Do One Better with Alberto Lidji in Philanthropy, Sustainability and Social Entrepreneurship

• Philippa Charles, Director of the DFN Charitable Foundation, on Strategic Philanthropy, Disability Inclusion, Conservation, and Groundbreaking Myeloma Research

  Philippa Charles, Director of the DFN Charitable Foundation, leads a conversation on the Foundation’s strategic philanthropic approach and its distinctive commitment to long-term, systems-level impact. With a background in leading one of the UK’s major family foundations and now at the helm of DFN, she offers a compelling look at how deeply personal motivations can shape focused and effective grantmaking. The DFN Foundation operates across four thematic pillars: disability education, disability employment, myeloma cancer research, and conservation. These areas are not only strategic but are also rooted in the lived experiences and values of the Foundation’s founding family. This grounding translates into a uniquely empathetic and effective model of philanthropy—one that combines substantial funding with strategic oversight and deep engagement with delivery partners. The episode explores how DFN supports systemic change in disability inclusion. Philippa discusses the success of Undershaw, a school for students with special educational needs that recently received an “Outstanding” rating from Ofsted, and the DFN Project SEARCH initiative, which has helped more than 3,000 young people with disabilities secure meaningful employment across over 200 corporate and public sector partners. These stories illustrate DFN’s commitment not just to education and training but to shifting the broader landscape of opportunity for disabled individuals. A similarly strategic approach underpins the Foundation’s investment in myeloma research. Through the Jacquelin Forbes Nixon Fellowship, DFN has supported a clinical trial at the Institute of Cancer Research that is producing transformative outcomes. Over 75% of participants remain in remission—a significant improvement over standard care—and the research now points toward wider clinical application and deeper exploration into treatment efficacy and patient outcomes. DFN’s work extends beyond the UK, particularly in conservation. In Kenya, the Foundation supports the Pangolin Project, an initiative preserving 5,000 hectares of biodiverse forest and protecting the world’s most trafficked and critically endangered mammal. The project embodies the Foundation’s ability to balance localized impact with global relevance, and its philosophy of acting where there is both clear need and the opportunity for catalytic intervention. Throughout the discussion, Philippa reflects on the leadership demands of running a multifaceted family foundation. She shares how she is structuring her first year in the role by focusing on governance, partnerships, operational strategy, and long-term vision. Her insights offer a valuable roadmap for those leading or advising mission-driven organizations, especially those navigating the complexities of family philanthropy. The conversation concludes with a discussion of collaboration across the sector and the importance of peer networks among foundations. Philippa also speaks passionately about the transformative power of volunteering, not only as a form of civic engagement but as a professional and personal development tool. For those interested in strategic philanthropy, disability inclusion, evidence-based research funding, and conservation efforts with measurable impact, this episode provides a thoughtful and informative exploration of how one foundation is driving change across sectors—anchored in personal values, executed with professional discipline, and amplified through strategic partnerships. 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.  

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• Vishal Sunil, Co-Founder and CTO of Rocket Learning on Using AI to Scale Early Childhood Education Across India

  In this compelling episode, Vishal Sunil, Co-Founder and CTO of Rocket Learning, offers a nuanced and forward-looking perspective on the intersection of artificial intelligence and early childhood education in India. Rocket Learning, a social impact organization working with over 3.2 million students across 10 Indian states, is radically transforming how foundational learning is delivered to underserved communities. The organization’s vision is to ensure that every child, particularly those aged 0 to 6, reaches their full potential by empowering both caregivers and early childhood educators through scalable, tech-enabled interventions. Central to Rocket Learning’s success is its deep integration with India’s vast public daycare infrastructure, the anganwadi system. These centers, which serve a majority of the country’s early learners, were historically under-resourced and underutilized for educational purposes. Rocket Learning is spearheading efforts to convert anganwadi workers into effective early childhood educators, a mission now backed at the national level through initiatives such as “Poshan Bhi Padhai Bhi” — a government campaign that integrates nutrition with learning and is supported by a significant financial commitment. What sets Rocket Learning apart is its product philosophy: pragmatic, accessible, and deeply embedded in community. Rather than building flashy new platforms, the organization leverages ubiquitous tools like WhatsApp to facilitate parent-child and teacher-child engagement. Their pedagogy prioritizes social reinforcement by fostering community-based learning environments, where shared participation amplifies motivation and adoption. By rejecting highly individualized and gamified approaches in favor of communal learning, they offer an alternative paradigm rooted in behavioral science and cultural context. The discussion takes a particularly insightful turn as Sunil introduces Appu, Rocket Learning’s new voice-based, AI-powered tutor developed in collaboration with Google.org. Appu is not merely a chatbot, but a human-centric educational interface designed to engage children in two-minute voice conversations tailored to their learning level, interests, and local context. The system is engineered with a guardrail framework — ensuring safety, consistency, and pedagogical alignment — while still offering dynamic, personalized experiences. This form of “guided discovery” allows children to learn through everyday interactions, and it encourages parents to participate actively in the process, thereby reinforcing learning through familial bonding. Multilingualism, minimal screen time, and culturally responsive design are at the core of Appu’s development. The tool is already operational in several Indian languages and can be quickly adapted to new linguistic and regional contexts, with the ambition of one day serving learners globally. Importantly, Rocket Learning is not just interested in innovation for its own sake. As Sunil notes, the organization is committed to rigorous evidence-building. Their forthcoming randomized controlled trial, conducted in partnership with J-PAL, will offer critical insights into the impact of AI tutors on early childhood learning outcomes — potentially shaping global policy and philanthropy in this domain. Sunil’s personal journey, from a data scientist in the United States to a purpose-driven social entrepreneur in India, is emblematic of a new generation of technologists who view scale not just as a metric, but as a moral imperative. His reflections are deeply grounded in the lived experiences of Rocket Learning’s users — parents who sacrifice convenience for their child’s future, and educators who evolve from caretakers to catalysts of cognitive development. 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.  

