how to build a social enterprise that makes money

7/31/2019 How to Build a Social Enterprise That Makes Money

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TWITTER.COM/ONELEAP

FOREWORDHOW TO BUILD A SOCIAL ENTERPRISE THAT MAKES MONEY is acollaborative work drawing from some of OneLeaps most exciting socialentrepreneurs. We asked 16 people who have proven themselves associal entrepreneurs to share what theyve learnt from their ventures. Theresults is this ebook. Short, pithy and to the point, we hope the bookproves useful and inspiring to anyone wanting to use the market toachieve a social purpose. Whats more, every single contributor in thisbook can be contacted directly at OneLeap.com - just click on the link atthe bottom of each page!

- The OneLeap Book TeamRobyn, Hamish, Alex and Wilf

OneLeap is an exclusive global community for entrepreneurs, social entrepreneurs andinnovators. Our members can introduce themselves directly to investors, corporatedecision-makers, influencers and eachother - and guarantee them a response. Everyintroduction raises money for our members' chosen charities. OneLeap is the smart, fastway to high quality introductions, whether you need investment, insights, partnerships oradvice.

FACEBOOK.COM/ONELEAP
http://www.twitter.com/oneleaphttp://www.facebook.com/oneleaphttp://www.twitter.com/oneleaphttp://www.facebook.com/oneleap


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CONTENTS1. TOM RIPPIN

2. PAUL CHENG

3. LILY LAPENNA

4. JUDE OWER

5. KALSOOM LAKHANI

6. MICHAEL WILKERSON

7. JAN MATERN8. SELENE BIFFI

9. GINA BADENOCH

10. DAVE RADPARVAR

11. CHRISTIAN BUSCH12. DANIEL DICKENS

13. BAILLIE AARON

14. SHIVANI SIROYA

15. DR. ALASTAIR BUICK16. TIMOTHY AHRENSBACH


4/35

TOO MANY SOCIAL ENTERPRISES PINTHEIR HOPES ON FRIENDLYPHILANTHROPIC FOUNDATIONS. NOTONLY ARE THOSE HOPES OFTEN MISPLACED, BUTEVEN IF YOU GET THE FUNDING, IT CAN GET YOU

NTO BAD HABITS. TWEET THIS
http://clicktotweet.com/j4k91http://clicktotweet.com/j4k91


5/35

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TOM RIPPIN- of -

ON PURPOSE

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TOMS

TIPS

Start it how you want to finish it. Weve all been there: the business plan looks fantastic in year 3;1000 customers, 2m turnover and enough profit for a smalldividend (mustnt look greedy) and plenty of reinvestment in the

business. There are just 2 minor problems left to solve: years 1 & 2. Unlike commercial start-ups which famously approach Family,Friends and Fools, too many social enterprises pin their hopes onFriendly Filanthropic Foundations. Not only are those hopesoften misplaced, but even if you get the funding, it can get youinto bad habits. If you want to be financially viable in year 3, then

best start practicing now.

TOMSSTORY

At On Purpose we discovered this the hard way. The originalbusiness plan banked on several hundreds of thousands. 12months later and only 28k in, we decided to focus onbuilding the business with the revenues we could generate.Whilst it means we have grown more slowly, it was also

fantastically liberating to feel that the success of the business nowdepended on selling to our customers, rather than to relativelydisinterested third parties. Dont get me wrong. If someone wantsto give us some money, Ill gratefully accept it. But well use it forgrowth, we dont need it for survival. And, ironically, now we arein year 3, it seems like it might be easier to come by.

