At a moment of unprecedented attention, investment, and opportunity for the emerging field of ESG, leaders are asking: Who is best preparing their organization for the society of the future? Who is innovating today to meet decades-long environmental and social goals? Who is setting standards that catalyze their industry’s change for the better? Who is defining what bold and aspirational look like — and how best to advance that work in practice?

Enter NationSwell’s ESG Next, an exemplary group of investors, executives, authors, philanthropists, social sector leaders, academics, and field builders who are helping to shape business as a force for social and environmental progress, advancing — and even pioneering — the most forward-thinking and effective programs, initiatives, technologies, methodologies, practices, and approaches.

For this installment, NationSwell interviewed Ali Hartman, Head of Responsible Investment at Tiger Global, about the power of building unlikely bridges, the importance of the “G” in ESG, and the opportunity for clarity and leadership in responsible investment — especially amid the current backlash. 

Greg Behrman, CEO + Founder, NationSwell: How did your personal and professional journey to the field of ESG begin?

Ali Hartman, Head of Responsible Investment, Tiger Global: My journey to this field began long before anyone was using the acronym ESG. In many ways, it began before I even knew my ABCs. You see, I grew up in a social justice activist household, where both of my parents risked their safety and comfort in pursuit of nuclear disarmament. They were civil disruptors in the Plowshares movement and were arrested and imprisoned multiple times for their activism. So I spent my childhood in soup kitchens and at meeting houses, in courtrooms and on protest lines. With that reality came a sense of responsibility to serve the greater good and an obligation to speak truth to power. Changemaking was — and is — a part of my DNA. Literally, my mom was in prison while pregnant with me. 

As a teenager and young adult, I pursued internships and jobs in the public sector and with activist organizations. These were known entities to me based on my upbringing and places I understood that I could make an impact. It was in graduate school, when I took a class called Business Ethics, that I was first exposed to the power of the private sector. 

About a month into the class, a light bulb went off for me. I realized that companies had so much capital, flexibility, access, and influence. I realized that if I wanted to have an impact that could be sustained and scaled, I had to understand how this part of the equation worked. 

Since that class, my career has spanned roles in corporate sustainability, ESG strategy, and responsible investment across big business, private equity, and, most recently, venture capital. These jobs connect money and meaning and prove that public interest and private resources can have a greater impact when they’re working together. 

Behrman, NationSwell: How do you make sense of this moment in ESG?

Hartman, Tiger Global: I’ve been doing this work for about 15 years and have seen real evolution in this space. There’s been tremendous momentum and meaningful scale during a relatively short period of time. But with that growth, we’re also seeing some confusion and chaos. We need to get clear and be intentional when it comes to defining and pursuing ESG management. 

I’m an ESG purist. What I mean by that is when I talk about ESG integration, I’m referring to the measurement and management of material environmental, social, and governance factors in the operations of a business. 

Importantly, what I’m not talking about is impact investing, philanthropy, CEO activism, or corporate values. These are each, of course, critically important. But they’re just not part of ESG strategy. For me, ESG management is about viability, not morality. 

That’s not to say what is good for the sustainability of a company isn’t good for people or the planet — it usually is. When companies are measuring and managing their inputs (including natural resources and human resources) more intentionally, strategically, and efficiently, everyone wins. From where I sit, thoughtful, strategic ESG management has become the baseline of doing business in a world that is more complex and constrained than it has ever been. There’s so much opportunity to build better businesses that are ready to manage the volatility that is here and is only going to grow with time. 

Behrman, NationSwell: Tell us about the work you and your team are leading at Tiger Global, and why it’s noteworthy or potentially even showing early signs of advancing the field.

Hartman, Tiger Global: We are still in the early innings of our work at Tiger. We have a lot more to understand when it comes to purpose building responsible investment into our asset classes and investment strategies. That said, I’m proud of the progress we’ve been making and am excited about what’s to come for us — and hopefully for the venture industry more broadly. 

