Execution on vision

We work in the social change space.  It is a space currently punctuated by growth, changes and challenges.  Dramatic growth, evidenced by the countless new non profits, hybrid models and alliances created in the last 5 years, has created incredible opportunities.  New money at the table is asking important questions.  For example, how to harness the power of the market while preserving social mission.  For those at the forefront of answers, those who can envision sustainable ventures, there is risk capital to be had.   But the competition for resources and need to demonstrate results presents an ongoing challenge to differentiate, focus on impact and create sustainable enterprises.

Social ventures are no longer relegated to scrappy start-ups, the big networks and the household brand names have waded in.   They have always set their sights on the social challenges which motivated venture philanthropy.  And these challenges seem ever expanding.  Venture philanthropy, while impacting the engagement of a set of donors, foundations and non-profits, has not transformed the sector as many had hoped.  But the philanthropic trend towards higher engagement continues.  And foundations and investors alike look to leverage the full spectrum of capital to achieve their outcomes.  This milieu cries out for hybrid talent – those who can see the social system surrounding challenges and have a structure to launch ventures within it.

Our clients and partners are people and organizations launching or scaling ventures that will create a better world. Each of these ventures employs capital of various forms in order to achieve a set of outcomes. Ventures might be new, independent companies, or internal new business lines: a philanthropist writing and publishing a book; a bank looking for innovative ways to finance health care; banking services for the unbanked; a brand of products with proceeds going to address poverty and climate change.

1. We are committed to execution and can create a flexible plan and then dive in.  We work on projects were we often hold the role of a CXO – or multiple CXOs as the venture takes shape.  This allows the entrepreneur to reduce the risk of early hires.
2. We are seen as humble and able to show up and help without expensive processes or complicated intellectual property.  We have methodology, but it never gets in the way of what the client wants to accomplish (we leave no trail of aging binders of process and presentations).  We partner with competitors where it will achieve objectives.
3. We bring powerful, engaged and diverse relationships to the table. We have sought to attract, throughout our business, free ions, people who had more energy for the world than they consume. Free ions give of their social capital relatively easily, they are open with advice, and they get excited about the work of others. They have their own passions, but see their passions as enhanced by the passions of others. We attract free ions to the ventures we are working on.

Having myself co-founded, managed, and hired consulting firms large and small, I can attest to the uniqueness and brilliance of the Criterion approach. In a nutshell, they embrace and then give away the whole world. Fearlessly generous in their networking, they eschew possessiveness, pride, and greed in favor of seeing to it that their clients get what they need, from whoever might offer it. “Crazy like a fox,” I’d say.
Eliot Daley, Vice President, Corporate Strategy Aspect Medical Systems, Inc.