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CONTACT TOMWWW.ONELEAP.TO/TOMRIPPIN
http://www.oneleap.to/tomrippenhttp://www.oneleap.to/tomrippenhttp://www.oneleap.to/tomrippen


6/35

BE HUMBLE...THE MORE YOU THINK YOUKNOW YOUR MARKET, THE LESS

LIKELY YOU ARE TO REALLYUNDERSTAND IT. TWEET THIS
http://clicktotweet.com/IO37lhttp://clicktotweet.com/IO37l


7/35

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PAUL CHENG- of -

SHAREDIMPACT

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PAULS

TIPS

Be humble, and listen to as many people as possible as part ofyour initial planning. The more you think you know your market, the less likely you

are to really understand it. Involve a diverse set of professionals,representative of all related stakeholders in planning yourofferings. The right people will be keen to add value, but will still let youtake the lead in shaping the organisation. Feed in their ideas andbe prepared to pivot your initial concept as wider opportunitiesemerge. Testing and adapting at this stage is much morecost-effective than once you are up and running.

PAULSSTORY

In this way, SharedImpact was able to develop an online platformfor trading social finance assets, adding value to existing charities,intermediaries and funders. Our team of 'friends' then becameambassadors spreading the word, helping us to rapidly becomeaccepted as a cornerstone of the sector. Our initial concept, usingdonations to refinance loans to charities, expanded to include amarket for social impact bonds and many other asset classes, usingboth donations and investment capital, all designed to bring in newimpact investment funding and lower the cost of capital for charitiesand social enterprises.

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CONTACT PAULWWW.ONELEAP.TO/PAULCHENG
http://www.oneleap.to/paulchenghttp://www.oneleap.to/paulchenghttp://www.oneleap.to/paulcheng


8/35

TO REACH THE MOST DISADVANTAGED AND

FINANCIALLY EXCLUDED YOUNG PEOPLEWE HAVE HAD TO GET CREATIVEABOUT HOW WE GENERATE INCOME.

TWEET THIS
http://clicktotweet.com/wVbF2http://clicktotweet.com/wVbF2http://clicktotweet.com/wVbF2


9/35

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LILY LAPENNA- of -

MYBNK

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LILYS

TIPS

If youre going to reach the most financially disadvantaged and

excluded you need to get creative about generating income bothin terms of who might pay and what they might pay for.

Social enterprises may be able to develop revenue models thatinclude direct and sponsored sales, franchising, and consultingservices both nationally and internationally.

LILYSSTORY

MyBnk delivers financial and enterprise education directly to 46,00011-25 years olds. Our services are developed with two goals in mind:maximising our social impact and increasing our competitiveadvantage. We sell our financial and enterprise educationprogrammes to schools and win government and corporate contracts todeliver these into the youth community. Nationally, we operate asocial franchise model allowing organisations to access our brand, IP,training and quality control. In return we get a set-up and yearlylicense fee. Internationally, we consult for organisations who want toset up similar initiatives but its important to set limits - its hard fora small organization like ours to deliver on quality control when theclient is 5000 miles away!

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CONTACT LILYWWW.ONELEAP.TO/LILYLAPENNA
http://www.oneleap.to/lilylapennahttp://www.oneleap.to/lilylapennahttp://www.oneleap.to/lilylapenna


10/35

A WISE MAN ONCE TOLD ME...

IF YOURE NOT MAKING

MONEY, THATS A NICE HOBBYYOU HAVE THERE! TWEET THIS
http://clicktotweet.com/o5O4nhttp://clicktotweet.com/o5O4n


11/35

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JUDE OWER- of -

PLAYMOB

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JUDESTIPS Think about your structure early on, its important to define whoyou are. It will effect every part of your business from your

brand/messaging, to fundraising. It also affects the way youmake money, and who your customers are. This is important! If you dont know who your customers are,you will have a hard job selling and consequently, generatingrevenue. A wise man (Bill Liao of WeForest) once told me If youre notmaking money, thats a nice hobby you have there!

JUDESSTORY

For PlayMob, we deliberately did not set ourselves up as a SocialEnterprise. Our structure is for-profit, a private limited company.We did not want anything capping our ability to make a profit.And the more we make, the more we can generate for charities.

We also knew we needed to fundraise to create our product andthat investors ultimately want an ROI. We are in the process ofsetting up a charity to run our donation flow through, andeverything else is highly commercial. With our model, everyone

wins.

