As I’ve learned more about social entrepreneurship, one thing keeps coming up. Millennials, and people of my age are the ones leading mission investing. At first, that surprised me. Then it seemed to come together.

1. We grew up as big problems were happening. My generation did not develop imagining something like climate change or financial instability. We watched them happen. Wildfires, pandemics, and school lockdown drills. It was all on our phones. When that’s your routine, simply being focused on profit does not feel right.

2. We care about what companies stand for. If we do not always speak of what brands represent, most of the people I know pay attention to what they represent. We take note of how companies treat workers and the environment, and whether their values sound authentic or phony. The same place is behind mission investing.

3. Transparency is now simply part of life. And when everything is online, companies can’t really hide themselves. Any unethical action may well quickly be discoverable. That means impact is involved in part of risk, not a purely ethics issue.

4. Impact feels like opportunity. Impact is not charity in the eyes of my generation. It appears to be clean energy, sustainable products, good mental health, and fair labor. These are legitimate issues, real markets. Mission investing is like wagering on the future.

5. We are going to want our money to reflect our values. People my age have a lot we hear so much talk about pursuing meaningful work. Which makes sense to say if that is how we think about our jobs, it would apply to investing.

What we do not want to do is choose between making money and doing good. We want both.

-Tristan

If you’ve ever worn a Patagonia jacket, you can feel the brand’s personality: it is simple but durable, and a little bit rebellious. In Let My People Go Surfing, founder Yvon Chouinard told the story behind the brand, and it completely changed how I think about what a business can be.

Chouinard never wanted to be a CEO; he just wanted better climbing gear and a life that “didn’t feel like work.” Patagonia was born from that mindset, and it ended up becoming one of the best examples of what mission-driven business looks like.

Here’s what stood out to me reading the book:

1. Patagonia started as a fix, not a “startup”

Chouinard began by making climbing tools because the existing ones weren’t good enough for his own use. That’s it. No business plan. Just a problem he cared about.

As Patagonia grew, he applied the same philosophy to bigger issues, especially the environment. What began as a personal project became a company built around protecting the places its customers love.

It reminded me that meaningful businesses often start with a simple question: how can this be better?

2. The title is really about trust, not surfing

“Let My People Go Surfing” comes from Patagonia’s early rule: if the waves were good, employees could leave work and surf.

It wasn’t about being laid-back. It was about trusting people to manage their own time and being responsible about how they used this freedom.

3. Values came before profit, and profit followed anyway

Patagonia consistently made choices that were harder in the short term: switching to organic cotton long before it was mainstream and choosing suppliers based on ethics instead of cost for example.

But customers responded to that consistency. What Patagonia stood for became part of why people bought from them.

The lesson feels simple but rare: offering real values consistently can become a real advantage.

4. Giving the company away was the final statement

In 2022, Chouinard transferred Patagonia’s ownership so that all profits, roughly $100 million a year, now fund the fight against climate change.

It was one of the boldest moves any founder has made and it completely reframed what business success can look like for generations to come.

Why This Matters to Me

Let My People Go Surfing made me realize that purpose isn’t something you layer on at the end. It’s something you design from the start.

- Tristan

That’s the heart of Aaron Hurst’s book The Purpose Economy, and it explains so much about the companies I’ve been studying. Hurst argues that we’re entering a new economic era where meaning matters just as much as money. And once I started seeing the world through that lens, everything I had learned before seemed to make sense.

Here’s what stood out to me in this book:

1. We’re entering a new economic era, and purpose is the engine

Hurst says the world has moved through three major economic stages: first the Agrarian Economy, based on farming; then the Industrial Economy, driven by manufacturing; and then the Information Economy, shaped by technology and data.

Now, he argues, we’re shifting into the Purpose Economy, where value comes from things like helping others, solving social or environmental problems, feeling connected, and building community.

This idea feels huge. It means the future of work won’t just be about efficiency or scale. It will be about meaning.

2. Companies win when they stand for something real

Hurst makes the case that purpose is becoming a competitive advantage. When you look at brands people admire today, it’s clear why.

Bombas ties its product to a real social issue. Warby Parker makes vision care accessible. Allbirds puts carbon transparency front and center. Patagonia treats activism as part of its identity.

These companies aren’t just selling things; they’re solving problems and customers respond to that.

It makes me think that the brands my generation will support most are the ones that actually stand for something.

3. Work is being redefined, and that matters for people my age

One of Hurst’s most interesting points is that people want work that feels useful, connected, and mission-driven, not just work that pays well.

Even as a high school student, I can already see how much people my age talk about meaning when they talk about careers. We want to build things that matter and we want to do work that feels in line with our values. We want to feel like what we do has an impact.

4. Community is the new currency

Hurst argues that purpose comes from connection. That’s why so many modern brands build community into their model, through meetups, ambassador groups, or cause-driven communities.

