Well, I am thrilled to be in discussion this morning with Santiago and Anditi. We humbly will be offering some thoughts on the global state of impact investing. We each represent a different geography, the United States, Latin America, and Africa. And our colleague Doreen in a minute will talk a bit from the Asia perspective. So we hope to give you a quick tour around the globe and the state of play. Thank you to SOCAP and the Sorenson Impact Institute for hosting us. Really excited for the next three days. I come to this work as an impact investor, an impact entrepreneur, and a field builder. And I think we all, what's centered in all of our work is a commitment to equity, like a lifelong commitment to equity, economic equity, gender equity, racial equity, and many other types of equity. And I think that you will see this as our collective route. And we hope that you, that will animate your journey at SOCAP. So just a little bit about the state of play in the United States. We have had some amazing tailwinds, I would say over the last 10 years, but certainly over the last handful of years, we have moved from a relatively niche practice to more squarely in the mainstream. The Chin, which does a biennial study, suggests that there's over a trillion dollars globally in impact investing. If you add public markets in, it's many trillions of dollars. And in the United States in particular, we have some tailwinds in the form of a trio of three enormous government bills. The bipartisan infrastructure bill, the Chips and Science Act and the Inflation Reduction Act, which is poised to flow hundreds of billions. And then if you partner it with private sector investment, trillions of dollars over the next handful of years. And one of the things we are working on at the US Impact Investing Alliance and the Tipping Point Fund on Impact Investing in coalition with many of you is making sure that communities, particularly historically underserved communities have a say in how that money flows. That is how we are going to move the dial on economic equity and other types of equity. Just a moment on tailwinds and then I'll pass it over to Santiago to speak about Latin America. I think it is a testament to the success we have had as a field that our work is drawing attacks, political attacks on the pairing of financial considerations and impact considerations from impact investing to ESG. The work that we do and the right to do our work is under attack at the state level, at the federal level and the public square. You couple that with the striking down of affirmative action at the Supreme Court means that DEI practices in all sectors, including of course not limited to the private sector is under attack. So we as a field need to come together to defend our right to invest in the ways that we feel will be most impactful. So Santiago, I'd love to pass it to you to share a little bit about the state of play at Latin America. Thank you Fran and that is such an interesting question. As mentioned, I've been in the field of impact investing for over 10 years, specifically focused on the Latin America supporting different organizations at different stages of that journey from Mexico down to Colombia nowadays. And initially it was very difficult to find local organizations operating across Latin America in the field of impact investing, social entrepreneurship, you name it. It was mostly a field where international players mostly coming from the North started sort of to open operations in the region to get sort of this movement. Having said that over the last five to seven years, the ecosystem has really exploded. We've seen flourishing of organizations in terms of actors across the ecosystem, accelerators, entrepreneurs, fund managers, foundations, even the government sort of starting to enter into the field and trying to understand what can be done to really catalyze impact across the spectrum. Initially, Latin America just to share an anecdote. Over the last eight years, I've been building Alive Ventures which is an impactful manager focused on the Indian region. Trying to address inequality across Latin America which unfortunately is where inequality is the greatest globally. And initially the conversation with local players was very binary. It was really about business as usual or traditional philanthropy. There was nothing in between, nothing in the spectrum. When we started Alive Ventures, started fundraising, the discussion was either profit or philanthropy. Nowadays, we're raising our second fund and the conversation is entirely different. The conversation is not about pipeline. That was usually also the first question we would be asked in terms of would you be able to find organizations that truly blend impact with profit? Now that's no longer the question. Now the question is really about scale. It's about how we can transcend. It's about how we can make this the mainstream. So there is hope when the region is looked at from the outside. Clearly there are challenges but also there are opportunities and the call to action I think to all of us that are gathered here today is really how we can achieve scale. Thank you Santiago. And Titi joins us from Lagos which means I don't know what time it is for you but it is not the bright and shiny morning. So thank you for joining us. Could you share a little bit about the state of play of impact investing and impact entrepreneurship in Africa? Thank you so much. It's really an honor and privilege to be here and building on Santiago's comment. The first thing I'll say about the African continent is that we have 54 very diverse countries. So there's not one state of play and the complexity and the diversity across those countries really varies but we have seen also an explosion in not only local giving where we're starting to see African investors saying Africa's future belongs to us and we will invest in social innovators through the Africa Philanthropy Forum through World for Impact and a range of other initiatives we're pushing for bridging the gap and connecting social innovators to local investors. And we're seeing angel networks popping up all over the place we're starting to see pension funds investing and impact funds and in countries like Kenya, South Africa and Nigeria we're seeing a lot of growth. However, we're also seeing three C's that are creating and over the last two years some turmoil, climate obviously, economic crisis and then some level of emerging conflicts and what that does oftentimes is especially for international investors that are coming into partner with local investors we're seeing a shift to their comfort zone and a shrinking of space for local organizations and that's very worrisome especially because of how important it is to partner in a time when you have climate affecting all of us and a continent like the African continent most affected by climate change with seven out of 10 countries on the continent most affected. We also see how local entrepreneurs innovating who need the support. So my call to action is really around localization and how as impact investors, many of you sitting in this room we can prioritize investing in local organizations that are closest to the ground that stayed through the good and bad times that can deliver impact at scale at a fraction of the cost. And as we invest, we must prioritize and track how much funding is actually going to those local organizations. I'm excited about what I've seen in many of our contexts and I work in food and agriculture. I've seen how we are leapfrogging, leveraging innovation technology and data but we see that happening in health, in education, in tech and I think this is a time to strengthen local organizations for scaling. Thank you. So you bring up the topic of scaling and would love for each of us to speak a little bit about what it will take to get to scale with the understanding that sometimes it's complicated when you're thinking about impact entrepreneurship you're thinking about local impacts that sometimes you can grow through scale and sometimes you grow through replication and indeed sometimes the most innovative practices like participatory investing are small by design hyper-local by design and are not meant to scale. So Santiago, oh, I like the spontaneous clapping. Very energizing. Santiago, can you talk about how to get to scale impact in Latin America? I think that's the familiar dollar question as they say and I don't think I have the answer but I do have some thoughts and I couldn't agree more with it indeed in terms that one of the main things sort of to really reach scale is that we need to continue bringing local players into the space. There's been players coming in over the last years as I mentioned, but we need to bring more and we need to bring the mainstream players as well. Therefore not the foundations, the typical or the usual suspects that we sometimes joke around so that we see each other in meeting after meeting in conference after conference. We actually need to bring to the equation and to the discussion more mainstream players. In our case, for example, there's been a heated debate in terms of how we can bring local capital, institutional, local capital, pension, funds, insurance companies to really be able to fund the change and the opportunity sort of that the region has to offer. So that's really front and center. The other thing that I would highlight is that, I mean, clearly the last 18 months have been tough globally but in emerging markets and in Latin America particularly, the impact has felt that is exponential. The volatility of our economies, just when there is global crisis, it just accentuates. But I think within the impact ecosystem, we need to see sort of this crisis as a silver lining as an opportunity because when we see what we're trying to change, sort of when we see what the entrepreneurs are trying to address which means market gaps are trying sort of to come up with products and services that they can offer to population that have been