In the last year and a half, we’ve established a strong foundation for what will be an evolving responsible investment strategy. Our work to date includes firm-level policies, new ESG-related diligence practices, and a suite of monitoring tools to better understand our portfolio companies and fund-level trends. 

We still have a lot to learn about how to best integrate this work into a scaled venture model — one where companies are earlier in their maturity and limited in their resources, and where investors are often passive and minority shareholders. This is a totally different proposition than the work I did in private equity. 

Nonetheless, while the challenges are real, so are the opportunities. I believe that supporting companies early in their evolution and embedding efficiency and ethics into operations from the start can have a profound impact for companies’ growth and for the world in which they operate. 

Something else I am excited about is the chance to advance this work across the venture industry. While some impact-oriented firms or emerging managers have already started to integrate responsible investment strategies into their work, there is a massive opportunity to engage the larger, more traditional firms. Without a doubt, there is both value and necessity in us working collaboratively across the industry. 

As an example, we recently signed on as a founding member of the Venture Climate Alliance alongside more than 20 of our VC peers. Over the last few years, Tiger Global has been taking steps to measure and manage our firm-level footprint, achieving net-zero status as of 2021. As we look ahead, we are excited by the challenge of building tools and resources, setting expectations, and sharing opportunity with our portfolio companies with the goal of helping them better manage the risks and opportunities posed by climate constraints. We’re also excited to help advance the net-zero conversation across the industry.

Behrman, NationSwell: What is something that you’re spending time thinking about when it comes to ESG? 

Hartman, Tiger Global: When it comes to venture, I increasingly think that there’s an opportunity to reprioritize the acronym to be GES, instead of ESG. Putting governance last in the acronym can put it last on people’s minds. While, historically, some may have seen governance as a check-the-box part of this work, it is foundational. I think governance can and should go far beyond anti-bribery or anti-corruption. 

Governance is management and management is talent. And talent is prioritized and prized by the venture capital industry. I think that if we can modernize governance and give the “G” more attention and recognition, we’ll see better outcomes in all dimensions, including companies’ abilities to engage on environmental and social issues, weather volatility, and outperform over time.

Behrman, NationSwell: Who are some peer leaders who inspire you?

Hartman, Tiger Global: I’m inspired every day by folks across the changemaking continuum. Truly. When people say they are depressed about the state of the world, I tell them they should meet some of the people I get to meet. I’ve been having some really exciting conversations with Lyel Resner, co-lead of the Startups & Society Initiative. I think his experience as a tech entrepreneur brings important perspective to the table and I have loved talking to him about the interplay between responsible investment and responsible innovation. 

Shu Dar Yao at Lucid Capitalism also comes to mind. She is a force, highly creative, and has her finger on the pulse of what’s possible for the industry. We had such a great conversation when we were together recently at the Women’s Venture Capital Summit. 

I would be remiss to not mention the inimitable Cheryl Dorsey, CEO of Echoing Green. Cheryl has been many things to me over my years of knowing her — a co-conspirator, super connector, visionary leader, and dear friend. Her work and wisdom have never been more important to the urgent problems we’re collectively facing. I would put Cheryl and the amazing EG fellows in charge of everything if I had a magic wand!

Behrman, NationSwell: What are you reading, watching, or listening to right now that is inspiring your leadership?

Hartman, Tiger Global: A piece of writing that I often find myself returning to and sharing with colleagues in similar spaces is “At the Edge of the Inside” a consideration of the works of theologian Richard Rohr. It emphasizes the importance of effecting change within an organization or system. If you’re on the outside of a system, you can’t fully understand or appreciate it. Conversely, if you’re too close to the center, you may not be able to see its shortcomings. 

That really resonates with me. During the first decade of my career, I often felt out of place. Traditional business people sometimes considered me too alternative, while the activist or nonprofit community sometimes viewed me as disingenuous. Rohr’s piece helped me understand the importance of navigating those edges and building bridges. I highly recommend it to those working within conventional systems but pursuing unconventional goals. 