In the Purpose Economy, belonging doesn’t just support the business; it is a big part of the business model itself.

5. Purpose isn’t something you wait to find; it’s something you build

One of the most encouraging parts of the book is the idea that purpose is designable. Anyone can create it by focusing on relationships, personal growth, meaningful challenges, creativity, and service.

For someone my age, this is a huge takeaway. Purpose isn’t something I have to “discover” decades from now. It’s something I can shape now, through projects, internships, clubs, or even writing this blog.

Why This Matters to Me

The more I learn about social entrepreneurship, the more this book feels like a roadmap for the future I want to be part of. It explains why mission-driven companies are growing, why impact investing exists, and why so many of today’s founders start with “why” instead of “what”.

And as someone just starting to think about what kind of work I want to do, that’s actually exciting. It means there’s room to build something meaningful from the very beginning.

- Tristan

The more I learn about social entrepreneurship, the more I’m realizing this:
you don’t need to be old to notice what’s broken, and you definitely don’t need to be old to try to fix it.

Here are a couple of stories that stuck with me:

1. The Farmlink Project: When College Students Solved a Problem Adults Could Not See

During the early months of COVID, grocery shelves were empty while farms were dumping food. Everyone just called it “a supply-chain issue.”

Some college students looked at the same situation and asked the most obvious question: “Why can’t we just move the extra food to where it’s needed?”

They borrowed a truck, reached out to the farmers, and started delivering produce to food banks. They did not need funding or experience, just energy and a little boldness.

Today the Farmlink Project has:

• moved 100+ million pounds of food

• built chapters around the country

• shown how students can fix a gap professionals had accepted as “just how things work”

It’s one of my favorite examples because it shows how powerful it can be to look at an old problem with fresh eyes.

2. Better World Books: A Simple Campus Project That Became a Global Literacy Engine

The idea was simple: Three seniors at Notre Dame ran a book drive to support a tutoring program. They did not need a “startup plan” to get started. But this initiative led them to a much bigger idea. They discovered that colleges throw out millions of textbooks every year, while kids around the world don’t have access to books at all.

They connected those two problems, and ended up building a company that has:

• donated over 500 million books

• contributed $34+ million to literacy programs

• partnered with more than 1,800 campuses

It’s such a great reminder that big ideas often start as tiny experiments.

Why These Stories Hit Me

I sometimes assume change starts with a perfect plan or with people who already have everything figured out. But every student founder I’ve studied had almost no experience, no idea if their solution would work, and basically no reason to believe anyone would take them seriously. But they moved forward anyway and ended up building something meaningful.

It makes me think the real advantage young people have isn’t just creativity or energy. It’s that we’re not cynical and we still think almost all problems can be solved.

I want to never lose that optimism.

What I’m Taking With Me

Here’s what these stories taught me, and hopefully might help anyone else reading this:

1. You don’t need permission to start something small.

2. You can learn everything else along the way.

3. Your idea doesn’t have to scale on day one, but it should matter and have some momentum.

4. Impact is usually about connecting two problems that solve each other: Extra food to food banks and extra books to global literacy.

Social entrepreneurship isn’t about having the perfect answer; it’s more about noticing something unfair and deciding to do something about it.

- Tristan

That was 2006, long before ESG reports or Gen Z activism. Back then, the idea that a business could solve a social problem felt revolutionary.

The Spark

Founder Blake Mycoskie started TOMS after seeing kids in Argentina without shoes. The idea was simple but powerful: every purchase of a TOMS shoe should help someone else. And it worked almost out of the gate: Millions of pairs were sold, and it inspired a new generation of entrepreneurs to ask how business could be a force for good.

The Problem

But success brought scrutiny, and critics started asking whether free shoes were helping or just making consumers feel better. Even Mycoskie later admitted the model needed to evolve to keep going.

By the late 2010s, TOMS’ sales slowed, and its “One for One” message lost its uniqueness. The brand that once was the poster child of purpose-driven business risked becoming a case study in how good intentions aren’t enough.

The Reboot

Now, TOMS is trying again with new leadership and a renewed mission: the company is now focusing on measurable impact across a variety of causes, from mental health initiatives to sustainable materials and resale programs like ThredUp.

It’s still a Certified B Corp, but the message has shifted: “We’re still about impact, just a smarter kind.”

The Lesson

TOMS proved that purpose can power a business, but later struggled to keep going once the newness had worn off. I think their new model is much less unique than their founding idea.

But one important lesson: As much as I love the One-for-One model, I think this is absolutely critical to consider the purchase frequency at the heart of your business. Shoes are just not purchased frequently enough; socks might be a better bet.

- Tristan

Interview #11: Eleanor McEnaney, Vice President at KKR Global Impact

After exploring social enterprises like Bombas and The Right to Shower, I wanted to flip the lens. What does this movement look like from the investor’s side? Who’s actually funding and fueling these businesses behind the scenes?