traditionally underserved. That means that they're trying sort of to create markets, that they're trying sort of to reach to segments of the economy that traditionally have not been served and that usually means opportunity. Therefore, what we're seeing is that this segment of the economy is actually much more resilient as well to crisis and we need to make that an opportunity to show that there is potential and therefore bring the capital, the local capital for the international capital, also then to follow suit to really scale opportunities. Thank you. One thing that drives us at the US Impact Investing Alliance and the tipping point fund on impact investing is scaling but doing so with impact integrity. We believe that all investing has an impact but it has either been largely or wholly opaque to stakeholders. And one thing that we're very excited about is that there is a global regulatory movement of foot to make impact more transparent in the United States through the SEC. Hopefully we're kind of limping to the finish line on climate disclosure and we hope that human capital management follows soon after. Governor Newsom in California recently signed into law corporate disclosures of you're doing business if you're a public or private business in California or doing business with California which is many, many businesses you will need to disclose in order to be able to have those companies disclose on scope three emissions and then as many of you will know in the UK and Japan, in the EU there are also these are open regulatory windows simultaneously open. This is impact transparency is something our field has been working on for decades and it is a huge moment whether it's at the IFRS Foundation with the International Sustainability Standards Board or the concept of double materiality in the EU. One of the things that we are keeping an eye on is the unintended consequences of some of this global disclosure. For example, we're starting to hear stories from as a result of the CSRD the Corporate Sustainability Reporting Director from the EU that they're by law very soon there's a faith in these companies will be required to disclose on climate. That means that their suppliers, small businesses, and the global south will need to disclose and we're worried that there will be unintended development consequences a kind of stratification of developing economies as an unintended consequence. So we're very excited about impact transparency. We can't get to impact accountability or impact equity until we have transparency. So it's incredibly important but it's also important to keep an eye on the unintended consequences. And so indeed, I was wondering how you think about scaling the field and practice of impact investing but doing so without further perpetuating systemic inequities. You know, a friend once said instead of trying to scale our work we should scale what works. And that's the challenge we all face here. We all want to scale our individual organizations work instead of focusing on really being humble enough to know to scale what works. And one of the things that work around equity is investing in women. So gender lens investing is critical, right? It works. And sadly, yeah, I'm glad we have a lot of supporters in the audience so I'm preaching to the converted. But when you look at fund managers on the continent of Africa, only 4% in some countries it's up to 10% goes to women fund managers. We're not seeing the funds flowing to these women who know how to invest in other women we're not seeing deliberate efforts to hold fund managers all fund managers accountable for how much of their funding goes to women led organizations and we're not tracking that data. So in addition to tracking some of the data that we think we should track on impact and ESG I would like to advocate that we actively track about how much funding goes to gender and hold fund managers accountable to do better and to go deeper. It works. Absolutely and I know that your fund is committed throughout to gender lens investing. So thank you for bringing up the importance of gender. So to wrap, I'd like to do just a rapid fire round. What are a couple of like one or two words that you'd like to leave the audience with? A, around the importance of the growth of this movement and B, as they start on their so kept journey some things to keep in mind, but just little tidbits. Two words on my end. I would say, and part of the discussion, scale and second one, opportunity. I mean, there is urgency sort of to scale but there is also an opportunity out there to really connect, act as an ecosystem to build the field and hopefully in Latin America take it sort of to the next level and nice stream. Fantastic. Thank you. And Didi. So in my language, the word love translates to ahurum genaya. I see you in my eye. I see you. I would like us to see each other through so cap but I also would like us to see each other beyond so cap and that takes courage and it takes humility but that's what the impact investing space needs today. Courage and humility, courage to ask tough questions to challenge the status quo, to ensure that we create spaces for each other and humility to learn and unlearn and humility to scale, not our work, but what works. Thank you. Thank you. So my challenge to the audience builds on these comments. One is to be bold, the magnitude of the challenges at hand will require creativity, innovation and radical partnership and indeed cross sectoral partner partnership and cross jurisdictional partnership. And the other is to be intentional because if we're not intentional, if we move around expediency say around climate investing but we don't consider the communities that are most impacted and the constituencies that are most impacted we will not be manifesting a more equitable, sustainable future. So thank you so much to my partners in discussion. Thank you Santiago and And Didi and thanks to you for being such a spunky audience. Wishing you a wonderful SoCAP and yeah, have a great rest of your day.


Well, moving on now, the House of Representatives has etched the Minister of Education to direct all relevant agencies and institutions under its jurisdiction to update and develop functional educational curriculum for schools at all levels. The resolution is secret to a motion sponsored by Honourable Kolaoli Musbah of Federal Laumica representing the Jeremy Fellow of Federal Constituency of Lagos during plenary. Musbah is, in his lead debate, said that a major contributor to the high rate of youth unemployment in the country and its resultant effect is a non-functional educational system which appears not to prepare youth for gainful employment. I rise this morning and appeal to my colleagues to join voices, understand and defend the innocent children, innocent Nigerians that only go to school to develop the talent, the God-given talent so that tomorrow they can become better citizens and contribute towards the development of this country. Mr. Speaker, I want to also use this opportunity to call on Federal Minister of Education to rise to this challenge.


Hello and welcome to the weekly market update with me David Madden today's date is Monday the 20th of May 2019 and the time has just gone 1401 British summer time We've seen a fairly negative start to the European session very broad sell-off all across Europe It's essentially a continuation of the Story for the last few weeks whereby the trade tensions between the US and China Are essentially weighing on investor sentiment. Now keep in mind We did have a decent bounce back in the latter half of last week For the terms of European markets and we seem to be turning over again So this could be a process. This could just be kind of you know, potentially be be the beginning of the next leg lower You know the the trade talks between between the US and China as you saw the last week or two the empty has been upped and Now that Washington DC has effectively blocked Huawei The the Chinese company essentially from anywhere along the kind of US market evening kind of supply chain form anywhere along the line That's likely to kind of you know Keep keep keep a relationship between the two sides, you know, you know frosty at best So traders are sort of thinking about this trade situation could be prolonged on top of that There's been a political uncertainty in Italy and the coalition government that the the League of Party the North formerly the North Northern League and the anti-establishment faster movement there's All all it's not well between the two coalitions partners And that is that is actually really weighing on the may 40 at the end the footsie may 40 The Italian index has also feeding into the wider selloff in a euro so equity markets in terms of There's been any kind of you know made anything else There's sort of the main stories that we've been looking at On this on this Monday Take a look now what's going on at the major markets starting off with the the footsie with London's what we can see here is that Obviously we had the fairly severe sell-off between mid-April and particularly Last week basically last week we have had the recovery But if you can see here that the footsie hundred is back below the fifth day moving average and given that Sentiment is looking overall given that we're seeing about see a sea of red across Europe sentiment appears to be sour This this area here has the potential To be the lower high before we have we have another lower low So keep an eye out for this area here in around the 7,130 mark the lows of last week and notice is also Keep an eye also for the water they move the average seeing it did manage to act as support last week And if you manage to break below that we then be looking at printing your fresh multi-month lows And if you go up below that we can really head back down towards this area here, I'll have not seen since late February in at 7,040 That's on the on the premise that this could be the lower low This has potential to be a lower high before you