On a lighter note, it’s essential to find joy, rest, and respite in our busy lives, which I often find when listening — and laughing — to the podcast SmartLess, hosted by Will Arnett, Sean Hayes, and Jason Bateman. It offers a delightful blend of entertainment and relaxation, reminding us to make time for lighthearted fun.

On a related note, I highly recommend the newsletter What Could Go Right, which offers a refreshing perspective amid today’s often negative news cycles. It’s easy to feel anxious or overwhelmed by the state of the world, but it’s essential to recognize the progress we’ve made and the potential for positive change. To address challenges as great as the climate crisis, we can’t rely solely on fear, scarcity, or reactive responses. We have to inspire and excite people by showing them what’s possible and giving them hope. 

To learn more about how our ESG Next honorees are shaping business as a force for social and environmental good, visit the series hub. Tiger Global is a NationSwell Institutional Member. To learn more about membership in NationSwell’s community of leading social impact and sustainability practitioners, visit our site.

At a moment of unprecedented attention, investment and opportunity for the emerging field of ESG, leaders are asking: Who is best preparing their organization for the society of the future? Who is innovating today to meet decades-long environmental and social goals? Who is setting standards that catalyze their industry’s change for the better? Who is defining what bold and aspirational look like — and how best to advance that work in practice?

Enter NationSwell’s ESG Next, an exemplary group of investors, executives, authors, philanthropists, social sector leaders, academics, and field builders who are helping to shape business as a force for social and environmental progress, advancing — and even pioneering — the most forward-thinking and effective programs, initiatives, technologies, methodologies, practices and approaches.

For this installment, NationSwell interviewed Kate Behncken, Corporate Vice President of Microsoft Philanthropies, about the importance of tying together purpose and profit, the power of capacity-building leadership, and this moment of tremendous opportunity for social impact and sustainability leaders.

Greg Behrman, NationSwell CEO + Founder: Tell us about how your personal and professional journey led you to ESG work.

Kate Behncken, Microsoft Philanthropies Corporate Vice President: While I was a lawyer for many years working in Australia and Europe, I was presented with the opportunity to come on board as Chief of Staff for Brad Smith, Microsoft President, Vice Chairman, and General Counsel. That post gave me an opportunity to be exposed to the broader work of the company, and it was in that role that I learned about all of Microsoft’s social impact work. 

I had the opportunity to work on a number of initiatives like Kids in Need of Defense, and I think that exposure is what really lit the fire for me to get passionate about the work we were leading, the opportunity to make a difference, and most importantly, about the responsibility the private sector has to all communities.

Behrman, NationSwell: How do you think about what defines this moment in ESG?

Behncken, Microsoft: As a tech company, we see the tremendous opportunity that technology brings — the huge benefits and great potential for technology to address some of society’s biggest challenges — but we also see the pace of change, the rapid transformation that was only accelerated in the Covid era, and how this pace raises new challenges and also intensifies existing inequities in our communities.

Because of that, at this moment, there’s greater expectation on private sector leaders from everybody — employees, stakeholders, and ourselves. I would say from what I’ve seen at Microsoft, the level of energy across the company for the work we do is at an all-time high. That’s a fantastic opportunity for someone like me in my role, so the question is, how do you tap into it in the best possible way?

We view our goals through four key lenses: supporting economic growth, sustainability, trust and protecting fundamental rights, but ESG is also so broad. I think a lot of us are thinking about what this framework means, and what it’s going to do. There’s going to be more that companies will have to report on in more ways; and there are going to be more things that we want to continue to report on.

Behrman, NationSwell: What is it about your approach to ESG, social impact, and sustainability work that yields the most success?

