In this episode, Jordana Barrack, Executive Director of the Mighty Arrow Family Foundation, offers a compelling perspective on how funders can rethink philanthropy by centering empathy, trust, and long-term relationships in their work. The foundation, established by Kim Jordan, co-founder of New Belgium Brewing Company, is a family-led philanthropy focused on climate change, food systems, land and water stewardship, and social justice. With an annual disbursement of approximately $3.5 million and a planned sunset in 2040, the foundation aims to deploy its resources intentionally and meaningfully during its limited lifespan.

A central focus of the conversation is the foundation’s recent initiative, the Mighty Partners Report, which reflects a deep learning journey undertaken to better understand the lived experiences and needs of its grantees. Rather than adopting standard philanthropic norms, the foundation opted for direct engagement and honest dialogue with its partners. Through surveys and interviews, they uncovered high rates of burnout and a strong desire among grantees to connect and collaborate with one another—insights that shaped the launch of two new grant programs.

The first, Nurturing Leadership Grants, offers flexible capacity-building support specifically focused on people, rather than projects, within grantee organizations. The second, Transformational Capacity Grants, is structured around referrals—grantees are invited to nominate other organizations that might benefit from similar support. This peer-referral model not only decentralizes the application process but also broadens the foundation’s network in a way that is organically diverse and mission-aligned.

Barrack emphasizes the value of proximity to grantees and fostering candid, human connections. Simply asking nonprofit leaders how they’re doing on a personal level, she notes, can often be unexpectedly powerful, especially in a sector where funders rarely engage with grantees as whole people. The foundation’s approach underscores the idea that genuine partnership requires both trust and a willingness to step away from traditional, transactional funding models.

Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.

Christopher Coritsidis, Founder of the Opus 1 Foundation, presents a vision for how the arts can play a practical and effective role in driving social impact.

His work focuses on leveraging the power of creative expression to address real-world challenges such as economic inequality, social injustice, and environmental sustainability.

The Opus 1 Foundation brings together a wide-ranging network of artists, academics, advocates, policymakers, and organizations committed to using the arts as a tool for change.

The foundation’s approach is based on the belief that creative practices can go beyond personal expression — they can be used to foster social connection, promote well-being, and strengthen communities.

Coritsidis draws on a combination of professional experiences — from his background as a violinist to his MBA from MIT — to develop initiatives that combine artistic creativity with strategic impact.

A key focus of the Opus 1 Foundation’s work is exploring how the arts can help address disconnection and isolation, which are growing challenges in many societies today. Whether through music, visual arts, or performance, creative projects have been shown to foster a sense of belonging and improve mental and emotional well-being.

Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.

In a wide-ranging and thought-provoking conversation, Pia Rebello Britto, Global Director of Education and Adolescent Development at UNICEF, unpacks the sobering reality of education in the face of accelerating climate change and systemic inequality.

Drawing on her extensive global experience and UNICEF’s latest report, "Learning Interrupted: Global snapshot of climate-related school disruptions in 2024", she provides a clear-eyed analysis of the intersecting crises that threaten the educational futures of hundreds of millions of children worldwide.

At the heart of the discussion is an alarming statistic: in 2024 alone, climate-related disruptions affected a staggering 250 million children. Across 85 countries, extreme weather—floods, heatwaves, storms, and air pollution—upended school calendars, damaged infrastructure, and derailed learning.

Yet climate is only one part of the broader learning crisis. Britto highlights three distinct yet interconnected challenges: children being denied access to school altogether; those enrolled but receiving substandard education; and those whose education is interrupted by crises.

Each of these systemic failures contributes to the shocking global reality that 7 in 10 ten-year-olds cannot read a simple sentence.

Despite the scale of the challenge, Britto remains deeply committed to transformative solutions. She calls for immediate investment in climate-smart learning environments—resilient, adaptive infrastructure designed to withstand future shocks.

Central to these reforms is the recognition that teachers are the keystone of educational quality. Britto makes a compelling case for a global reboot of teacher preparation and professional development, describing it as one of the most efficient and scalable pathways to improving learning outcomes. At the same time, she warns against the seductive appeal of “shiny” EdTech solutions that lack evidence of impact. Effective integration of technology must be grounded in pedagogy, not novelty.

She also highlights two often overlooked groups: girls and children with disabilities. Both face compounded barriers to education, and despite advances in assistive technology, inclusive learning remains vastly under-prioritized. It is here, Britto suggests, that funders and innovators could make some of the most catalytic interventions.