potentially move lower again But if markets ended it does manage to turn around and if you do manage to get a press on higher from here We could really get target this region here in around 7,400 It's a big psychological number But also on a few occasions that act as support and also as resistance the general area only in the last few weeks And I move below 7,400 Okay, then take us back up towards potentially back up as towards the April highs in around 7,530 and move beyond that could the patient you take us back up to levels not seen since late September last year Taking a look now at the DAX is your market similar situation whereby the market had after hitting multi-month high in early in early May Had a quite aggressive sell-off received support from this area here in around for the 50 moving averages The blue line is also not this area here. This is a regional performance this region of former resistance turned supporting around 11,823 if we could hold above that it's possible that we could see the wider upper trend for the last few months continue But given that markets are turning over so you get slight increase in negative momentum on the MACD indicator of the MacD histogram If you do manage to trade lower from here and take out last week's last week's low That could be a sign that would refer the losses and it could take us back down towards this area here in around in around eleven thousand seven hundred this this region here Notice how that particular metric has been a fairly important metric Other in for quite some time just in around the kind of eleven thousand seven hundred mark it act as a support back in February 2018 and a few occasions and back to that book and both as As a resistance and also a support keep on out for that It also kind of coincides with the Trinity moving average which comes into play in around 11,650 so their entire region of 11,700 down towards 11,650 that could be construed Potentially I could be an area for a support should we move lower from here But if the market that the wider trend since late December does manage to actually Continue I keep an eye out for this area here last week's high of just just north just some in around the 12,000 318 region here and if you go beyond that you could be looking at retesting the upper highs in at 12,450 Take a look now. It's going on the Dow So as you can it's a very similar situation on the Dow Jones or by we've come off the highs that were reached in In early May the market has managed as a drifted lower. We have seen the subsequent rebound and But once again this area here could this could just be the pause before the next move to the upside But it could also equally be we've had the lower low This has the potential to be the lower high and then before moving lower yet again and if you take a look at the cans a couple of Red day for a red candle on Friday and also are today and Monday If you too much you're going to drift lower and turn lower yet again This area is where you keep an eye for in around the kind of turn of moving average Which comes to play a twenty five thousand four hundred and twenty six and just I just I'm just in this area here in Around twenty five thousand two hundred and thirty. We can see that that area act as very decent support last week If you manage to take out that area Then we could be looking for heading back down towards we could be like you heading heading down for further losses back down towards You cannot cycle out logically important twenty four thousand mark But if the wider upward trend that's been in place for the last few months does matter to continue The first day to keep an eye for the potential be this this blue line here the fifthly moving average in a 26,000 and 70 and if you go beyond that we could really be heading up towards the twenty six thousand four hundred region There's quite a bit of both support and resistance in that area not too long ago And then if you go beyond that we could be looking at heading up towards essentially retesting The speech retesting the April highs of in around the twenty six thousand seven hundred mark It's a fairly similar situation on the S&P 500 whereby Some of some of the gains are made at the back end of last week have been given up if this You know, we've already had multi year mod all-time highs achieved in May We've had the lower low this could have potential to be a lower high before we go lower again So keep an eye out for this area here in a two thousand eight hundred And I think the size of break below two thousand eight hundred We could be looking at a back down towards this area here in a two thousand seven hundred and eighty four But if you do manage to actually kind of press on higher from these current levels And we get back above the fifth of the moving average this blue line here in a two thousand eight hundred seventy We could be looking at our getting last looking at retesting last week's high in a two thousand eight hundred eight hundred and ninety two and a movie on that It could take us back up towards two thousand nine hundred and twenty this region here And then beyond beyond that we could be a retest retesting all-time highs So I'll take a look at what's going on in gold So the gold market receive it kind of the size of the boost this day last week I got up just north of of thirteen hundred when there's all the uncertainty in all the uncertainty in the Global stock markets, but since then it's kind of it's turned it's turned lower yet again So the market has given up both those games and heading back down to sort of now back to love that scene Since early March, so we're talking, you know two and a half week lows And if you look to kind of keep mind the wider train since February has been very much to the downside in the gold market So if you continue to press on lower from here, we could be looking targeting this region here in around 1266 And I move below that could potentially take us down towards this area here in around the 1250 region Essentially while we remain below the recent low the recent high of in around 1303 it's likely you could see further losses and if you do manage to take up 1303 We could be looking at rather a targeting via the mid April high of in around 1310 And then if you go beyond that you could really get targeting the mid March high in at 1324 that general region Take a look now at the oil market starting off with WTI one of the stories of the last 24 hours what the Saudi Arabia? Saudi Arabia indicated that There's consensus among OPEC to actually continue on with the cuts that have been in place so we had seen a tick off tick higher in the oil price and That's so that this fear is that demand is going to be squeezed and we're seeing a bit of a tick higher in the oil price So notice that we hit multi-month highs and late April the markets drifted lower Partially because of the trade on trade uncertainty But we notice that we actually are here to be pushing higher yet again And if you hold up all of this blue line here the 50 moving average which comes into play at 61 spots 79 We could see the market continue on in the wider upper trend Keep an eye for the 64 dollar region and if you go up a lot beyond that on WTI We could be looking at retesting the April highs in around a 66 spot 50 That being said if you do manage to actually turn over again And we take out the recent lows this this area here in around the kind of 60 bucks a bar region I could point to further losses It's a similar situation on Brent crude oil Where by the Brent crude oil market is getting decent support from from the 50 moving average Which comes to play at 70 spot 57 if you could hold above that We could look to press on higher from these these levels and we could head up toward this year We hear the the recent the April high in around 75 spot 71 But if you do manage to actually drift lower and even if you drop below the 50 moving average Keep an eye for this red line here the turn moving average was missing act as support and also active support in early April That metric comes into play just north of 69 dollars per barrel If you have a size of break below 69 dollars a barrel We could be looking heading back down towards this area here You know the kind of the mid-merch lows in around 66 dollars per barrel Take a look now at Euro dollar So your dollars been in a fairly clear downward trend in recent months Yes, I'm fully aware that the highs in March check out the highs in February, but keep in mind We didn't manage to print on multi, you know, you did the lows of April clearly take out the lows of March As you can see here We're gonna continue to be in light downward trend on a few occasions this blue line here a fifthly moving average Did manage to act as a areas of resistance and we're still holding and essentially while we hold below it here Which comes into play in around one spot 12? Forty ish while we hold below it It's likely we could see further losses and if you do press lower from here We could be looking at a to communicate targeting the late April low in at one spot 1110 and a move below that could take us down to 110 So we really need to take enough to have a very size of break above the fifth of the moving average Before we look to head towards 113 And if you head towards 113 keep on for this region here in around the one spot 1324 region and then if you go beyond that we could really get any backup tours You know 124 and then potentially the mid-march eyes Have a look now at the pound versus the US dollar. It's a pound dollar has essentially been in a pretty aggressive sell-off Most for most of the of the month of May we've moved firmly below The if you refer me below the trigger move the average we falling back to recently be falling back to levels not seen Since essentially the middle of the middle of January, so we're talking about, you know Not too far away from being there at four month lows if you look the press on lower from here You could be looking to track in this area in at one spot 2710 And a move