These questions led me to a conversation with Eleanor McEnaney, a professional at KKR’s Global Impact Fund, who made the leap from traditional investment banking to a role where capital and purpose meet. Her team manages a $2.8 billion portfolio, and every investment is designed to deliver strong returns and impactful results.

What Is Impact Investing, Really?

A lot of people talk about “doing well by doing good,” but this conversation helped me understand what that actually looks like in practice.

The companies Eleanor focuses on aren’t just ESG-friendly; they’re businesses that have impact at their core, like education platforms or tech tools that improve supply chains. If the business succeeds, so does the mission. And that’s what makes it different from traditional investing.

A Nonlinear Career (with Some Powerful Lessons)

Eleanor didn’t start out aiming to be in impact investing. She studied at Northwestern and then moved into investment banking at firms like Evercore before eventually pivoting into impact investing at KKR. It became clear that she is passionate about where her career has led her.

The Bigger Picture

One thing that stood out is that impact investing isn’t just a buzzword anymore. It’s gaining traction, not because it’s “nice,” but because the economics increasingly make sense. Even if political headwinds slow things down temporarily, structural shifts are happening, and the best investors are already there.

This conversation gave me a new angle on the social enterprise model I’ve been exploring. Investors like Eleanor aren’t just writing checks. They’re building the ecosystem that helps mission-driven companies scale and stay strong for the long run.

- Tristan

As a summer intern at Skinfix, I was asked to analyze and expand a collaboration with Protect Our Winters (POW), a nonprofit that fights climate change.

The partnership began with a limited-edition skincare set, with 10% of sales donated to POW. The Skinfix team was excited about the campaign because it had raised awareness and given customers a way to support a cause. My project was to figure out how to make this impact last all year.

From Campaign to Strategy

My job was to review past results and find ways for Skinfix to turn this one-time effort into a program that could grow and last.

Here’s what I tackled:

• I reviewed sales data from the original POW campaign to identify what worked well and where there was room for improvement.

• I also looked at Skinfix’s products to find which ones would work best for a bigger giveback program, focusing on popular items like the barrier+ moisturizer and eczema line.

• Next, I participated in cost and supplier negotiations, which made the project feel real. I joined supplier talks to learn about costs and profit margins for our main products. We found that to donate 10% of sales and still make a profit, Skinfix would need to sell 20% more of its top three products.

Designing for Scale

With this information, I put together a plan to help reach that 20% sales increase and make the donation model work.

I suggested a social media campaign focused on the POW partnership, special packaging to highlight the climate message, and make these products stand out, and ideas for working with retailers, like joining the “Planet Positive at Sephora” program.

This was more than just growing a campaign. It was about creating a way for doing good and doing well to go hand in hand, and showing that a purpose-driven project can also help the business succeed.

The Power of People

One thing I didn’t expect was how much people matter when making a big idea happen. Getting support from teams like product, marketing, and finance took more than just good analysis. It first and foremost meant lots of listening and trying to understand the different viewpoints around the table.

I learned that a mission-driven strategy works only if the team is committed, not just because the numbers add up. Purpose can start ideas, but it’s the teamwork and company culture that make them last.

What I Took Away

This internship was my first real experience seeing how brands can bring purpose into everything they do, from supply chain to marketing. I learned that the best impact strategies not only inspire but also deliver results. I also found out that it’s much harder to add a donation to an existing business model than to plan for it from the start.

- Tristan

When you’re 17 and thinking about building a business that does good, the question isn’t just what to create. It’s how? How do you take an idea that could make a difference and actually turn it into something real that lasts?

This summer, I wanted to figure that out. So I took a Coursera course from the University of Pennsylvania called Social Impact Strategy: Tools for Entrepreneurs and Innovators. It promised a practical roadmap for turning purpose into action. I was excited to learn about some tangible tools, and I was not disappointed.

Why I Took the Course

I’ve always been fascinated by companies that combine doing good with doing well, brands like Bombas, Patagonia, and The Right to Shower. But the more I learned about them, the more I realized how rare that balance actually is.

Many ideas start with a wish to give back, but only very few survive after their launch.

That’s what this course helped clarify for me. How to move from inspiration to execution without losing the mission along the way.

The 4-Part Framework: Define, Design, Pilot, Scale

The course introduces a model that makes social innovation feel tangible, not theoretical. It’s built around four core steps:

• Define the problem clearly and go beyond symptoms to uncover the root cause

• Design a solution grounded in empathy and real human needs

• Pilot your idea on a small scale to test, learn, and adapt

• Scale what works sustainably, without losing focus or purpose

That structure changed the way I see impact. I understood that it’s not a single lightning-bolt idea but a disciplined process. And each stage forces you to think and act a little differently. First, you are a detective, then a designer, then a scientist, and finally, a builder.

The Moment It Clicked

At one point, the instructor said: “Don’t fall in love with your solution. Fall in love with the problem.” That line stuck with me.

