- Senior Fellow at Columbia University's Institute for Tele-Information at the Graduate School of Business and former Entrepreneur-in-Residence at the Center for Technology, Innovation and Community Engagement (CTICE), Fu Foundation School of Engineering and Applied Science.
- From 1998 through 2001, under the Clinton Administration, advised the President’s Information Technology Advisory Committee (PITAC) on IT Policy. Nominated by Laurie Perrine, Counsel for the White House Office of Science and Technology Policy (OSTP)
- Raised more than $13 million to provide a network for a consortium of 30 schools, 20 community-based cultural organizations and for-profit technology service providers - totaling 136 community technology centers - for the NYC CTC (Citywide Training Center) Bank Project.
- Rockeller Cultural Innovation Fund (2012-2014) - Grant received for developing a Mobile Augmented Reality System (MARS) for the Caribbean Cultural Center African Diaspora Institute that will digitally landmark key historical and cultural events in El Barrio.
- Apple New Media Center (1994) - grant received for the development of a consortium of universities and companies innovating the use of new media technologies in education.
- All 7 Best Practices
- Pre-Call Discovery Process
- One-on-One Call with Expert
- Session Summary Report
- Post-Session Engagement
Social enterprise is projected to grow into a $3 trillion global industry over the next five to 10 years. A hyper-connected ecosystem of organizations is forming in this emergent business sector, including startup technology companies, nonprofits, large corporations, private foundations, academic institutions, and government.
As a nascent industry, the terms "social enterprise" and "social entrepreneur" are used somewhat loosely. This presents the question:
- How do we determine what constitutes a social enterprise and a social entrepreneur as opposed to a conventional nonprofit organization and nonprofit professional?
The social enterprise, on the other hand, is a business. Like the nonprofit, it seeks a positive social outcome, but also a financial return. The social entrepreneur is driven by the desire to address needs not being met by the nonprofit, like job creation or providing opportunity in the technology workforce for the same population served by the nonprofit. The social enterprise and the nonprofit are not in competition; they are complementary.
With the growth of the social enterprise sector has also come the growth of social impact investing, or the investing of private capital into social enterprises with the intent of creating benefits beyond financial returns. As more investors and investments focus on the opportunities this sector represents, a two-fold challenge presents itself:
- How do we create for social enterprises the kind of investment vehicles, analytics and metrics that are used to drive investment decisions in the for-profit sector?
- How do we apply technological innovation, design engineering and business disciplines to the solution of social (real-world) problems?