Behncken, Microsoft: In the private sector, there’s been a historical sense that profit happens at the core of an organization, but the purpose-driven functions take place in this small department that’s separate from it. But I don’t think that’s the case. The more that companies can bring together profit and purpose, the more they’re going to be successful.  

That’s certainly not the case at Microsoft. From a people perspective, we have a multidisciplinary team thinking about how we bring together our purpose and our profit. That’s no easy task. To do that, you really need a diverse skill set. We have people from so many different backgrounds, and as with any team, that diversity makes you stronger, and makes the work better.  

One of the really unique things about Microsoft Philanthropies is a group called Tech for Social Impact, where we focus on how we help nonprofits get access to affordable technology to be able to leverage that tech to grow, scale, and reach more of the beneficiaries that they’re trying to reach. But it’s not just the affordable technology we provide — it’s often that we’re working really closely with them to help them drive their own digital transformation. We’re meeting them where they are. Some nonprofits have great mastery of their technology tools, others not as much. So we, and our partners, listen to the organizations’ specific needs, that’s what makes our model so different from a one-size-fits-all approach to helping nonprofits.

In this arrangement, we reinvest incremental profits generated from the TSI model into philanthropy, into innovation for the nonprofit sector, and into a wide range of social good initiatives. That gives us a tremendous opportunity to do more; the better TSI does, the more that we can reinvest back into the sector.

A lot of people originally thought that a non-profit sales channel in philanthropies is oil and water; they thought, “How can that possibly work?” Well, I see it work. And it’s fantastic. Last year alone, we provided $3.2 billion in donated and discounted technology – up 29% from the previous year – to 302,000 nonprofits that deliver critical services to over 1.2 billion people around the world. Over the next five years, we will double the number of nonprofits we reach with technology discounts and grants to help amplify their impact.

We’re also focused heavily on multi-sector partnerships, like our partnership with U.S. Vice President Kamala Harris’s office to deepen investments in local economies in Central America, bolstering quality of life, increasing access to work, and helping to stem the tide of migration to the United States. For this initiative, the partners worked together to map out the different “swim lanes,” and then we each focused on the one where we could have the most unique impact. 

We lead the swim lane around digital inclusion: Microsoft is focused on expanding Broadband internet access to 3 million Central American  people and providing access to digital skills learning paths to upskill workers and make them more competitive in the job market. We’re training over 100,000 Central American workers in the next three years, helping them to learn the soft, technical, and digital skills that will enable them to gain access to  higher-paying local jobs.

The partners were very thoughtful, not only about which of us could lean in to each of the swim lanes, but about how each lane supported all the others,  and then how all involved collaborated more closely with government. I think it’s a model that we might start seeing in other countries around the world. You can learn more about our work, and the other partners involved on the White House website.

Behrman, NationSwell To which of your leadership practices or approaches do you attribute your success leading the sustainability function of an organization like Microsoft?

Behncken, Microsoft: One of my core beliefs about being a leader is that leadership is about building capacity and not dependency. Of course, I’m very focused on making sure Microsoft Philanthropies is a great place to work, but I’m also really invested in how we’re helping to grow people’s careers in the space. 

I’m also a firm believer in the power of partnerships. We partner a lot with governments around the world. It’s the only way to really achieve scale with some of the work we do, like our global initiative to upskill workers in an effort to support local economies and talent pipelines around the world.

Lastly, I am a firm believer in focus, and I steer my team towards only being at the tables where we can add really unique value. If you do less, you’ll drive greater impact. That’s a journey we’re all still on.

Behrman, NationSwell: Who are some leaders in this space whose leadership inspires your own?

Behncken, Microsoft: I’m inspired by Wendy Young of Kids in Need of Defense, a great organization working to help unaccompanied minors migrating to the US. Wendy is an amazingly generous leader, and Microsoft has worked closely with KIND over many years. I’ve had the opportunity to see how she thinks about addressing systemic issues, and she’s just very on top of it. An absolutely wonderful person.