I realized I’d spent a lot of time thinking about ideas, what product I’d launch, and what story it would tell, but not enough about why it mattered or who it was really for.

This framework flipped that thinking completely because it reminded me that building a business with purpose isn’t about waiting for a perfect idea. Instead it is about taking real steps, learning quickly, and pivoting when something changes.

Why It Matters

Through the interviews I’ve done with founders and investors, one theme keeps coming up. The future belongs to businesses that blend profit with purpose.

After taking this course, I see that blending isn’t magic. It’s a method or a four-part framework.
And I believe it’s not just for entrepreneurs and businesses. It’s actually for anyone who wants to turn good intentions into real change.

-Tristan

Interview #10 - Randy Goldberg, Co-Founder of Bombas.

I’d been fascinated by Bombas’s “buy one, give one” model for a while and how a simple idea could drive both purpose and profit. Talking to Randy gave me a behind-the-scenes look at how it all began, how they made it sustainable over time, and what advice he has based on his experience.

How It Started: A Facebook Post and a Problem

Bombas began with a single Facebook post that read: “Socks are the most requested item in homeless shelters.”

For Randy, that fact stuck. “I couldn’t stop thinking about it,” he told me. “Something so small could make such a big difference, and yet no one was solving it.”

He and his co-founder, David Heath, did some digging and learned that socks are rarely donated because of hygiene restrictions. That insight sparked the simple but powerful idea of creating a company that gives away a pair of socks for every pair sold.

Building a Business That Gives Back

The team didn’t want to just make any socks. They wanted to make the best socks so that people would continue purchasing them. They spent two years perfecting the product by testing materials, improving fit, and rethinking comfort before launching through an Indiegogo campaign.

That campaign raised $140,000, surpassing their goal and funding Bombas’s first production run. “We wanted to make the most comfortable socks in the world and use that comfort to help people who really need it.”

Making the Model Work

Many brands talk about giving back, but Bombas built it into their business from day one. Pricing, margins, and operations were designed around this, ensuring that every donation was part of the plan and the model could financially work.

Today, the company has donated over 150 million items, including 30 million in the past year alone, through more than 4,000 partner organizations.

Randy described success as a balance between two measures:

1. Financial: growth, profit, and scalability

2. Social: reach, impact, and reliability

The two reinforce each other. “Doing good,” he said, “isn’t the opposite of doing well.”

Shark Tank: The Turning Point

When Bombas appeared on Shark Tank in 2014, they weren’t just pitching socks. They were sharing a purpose. Their authenticity connected with investor Daymond John, who offered them funding and mentorship. The exposure took Bombas to the next level, but Randy said what truly fueled the brand’s longevity was the story itself, simple and very relatable.

“The show helped us tell our story to millions. But what sustained us was having a mission people believed in and wanted to share.”

What He Tells Aspiring Founders

When I asked Randy what advice he’d give to young entrepreneurs who want to start purpose-driven businesses, his answer was refreshingly straightforward:

• Bake the impact in from the beginning. Don’t tack it on later.

• Keep it simple. Customers should instantly understand how their purchase creates change.

• Be transparent. Authenticity builds trust, and trust builds community.

He also emphasized starting close to the problem:

“Volunteer. Observe. Take notes. The best ideas come from being near the need, not from brainstorming in a vacuum.”

Why This Model Matters

Randy sees Bombas as part of a bigger shift in business, alongside brands like Warby Parker, TOMS, and Newman’s Own, toward companies that measure success by both profit and purpose.

“This generation doesn’t want to choose between impact and success. They expect both, and that’s where the future of business is heading.”

Final Takeaway

Talking to Randy confirmed why I’ve always believed Bombas represents the business model of the future. It’s proof that a simple, human idea, when executed with empathy and discipline, can scale into something meaningful. Bombas didn’t just sell socks. It redefined what it means to build a company that matters.

This conversation reminded me that the next wave of business innovation won’t come from choosing between purpose and profit. It will come from blending both.

-Tristan

If you want to understand where the future of business is headed, you could start by looking at my generation’s shopping cart.

We often don’t buy products if we don’t identify with a company’s values. Whether it’s sustainable packaging, ethical labor, or a social cause, my generation expects more from brands than good marketing. More than any previous generation, we are actively voting with our wallets.

Let’s break this down:

• 73% of Gen Z consumers say they buy based on a brand’s social or environmental values.

• That’s significantly higher than Boomers (35%) and Gen X (50%).

• For my generation, purpose isn’t a bonus. It’s our baseline.

  Source: IBM Institute for Business Value

This shift is driving real momentum for social enterprises, companies like Bombas, Patagonia, and The Right to Shower that are built around doing good while doing business. These aren’t side projects or CSR campaigns. Social impact is a new competitive business model.