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• Josh Aviv of SparkCharge and Matt Petersen of LACI on Scaling Mobile EV Charging Through Cleantech Innovation and the Power of Climate-Focused Incubation

  This conversation offers an illuminating view into the intersection of entrepreneurship, climate innovation, and ecosystem-building, as seen through the partnership between SparkCharge and the Los Angeles Cleantech Incubator (LACI). Josh Aviv, Founder and CEO of SparkCharge, and Matt Petersen, President and CEO of LACI, detail the transformative impact of incubator support on the successful deployment of cleantech solutions—particularly in addressing the critical infrastructure gap in electric vehicle (EV) charging. SparkCharge has emerged as a category-defining company in mobile EV charging. Its innovation lies in offering modular, off-grid battery systems capable of delivering fast, flexible charging to electric vehicle fleets without requiring permanent infrastructure. This is particularly significant in a landscape where the traditional rollout of fixed EV charging stations can take years. By contrast, SparkCharge can bring fleet operations online within days. The technology is not only scalable and cost-effective but addresses a central barrier to EV adoption in underserved or infrastructure-poor locations. Central to SparkCharge’s success is its long-standing relationship with LACI. Matt Petersen outlines LACI’s mission to build an inclusive green economy by supporting early-stage climate-focused ventures through incubation, access to capital, and workforce training. SparkCharge’s trajectory through LACI exemplifies this support in action. From winning the California Climate Cup in 2019 to refining investor pitches, connecting with early customers, and leveraging non-dilutive funding and working capital, SparkCharge benefited from a full-spectrum, hands-on approach to scaling. LACI’s model demonstrates how climate incubation can go beyond office space and mentoring. Their wraparound support includes executive coaching, pilot funding, capital stack innovation through debt and equity funds, and workforce integration. Notably, SparkCharge leveraged LACI’s microloan program—created to fill a critical gap in startup financing—alongside its ecosystem of commercial partners and regulators, including influential environmental agencies and private investors who visited the LACI campus to see SparkCharge’s technology in action. Aviv articulates the entrepreneurial journey with candor, underscoring the emotional endurance, strategic clarity, and spiritual conviction required to lead a startup addressing systemic challenges. He emphasizes that being an entrepreneur demands both resilience and vision, particularly when pioneering novel business models that must educate the market as much as serve it. Petersen complements this by advocating for a broader understanding of entrepreneurship—not just for founders, but also for civic and social actors he calls “citizen entrepreneurs.” He urges others to find opportunities in their own communities to champion sustainability, reinforcing the importance of localized, mission-driven leadership at every level. 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.  

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• Shloka Nath, CEO of the India Climate Collaborative, on Scaling Breakthrough Climate Solutions

