thank you for having me. It's a pleasure, Teoh to be with you. Um, that's a long I could take a long time to answer that question. I'm gonna try to be succinct and brief. Um, the answer is, ah, it was not a linear path, right s Oh, you know, I sort of had a first chapter in a second chapter of, um, my career to date. And, um, I think in terms of, you know, I coming out of undergrad, um, had kind of got pigeonholed kind of went to Where is the ended up? In a position that was sort of easy. Didn't think too long term about what I wanted to dio. So I didn't have all the answers right away. Um, and around 10 years into my career, kind of, um, I kind of had that Ah ha moment where I realized I wanted to do something different in this case was impact investing. Um, and then just was very dog did about making sure that I networked with people in the space, you know, took an executive education course on impact investing, which, you know, was seemed like a big investment at the time. but absolutely paid dividends. I still keep in touch with many of the individuals and colleagues I met on that course, Um and so kind of always keeping that ah network alive, Um, and really trying toe establish contacts in that field. So even while I might have been doing something different in my day today again, always making sure I kept an iron in the fire with impact investing, which was always my passion, um, on da. And then, you know, eventually, over time, that turns into a track record of its own kind. Write its own type. Um, and so you should have learned by doing there. It doesn't have to be in your day job, if that's what you're you know you're working on. You want to make a transition. Sometimes you have to build upso impact investing? Yes, so we come back. Little bit. Impact investing is really fundamentally the idea that you can invest not only for one bottom line, a single bottom line which we profit and financial return, but also for positive and social benefit. So sometimes people say that's a double bottom line, or even a triple bottom line kind of investing. In our case, I'm currently with a firm called Impact Capital Managers. It's focused very much in the private equity and venture capital world, so private capital impact investing and in this case, it's market rate investing. So impact investing can be, you know, in patient capital. It can be looking force of a concessionary return on that capital, but, um, and high impact outcomes. Or it can be more focused on market rate, um, impact. And so, in the private capital space with impact, capital managers were very focused on market rates, returns or better, and we see a nice correlation between scaling impact and scaling return. So

we are a new organization. So we're a nonprofit network of for profit fund managers, 53 of them across North America, U. S. And Canada at this point, um, and because we are new, we are startup nonprofit. So many of the things, responsibilities and decisions Ah, that I handle or not dissimilar from what somebody in any kind of new non profit startup would have to deal with, Right? So there's a lot of nuts and bolts back office set up administrative and kind of operational pieces. So that is appealing, I guess, to somebody who was entrepreneurial, who kind of doesn't mind rolling up the sleeves and doing that type of work and really growing a company we're gonna organization on. And then there's also the strategy piece. So there's kind of the more administrative and operational side, Um, and then there is kind of setting out a vision and strategy for the organization, um, working very much with members building out aboard, establishing governance prophecies there on and kind of thinking about what the next 3 to 5 years of growth could look like, Um and also what the risks are. Frankly, it's certainly in the environment that we're in now in terms of weekly work hours. You know, I think I have reached the time in my life where I know that I have to practice himself care. Ah, and I think there is sometimes pressure. And there's a feeling of, um, you know, if you're in a start up environment, even if non profit or otherwise, that you sort of have to be on call all the time and working weekends and late nights. Um, but personally, I feel like actually, I have fun, minimal return on investment and productivity. If I spend more than, you know, 10 or 12 hours a day, Um and I have family, and that's very important to me. So, um, I don't these days, like many not traveling as much, doing a lot of virtual meetings on working from home a lot. Ah, but yeah, the weekly work hours or not are not too intense. Yeah, but when you're invested in the work, um, I think somebody said, Ask me. They said, Are you working a lot from home on weekends now? Because you've got this new role where you know you're in the start up. I said The difference now is that I feel like I'm compelled to work because I want to do it because I'm very invested in the work and I love my job. Um, but I'm going quite careful about creating a line there.