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CONTACT JUDEWWW.ONELEAP.TO/JUDEOWER
http://www.oneleap.to/judeowerhttp://www.oneleap.to/judeowerhttp://www.oneleap.to/judeower


12/35

YOU CAN'T EXPECT TO SCALE SOCIALOR ENVIRONMENTAL CHANGE IFYOU'RE NOT ALSO FINANCIALLYVIABLE...BE CREATIVE AND DIVERSE WITH

YOUR REVENUE STREAMS.TWEET THIS
http://clicktotweet.com/7azjUhttp://clicktotweet.com/7azjU


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KALSOOM LAKHANI- of -

INVEST2INNOVATE

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KALSOOMS

TIPS Building a financially sustainable social enterprise is noteasy -you're often building the market, and tailoring a product orservice to an under-tapped and under-valued community. Often

you're so fixated on creating your intended social orenvironmental change that ensuring sustainability becomes less ofa priority. At i2i, we're just a year old, so we're still very much in thetrenches, but we know you can't expect to scale social orenvironmental change if you're not also financially viable. Whilethis can be difficult, be creative with your revenue model andfactor in varied revenue streams for your company.

KALSOOMS

STORY

i2i is an intermediary organization that is launching ouraccelerator program next month in Pakistan. The most commonobstacle for incubators and accelerators operating in emergingmarkets is that revenue generation is more long-term. Although i2itakes sweat equity in our for-profit early-stage enterprises, and

does revenue-sharing or charges a flat fee for non-profits, thepay-out can take a number of years. As a result, we've had to thinkcreatively when it comes to our business model - consulting formid-stage enterprises or development organizations, anddeveloping an angel network in the country. You have to stay lean,flexible, and authentic to your vision to build an enterprise that istruly viable.

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CONTACT KALSOOMWWW.ONELEAP.TO/KALSOOMLAKHANI
http://www.oneleap.to/kalsoomlakhanihttp://www.oneleap.to/kalsoomlakhanihttp://www.oneleap.to/kalsoomlakhani


14/35

FOR MANY OF US, A SLIGHTLY CRAZYEGOISM HELPS US FIND CONFIDENCEAND TAKE RISKS OTHERS WOULD SHY

AWAY FROM. TWEET THIS
http://clicktotweet.com/122mPhttp://clicktotweet.com/122mP


15/35

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MICHAEL WILKERSON- of -

OWN YOUR OWN BODA

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MICHAELSTIPS

It doesnt take long in the social enterprise world to come acrosssome strong personalities. For many of us, a slightly crazy egoismhelps us to find confidence and take risks many would shy away from.Still, it is not uncommon to find businesses where the founder appears

to be both the product for sale and the lead beneficiary, with the actualcustomers providing a backup chorus to the main star. Besides the obvious ethical drawbacks, such stardom (even if only inyour own head) can make it harder to find and embrace weaknesses -an essential process in making the business work for the long term.Few companies thrive right away and it is essential to makeadjustments quickly. Finding what really works often means looking

foolish or blowing your nice, clean business plan to smithereens.

MICHAELS

STORY

At Own Your Own Boda (OYOB), we provide loans in the form of newmotorcycles to motorcycle taxi (boda boda) drivers in Uganda. Thedrivers pay off the bikes over 18 months, at which point theirtake-home incomes double. Our clients report using the savings toinvest in improved houses, new side businesses, and better schools fortheir children. For most boda drivers the deal is a no-brainer. I figuredthat not only would we not have collection issues, but many drivers

would pay extra to get to the finish line early. And then we had to doour first repossesion - a driver named Henry, who I knew personallyand had vouched for with my gut. I made excuse after excuse for him,but after several missed payments we had to take the boda back,

which wasnt fun. It turned out that my gut is not a good vetting tool..