As a high school student exploring business and purpose, I’ve been especially curious about this intersection. After interviewing leaders like Laura Fruitman, creator of The Right to Shower, and researching the philosophy behind companies like Unilever under Paul Polman, it becomes very clear. Businesses that align profit with purpose aren’t just ethical; they’re very strategic.

And my generation is holding brands accountable.

This is just the beginning of a bigger exploration. I’ll be diving deeper into case studies of companies leading this charge, from Patagonia’s environmental activism to Bombas’ sock-for-sock model.

For now, one thing is clear. The next generation of business leaders and buyers is building a world where doing good is simply good business.

-Tristan

After learning about Paul Polman during my interview with Laura Fruitman, who launched a social impact brand inside Unilever, I got curious. I wanted to understand the mindset of the leader who ran one of the world’s biggest consumer goods companies with a purpose-driven playbook. So I picked up his book, Net Positive. Here’s what stuck with me.

Net Positive Isn’t Just a Feel-Good Idea. It’s a Strategy

Paul Polman makes one thing clear. Helping the world is good for business. Not just “nice,” but profitable.

According to Polman, companies that put people and the planet first are seeing:

• Higher returns in the market. ESG-focused companies are outperforming traditional ones over the long term.

• More loyal, mission-driven employees. Gen Z and millennials want to work at companies that reflect their values.

• Cost savings through sustainability. Green supply chains can cut costs by 9 to 16 percent, according to BCG.

This isn’t charity. It’s competitive advantage.

Four Takeaways From Unilever’s Net Positive Transformation

1. Long-Term Thinking Pays Off

Polman moved away from quarterly earnings reports to focus on sustainable, stakeholder-first strategy. The result was a 300 percent shareholder return and long-term industry outperformance. Climate change and inequality aren’t short-term problems, so acting like they are makes little sense.

2. Purpose Starts Inside

Unilever’s mission, “to make sustainable living commonplace,” wasn’t just a slogan. Employees were encouraged to find personal meaning in their work, and teams aligned around shared goals. Purpose-led brands grew faster and performed better.

3. Goals That Actually Matter

Unilever didn’t aim for net zero. It aimed for net positive. That meant:

• Improving the lives of 1 billion people

• Creating 5 million jobs

• Running zero-waste factories

Polman argues that transparency builds trust, and trust creates opportunity.

4. Big Change Needs Big Partnerships

No company can fix the planet alone. Unilever worked with competitors, nonprofits, and governments to drive change across the system. That credibility earned Polman a seat at the UN Sustainable Development Goals working group as the only private-sector representative.

The Bigger Picture

What struck me most was Polman’s belief that business can be a force for healing, not just a machine for profit. The Net Positive mindset reframes success as giving more than you take and leaving the world better because your company existed.

That idea connects directly with the brands I’ve been researching, from The Right to Shower to Bombas to Patagonia. These companies don’t just do good. They’re redefining what it means to do well.

I’ll be diving into more of those case studies soon. For now, Polman’s message is clear. The businesses that will win tomorrow are the ones building for everyone, not just shareholders.

-Tristan

We’re entering a new era of business, one where doing good isn’t just a side project. It’s baked right into the business model.

That’s what first caught my attention in my interview with Laura Fruitman, the founder behind The Right to Shower. Her story opened my eyes to a new type of entrepreneurship, one focused on solving real-world problems while building profitable companies.

This isn’t charity. It’s not corporate social responsibility either. It’s something different and, in my opinion, something better.

How It Works: The Blended Value Model

Most of us grow up thinking businesses are supposed to make money and nonprofits are supposed to make the world better. Social enterprises sit in the middle by blending the two. They’re designed to generate both financial returns and social returns.

Here’s how it breaks down:

• Nonprofits focus on social outcomes, funded by donations or grants.

• Corporations focus on profits, with occasional give-back programs.

• Social enterprises build business models that generate blended value, meaning every purchase, sale, and customer interaction contributes to a mission.

It’s about using the marketplace, not donations, to fuel real change. This combination of purpose and profit is what makes social enterprise so powerful.

The Brands Leading the Way

Once I saw this model in action, I started noticing it everywhere. Here are a few brands that are doing it well:

• The Right to Shower: A Unilever-backed brand that sells soaps and body washes, then reinvests profits into mobile showers for people experiencing homelessness.

• Bombas: For every pair of socks sold, they donate a pair to someone in need. They’ve donated over 100 million items so far.

• Patagonia: They don’t just sell outerwear. They lead with sustainability, activism, and environmental repair.

• STATE Bags: With each backpack sold, they fund fully packed school bag donations and support underserved communities.

These brands aren’t sacrificing business results. They’re building communities of loyal customers who buy not just what they sell, but what they stand for.

My Generation Is Paying Attention

If this sounds like a feel-good trend, it’s not. My generation is voting with our wallets.

We want brands that stand for something and reflect our values. We’re more likely to support companies that are doing real good in the world.