  Shloka Nath, Chief Executive Officer of the India Climate Collaborative (ICC), offers an in-depth look at the launch of the HCL ClimaForce Fund, a new initiative designed to bridge the critical gap between promising climate innovations and wide-scale adoption. The fund marks a notable evolution in Indian philanthropy, particularly in the climate mitigation space — an area that has historically received limited domestic funding. Until now, Indian philanthropic capital has largely been directed toward adaptation strategies, focusing on helping communities withstand the impacts of climate change. The HCL ClimaForce Fund, by contrast, shifts the focus to emissions reduction, enabling India to not only respond to climate change but lead on the development and deployment of climate solutions. At the heart of the initiative is a groundbreaking partnership between ICC and HCL, with visionary leadership from Roshni Nadar Malhotra, Chairperson of HCL Technologies. The fund targets three high-impact sectors: sustainable buildings, cooling, and freight — all of which are major contributors to India’s future emissions profile and simultaneously ripe for innovation. India’s building stock, for instance, is expected to double by 2040, and nearly 70% of the buildings that will exist in 2050 have yet to be constructed. Cooling demand is also set to triple by mid-century, while freight continues to be a critical area of economic and environmental concern. These sectors present a rare window to influence the direction of India’s development — and by extension, its climate trajectory. The fund is designed to address what is often referred to as the “valley of death” — the stage where early-stage innovations struggle to gain traction due to a lack of commercial viability, limited data on effectiveness, and high perceived risk. By supporting pilot projects, demonstration initiatives, and capacity-building efforts, the HCL ClimaForce Fund provides the early, high-risk capital that most private investors are unwilling to commit. In doing so, it lays the groundwork for private sector investment and accelerates the scaling of climate solutions that are both affordable and suited to India’s socio-economic realities. What distinguishes this effort is not just its technical sophistication, but its collaborative ethos. The India Climate Collaborative brings together a wide network of stakeholders — from policymakers and research institutions to real estate developers, logistics companies, and civil society actors. Rather than operating in silos, the fund is embedded in a broader ecosystem that understands both the scientific imperatives of climate action and the structural and behavioral shifts needed to enable adoption. It also signals a new model of philanthropy in the Global South: one that is strategic, catalytic, and deeply rooted in local leadership and priorities. The fund’s structure and strategic focus reflect years of development, trust-building, and alignment between ICC and HCL. According to Nath, success will be measured not only in terms of the specific innovations supported, but in the broader transformation of India’s climate finance ecosystem. By de-risking innovation, creating proof points, and fostering cross-sector collaboration, the HCL ClimaForce Fund has the potential to drive system-level change — not just in India, but across the Global South, where similar barriers to climate innovation persist. As India races toward 2030, Nath emphasizes the need to integrate climate action into the country’s core development agenda. The ClimaForce Fund is one part of that larger vision: a pathway to scale homegrown, climate-smart solutions that can help define a new model of sustainable development. In her view, leadership today is less about having all the answers and more about enabling others to act — through trust, humility, and a shared commitment to transformative change. 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.    

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• Nicole Rycroft, Founder and Executive Director of Canopy, on leveraging the global marketplace to catalyze large-scale forest conservation

  Nicole Rycroft, Founder and Executive Director of Canopy, shares a comprehensive view of how her organization leverages the global marketplace to catalyze large-scale forest conservation. Founded in 1999, Canopy is a solutions-driven nonprofit dedicated to safeguarding the world’s ancient and endangered forests by working with diverse stakeholders, including key corporate actors to reform supply chains traditionally reliant on forest degradation. Today, Canopy collaborates with over 1,000 brands, including major names like H&M, LVMH, and Penguin Random House, to help shift the fiber sourcing for packaging, paper, and textiles toward more circular, low-carbon alternatives. At the heart of Canopy’s strategy is an understanding that forests are deeply intertwined with the global economy. Each year, more than five billion trees are cut down for consumer products, many from high-carbon, biodiverse ecosystems critical for climate stability. Recognizing that supply chains are a major driver of deforestation, Canopy works directly with corporations to develop robust environmental policies and to pressure suppliers to move away from sourcing from vital forests. Moreover, Canopy engages companies in advocating for systemic policy changes and creating space at decision-making tables for Indigenous and local community leaders. Rycroft emphasizes the profound evolution of corporate attitudes toward sustainability over the past two decades. Where once sustainability registered as a low-level concern, today it sits as a strategic priority at the C-suite level. Companies are increasingly driven by the need for resilient supply chains, regulatory compliance, and achieving climate targets. The volatility of traditional supply chains—exacerbated by climate change, wildfires, and resource scarcity—has pushed executives to seek more circular and sustainable models. An integral part of Canopy’s work is building bridges between the corporate sector and Indigenous communities, whose stewardship has preserved much of the world's remaining biodiversity. Through storytelling and direct engagement, Indigenous leaders have been effective at connecting with corporate audiences, making the case for conservation through a deeply human lens that complements economic and regulatory arguments. A significant current initiative is Canopy’s work in India, aimed at scaling "next generation" (Next Gen) fiber solutions—transforming agricultural waste and recycled textiles into paper, packaging, and clothing. India’s vast agricultural residue problem, coupled with its global leadership in textile manufacturing, presents a major opportunity. In response, Canopy is developing a $2 billion blended finance platform to catalyze investment in this emerging sector, with plans to replicate this model in other regions of the Global South. The initiative reflects a broader shift toward blended finance mechanisms that leverage grants, concessional capital, and private investments to accelerate sustainable industrial transformation. Rycroft concludes by emphasizing that the solutions needed to safeguard forests and transition to circular supply chains already exist and are ready to scale. Bold corporate leadership and smart capital deployment will be key in the decisive decade ahead. With a growing coalition of committed brands and an urgent ecological timeline, the momentum for systemic change is tangible—and Canopy stands at the forefront of this effort. 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.  

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