My team and I look at the work that Shamina Singh is leading at Mastercard, not just on inclusive growth but also more broadly across the whole organization, thinking about how they bring together their purpose and their profit. (Editor’s Note: Shamina Singh is a future ESG Next honoree, and will be profiled in this series at a later date.)

Behrman, NationSwell: What are some resources you recommend that have helped to fuel your leadership, professionally and personally?

Behncken, Microsoft: Caste, an exploration of how America has been — and still is — shaped by a not-so-hidden caste system, is essential reading. The author, Isabel Wilkerson, links our social system to India’s and Nazi Germany’s, and her analysis has shaped my view of the world today.

Brad Smith, who’s the president of Microsoft, recently wrote a book called Tools and Weapons, and also recently released a podcast where he speaks to leaders in business and government to look at the world’s most critical challenges, the intersection of technology and society, rural broadband, and digital inclusion. I think they’re both essential.

To learn more about how our ESG Next honorees are shaping business as a force for social and environmental good, visit the series hub. Microsoft Philanthropies is a NationSwell Institutional Member. To learn more about membership in NationSwell’s community of leading social impact and sustainability practitioners, visit our site.

At a moment of unprecedented attention, investment and opportunity for the emerging field of ESG, leaders are asking: Who is best preparing their organization for the society of the future? Who is innovating today to meet decades-long environmental and social goals?

Who is setting standards that catalyze their industry’s change for the better? Who is defining what bold and aspirational look like — and how best to advance that work in practice?

Enter NationSwell’s ESG Next, an exemplary group of investors, executives, authors, philanthropists, social sector leaders, academics, and field builders who are helping to shape business as a force for social and environmental progress, advancing — and even pioneering — the most forward-thinking and effective programs, initiatives, technologies, methodologies, practices, and approaches.

For this installment, NationSwell interviewed Tricia Winton, Partner and Global Head of ESG at Bain Capital, about why she thinks ESG isn’t going away anytime soon, the power of a private partnership model in advancing ESG work, and the importance of focusing on the upside while you navigate the risks and pitfalls.

Greg Behrman, Founder + CEO, NationSwell: Was there a defining experience or moment that drew you to this field?

Tricia Winton, Partner and Global Head of ESG, Bain Capital: It wasn’t just one moment. I’ve had the opportunity to be surrounded by leaders in our field and a firm like Bain Capital that believed that thriving businesses across a number of dimensions including governance, sustainability, organizational performance and culture generate higher returns as well as positive societal and environmental outcomes. I’m proud to say that Bain Capital has held this belief since its inception and before the term ESG came to fruition.  

I joined Bain Capital in the midst of the pandemic and saw firsthand the power of an organization that is sincere and engages and collaborates with a wide range of important stakeholders. I also saw our ambition to lead in this space. The goal was not to make flashy proclamations, but to drive genuine impact. You can feel that in the culture and in the work, which is very different from what I’ve seen anywhere else.

Behrman, NationSwell: What do you make of this moment in ESG? Where are we in its evolution, and how do you assess this moment?

Winton, Bain Capital: I have a long-term perspective on the evolution of the space, and I think broader socio-economic factors have only heightened the awareness of what’s expected of companies and individuals in facing some of society’s largest problems. The reality is we’re going to need more collective effort, not less.

Here’s the good news: We’re seeing progress every day. We’re seeing more and more employees who want to work at firms and companies that think long-term and holistically about their impact.  We know employees want it and we know investors want it. Ultimately, it’s a focus that is going to reward our industry and the broader business community. 

The more I see this progress, the more my conviction grows around the importance of this work. Of course, we need to address the risks our companies are facing — but it’s equally important to concertedly lean into the upside of ESG work and the lasting, positive impact that businesses can deliver. We can and must do so much more.

Behrman, NationSwell: Can you share how you and your team at Bain Capital approach ESG work in ways that are unique or exemplary?