I’ll be exploring this shift in more detail soon because I believe it’s already shaping the future of business.

For now, I hope this gave you a clearer understanding of what social enterprise is and why it might be the most exciting space in business today.

-Tristan

Founded by Scot and Jacq Tatelman, STATE was born out of a realization: kids who needed help didn’t just need things. They needed dignity.

The GiveBackPack

For every bag sold, STATE donates a fully stocked backpack to a child in need. What makes them stand out is how they handle storytelling. They never center pity, only empowerment. Their campaigns feature real families and real joy.

Their tagline, Give. Back. Pack., captures that spirit perfectly.

From Nonprofit Roots to National Reach

Before launching STATE, the founders ran a nonprofit summer camp for kids from under-resourced communities. That experience shaped their entire model. They didn’t just start a brand. They built a platform for representation and equity.

STATE has partnered with major companies, from Beyoncé’s BeyGOOD Foundation to the Obama Foundation, amplifying their mission far beyond backpacks.

Lessons From STATE

• Lead with empathy, not charity

• Storytelling matters as much as product

• Partnerships can multiply impact

STATE Bags proves that doing good doesn’t have to look serious. It can look bold, creative, and cool.

-Tristan

Founded in 1973 by climber Yvon Chouinard, Patagonia started as a small climbing gear brand and evolved into a global symbol of business activism. Their mission statement says it all:

“We’re in business to save our home planet.”

That’s not marketing. It’s a management philosophy.

Turning Ownership Into Activism

In 2022, Chouinard shocked the corporate world by giving away the company. He transferred ownership to a trust and nonprofit collective that ensures all profits, roughly $100 million a year, go toward fighting the climate crisis.

It’s a radical model. Patagonia no longer has owners in the traditional sense. The Earth is effectively its only shareholder.

Building the Movement

Patagonia was one of the first companies to use its platform for environmental campaigns. It sued the Trump administration over public land rollbacks, urged customers not to buy more clothes, and has donated 1 percent of all sales to environmental causes since 1985.

They’ve proven that activism and profitability can coexist. The company surpassed $1 billion in annual revenue years ago without sacrificing its principles.

What We Can Learn

Purpose doesn’t mean charity. It means building systems that outlast founders.

Transparency wins trust. Patagonia’s “Don’t Buy This Jacket” campaign turned restraint into brand love.

Legacy can be leadership. Chouinard’s decision wasn’t just philanthropy. It created a new corporate structure.

Patagonia isn’t a case study in brand purpose. It’s the blueprint.

-Tristan

That’s the idea behind Cotopaxi, the outdoor gear company known for its llama logo, and its “Gear for Good” mission. Founded in 2014 by Davis Smith, Cotopaxi was built around the idea of using business to make the world better and have fun doing it.

Cotopaxi donates 1 percent of revenue (not profit!) to the Cotopaxi Foundation, which supports organizations that tackle poverty in Latin America.

Built From Scraps, Literally

One of Cotopaxi’s most creative ideas was to make gear from repurposed materials. Their signature Del Día collection uses leftover fabrics from other factories, letting workers choose the color combinations themselves. No two bags are the same, and that uniqueness became their signature.

Adventure With a Purpose

Davis Smith invented a completely unique way to launch the brand: He created Questival, a 24-hour outdoor adventure race where teams completed community service challenges. It was part marketing stunt and part movement. Thousands of future consumers joined in.

That community-first approach helped Cotopaxi grow its fan base, become a major player in the outdoor category, and even attract funding from impact investors.

Why Cotopaxi Works

• Authenticity at every level: The mission matches the product and the founder’s life story.

• Transparency: They publish annual impact reports and share exactly where the money goes.

• Fun branding: They’ve made sustainability cool and colorful.

Cotopaxi’s tagline, Do Good, says it all. It’s proof that adventure gear can make a difference, one backpack at a time.

-Tristan

After learning about The Right to Shower, I kept thinking about how powerful the one for one model can be when done right. That led me to Bombas, a brand I already loved for its ultra comfy socks, but now admire even more for its impact.

Bombas started with a mission to donate a pair of socks for every one sold. More than 150 million donated pairs later, they’ve built one of the most successful social enterprises in the United States. They’re also the most successful brand in Shark Tank history, and impressively, they haven’t raised any outside capital since that initial deal. That’s rare, and it shows that doing good can also be good business.

Built on a Simple Insight

Socks Are the Number One Requested Item in Homeless Shelters

The idea behind Bombas started when the founders learned that socks are the most requested item in homeless shelters. They realized they could meet that need and build a sustainable business by combining a high-quality product with a one for one donation model.

They didn’t reinvent the sock. They made it better. More cushioned, no toe seams, and built to last. Then they did the same thing for underwear and T shirts, and those products now account for a growing share of the business.