For philanthropists, policymakers, and advocates, Britto offers a clear call to action: do your homework, invest in what works, advocate vocally for education as a fundamental right, and act locally as well as globally. Her vision is pragmatic yet optimistic. Education, she reminds us, is not merely a public service—it is a social contract. It is the most powerful instrument we have to unlock potential, and shape a sustainable future.

Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.

In this powerful and urgent conversation, Baroness Joanna Shields offers a compelling account of her work founding and leading the WeProtect Global Alliance—a coalition of over 100 governments and 320 organisations uniting to combat the growing threat of online child sexual abuse and exploitation. A former tech executive and government minister, she bridges sectors to drive systemic change, confronting one of the most complex challenges of our time.

She reflects on the Alliance’s origins a decade ago, when the international community was still reluctant to acknowledge the prevalence of online predators and child exploitation. Since then, WeProtect has pushed the issue onto the global policy agenda, created a model national response framework, and developed comprehensive threat assessments that inform governments worldwide. Yet despite progress, the scale and severity of online harms remain staggering, and Baroness Shields warns of a worsening crisis if action stalls.

At the heart of the problem lies a lack of cohesive age assurance infrastructure across the internet. Unlike in the physical world—where age restrictions govern access to alcohol, voting, or driving—digital spaces remain largely unregulated. This regulatory vacuum leaves children vulnerable to harmful content and predatory behaviour. She argues that responsibility cannot rest solely on parents, who are often overwhelmed and ill-equipped to navigate the evolving digital landscape. Instead, the tech industry must lead with shared standards, particularly through the adoption of a universal, privacy-respecting age signal that follows a child across platforms.

The conversation explores the tension between safety and free expression. In this context, Baroness Shields sees age assurance as a pragmatic solution that empowers families and safeguards children without compromising the broader architecture of the open internet.

Artificial intelligence emerges as both a promising tool and a dangerous vector. AI can be deployed to detect grooming behaviour and prevent exploitation. But it also enables new forms of abuse—like AI-generated sexual imagery and manipulative chatbots targeting minors.

Throughout the episode, Baroness Shields remains clear-eyed about the challenge but anchored in optimism. She believes in the transformative potential of technology—if it is shaped by common sense, accountability, and a commitment to protecting the most vulnerable. Her call is for an alliance of the willing—governments, tech leaders, civil society—to coalesce around a shared digital future where children are empowered to thrive, not endangered by design.

Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.

In a wide-ranging and deeply personal conversation, Tiffany Yu, CEO and Founder of Diversability, explores the transformational potential of disability advocacy, the importance of representation, and the expansive reach of community-building.

As the architect of Diversability—a global community now numbering more than 80,000 individuals—Tiffany has created a platform that empowers disabled individuals and their allies to elevate their voices, dismantle ableist systems, and build collective influence.

What began in 2009 as a student-led initiative has grown into a dynamic, multi-sector movement. Inspired by her corporate experiences at Goldman Sachs and Bloomberg, where she first encountered disability employee resource groups, Tiffany saw firsthand how visibility and solidarity within institutions could alter perceptions and influence systems.

Diversability not only fosters peer connection but also positions disability identity as a source of pride, resilience, and leadership.

Much of the conversation centers on her newly released book, The Anti-Ableist Manifesto, a call to action for disabled and non-disabled readers alike. Through a structured “Me-We-Us” framework, Tiffany makes disability advocacy accessible to all. The manifesto is not simply about compliance with existing legislation—it’s about shifting societal mindsets to affirm the inherent value of disabled lives. It’s a deeply human appeal that complements legal protections like the Americans with Disabilities Act (ADA) and the UK's Equality Act by focusing on hearts and minds, not just policy.

Tiffany underscores the economic imperative of inclusion. With over 1.6 billion people globally identifying as disabled and a collective market power exceeding $18 trillion, disability inclusion is not only a moral obligation but a competitive advantage. She cites examples of innovations originally designed for disabled users—such as electric toothbrushes, audiobooks, and ergonomic seating—that have gone on to benefit the broader public. These “curb-cut effects” demonstrate how designing with accessibility in mind fosters universal benefit.

The conversation also delves into the structural challenges facing the disability community: fragmentation across geographies, underrepresentation in leadership, and political headwinds threatening essential services. Yet, Tiffany resists despair. She points to disabled entrepreneurs as economic contributors and changemakers, and notes that small businesses led by disabled founders are significantly more likely to hire other disabled people—illustrating how grassroots action can lead to systemic transformation.

Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.