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CONTACT MICHAELWWW.ONELEAP.TO/MICHAELJWILKERSON
http://www.oneleap.to/michaeljwilkersonhttp://www.oneleap.to/michaeljwilkersonhttp://www.oneleap.to/michaeljwilkerson


16/35

DONT WAIT TOO LONG TO FIND OUT WHETHERYOUR BUSINESS MODEL HAS LEGS OR NOT...

DONT BE PRECIOUS ABOUT

YOUR IDEA - SPEAKTO PEOPLE.TWEET THIS
http://clicktotweet.com/ONBquhttp://clicktotweet.com/ONBquhttp://clicktotweet.com/ONBqu


17/35

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JAN MATERN- of -

EMERGE VENTURE LAB

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JANS

TIPS

v At the core of any sustainable enterprise, social or not, lies itsbusiness model.v The key is: dont wait too long to find out whether your

business model has legs or not. When you get started, dont beprecious about your idea, go speak to people, and find outwhether anyone actually cares about what you are building. Thatsyour proxy for the severity and size of the problem or need youare addressing.v Second, test whether anyone will put money on the table foryour proposed solution. Measure behaviour, not promises. If youtick that box, youre on to a good start.

JANSSTORY

Emerge Venture Lab (www.emergeventurelab.com) is anaccelerator for startups that address social and environmentalchallenges at a systems-level. We are a community ofentrepreneurs and investors that are passionate about supportingentrepreneurial teams apply principles like these to theirearly-stage companies. We walk the talk after extensive earlytesting, were turning from charity to social business, on the basisof a strong business model.

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CONTACT JANWWW.ONELEAP.TO/JANMATERN
http://www.oneleap.to/janmaternhttp://www.oneleap.to/janmaternhttp://www.oneleap.to/janmatern


18/35

WHEN YOU GO KNOCKING ON PEOPLES DOORS,YOU WANT THEM TO LISTEN, UNDERSTAND YOURCAUSE AND FEEL COMPELLED TO JOIN IN,

ONE WAY OR ANOTHER.TWEET THIS
http://clicktotweet.com/xF7bshttp://clicktotweet.com/xF7bs


19/35

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SELENE BIFFI- of -

PLAIN INK

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SELENESTIPS It doesnt matter whether you run a for-profit, non-profit orhybrid social venture; when you go knocking on peoples door,you really want them to listen to you, understand your cause and

feel compelled to join in, one way or another. As donations and grants to support your work may not alwaysbe available, consider instead proposing a value partnership. Value partnerships involve engaging your prospective partnersand supporters in devising a new product or service that can bemutually beneficial, offering both parties visibility, financialreturns and a chance to truly leverage eachothers assets for agreater impact.

SELENESSTORY

Plain Ink is a pioneering social venture communicating vitalinformation to tackle poverty and social exclusion throughhigh-quality stories, comics and childrens books. Through its

works, Plain Ink inspires children and communities to find solu-tions to pressing local problems. Being all about storytelling, PlainInk has worked out a partnership with a well-known Italianauthor and her agency to jointly offer paid-for, online courses tohelp aspiring authors hone their skills and get their books pub-lished. Another value partnership sees Plain Ink working with astationery-making company to receive free notepads in exchangefor original artwork from our workshops with illustrators, that canthen be sold to support both.

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CONTACT SELENEWWW.ONELEAP.TO/SELENEBIFFI
http://www.oneleap.to/selenebiffihttp://www.oneleap.to/selenebiffihttp://www.oneleap.to/selenebiffi


20/35

FOCUS NOT ONLY ON THERESULT, BUT ALSO ON THEPROCESS: IN THIS WAY YOU CAN BENNOVATIVE AND STRATEGIC IN SOLVING ANY

PROBLEMS YOU COME ACROSS.TWEET THIS
http://clicktotweet.com/WVUJ9http://clicktotweet.com/WVUJ9


21/35

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GINA BADENOCH- of -

OJOS QUE SIENTEN A.C.