Not Just a Donation

A Thoughtful Design for Dignity

The socks they donate aren’t just extras from their regular line. Bombas worked directly with shelters to design donation-specific products that are darker in color to show less wear, anti-microbial to last longer, and super durable. That level of detail shows how deep their commitment runs and how good product design can support dignity.

Shark Tank’s Biggest Success

And a Lesson in Business Fundamentals

In 2014, Bombas went on Shark Tank and struck a deal with Daymond John. That $200,000 investment is now considered the most successful in the show’s history. What’s even more impressive is that it’s the only capital they’ve ever raised.

That means Bombas grew organically. No huge VC rounds. No overextension. Just solid margins, loyal customers, and a model that makes sense. It’s proof that a social mission doesn’t have to come at the expense of profitability. In Bombas’s case, it may have made the business even stronger.

The Power of Clear Mission and Killer Product

So what makes Bombas work?

• They started with a clear need and designed for it.

• They built a great product first and made it mission-driven.

• They stayed financially smart and grew with intention.

• They made impact core to their identity, not an add-on.

As of now, they’ve donated over 100 million items and show no signs of slowing down.

There’s a reason this brand keeps coming up in conversations about business for good. Bombas isn’t just a great sock company. It’s a great business, full stop, that proves mission and profit can walk side by side.

And I had a blast researching it.

-Tristan

Some companies use purpose as marketing. Others build it into their DNA, into how they design, source, hire, and grow. Those are the ones I want to understand.

Over the next few weeks, I’m diving into standout examples of brands that prove business can be both profitable and purposeful. Each one has taken a different path to connect what they sell with what they stand for.

Here’s a preview.

🧦 Bombas: One Sold, One Donated

Bombas was born from the insight that socks are the most requested item in homeless shelters. Their buy-one, give-one approach has led to over 100 million donations and more than $1.3 billion in sales. And it was Shark Tank’s biggest success story.

🎒 Cotopaxi: Gear for Good

With its llama logo and vibrant colors, Cotopaxi’s mission is to fight global poverty. They donate 1% of revenue (not profit!) to community grants. They also use repurposed fabrics and are certified as both a B Corp. Cotopaxi is another company that proves sustainability and storytelling can go hand in hand.

🏔️ Patagonia: Earth Is Our Only Shareholder

Patagonia didn’t just build an outdoor brand; they redefined corporate purpose. In 2022, the founder, Yvon Chouinard, transferred ownership to a trust that donates profits to environmental causes. It’s an example of activism on the largest scale.

🎁 STATE Bags: The GiveBackPack

For every bag sold, STATE donates a backpack filled with school supplies for a child in need. But in my view, the real innovation is how they tell those stories: They are focused on empowerment rather than pity. Their tagline says it all: Give. Back. Pack.

Studying these brands feels like connecting the dots. From a shower truck to a sock drawer, each one shows that impact isn’t a side project. It’s at the heart of their strategy.

I’ll start with Bombas and how a simple pair of socks sparked one of the biggest success stories in social entrepreneurship.

-Tristan

After my interview with Laura Fruitman and learning about The Right to Shower, something clicked.

I’d volunteered with nonprofits supporting people experiencing homelessness through an organization called Lion’s Heart. We packed lunches, handed out coats, and helped where we could. But it always felt fragile, like the impact could disappear the moment funding dried up. No matter how good the intentions were, it never felt like enough.

Then I learned about The Right to Shower, and it flipped the model. Instead of asking for donations, the brand sells great products that fund something bigger. It’s a true win win. People get high-quality personal care, and people in need get something just as essential: dignity.

It was a different way to think about social impact. And it stuck with me.

How it works

The Right to Shower is a personal care brand owned by Unilever, but with a mission that goes beyond the typical shampoo and body wash story. Every product, from bar soap to body wash, is designed not just to work well, but to work for something.

A portion of the brand’s profit goes toward building mobile showers for people experiencing homelessness. That means every bottle sold helps fund clean, safe spaces where people can wash, reset, and be treated with dignity. It’s an everyday product with a deeper purpose and a sustainable business model to keep that purpose going.

Purpose-Driven From Day One

The brand launched with four core body wash scents, Hope, Dignity, Joy, and Strength, created using consumer-tested fragrance profiles, not just good intentions. Laura told me that for the mission to work, the product had to work first. In other words, it couldn’t just be a “do good” product. It had to sell, and it did.

From day one, the brand followed Whole Foods standards, proving that mission and quality don’t have to be a trade-off.

Why It Matters (To Me)

This case hit different.

I’d always seen helping others as something you volunteer for, outside of work. What The Right to Shower showed me is that you can build helping others directly into the business model. It doesn’t have to be either or.

It’s a brand that doesn’t just talk about values. It’s built on them. And it’s made me ask new questions about the kind of business I might want to build or support one day.

What if more companies were structured like this? What if doing good didn’t rely on donations, but on delivering value and driving impact?

That’s the kind of business story I want to keep learning from.