below that could take us out towards the kind of one spot 26 region We can see a few occasions that the general kind of one one spot 26 one spot one spot Sorry one spot 26 20 area in around here did manage to act as support And any any moves to the upside are likely to run into resistance from it around the Trinity will be average which comes to play at one spot 29 57 and then beyond that The big kind of psychological number of one spot 30 and potentially come into play I'll take a look now at the week ahead If you go to our website cmcmarkets.com only the news and analysis section you will find our weekend article Looking looking from here. We can starting off from here on the you can see tomorrow home depot their first quarter figures out from home depot on Tuesday we have an HEM from Metro Bank on Wednesday, we have UK CPI also on Wednesday We give you a couple of updates from UK companies roll down a full your figures as do Marks and Spencer's and On Wednesday, we have the the minutes from the Lendis better reserve meeting On Thursday, we have German GDP. We have a Germany GDP of German GDP. We also have a German and French The the flash PMI PMI reports coming out On Thursday, we have first quarter figures from Best Buy and as we do first quarter figures from Kraft Heinz And also keep mind towards back in the week. We have the European with the EU elections So that's obviously going to be causing a lot of political talk And there's and there's speculation that Eurosceptic parties are going to gain a lot of ground in this particular election and finally on Friday We have first quarter quarter figures from Footlocker over in the US Just before I go if you've any comments to make on this video or any of the other videos We've made here at CMC markets, please feel free to leave review on Google views. Thank you very much


Welcome to this CUBE conversation, I'm Lisa Martin. Brent Briggs joins me next, the director of DevOps and Cybersecurity at Hypergiant. Brent, welcome to the CUBE. Hey there, glad to be here. You have a very cool background, which I wish we had time to get into your mandolin plan, but we don't. Tell me a little bit about Hypergiant. This is a company that's new to me. So we are an AI and machine learning company. And we had the slogan, we talked about a lot. It's almost pungent sheet, tomorrowing today, where we want to build and focus on technology that advances the state of the art. And we want to do where this deep history and background in services, where we build custom solutions for companies that have data problems and that have AI and machine learning problems. And they come to us and we help them make sense of their data. And we build a custom software solution from top to bottom. And we help them with their data problems and their really difficult problems that they have there in a very specialized way. And yeah, that's what we do. It's really fun. Tomorrowing today, I like that. Need t-shirts with that on that. So talk to me about the work that you guys are doing with SUSEA, Rancher Government Labs. You're doing some very cool work with the Air Force. Help me understand that. Sure. So about a year and some change ago, we had a government contract, an Air Force contract to develop some new, or to basically write an experiment with some new sensing technology on board a satellite. So we built this satellite. We were talking about how we're going to employ DevOps best practices on the satellite. And if that's even a thing that can be done, how we get these rides to space and really thinking through the entire process. And as we did this, we were getting more and more deeply involved with a very, very new group. Actually, we kind of started at the same time, a new group within the Air Force called Platform One. Platform One's mission is to bring DevSecOps to the DoD enterprise. And so as we're kind of starting off together and getting to know each other, Rob Slaughter, who started and ran Platform One for the first bit of its existence, he said, hey, we're going to incorporate some Platform One stuff into this. Let's talk about just building an actual Platform One satellite and see what that looks like. And so that was kind of the start of this whole idea was what do we do and how do we do DevSecOps in low-worth orbit? Can we put Kubernetes on a satellite and will it work? And tell me some of the results. So I used to work for NASA, so I geeked out on anything that has to go on a space program. But talk to me about some of the things that you uncovered bringing Kubernetes, AI, machine learning to the outer edge of Earth. I think the first thing that we learned, and I think it's an understatement to say that space is hard. But it really is. And that was the part that we learned about was it was hard in all of the ways that we did not expect. And a lot of it had to do with just government and logistics. We learned that it is difficult a lot of times to find a way to get into space. And then once you're there, how you operate and the conditions that you're in and how you could even communicate with your satellite is it's just a logistical adventure on top of all of the other engineering problems that you have while you're on low-worth orbit. The other thing that we figured out was software updates are difficult while you're on orbit. They can be slow or fragmented. And so it pays to get it right the first time. And that's not the nature of modern software development is you never get it right and you're continually updating. So that was a problem that really nagged us for a while was after we did the WIDAR experiment, like how would we continuously update this and what would we do? And those ideas and questions fed into the experiment that became SAT 1 and then the follow on much bigger experiment that became the Edge 1 and Edge working group. Tell me a little bit about the WIDAR experiment. Give me some context of how that relates to platform one, SAT 1. Can't. I can't really go into details about what WIDAR did or anything like that. It was not a classified mission. It's just not something that I can disclose right now. Okay, got it. Sorry. So talk to me about some of the work that you guys are doing to gather Hypergiant with SUSE in terms of pushing forward the next generation of Kubernetes to low earth orbit and beyond. Sure. So SUSE RGS, specifically Chris Nuber, like one of the things that I have to do is have to be a cheerleader for all of the amazing people that were on this project. And two people in particular Chris Tacky and Chris Nuber were instrumental in making this work. I was like almost tangentially involved, where I was doing some input and architecture and helping debug, but it was really Chris Tacky and Chris Nuber that made this thing, that built this thing and made it work. And Chris Nuber was our assigned resource from SUSE RGS. And he said, obviously SUSE is gonna prefer, or SUSE is gonna prefer SUSE products. That it makes sense. But there's a reason because the products that he implemented and the patterns that he implemented and the architecture and expertise that he brought for second to none, I don't think that we could have done better with any other distribution of Kubernetes. He recommended K3S as a very lightweight Kubernetes distribution that had really good opinions. It was a single binary. It was very easy to deploy and manage and update. And it just, it really didn't break. That was the best thing that we were looking for was that it was just, it was one solid piece with no moving parts, relatively speaking. And so Chris Nuber was very essential in providing the Kubernetes architecture while Chris Tacky was the one who helped us write some of the demo applications and build the failover and out of band interaction that we were going to have from the hardware on the satellite to the Kubernetes control plane. Very cool. It sounds like you had a great collaborative team there, which is essential in any environment. And I liked how you described space as a logistical adventure that reminds me very much of my days at NASA. It definitely is a logistical adventure to put it mildly. Talk to me a little bit about the work that you're doing to define the edge for the Department of Defense. That sounds very intriguing. Yeah. So this was a almost a direct result of what happened with the SAT-1 experiment where Rob Slaughter and a few of the other folks who saw what we did with SAT-1 were, again, logistical adventure. We built this entire thing and we worked so hard and we're moving through flight readiness checks and as things happen, funding kind of went. And so you've got all this experience and this prototype that is really confident that it's space ready and everything. And they said, hey, listen, we have the same problem on Earth with terrestrial environments. They're nearly identical. The only difference is you don't have to worry about radiation nearly as much. So then we joked about that and we started this new idea, this Edge-1 idea, as part of the ABMS program where they're figuring out this new like battlefield communications pattern of the future. And one of the things that they're really concerned about is secure processing and how do you do applications at like where people are stationed, which could be anywhere in very remote locations. And that's what turned into Edge-1 is, we imagined initially Edge-1 as satellite one without wings and earthbound. And that grew into, well, what about submarines? What about carriers? What about command and control squadrons that are stationed in cities? What about special operators that are far forward? What about first responders who are moving into hazardous environmental conditions and can you wear a Kubernetes cluster with like super low power armchips? And so we started thinking about all these different applications of what Edge could be anywhere from a five-volt board all the way up to a data center in a box. And that caused us to realize that we're gonna break Edge into really three categories based on