Winton, Bain Capital:  Our full team really wanted to develop an ESG approach that has our fingerprint on it — distinctive, generative and ultimately our own. 

We’ve had four decades built on a consulting business transformation model that’s really unique in this space — and that really gives us a head start on producing authentic, exemplary work. Our goal is to invest and grow great companies, but also to do that in the right way with a very high integrity, respect for people and enthusiasm to create these businesses that thrive. Because of our consulting roots, we have the desire to work through tough problems. We’re trying to apply that same rigor and intensity to our ESG efforts, endeavoring to build out what we think is a distinctive approach to where our culture is in alignment with our values. 

That manifests throughout the five core ESG commitments we established, where we believe we can have meaningful, measurable impact over the long-term. It also manifests in the practical application of those commitments in our investments and portfolio companies, through examples like building our ESG leadership team with leaders from across our business units, organizing global teams to spot ESG trends and share learnings, and focusing on building good governance in our investments and portfolio companies because we believe that good governance is the umbrella through which ESG efforts get the right traction. We have an intentional approach there with a consistent set of practices that centers around ensuring that we are thinking about ESG outcomes with the same intensity that we have every other part of our investment thesis. 

Other examples include the convening of portfolio company leaders like our Chief Human Resources and Talent Officer monthly forums and annual summit to advance our approaches to human capital management.  In these forums, leaders review the latest strategies and tools to enhance diversity, equity and inclusion and share approaches to boost employee engagement and organizational health.

Finally, we prioritize broader stakeholder engagement with thought partners like NationSwell, Focusing Capital on Long Term (FCLT Global), Business for Social Responsibility and the Sustainable Markets Initiative to advance our sustainable investment practices, and Management Leaders for Tomorrow and the Directors Academy to really expand the pipeline of diverse talent coming to our firm and to our portfolio companies.

Those are the kinds of things we’re building out across our businesses. Soup to nuts, we think this is distinctive and differentiating.

Behrman, NationSwell: What are some key opportunities you see for Bain Capital? 

Winton, Bain Capital:  There’s so much that’s been said about how we need alignment, uniform actions, and clarity as an industry. All of that would be great. But for us, here and now, we’re really focused on how we can measure and drive year-on-year improvements. We continue to build out our measurement and reporting capabilities, centering the tangible outputs that help drive our progress. And when you hear people talk about the confusion and the challenges around data measurement, the momentum of what’s possible and those tangible outcomes get lost from the discussion.

We believe that a focus on tangible outcomes helps us act on priority topics, such as our efforts to reduce our environmental footprint and engage our portfolio companies to reduce carbon. We leverage our deeply collaborative approach, and support from expert advisors to ensure decarbonization efforts are practical and relevant for our companies.  

Behrman, NationSwell: To which of your leadership practices do you attribute your success?

Winton, Bain Capital: I embrace a deeply collaborative process and I’m fortunate that our firm and our ESG team really pride itself on that.  We work to understand different points of view. We believe firmly that more perspectives on a problem will yield a better outcome. I think we are trying to be bold and we have an ambitious vision, but we have this highly collaborative approach that I feel will help us build more effective programs and drive impact over time.

Behrman, NationSwell: Who are the leaders that inspire you in personal and professional ways?

Winton, Bain Capital:  I think one of the most inspiring people to me is Paul Farmer. I had the opportunity to meet Paul on many occasions and learn more about his fundamental belief about global health equity and how important it is to advocate for human health and justice globally. With his passing, the world really lost an incredible visionary.Bryan Stevenson’s work on racial justice in America has been a constant source of inspiration for me, and he is an incredible example of how you build lasting partnerships.

To learn more about how our ESG Next honorees are shaping business as a force for social and environmental good, visit the series hub. Bain Capital is a NationSwell Institutional Member. To learn more about membership in NationSwell’s community of leading social impact and sustainability practitioners, visit our site.