-Tristan

Interview #9 - Laura Fruitman, Entrepreneur in Residence & Brand Builder at Unilever

When I started this series, I expected to learn a lot about business. What I didn’t expect was how certain conversations would light me up. This was one of them.

Laura’s story touched on everything I’ve been thinking about lately: brand building, innovation, and most of all, using business as a force for good. One moment especially stood out, when she told me about launching a brand to support people experiencing homelessness by offering something most of us take for granted, a shower.

It’s safe to say, I was all in.

From Dove to The Right to Shower

Laura has had a powerhouse career in brand management. She’s worked at Unilever, Estée Lauder, and even ran TRESemmé for North America, overseeing everything from product development to marketing and retail partnerships.

But what really caught my attention was when she talked about starting The Right to Shower, a social enterprise she had built within Unilever. The idea was to sell high-quality body care products and use the profits to fund mobile showers for people experiencing homelessness. The product names were unique and based on human needs, such as Hope, Dignity, and Strength. What made this different was that it wasn’t just another clean beauty brand. It was a mission.

It’s the kind of business I want to learn more about. The kind that proves you can build something profitable and purposeful.

Brand Building from the Inside Out

Laura didn’t follow a straight path to get here. She first studied law and thought she’d become a lawyer, but realized it wasn’t the right fit. She still wanted to help people, just in a different way.

That realization led her to brand management, where she’s been pushing boundaries ever since. She started a chocolate truffle company during business school. She ran supply chain projects. She worked on Dove’s “Real Beauty” campaign and built TikTok-viral products from scratch.

At one point, she became Unilever’s first entrepreneur in residence, launching The Right to Shower from within the company and eventually proposing a full beauty incubator, an innovation lab inside a global brand.

What She Taught Me About Business

What stuck with me, beyond her track record, was how Laura thinks about people. Whether it’s customers, teammates, or the communities her brands serve, her focus always came back to values and culture.

“It’s not just what you deliver, but how you deliver it.”

She told me that the most impressive young professionals aren’t always the ones with the longest résumés. They’re curious, thoughtful, and committed to helping the team win. That felt like advice I’ll carry into college and beyond.

The Kind of Leader I Want to Be

Laura’s story made me see big business differently, not as something cold or corporate, but as a platform for storytelling and purpose. She showed me that you don’t have to choose between building a business and making an impact. You can do both.

And when you do it right, the result isn’t just a product, but it’s a movement.

It made me want to keep going, to keep asking questions, and maybe one day to build something of my own.

-Tristan

Interview #8 - Stuart, CEO of Skinfix

When you hear “CEO,” what comes to mind? Boardrooms? Power suits?

That’s not the vibe I got from my interview with Stuart, the CEO of Skinfix, a clean and clinical skincare brand. What I found instead was someone deeply hands-on and building a business that’s both financially smart and people-centered.

Let’s get into it.

Wearing All the Hats

As the CEO of a growing skincare brand, Stuart doesn’t just sit in meetings or write strategy decks. He’s in the weeds. One minute it’s planning a long-term retail strategy. The next it’s reviewing cash flow or navigating the brand’s next big hire.

He made it clear that running an independent business without a large corporation behind you requires efficiency, thoughtfulness, and choosing partners carefully.

He described his role as a constant balancing act between big-picture thinking and very detailed decisions.

From Law to Lotions

Stuart didn’t start out in skincare or even in business. He originally studied law but quickly realized it wasn’t the right fit. A chance opportunity in London led him to a management training program where he started in a warehouse. (No joke!) He credits that experience, understanding how things actually work on the ground, with giving him an edge later on.

Eventually, Stuart moved into brand marketing, working at places like Dermalogica and L’Oréal. He fell in love with building brands but also wanted to understand the numbers behind them. That’s when his path began shifting toward general management.

The Not So Glamorous Side of Being CEO

When I asked Stuart what was exciting and what was hard about his job, he was honest.

Being a CEO can be lonely. The responsibility falls on you, and sometimes the decisions aren’t fun. But the reward is building something real, a brand, a culture, a team, that reflects your values.

He also pointed out that success doesn’t have to mean becoming a CEO. There are many impactful roles in business. The key is figuring out what truly energizes you.

Advice for Students and Future CEOs

Stuart didn’t have a master plan. His path zigged and zagged. But a few lessons came through clearly:

• Try different things. You won’t know what you like until you try it.

• Learn the business side, including finance, operations, and numbers. It gives you options.

• Build real relationships. People remember how you make them feel.

• Be open to strange detours. Warehouse jobs and random conversations can lead somewhere great.

If he weren’t running a skincare brand, Stuart said he might be flipping houses. Design and architecture are long passions of his. For now, Skinfix is where he brings everything together: strategy, creativity, leadership, and care.

I left this conversation with a clearer sense of what being a CEO actually involves and a reminder that no matter what title you’re aiming for, curiosity and relationships will always take you far.

-Tristan