Who We Work With

We call our preferred customers “Ranchers.”  Ranchers are players who need a big plot of land, take high risks, and have expansive ideas. They may not have direct responsibility for a large budget, but they have access to pools of social and financial capital for the things they deem necessary.

Ranchers have the following characteristics:

1. Well-networked with reputation reaching beyond traditional lines
2. Accustomed to managing risk and experienced in starting ventures
3. Influential but not in traditional positions of authority
4. Content with their current employment or platform and have freedom to move
5. Relatively comfortable with ambiguity and play well in white space
6. Can mobilize capital for big ideas

Ranchers often come from a place of privilege. They are older, financially secure, and experienced but mostly independent from formal employment or high pressure leadership positions.  We find Ranchers in a variety of places, but we have cultivated three recognizable categories.

Venture philanthropists

High net-worth individuals who have committed a budget for social change, Venture Philanthropists are known for their desire for hands-on engagement. Existing structures don’t always give them the desired engagement or impact. As a result, they start independent ventures. We provide the flexible structure for them to build, play a role, and execute quickly on a vision.

Boundary leaders in nonprofit systems or public foundations

Institutional leaders who have the space, budget (over $10M), and scaleable networks required to innovate, Boundary leaders partner not to fix their current reality but to fulfill their hopes for the world. They work in systems of nonprofits with a national scope and are eager to take calculated risks including profit-making ventures and new speeds of responsiveness.  We have the patience to work within large systems and they need to create space to innovate. We become a green field where they move forward new ideas.

Seasoned (social) entrepreneurs

Seasoned social entrepreneurs have established initiatives, access to capital and networks, some level of prestige and name recognition.  They approach Criterion seeking assistance with scaling or spinning off a new venture.  Often we provide distribution systems and expanded platforms for impact in scaling. But even more, these entrepreneurs serve as good partners for us in new ventures.

Criterion is not a consulting firm, it is a dynamic ensemble of complimentary instruments that sometimes expands to a quartet or chamber orchestra, depending on the needs of its clients, who also play along. Criterion does not allow for a passive audience.
Steve Commins, UCLA