Patient

Capital:

Chapter 2

Heidi Krauel

2007

Sule Amadu

2008

Kevin Martin

2009

Mustapha Abodeke

2012Naomi Inoue

2011

Bavidra Mohan

2010

Making capital work for us, not control us

Corruption

The ambition to learn at the edge

1989 2001 2013

~300

funds

Acumen

$83 M invested

100+ M lives impacted

58,000 jobs created &

supported

$365 M follow on capital

How do we match types & stages of

capital to company needs?

How do markets, philanthropy &

government work together to

bring dignity?

What are the costs of market

disruption vs. market creation?How do we measure & cultivate

what we cherish?

Chapter 1: Experimentation

Chapter 2: Leadership

Leadership is a sacred trust like priesthood in civilized, humane

religions. No one gets into it lightly or unadvisedly because it

demands qualities of mind and discipline, of body and will, far

beyond the need of the ordinary citizens.

A manifesto

Acumen: it starts by standing with the poor, listening to voices

unheard, and recognizing potential where others see despair.

It demands investing as a means, not an end, daring to go where markets

have failed and aid has fallen short. It makes capital work for us, not

control us.

It thrives on moral imagination: the humility to see the world as it is, and

the audacity to imagine the world as it could be. It's having the ambition to

learn at the edge, the wisdom to admit failure, and the courage to start

again.

It requires patience and kindness, resilience and grit: a hard-edged hope.

It's leadership that rejects complacency, breaks through

bureaucracy, challenges corruption, and does what’s right, not what’s

easy.

Acumen: it’s the radical idea of creating hope in a cynical world.

Changing the way the world tackles poverty and building a world based on

dignity.