The opening ceremony of the Special Olympics World Winter Games have just taken place in Turin, Italy on 8th March 2025. Today, we welcome leaders from Special Olympics and The Coca-Cola Company onto this episode of the Do One Better Podcast. Zehra Sayin is the Chief Marketing, Communications and Development Officer at the Special Olympics; and Tim Dignard is Senior Director, Global Sports Partnerships & Operations at The Coca-Cola Company.

For over 55 years, Special Olympics and The Coca-Cola Company have been pioneering a movement that transcends philanthropy and sports sponsorship, redefining how corporate and nonprofit partnerships can drive systemic change. At the heart of their collaboration lies a shared vision: fostering inclusion for people with intellectual disabilities through the transformative power of sport.

We hear how Special Olympics, now a global movement with millions of athletes, began as a simple gathering in 1968, and today stands as a testament to the power of sport in shifting societal attitudes.

The Coca-Cola Company, a founding partner, has been instrumental in supporting this evolution — not just through financial contributions, but through a deeply integrated, strategic engagement that extends far beyond traditional corporate sponsorship. The partnership is a model of holistic collaboration, spanning corporate volunteering, global marketing, consumer engagement, and systemic advocacy for inclusion.

While their alliance has long been impactful, both organizations recognize that their work is far from complete. Special Olympics continues to face challenges in expanding its global footprint, particularly in markets outside the United States where brand awareness remains low. The Coca-Cola Company has embraced this challenge, leveraging its vast global reach and marketing capabilities to amplify the movement’s message in new territories. Their recent eight-year partnership extension — the longest in their history — underscores their commitment to taking inclusion to new heights.

On the ground, the collaboration is about more than visibility; it’s about breaking down barriers. From Turin, Italy, where the Special Olympics World Winter Games are currently underway, to future events in Chile and Switzerland, the movement is not just about competition — it is about driving long-term social impact. Whether through engaging The Coca-Cola Company’s employees in volunteer programs, facilitating access to resources, or enlisting high-profile ambassadors to advocate for inclusion, the goal is clear: to create a world where people with intellectual disabilities are fully included, recognized, and celebrated.

The essence of this partnership is perhaps best captured in the simple yet profound experiences of those involved. Volunteers who come to support the games often arrive thinking they are there to give, only to leave with a transformative realization — they have received far more than they contributed. The athletes, whose resilience and determination shine through every competition, are the true champions of this movement, proving time and again that inclusion is not charity, but a fundamental human right.

Looking ahead, the partnership between Special Olympics and The Coca-Cola Company is set to become even more strategic, targeting key markets and leveraging new opportunities to foster change. Inclusion, as both organizations emphasize, is a journey — not a destination. With the scale, influence, and shared values of these two global giants, the potential to reshape societal attitudes and build a more inclusive world has never been greater.

Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.

Fay Twersky, President and Director at the Arthur M. Blank Family Foundation, on Accelerating Giving and Tackling Society’s Biggest Challenges.

The Arthur M. Blank Family Foundation, founded nearly 30 years ago, is committed to accelerating philanthropy and tackling some of the most pressing challenges of our time. Arthur M. Blank co-founded The Home Depot.

Under the leadership of Fay Twersky, the foundation has expanded its giving and in 2024 granted approximately US $200 million, focusing on core areas, including: democracy, climate change, youth development, mental health and well-being, and community investment in Atlanta’s west side.

The foundation operates as a grant-making institution but also serves as a convener and collaborator, leveraging its influence to drive systemic change. One unique aspect of its work is the use of West Creek Ranch in Montana, a dedicated retreat space designed to foster meaningful dialogue and problem-solving among leaders in philanthropy, policy, and social change.

The foundation is particularly invested in advancing innovative solutions. In climate change, it supports regenerative land management practices in Montana, helping ranchers adopt more sustainable approaches that benefit both the environment and their livelihoods. In Atlanta, it works to preserve affordable housing and promote economic mobility, including piloting a guaranteed income initiative.

Mental health is a newly expanded priority, with a focus on early interventions in childhood and adolescence to prevent long-term crises. The foundation is supporting evidence-based programs like Inner Explorer, which introduces mindfulness practices in schools to help children regulate stress and improve academic outcomes.

With a deep commitment to long-term partnerships, general operating support, and investing in organizations’ capacity, the foundation prioritizes impact over bureaucracy.

Twersky’s philosophy — "Curiosity trumps certainty" — underscores the foundation’s approach to learning, adaptation, and continuous improvement in its mission to repair and uplift society.

Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.