the amount of material or resources needed to power it and how hard it is to get to. So we have the near Edge, which is, you know, you have data center-like capabilities and it's easy to get to it, but you, because you have people stationed with it, but you may have reached back once every month or so. So think, you know, a ship that's underway or an air gap system or something like that. And then you have a tiny Edge, which is exactly what's just like kind of the more traditional idea that you think of when you think of Edge, which is really, really tiny compute. Maybe it's on a windmill or something. I don't really know, you know, pick your thing to put Kubernetes on that should never have Kubernetes. That's the tiny Edge. And then you've got Far-Edge, which is, you know, if the control plane crashes, good luck, you're never getting to it. And so that would be a satellite. And so the Far-Edge, so really a lot of these, it depends on the failure mode. Like what happens when it fails and that for the most part defines kind of what category you're gonna be in. Tiny Edge, near Edge and Far-Edge. I think Sir Richard Branson and his team went to the Far-Edge. Lowered Orbit this last weekend. I guess, yeah, that Lowered Orbit does seem like it would be the Far-Edge. Talk to me a little bit about, I mean, you talk about these, the applications and from a defense perspective, that very dramatically, what are some of the important lessons that you've learned besides if it breaks in the Far-Edge, you're not getting to it. Some of the important lessons that we learned. So I actually did this exact job in the Air Force. I was a combat communicator, which meant that we took my pure coincidence. I'm back in this, like I did not intend for this to happen, it was pure coincidence. But, you know, we communicate, we went out to the Edge, right? We went out to the near Edge and we did all of this stuff. And the biggest lesson, I think learning from doing this and going into or doing that and then going into this is that the world doesn't have to revolve around SharePoint anymore because we can ship our home application. That is good to know. If it can be done on SharePoint, the Air Force and the Army will do it in SharePoint. I promise you, they've done some actually terrifying things with it. All joking aside though, I think that one of the things that we learned was the difference between like something being complex and complicated when it came to systems engineering and management. Like this is a very complex system and it's actually orders of magnitude more complex than the current deployments that are out there, which is effectively VMware and you're migrating virtual machines across multiple physical nodes in these remote data centers. But it's also complicated. It's really difficult to manage these deployments and the hardware. I remember like when I was in CombatCon, we had this 72-hour goal to get all of our systems up and it was kind of like a 50-50 if we would make it, it felt like most of the time where you had priorities for getting things up and running and obviously, certain applications weren't as important as others. So they were the ones that had to fall on the wayside if you're gonna make your 72-hour mark. But I'm just thinking about like how difficult it was to deploy and manage all of this stuff. And now with Kubernetes, yes, the complexity is far higher but we can make it so it's not as complicated. We can offload a lot of that brain sweat to people in the rear echelon where they can connect in remotely. After you come up and you get reached back, they push your config and your mission profile is there. And now you're focused on the mission, you're not focused on debugging pods. And you're focused on the mission, you're not focused on why my virtual machine didn't migrate or something like that. And we can get applications that are built in-house and updated continuously and we can verify and validate the sources of where these things are coming from. And all of these are important problems to everybody, not just the military, but the military tends to have the money and the ability to think about these things first. So that's where these problems tend to get solved first. So interesting, you sort of had this circular experience being in the Air Force, now coming back and working on projects like this. What are some of the things that Hypergiant has learned and some of the things that are next for Hypergiant as a company? I think that we are getting really good at being a small contractor in the federal space where we actually were just awarded an IDIQ with a cap of $950 million in a small group of, I think, 23 other companies. And so that shows right there the investment that the federal government has in us and the potential that they see for us to build and deliver these highly tailored and specialized solutions. The other thing that we've learned is how to form like coalitions to collaborate with a lot of these other smaller companies. I think that the days of seeing the defense industrial base dominated by the same four people or five people are over. And it's not that these people, I mean, they've basically been propping up most of the defense industry for a very long time. And I think a lot of people would argue that, you know, this is a problem, right? You have this near monopoly of a very few people. But the other thing is that they're not as nimble. They can't, you know, they grow by acquisition and we have this ability to be highly tailored and specialized and we don't need to do everything in the world to survive. We can go inform coalitions with other groups to go solve a particular problem. Like we're great at AI and ML and we're great at DevSecOps and maybe we're not so great at, you know, hardware or, you know, things like that. Like we can go partner up with these people and solve problems together and we don't have to be bowing to do it and you don't have to go higher bowing to do this. And I think that's really, really great. No slate to bowing, but I think it's really great that it's a lot easier for smaller companies to do this and we are navigating this new world and we're bringing Agile into the government. And that's, you know, in some cases we have to drag them kicking and screaming into this decade, but, you know, that's what we're doing. And I'm very excited to see that because when I was in Agile and DevOps those were words you didn't say you weren't allowed to do that. Now they've done a complete 180, it's really cool. That's cool, I have a minimum that brings in thought diversity having more companies to work with. But to your point, the agility that you bring in as a smaller company helping them to actually embrace Agile, that's huge because to your point, that's kind of historically not what government organizations are used to. So it sounds like a little bet they've learned a tremendous amount from working with small companies like Hyperdrive. I like to think so. Platform one is a fantastic example. So it was really started as a, what we're calling software factories in, within the Air Force and within the DoD and other DoD branches have now started to replicate the pattern. So we have several software factories within the Air Force and Platform one is like the DevSecOps software factory.  And so they're very nerdy names. But so we have these software factories and there's all these projects are being worked. But one of the amazing things I noticed when I showed up to work on the first day was that I had no idea who was uniformed and who was civilian. It was a completely badge off rank off situation. Very few people showed up in uniform and the ones that did typically had their blouse off. So you had no idea what their rank was. Everybody went by first name and we behaved like a startup and these civilians were coming from other startups like Hypergiant or Otimo or other very small very specialized groups. And Suze RGS of course, they were there too and, you know, they're embedded in several different teams. And so you have this like this quasi company that got the startup really that got formed and the culture is very, you know, very, very Bay Area startup type. In some ways for both better and worse, there's, I mean, we're definitely full tilt on the Agile train there. But it's just, it's like nothing I've ever seen inside the DoD and they're not just learning from these small companies and from Agile companies but they're behaving like them and it's spreading their scene, what work is getting done and what can be accomplished and how you can continuously deliver value instead of working for, you know, six or eight months and then showing the customer something and then hating it and you sending it back and, you know, it's more of a continuous improvement type thing. And I think that they're embracing that and very excited to see it. That's important because changing a culture is incredibly hard but seeing and hearing that they're embracing that is exciting and I'm sure there's going to be many more things you could talk about down there. But I got to ask you, is somebody like Suze gave you $250,000 and you could buy one of the tickets on Branson's next flight. Would you do it? I mean, yeah, why would I not? Like, how can I pass up a trip to, you know, go to the edge of space? The far edge. So yeah, the far edge. Maybe I'll just, you know, hurdle the satellite out the window as, you know, we're up there at, you know, peak and hopefully I can throw it quite that fast but we'll see. But yeah, no, I think I would take the trip.  You're brave. Brave and I am, I don't know. Well, Brin, it's been, it's been delightful talking to you. Thank you for sharing what you guys at Hypergiant and Suze have been doing together. The Department of Defense, the exciting things going on there. And for the new definitions and my lexicon of the edge, it's been great talking to you. Thank you, have a great day. You too. For Brent Briggs, I'm Lisa Martin. You're watching a CUBE conversation.