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GINAS

TIPS

Create a business model that has diverse ways of generatingincome. Think about the value you can offer others and what can theygive you in return in order to have a win win relationship. Work in partnership to lower your costs and guarantee quality. Focus not only on the result, but also on the process: in this wayyou can be innovative and strategic in solving any problems youcome across. Build a brand that shows confidence, transparency andcredibility. Get close to all your stakeholders, they are all important - so

remember to make them feel that way!

GINASSTORY

In Ojos que Sienten A.C. weve built an innovative brand ofquality that gives shared value to our clients through our "sensoryinclusive" model. This helps us have a positive impact onperceptions towards disability and encourage focus on the abilityof individuals. We offer services with value, such as sensory

corporate workshops, dinners in the dark and social impact giftsfor our donors. With these methods we have managed to builddifferent partnerships with local organizations, universities,restaurants and designers. In conclusion: work for the cause and

with the cause, making sure you keep offering win-winrelationships in order gain continuity and sustainability.

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CONTACT GINAWWW.ONELEAP.TO/GINABADENOCH
http://www.oneleap.to/ginabadenochhttp://www.oneleap.to/ginabadenochhttp://www.oneleap.to/ginabadenochhttp://www.oneleap.to/ginabadenoch


22/35

DON'T LET BUSINESS PLANS,NAYSAYERS, OR OTHERBARRIERS-OF-THE MOMENT GET IN

THE WAY OF YOUR DREAM.TWEET THIS
http://clicktotweet.com/D6stchttp://clicktotweet.com/D6stchttp://clicktotweet.com/D6stc


23/35

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DAVE RADPARVAR- of -

HOLSTEE

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DAVESTIPS Go out and start creating. If you want to build a financiallysuccessful social enterprise the first thing you need to do is start. Don't let business plans, naysayers, or other barriers-of-the

moment get in the way of your dream. Nothing extraordinary has happened by taking ordinary steps. If you can't see a clear path youre heading in the rightdirection for something incredible. Always remember to keep looking to the horizon and remindyourself that your dreams are memories in the making - all youneed to do is get out there and start creating.

DAVESSTORY

When we first started Holstee we took a chance to do something wehad no experience in, though. But we were convinced that withpositive intention and a lot of hard work something would come ofour efforts. Over the past few years as Holstee has grown, we havebeen faced with many challenges, though there has been an equal

amount of opportunity, and had we never started we would havenever learned from those challenges or grown with thoseopportunities. There are many ups and downs when it comes tocreating anything, but as my brother always says, its more fun toride a roller coaster than a merry-go-round, and for me the thrill ofcreating is the ride of a lifetime.

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CONTACT DAVEWWW.ONELEAP.TO/DAVERADPARVAR
http://www.oneleap.to/daveradparvarhttp://www.oneleap.to/daveradparvarhttp://www.oneleap.to/daveradparvar


24/35

HOW DO YOU ASSEMBLE A GOOD TEAM?BY STATING A CLEAR PURPOSE,GIVING IDEA OWNERSHIP &

FOSTERING A TRUSTEDENVIRONMENT. TWEET THIS
http://clicktotweet.com/j2a04http://clicktotweet.com/j2a04


25/35

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CHRISTIAN BUSCH- of -

SANDBOX

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CHRISSTIPS The most over-looked yet crucial challenge of building asustainable social venture is building a great team. If you have aninteresting opportunity and a reasonable strategy, resources will

follow but only if the people behind the idea are good enough. So what makes a good team? A good team is not onlycomplementary on the competence dimension (e.g. marketing vsfinance), but most importantly, on the character-dimension; avisionary needs to be complemented by an executer, or thingsnever get done. How do you assemble and retain it? By statinga clear purpose, giving people idea ownership, and mostimportantly, fostering a trusted environment.

