A random thing I learned while doing fundraising for VaccinateCA: the largest charitable funder in the U.S. isn’t a ginormous foundation or a billionaire.
Fidelity is a ginormous financial services business which has a loosely affiliated 501c3 charity. That charity takes donations, mostly from the middle class, and then bookkeeps them on a per-donor basis. The donor later makes a recommendation for Fidelity to fund another charity.
This is called a “donor advised fund” and they’re common in tax planning / wealth management for folks who both have enough money to get advice and think charity is a priority for them.
There are an awful lot of folks in that bucket.
No endorsement implied by anyone else, btw, but I’ll report as the CEO of a charity calling into them about a donation that they were warm and efficient in getting everything processed.
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An ongoing question for Atlas: are we serving the highest growth businesses in the world (like e.g. VCs), or do we want to enable unlikely businesses from unlikely people in unlikely places?
To which we answer simply: yes.
A lot of big things look very small in their early days, and they often arrive from the margins, from garages and hackathons and hobby projects that grow into something more.
Most brilliant business model I’ve seen recently, and unfortunately I didn’t think to get the name:
Suppose you are out and around Tokyo and are running out of cell phone batteries.
As someone who has had this happen quite often, I know there are two remedies. One, go to your contracted cell chain and get a free charge, but then you’re waiting for an hour.
Two, buy a battery pack for $20 at a convenience store. This seems wasteful.
I have at least half a dozen at home and never remember to a) have a hot spare charged and b) have it with me on a day where I will be out and about.
Enter a new kiosk at extremely widely distributed convenience stores, which will rent you a charged battery pack for $2 a day.
Yesterday’s Money Stuff has an interesting entry on the PPP, which is near and dear to my twin interests of SMB financing and pandemic rapid response software projects.
My view on the program is that the United States in its considerable wisdom realized it could not set up both a) a web page and b) a customer acquisition engine in a year under the traditional RFP process, and instead outsourced it to any private entity that would take it on.
That cost a lot of money, because it was literally designed to cost a lot of money, but it substantially worked, and it may have worked better than any other part of the pandemic response.
(I’d be borderline alarmed if we couldn’t do this for interns. Which is not a desirable posture for every shop, but once you’re scaling hiring, gets very close to mandatory unless you want to leak months of spin up time.)
This is an interesting proof of work though. A number of systems at Stripe it would hit:
1) You have a fully credentialed machine on day one (surprisingly not universal!)
2) That starts w/ a checkout of the mono repo and our supported dev environments installed
3) Your engineering spin up will have showed you a slide deck listing a number of places to search for things, probably most importantly livegrep (how did I work before this) and our docs systems*.
* Ongoing pain point. Please come solve it for us.
"Send this user a file, securely, through their login (and specifically not as an email attachment)."
Every system eventually recapitulates email but you don't have to recapitulate email's infelicities for B2B file transfer, such as:
a) no verification on recipient
b) content default-persisted indefinitely
c) lack of an edit/yank button
"What sort of things do you end up sending here?"
Ad hoc reporting is very common support request for many SaaSes. Incident-related comms. ("We manually corrected the following 57 records created during the browntime.") Returning user-requested forms that contain sensitive info.
A surprisingly generalizable strategy for creating value:
1) Find something which everyone assumes that someone must own (in the sense of "having responsibility for"). 2) Act like you own it.
A work-related example of this: surely someone must be in charge of marketing convenience store payments as a method, like someone is in charge of marketing e.g. cards, right? So there is a logo, right?
It turns out nobody is actually in charge of that.
There are multiple convenience store chains and multiple networks, and while the experiences are roughly equivalent, they don't have any incentive to e.g. make a marketing materials kit for participating businesses.
So there is no logo in broad currency to show that option.