We have a really interesting show today because we have roped Ms. Jarrett Ransom into the hot seat. And so I can't wait to really have you help us with this. The reason why I wanted to bring you on and to talk about this is that I feel Jarrett and I don't know if you've noticed this, but in the last, we always talk about fundraising, okay, always. But in the last, I'd say 60 days, we've had a lot of guests, different guests, guests coming in to talk about different things and they all weave in this fundraising plan. They don't really tell us what's in the plan. We've had a lot of guests that have been like, we need this plan, but we don't really know what it is. So we're here to have you talk about that. Happy to share. Yes. And for anyone that is watching live, please do take full advantage of my brain. This is when you can pick it. And so we always have the Q and A available. So if something comes up today, now's a great time to really ask your questions. I love it. I love it. Well, we're thrilled you're here with us. Again, I'm Julia Patrick and Jarrett Ransom, CEO of the Raven group is going to be our super guest. We want to make sure to thank all of our presenting sponsors without them. We would not be here. Blumeran, the American nonprofit academy, your part-time controller, the nonprofit nerd, fundraising academy, the nonprofit Atlas, nonprofit thought leader and staffing boutique. And hint, hint, I think we have some new sponsors coming on in the next couple of weeks. Thanks. Thanks. Exciting stuff. We're very, very excited. And again, if you want to find more of our archives, we've done more than 500 fully produced and edited episodes. You can find those on Roku, YouTube TV, Amazon fire TV and Vimeo. We are also very excited to announce that we are now on more than 20 podcast streaming platforms. We're really finding that this is a great way to consume information. Check us out and you can upload our content in many, many cases, queue that up and be with us every day. So again, the nonprofit show now and podcast format. You know, Julia, we have really expanded our digital footprint and I love that for the consumption of so many leaders across the world. You know, as we are all doing more good and this whole global citizenry to help one another. So I'm really excited that we have so many episodes and the podcast on 20 channels. That's a huge digital footprint. Yeah, it really is. And I want to give a shout out to our executive producer, Kevin Pace, who, you know, people don't get to see him. You get to see us every day, but he's with us from the minute we are on in the background working away. And he's the one that really pushed us forward on this. I didn't really believe that it would be as strong as it has been. Not all 500 episodes are on. We started about a month ago testing it. And so now every day as we move forward, we're uploading a new show and it's really been a lot of fun and we'll continue to be something that, that grows and is a part of what we're doing. So thank you for that. Okay, sister, Jared Ransom is our guest today, CEO of the Raven group. For those of you and us and me, where does the word Raven come from? Thank you. That is my middle name. So it's a family combination. Ray is a family name on my mother's side. Van is a family name on my father's side. And so Jared Raven Ransom is my full name. When I started the Raven group 13 years ago, and in fact, Julia, we couldn't have planned this better. Today is the day 13 years ago that I filed with the Arizona business corporation. Yes. So the Raven group is my company name. I'm glad I did not know that. And I am just so thrilled to have you here to talk about this. Thank you. It's something I can nerd out forever. I don't have to cut me off at our limit. Well, you know, like I said, when we started out, so many of our guests bring up this like. Mysterious fundraising plan and everybody needs a plan. And yet I was like thinking about this. What is in the plan and who sees it. And yeah, having a plan sounds good, but I don't know about you, Jared, but you know, it's a part of a lot of plans for nonprofits, for for profits, my own company, my own family. You do a lot of work and then it sits on a shelf. Yeah. How do we make this something that we can use and actually what is it? Right. Well, and this really is, you know, it's a moving, breathing, living document. So it's really, you know, it's a very, very important thing. And so I think that we can create a plan, which means you have preemptively thought about how you were bringing in revenue for your organization, hopefully diversified revenue streams and we can get nerdy about that. And I know Julia, you're going to ask me statistics and numbers and all of that good stuff. And I hope that I can retain them. But the fundraising plan in its bear definition, like very basic is simply your roadmap, which is to bring in the amount of money that your organization needs to bring in. For most of us, let's say you are a $3 million organization. That would be your operating budget. So your operating budget is $3 million. We all have to zero balance our budget at the end of the year. So you're essentially looking to raise $3 million or bring in $3 million from sources. It could be earned revenue. It could be grants. It could be individual donations. It could be events that could be planned giving. There's so many more. That's not all. But it's really this whole like. Composition of your roadmap for your next 12 years. So you could do it by way of fiscal year, or you could do it by way of calendar year. If those are different. So I have heard you say this before, and I'm going to put you on the spot like what else is new. I've heard you say that there is a very simple. And a measurable number that if you want to achieve. A goal in terms of fundraising, that you actually need to have in the pipeline. So much more so that you can achieve that goal. That's right. So I will throw out this research tip. Giving USA, write that down, Google them. Every single year giving USA puts out reports based off of last year's fundraising trends, the dollar amounts, charitable donations. So I tend to say 75% based off of their report again, giving USA 75% of your operating budget should be made up of individual donations. That's not always the case. And then no more than 30% should be made up of grants and earned awards of those sorts. But what you're referring to Julia, I believe is that award rate. So for grants, it's also a standard national statistic that 30% of grants, 30% of the grants that you actually submit are awarded. Like that's the national standard award rate. So for that you essentially want to triple the amount of monies that you're looking to bring in. So if you need to raise $100,000 for very simple math, we are actually prospecting over 300,000 using that award rate. Again, national standard. There are many tips, trips, wait, tips, tricks and techniques. Although I am going to take a trip here soon, but tips, tricks and techniques to help get your, your personal award rate above that national 30%. Wow. Okay. So this would be the type of data that go, it goes into that plan and it helps you figure that out. I was at a board meeting recently and there was discussion about what the budget, you know, the fundraising budget should be. And I was amazed at the number of highly educated, successful people that just started throwing out numbers without any regard to what was going to be going on. They were just like, well, we need to raise. And I remember, I'll tell you the number, we need to raise $5 million. And I was thinking to myself, we haven't even raised a million. Right. You're just like throwing these numbers out. And obviously you need to have this backup in this methodology for your plan. So that goes to kind of the second part of, of what I was asking, like who sees this. So that's a great point. And it is actually going to move us into our data point. So I'll kind of pull these two together for us and all of our viewers and listeners, Julia. Who sees the plan? Absolutely your development team. They should be a part of creating the plan. If marketing communications is part of development, they too need to be a part of the conversation. Doesn't mean that everyone's creating the plan, but elements within the plan, right? Because there has to be objectives. There has to be actionable, you know, executable items to achieve. So when we are able to share this plan, it also shares these data points with our board or our key leaders. What I didn't say also is really that executive team should also see the plan, right? Because they play a part in it. But when you said we need to raise $5 million and you're like, hold the bus. We haven't even raised a million. These are the data points that we need to measure to help us set and chart our fundraising plan. So if we are not at 75% of our individual donation giving, how might we do that, right? How might we increase from a 50% you know, individual giving pool of donors that make up our, our organizational funding? How might we increase that? Same for grants. If we are only at 5% right now, how might we, you know, increase that rate to 30%? And this is not dialing for dollars. That is something I often hear from boards is, you know, I've even been at a lunch with a board meeting or member. And during that meeting, they said, I'm gonna let you go. I know you got a dial for dollars. And I thought, no, that's actually not what we do at all. And, you know, it's really about this relationship. So I was actually interviewed yesterday by one of our guest, Julia Anthony, right? Anthony that does this beautiful podcast. And, and I said, you know, it's really shifting and it has during COVID, but it's not so much about your return on investment. It's that return on relationship. So dialing for dollars does not build relationships. So I said, you know, it's not about your return on investment. It's not about your return on investment. It's about your return on relationship. So dialing for dollars does not build relationships. So that is a way that we increase our fundraising is by increasing our relationships. So would you say that would be one of those, those data metrics that you actually put in. And that is like the number of donors that you have and the number of donors that you're moving towards or that you want or even going down to how many people you've met. Okay. Get your pen, paper, whatever ready or be, be ready to go back and watch it on Roku fire TV, all these other places, right? Okay. So I would really take a look to see how is your operating budget currently broken down, right? So how many, how much of your dollars come from individual donors, how much from grants, how much from earned income, how much from government, federal contracts, a lot, a lot of our organizations have received cares act funding, right? Recently. So it could be possible that an organization has gone from, let's say one and a half million to four and a half million over the last six months. That, that is real. That's reality. Yeah. So I would say let's get a baseline of, of what have we currently brought in? What is our current financial and revenue stream makeup? And then we can get granular and we should be able to do this from our donor database. Blumering makes it really easy to run these reports, you know, and we can say, okay, what is our donor retention rate? And I won't go into the algorithm for that, but it's very simple and you can Google it. What is our donor retention rate? What is our largest gift? Right? Like if we say our major gift is $5,000, how many of those major gifts are we receiving? There's, there's several data points that we can pull in, you know, another one of those is the grant award. How many grants are you submitting? And what is your true award rate? I helped one organization a couple of years ago, Julia, off the charts increase their grant revenue by actually submitting less grants. So how did we do that? So increase our relationship with the donors, increase our ask amount, right? So we're not asking for a lot of $5,000 gifts. We're being very intentional. We're building relationships and we're making an ask more, like $25,000, right? And so you really want to be intentional because it could mean that maybe you're doing less grants. Submissions, but