CHRISSSTORY

At Sandbox, weve been extremely fortunate to have built acomplementary team. while we had completely different skillsets andapproaches, all founders had a similar vision: to build the worlds mostvaluable community of exciting young innovators and to help themgrow and accelerate their global impact. Competencies ranged from lawto marketing, while characters ranged from visionary to implementer.We never consciously thought about creating a corporate culture; yet,the more we grew, the more we realized that by living andcommunicating our passions and dreams, it was possible to attract andretain great talent, and ultimately sustain and scale the community andorganization. More about our approach can be found in our recent workaround Impact Organizations: http://youtu.be/mfGb1qZ7bW0

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CONTACT CHRISWWW.ONELEAP.TO/CHRISTIANBUSCH
http://www.oneleap.to/christianbuschhttp://www.oneleap.to/christianbuschhttp://www.oneleap.to/christianbusch


26/35

IN EVERY SUCCESSFUL STARTUP IVE LAUNCHED...THERE HAS ALWAYS BEEN AT LEAST ONE CRITICAL

ASSUMPTION THAT TURNED OUT TO

BE COMPLETELY WRONGTWEET THIS
http://clicktotweet.com/cscYWhttp://clicktotweet.com/cscYW


27/35

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DANIEL DICKENS- of -

PARTICIPLE

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DANIELSTIPS In every successful start up I've launched, advised or simplyobserved up close, there has always been (at least) one absolutelycritical assumption, built into the original business model, which

turned out to be completely wrong. So my advice would be to set yourself and your team up tolearn which one it is as fast as possible. Reacting decisively to this learning and setting out a bold newdirection is your job as an entrepreneur and leader. Inside justknow that all of us have been there, its part of the show. Take adeep breath and keep moving!

DANIELSSTORY

At Participle -www.participle.net - we are building future servicesthat address the biggest problems we face as a society, fromchronic disease, to ageing populations, to youth unemployment.As Director of Start Ups, I lead our ventures from prototypes tonational scale and try to take my own advice to heart. I've

developed a structured innovation process that iteratively testseach key hypothesis, from value proposition to operating modelto business development. To the person experiencing the service,it's just getting better. Internally, it provides us with invaluablelearning towards achieving both financial sustainability and socialimpact at scale.

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CONTACT DANIELWWW.ONELEAP.TO/DANIELDICKENS
http://www.oneleap.to/danieldickenshttp://www.oneleap.to/danieldickenshttp://www.oneleap.to/danieldickens


28/35

TO ATTRACT MONEY, YOU NEEDA CLEAR MISSION, VISION,

AND SET OF VALUES. TWEET THIS
http://clicktotweet.com/d77cchttp://clicktotweet.com/d77cc


29/35

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BAILLIE AARON- of -

SPARK INSIDE

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BAILLIESTIPS

v To build a financially sustainable enterprise, youll need theright network. Develop relationships with a diverse mix ofprofessionals experienced in social investment and charity finance,as well as in for-profits.v You can involve them as directors, trustees or board members or benefit from their mentorship informally. They will help you todevelop practical funding models for your business, and to buildthe structures to make you investable.v Be careful about chasing money while it can be tempting tomold your business model according to the most obvious sourcesof revenue, you can come across as distracted. To attract money,

you need to project a clear mission, vision, and set of values.

BAILLIESSTORY

Its a challenge to become sustainable when clients cannot pay forservices. Spark Inside offers life coaching to young people comingout of prison, most of whom are indigent. Funding cuts to prisonsand local authorities means that financing is highly competitive.

Thanks to the input from its advisory network, Spark Inside has a5-year plan for earning the bulk of its future revenue fromearned income. In its pilot stage, it already has funded contracts

with two Young Offenders Institutions; meanwhile, it is buildingpartnerships to offer a more holistic continuum of care, as pergovernment preference.

