to gain from employer-sponsored care support are traditionally excluded from care benefits.

Following the inspiring spotlight and panel, NationSwell announced the launch of the expanded Childcare for All site, which builds the case for gig, hourly, part-time and frontline workers to be included in employer benefits to support caregivers. Frontline workers represent about 70% of the workforce with 90% of companies relying on these workers. And yet, while only 14% of full-time workers have access to employer-sponsored childcare support, that number falls to 8% for part-time workers. This demonstrates a childcare benefits gap, revealing those with the most to gain from these benefits are traditionally excluded from qualifying. The detrimental effects of a broken childcare system are glaringly apparent, with parents forced to leave careers in order to take care of children, and businesses suffering huge workforce losses. 

The site serves as a resource for employers to better support employees who are caregivers, highlighting 35+ actionable strategies through an interactive solutions visualization. Packed with resources, firsthand stories, insights, and examples, the site empowers businesses and individuals to advocate for and implement impactful caregiving solutions. This launch reinforces the call to action for systemic change and collective responsibility in addressing the childcare crisis. Visit the Case for Childcare Collaborative’s site to publicly commit to implementing solutions and find downloadable resources to share with your team and network. Help us forge a world where childcare is no longer a barrier for workers to remain and thrive in the workforce. 

To learn more about the Case for Childcare Collaborative, click here