um the challenges are ah, you know, having just annexed the constant reshuffling of priorities to the top, right? And sort of thinking about what is, you know, being able to balance the longer term vision, Um, and sort of that strategy with the day to day fires that need to be put out. Right? So things that that pop up were also membership organization. So we have. And we have a fantastic board. They're very dedicated in the very engaged. So was, as with any membership organization, you sort of have to be careful to keep your eye on the true north. And make sure, you know, you may have some members who really want to take the whole organization in a different direction. So you sort of have Teoh have positive touchpoints with them, but also kind of make sure that, you know, did you stay member driven? But they do, representing the interests of all of your members. I'm not getting pulled in one or together sort of more extreme direction. Um, so, yeah, I mean, I think the when approaches were effective in dealing with that and put that challenge in particular. Just making sure you have clear communication. Um, and that Ah, you know, you have a strong kind of strategy coming out. You can return to that living document and say, Here's kind of what we agreed to And here's what we were planning to dio um, having some confidence, having some faith. Ah, and making sure that your members have understand that their variety of ways to engage with the organization and with the work. So yeah, making sure that you don't you don't have to be all things to all people, so that supportwe are a non profit organization, so we are a trade alliance and an affiliated field building institute. So through the five a one C three or through the institute were able to seek grants from some organizations that students may be familiar with. Ford Foundation MacArthur certain, a foundation of U. K Kellogg Foundation. Right? So those types of larger institutional players who have, um, indicated that they want to build the infrastructure and the field for impact investing to kind of accelerate kind of capital, moving into the sort of positive social and environmental outcomes and type of investing eso we do, we definitely pursue and received grants on. And then we also have membership dues. Um, and so that's how we build our own for our own business model for our members themselves. The impact funds that comprise our membership. They are looking, of course, for limited partners and for institutional investors and alligators who might would let you know who would like to invest in them. Um, and to see them as being very skilled at finding amazing cos exciting companies that are gonna, um, you know, create positive social environmental change and also do really well and scale. Yeah,So this is an area where there's some progress and there needs to be way more progress. And so I hope that that a lot more students, we want to be excited. I'm and I'm faculty would want to get involved with this effort. Um, there is impact. Investing is, um, again it includes everything from the concessionary to market raid and everything in between, right, in terms of the return that it seeks. Ah, and it also looks for different types of in impact outcomes on do. Sometimes there's confusion, for example, between tsg investing or environmental social governance or sort of screening sustainable investing and then more, you know, impact investing, which I do see a distinction. There was impact investing is pro, actively contributing to solutions on and not just tryingto to negatively screen right. So that's, you know, we we have standards or we're trying to work towards best practice with impact Capital managers funds eso We have established a baseline or floor expectation for how they will manage their impact. We have some veterans in the space of the news for a long time, and so they could help him in toward the new emerging managers who are coming on to say, OK, here's what you know. Here's some helpful frameworks or tools The impact management to project to the I. M. P is really Ah, a fantastic first mover has been very helpful in helping a lot of our members a lot of others outside of icy and figure out what? How to think about negative, um, you know, negative impact, impact risk. Um, again. So that continuum of how how much is the investor adding right? The idea of addition ality and the investor contribution to impact. So things like that. So there's a variety of different tools, and to some extent it's gonna change. It's gonna be different, depending on what kind of investing somebody's doing if you're doing environmental. So it climate change, investing. Maybe carbon emissions is something that's that's pretty tangible and easy in terms of how you think about your impact. You're doing something where you're investing for racial justice or equity, or you're trying to reach underserved communities or access increase access. The service is a little trickier. Um, so you have to just be thoughtful about it. We always say, like, you know, a good place to start is at least outlined what you think is going to happen, what your assumptions are about, the kind of impact that you're going to create. A stop signal. Establish identify, maybe three or four KP ice key performance indicators that you think you don't have to get too broad. Leave some room for unanticipated outcomes, positive or negative. So maybe you're actually measuring the wrong thing that will become apparent. Overtime. Be consistent and how you're tracking and then learn from that right and understand. Ideally, ah, the relationship, sometimes quite an interesting, complex relationship between impact outcomes and return. So right. So in our case, we're really looking for our manager to really looking for most excited about those investments where there's ah, lock step relationship or Colin Garrity between the impact return and the profitability. So as the company grows, the more impact is being created. So that's that's not always the case, but that's the dream