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CONTACT BAILLIEWWW.ONELEAP.TO/BAILLIEAARON
http://www.oneleap.to/baillieaaronhttp://www.oneleap.to/baillieaaronhttp://www.oneleap.to/baillieaaron


30/35

THERE IS POWER IN VULNERABILITY.LET PEOPLE IN ON THE FACT THATYOURE LEARNING AS YOU GO ANDYOURE SEEN AS A BETTER

ENTREPRENEUR. TWEET THIS
http://clicktotweet.com/fbeC1http://clicktotweet.com/fbeC1


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SHIVANI SIROYA- of -

INVENTURE

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SHIVANISTIPS There is power in vulnerability. Being vulnerable is one of thebiggest challenges an entrepreneur faces. You constantly feel you

have to show this perfectly packaged picture so someone is willing tostart the conversation. But if you can let people in on the fact that you're learning as yougo, you're seen as a better entrepreneur. You're showing peopleyou're a nimble organization that is going to be flexible andadjustable to any challenges that you're facing.

SHIVANIS

STORY

With InVenture, we have had our own moments of incrediblevulnerability. We have faced down early failures and seen them notas setbacks, but as lessons to help us move forward. We have grownimmensely from our failures, but only because we were open andvulnerable with each other and our investors. Today, InVenture is

nothing like what it was when we first started. InVenture has refinedand focused our own model by being open and listening to themarket. We changed from being a crowd-funding organization that

was providing micro-investments to small businesses to providingcredit scores to help other lending institutions expand theirportfolios, reduce risk and increase financial access for all.

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CONTACT SHIVANIWWW.ONELEAP.TO/SHIVANISIROYA
http://www.oneleap.to/shivanisiroyahttp://www.oneleap.to/shivanisiroyahttp://www.oneleap.to/shivanisiroya


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ABOVE ALL, MAKE SURE YOU AVOIDBECOMING THE NICE IDEA THAT

NEVER HAPPENED. TWEET THIS
http://clicktotweet.com/7wf9Dhttp://clicktotweet.com/7wf9Dhttp://clicktotweet.com/7wf9D


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DR ALASTAIR BUICK- of -

MEDUCATION

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ALASTAIRSTIPSv Form strategic partners if you can. Be malleable but dont bevague. If you have a strategic partner you want to work with, beclear in how you see it working, but be open to change. Put yourself

in their shoes and work from there. Understand the rate of dialogwithin the organisation or company you are talking to.v If this is slow, as is common in larger organisations, then avoid thegeneral ideas and be specific, trying to seal the deal in just a fewmeetings.v If their dialog is fast, you may be able to afford time to discuss

with your contact the 'best fit scenario'. However, above all, makesure you avoid becoming the nice idea that never happened.

ALASTAIRS

STORY

The Meducation team believe that if there was a place that theglobal community of medical professionals were able to support oneanother through learning, sharing and development, it would

improve the quality of medicine and ultimately save lives. To thisend, we are creating Meducation, an educational social-network

where medics share their knowledge, resources and ideas, andwhere they support each other.

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CONTACT ALASTAIRWWW.ONELEAP.TO/ALASTAIRBUICK
http://www.oneleap.to/alastairbuickhttp://www.oneleap.to/alastairbuickhttp://www.oneleap.to/alastairbuick


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TIM AHRENSBACH- of -

HUB WESTMINSTER

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TIMOTHYSTIPS Build it with peers. Being social entrepreneurs, we tend to not only be passionateabout what we do, but incredibly determined about how we do it.

However, the more open you are to engaging with collaborators tobuild your venture together, the stronger, more responsive andultimately more sustainable it becomes. This requires the social entrepreneur(s) to build a shared sense ofpurpose, which can be both time and resource consuming (manychats over coffee will be had), but the co-investment, extendednetworks and goodwill gained will make it worth your while.

TIMOTHYS

STORY

HUB Westminster was not built by 3 co-founders; it was built by awhole community of collaborators who shared the ethos of theproject; from members and investors to friends and partners whojoined along the way. The openness of the venture is evident in

everything from co-designed (and hacked) furniture to collaborativeprogrammes and an extended member hosting team. Engenderingthis strong sense of co-ownership has allowed us to create aplatform for social impact where every member of our community isan ambassador for our cause.

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CONTACT TIMOTHY
http://www.oneleap.to/timothyahrensbachhttp://www.oneleap.to/timothyahrensbach

how to build a social enterprise that makes money

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