your, your award rate is higher. And your dollar investment is higher. Wouldn't that be nice? Yeah. Absolutely. And it puts you in a less precarious. Situation, you know, I think you can easily become hot tied to a large funding source. And then sometimes you chase that shiny object, the money. And you do things that aren't really in the wheelhouse. That don't really align to your mission. You know, sometimes we call that mission creep, but a lot of it is, is generally financially motivated because you, you kind of dance to that dollar, right? Right. You, you do. And, you know, we also need to be able to say no to a funder or an investor or even a grant opportunity. If it's not in alignment or if it's not as, you know, in part of our plan, right? And so we need to, we need to create that ability. You know, that's a muscle that we need to practice is saying no. Right. I love that. I have a question that, that, um, has been kind of bubbling up from me. And that is, and I've heard this from some of the questions that we've received. Um, for our Friday ask and answer episode. And I think sometimes we talk about some of these strategies and they sound really good, but then some of our viewers go back to their teams and they're all amped up. They're really excited. And they're like, Hey, we've got to get this going. And then that's like, yeah. We don't have time. Is this the sort of thing that you could do individually for yourself? If you can't get the bigger group on the team, you know, I'm thinking of a development officer or somebody that is, you know, maybe leading a small team or maybe it's just themselves. Can you do this type of thing? And still. Absolutely. And in fact, I love, um, coaching this and working with teams to do this. So you can work as an entire development team and set the chart for your course moving forward. And you can break down every individual as part of that team to create their piece of the roadmap for the chart. And, you know, very similar to that work with that one individual to say, okay, maybe you're a startup nonprofit, or maybe you don't have the support that you would like to have, or perhaps your CEO or executive director or executive director is not very fond of fundraising. And so they just say, you know, you do that. You do that, Julia. I trust you to bring in this money. I don't know how it's going to happen. It's going to fall from the sky and it's going to be there. So these are absolutely ways in which you can create this. And I'll just go through this, this very quickly. How much money is it that you want and need to raise by the end of the year? Now, if you watched any of my previous videos, where I am kind of the masterclass, I like to set three levels. A good, a better and a best goal. Okay. So you, let's say you want to raise a million dollars. Your good goal, you know, would be something less than that halfway. And then kind of a big stretch goal. And then you're going to create from there. What is your quarterly benchmarks look like? So we're reverse engineering. This is our end goal. And then we're going to start with, you know, what does that look like? What does that look like? What does that look like? What does that look like? So we're reverse engineering. This is our end goal, reverse engineer into quarterly. And then keep going into monthly and then into weekly.  Well, what does that look like then every month and then every month and every month? It's going to look like this. If you're not in it, you're not in it. So often in a plan, you wait until that 11th or 12th month. And then you're like, Holy cow, I got to get back. I gotta get down and see where I am. And you know, it's too late. And then if you're not near it or you're not in it.  I'm speaking for myself. I get overloaded. Yeah. I'm like, screw that. That was a bad plan. And one of our viewers, we also use our annual SWAT program, and that stands for Strength, Weakness, Opportunity, and Threats to assist us in developing our goals, such as a strategic plan. What do you think about that, Jared? First of all, hello, Pat. I'm so glad that you're joined us today. I do really enjoy the SWAT. I would add another T, and that T stands for Trends. So what is trending that you're seeing? What is trending in fundraising? What is trending in your community, political climate? All of that takes a toll when it comes to fundraising. And that's definitely something to consider. I love doing the SWAT for strategic planning, but we could also do that in a very granular level when it comes to fundraising and to create a fundraising plan. So why not? I think any of these resources that you can start to glean and really analyze your strengths, your weaknesses, your opportunities, your threats, and your trends, I'd love to see you add that in there, Pat. I think that really does help us just start at the basics of knowing, right? Knowing what do we have? What are our resources? Maybe a weakness of your plan is your donor database, right? Well, what do we need to do to increase that and remove it from our weakness into an opportunity for it to be a strength the next time? Well, I'm sitting here thinking as you say that and Pat, thank you for that question because you have to remember that you have two camps. You have that group that's inside that knows the organization is working with it and they're there. And then you have this other group, the board, leadership, you know, stakeholders, and they're coming in maybe once a month, maybe once a quarter. Maybe. Yeah, how do they know what that ecosystem is that you're living and breathing and working in? And so I like this approach because it helps kind of to centralize some thoughts and some issues. Love, love, love the concept of trends because if that's anything that we've learned during COVID is that there are new and external forces that create trends, right? Right. And we have to recognize them. Look at the tandem events now, right? We can, I don't think we can move forward without having a live streaming or recorded version or something to share. That is a trend that we need to consider in fundraising. For the last two years, we did virtual races, virtual hikes, virtual fundraising, that could still continue even in the IRL in real life scenarios. So, you know, again, the trends, I think is something that we should certainly be looking at. I love, I mean, this is getting nerdy, but I love generic and competitive benchmarking. What are other organizations doing and not just in the nonprofit sector? Like, dig deep, reach out beyond that sector. I love it. We've had a lot of people that have written in really quickly, love this, love that, love the extra team. Thank you, Jared. Oh, good. Now, we don't have a lot of time left. I knew this would happen. No, it's like hard. But I got to ask this question, who is accountable for achieving these goals on this plan? So, we all are. And everyone within the team. It's not the grumpy old white man that I put the picture of. I know this show, for those of you that are listening, we have this older Caucasian gentleman, right, in his suit holding money. I think those are Franklin's. A lot of Franklin's. Nothing but the Benjamin's baby. Okay, so really who's accountable? We all are. So, it comes from, you know, the CEO or executive director, the development team, the board, our committees, our staff. I firmly believe that we are all part of the fundraising plan, fundraising goals, fundraising success. It takes, it takes all of us to be successful in achieving our mission. And that is also achieving our dollars to support our mission. But at the granular granular level, right, this really does rest within the development team. So maybe you have a director of development or a chief development officer, as well as the CEO or executive director, those are typically interchangeable titles. And then if you're lucky and you have a development committee, fundraising committee, event committee, these individuals are pivotal and critical in helping to achieve these goals to keep that accountability going and growing. And again, that's why I love creating these quarterly metrics. So you're not waiting till, you know, giving season at Q4, which is your October, November, December months. Like we're working on this day in, day out. Our marketing and communications supports the fundraising side. And it's just one big happy plan. You know, so I'm glad to you, that was gonna be my follow-up, is that if that's true and we're all a part of this, how do we know where we are, you know, instead of that, okay, well, this is how we ended the year, boo-hoo, you know, which is awful. And I've been there and there's not a person, you know, in this ecosystem that hasn't been there. I love this that you are reporting out so that everybody can understand, hey, we need to grow a little bit, you know, stronger in this direction or we need to focus on that. I think it's really important and I appreciate you bringing that up. Well, and it needs to be reported to the board, right? So we need to say we've gained X amount of new donors or we're behind where we intended to be. This is our year, our month-to-month comparable for last year. We need your help, you know, we need you to share our posts on social media. We need you to invite your friends to come in and tour our campus or to attend our, you know, our arts exhibit, whatever it is to lean in to your board members because we've talked about this before, Julia, that often our board members, they want to help and they don't know what the heck to do to help. Right, right. And I love the way you phrase that. I think that's just, you know, super powerful. And I think it's also really an important task of leadership to keep this in the forefront. We have to. It's not pleasant sometimes. That's right, yeah. And I'm all about, you know, putting profit back into nonprofit. So we really want to bring in the dollars because the more dollars, the more we can retain our rockstar talent, we can, you know, increase our technology and our software systems that maybe haven't been updated in decades plus. So let's look at those big dollar signs. And yes, let's raise that 5 million but we need a plan to get there. I love it. You know, I'm always, and I'm not just saying this, I'm always amazed at how much is in that little blonde head of yours. It's like, it's really cool. And I learned something new from you all the time. For those of you watching or listening to the show, you know, Jared and I are almost 20 years in age difference. I know clutch the pearls. And I always learn from you and I'm always inspired and you tend to bring me information that I feel like I can achieve because you break it down, you make it, you align it to a methodology and a reasoning and you make it more natural. So, hey, good job, nonprofit nerd. Jared Ransom, CEO of the Raven Group. If you like what you've heard today, you can actually see and hear from Jared every day because she is the co-host of the nonprofit show and she is the brave soul that did not turn me away when I called her up and I said, hey, sister, I got this crazy idea. It'll only last two weeks because this COVID thing will be over in two weeks. You wanna do this daily show. And she's like, yeah, sure. And then here we are going into our third year. I still say yes every day, Julia. I love it. You do and I appreciate that, Jared. I love it. Today has been great. I've really, really learned a lot and thank you for reframing this concept of a fundraising plan because we bandied this word about and there's so many guests that have come on and that will come on and talking about this plan. You need the plan. You need the plan. And to talk about what the heck is in the plan and how do we manage it has been really magical thinking. So thank you. Hey, everybody, we wanna make sure that we extend our gratitude and thanks to Blumerang American Nonprofit Academy, your part-time controller, the nonprofit nerd herself, fundraising academy, the nonprofit Atlas, nonprofit thought leaders and staffing boutique. Again, these are the folks that really let us have this moment in this time to reflect, to teach and exchange ideas. And we are very, very grateful for that support. As we like to end every show, what do we like to say, Jared? We hope that you stay well, so you can do well. We'll see you back here tomorrow.


