Articles by Paula Cardenau
When we created Njambre, a social enterprise accelerator in Buenos Aires, Our biggest added value comes from engineering things from the start: identifying a social problem, designing the solution, recruiting the entrepreneurs to lead the start-up and partnering with them. That’s what we did with Arbusta, which we believe is the first impact sourcing company in South America.
For a social business, the starting point is not the business itself. Its priority is to provide opportunities to and improve the quality of life of marginalized populations or individuals deprived of freedom and other groups who do not have access to the job market. All of these factors help to determine the type of employment that they create.
Social entrepreneurs need to be more proactive in deal negotiation, offering new insights that can help potential investors better understand the particular features of a social enterprise. In short, social entrepreneurs should position themselves as "co-designers" of the investment. That’s the story of Gustavo Gennuso and Equitas Ventures
- impact investing
Ashoka Fellow David Green makes the case that in order for the global social enterprise sector to truly grow, it must become its own asset class. That means taking the form of a pro-profit social entity with the right type of governance to insure fidelity to a social mission, while being supported with the right kind of financing.