Industrial Engineering at Purdue emerged gradually. The early manifestations of IE at Purdue were found in the School of Practical Mechanics, later migrating to Mechanical Engineering and the Department of General Engineering as the attitudes and labels for industrial engineering changed. Purdue's engineering school was quickly becoming world-renowned, and in that spirit, Purdue became home to formidable pioneers whose attention turned to a formidable field. Among them was a woman whose life and values remain a beacon to the profession, Dr. Lillian Gilbreth. In 1935, at the invitation of President Edward C. Elliott, Lillian Gilbreth joined Purdue's faculty as a professor in management. Lillian came here in the 1930s. If you've ever seen the movie Cheaper by the Dozen, she's getting on the train to come to Purdue at the end of the movie. And she came at the invitation of Dean Potter, who was a personal friend of hers, and taught human factors, what we call human factors today, at Purdue. A prolific author and researcher, she devoted her energy to motion and time study of complex labor systems, thus bringing human factors to the forefront at Purdue University. After years of nestling its courses in other engineering departments, the School of Industrial Engineering and Management was formed on July 1, 1955. Initially, the school was comprised of two departments, industrial management and transportation, and industrial engineering, which was headed by Harold Amrine. Dean George Hawkins placed Professor Hugh Young in charge of the Curriculum Committee. In 1956, the first baccalaureate program in industrial engineering was instituted. When I came here in 1956, I bet you you can't guess what the tuition was. This is a state university. In 1956, the tuition was zero for an in-state resident, although there were fees, and the fees were $100 a semester. The graduate program would be formed three years later in 1959. The School of Industrial Engineering and Management was short-lived, as the management department broke off to form what would later become Cranert School of Management. Industrial engineering became its own school in 1961. The change was punctuated by a move from their old facilities in Hevalon Hall to the old civil engineering building in 1964. The newly remodeled facility was renamed Grissom Hall in honor of Purdue graduate Virgil Grissom, the Mercury astronaut who died tragically in an accidental fire during a training mission. That was a big move. It was the first time we were able to bring most of the school together in one place. The building's new libraries and laboratories would serve the school well. In 1963, Moshe Barash joined the faculty and established Purdue's early international prestige in manufacturing with working computer-aided process planning. With the policy of teaching students to stay ahead of the curve, the School of Industrial Engineering was well on its way to becoming one of the most preeminent programs in the world. In 1969, Fernand Limecooler became the department head. He sought to attract the world's finest researchers in an unprecedented burst of creativity within the school. In 1970, Alan Pritzker led Purdue into the golden age of simulation when he developed simulation languages that were implemented in a family of simulation software. Alan Pritzker had a tremendous effect on the growth of simulation at Purdue from the mere fact that not only for what he did, but the people that came here because he was here. And over here there's a row of books, I don't know, 15, 20 books that he wrote. He's why I came to Purdue and for 15 years Purdue Industrial Engineering was kind of the center of the world for Monte Carlo simulation of complicated systems. Wilbur Meyer, who became department head in 1974, worked closely with Dean John Hancock for the creation of the Computer Integrated Design, Manufacturing and Automation Center, better known as CIDMAC, an interdisciplinary effort that capitalized on Verash's efforts in computer manufacturing. CIDMAC was, certainly was, I think, as I say, in my time at Purdue in those 50 years, I think, our greatest contribution. As director, James Solberg carried the program into its golden age. The National Science Foundation selected IE for one of six engineering research centers, giving Purdue $17.5 million over five years for research and intelligent manufacturing systems and, ultimately, $80 million over the program's lifetime. Even President Ronald Reagan visited Purdue for the ERC's dedication. To invest my knowledge, that's the only time a U.S. president has actually come to Purdue to dedicate a given laboratory at the National Science Foundation has sought out many laboratories but usually the president of the United States doesn't come for the dedication. As the 1980s came to a close, Purdue IE reinforced its fantastic reputation as the school opened up many new areas of research, specifically the looming health care crisis. Allen Pritzker gave significant contributions to United Network and organ sharing. Dale Compton spearheaded the institution of the Regenstruth Center in the new Discovery Park and Nagabusana Prabhu is advancing breast cancer research. As life and technology change rapidly, Purdue IE continues to carry the discipline into new areas, always remaining ahead of the curve. All the while, the program has continued to grow. Between 1977 and 1981, enrollments set new records and numbers increased largely due to women entering the program. Today, women comprise 30% of the program, nearly twice the percentage of the engineering average. By 1986, the steady rise in enrollment made Purdue's IE program the second largest in the country. There's always been the expectation that Purdue should always be considered among the best IE programs in the country. Beginning in 1990, the program ranked number two in the nation and has remained at the top. IE is further distinguished by the profound accomplishments of outstanding alumni, many of whom have found homes at the top of Fortune 500 companies like Whirlpool, IBM, Eli Lilly, United Airlines and UPS. I think the strength of our program is that we produce graduates who are a lot like stem cells. They are equipped with the skills and the ability to program themselves, to suit the environment and excel in it. In its history through periods of changing industry, the school has provided the leadership by anticipating the future needs of the industry and shaping the discipline. As new challenges emerge, the industry of the past gives way to the industry of the future, catalyzed by the revolutions in nanotechnology, biotechnology and information technology. One thing is clear, history is about to repeat itself. The school is again poised to lead the way and shape the discipline. The best is yet to come.