SVN Hall of Fame Tribute Book Preview | Organic Farming | Entrepreneurship


1987 - 2012
I AM DEEPLY GRATEFUL to the extraordinary entrepreneurs who have dedicated their lives to creating
a more just, sustainable and humane world. There would be no Social Venture Network without them.

The 25 entrepreneurs featured in this book showed that business leaders could and should solve social
and environmental problems, and inspired people to think diferently about the role of business in the
world. When they started out, people called them crazy. Now they’re regarded as visionaries. But what
inspires me more than their great success is their extraordinary openness. They always show up as they
are — full of creativity, questions, insights, generosity, vulnerability and laughter. They talk about their
biggest mistakes and what they learned from them. They take the time to share their insights and
connections with people who need them most. They show that people can do heroic things without
acting like superheroes.

Special thanks to Josh Mailman andWayne Silby for founding
Social Venture Network 25 years ago. The world is a better place
because of the leaders featured in this book, and every member
of SVN. The ripple efects of their work, and the community of
generosity and inspiration they created, have supported thousands
of social entrepreneurs and helped transformthe way the world
does business.

Working on this tribute book has been a labor of love. It would
not have been possible without the vision and dedication of Erin
Roach, Mal Warwick, BryanWelch and the talented staf at Ogden
Publications. This book is an expression of our gratitude and respect
for the pioneers of the socially responsible business movement.

The SVN Hall of Fame would not have been possible without the creativity and commitment of Evan
Shapiro, Tina Beck, MaryAnne Howland, Don Shafer, Trish Karter, and the SVN staf and board. I feel
incredibly fortunate to work and growwith them.

This book is dedicated toTolulope Ilesanmi and the next generation of world-changing entrepreneurs.
You give me hope for the future.

With gratitude,
Deb Nelson
Executive Director
Social Venture Network
SVN Hall of Fame Tribute Book 5
8 SVN Hall of Fame Tribute Book title issue 2012 9
14 Gary Hirshberg
16 George Siemon
18 Drew and Myra Goodman
20 Jefrey Hollender

22 Eileen Fisher
24 Margot Fraser
26 Chip Conley
28 Bruce Poon Tip
30 Gary Erickson and Kit Crawford

32 Van Jones
34 Dolores Huerta
36 Al Fuller
38 Judy Wicks and Laury Hammel
40 Wayne Silby
42 Josh Mailman
44 Amy Domini
46 Muhammad Yunus
48 Joel Solomon and Carol Newell

50 Ben Cohen and Jerry Greenfeld
52 Linda Mason and Roger Brown
54 Bill Drayton
56 Bill and Lynne Twist
58 Cheryl Dorsey
60 Dame Anita Roddick
62 Sir Richard Branson

SVN Hall of Fame Celebration at Gotham Hall
New York City, November 13, 2012
ably, as the network grew, the belief that business should be
about more than simply making money gradually came to
be more widely shared, and the socially responsible invest-
ing trend picked up momentum. Cohen, Greenfeld, Roddick
and the growing number of their peers gained wide notice
— and praise —for their humane and innovative policies and
practices. Instead of a smattering of “business ethics” courses
at select graduate schools, courses in sustainability and social
entrepreneurship proliferated at business schools around
the country, and a growing number of institutions are now
focused exclusively on training business leaders who want to
start or work for companies that refect their personal values.
Now a network of 600 business leaders, investors and social
entrepreneurs, SVN continues to lead the way in broaden-
ing the responsible business movement’s reach, impact and
SVN has thrived because it delivers great personal and
business value to its members, precisely as its founders had
promised. In a safe environment insulated from attention by
the news media, members gain access to thought leaders on
the frontiers of business, the environment, science and public
policy. They become one another’s customers, clients or inves-
tors, and test the extent to which they practice the values they
preach. SVN members have formed friendships that in many
cases have endured for decades.
Beginning early in its history, SVN proved its value to the
business community at large as an incubator for other key or-
ganizations in the movement for socially and environmentally
responsible business:
- l992: Plfty-ñve members of Soclal venture Network came
together to form Business for Social Responsibility (BSR),
which is now a global organization with eight ofces on
four continents.
- l993: SvN co-founder 1osh Mallman and others
helped launch SVN Europe at a conference in Amsterdam,
The Netherlands.
- l993: SvN members and lnterns formed Net |mpact
(originally Students for Responsible Business), now a network
of more than 30,000 students and professionals in over 300
chapters worldwide.
- 200l: SvN members 1udy wlcks and Laury Hammel
convened the Business Alliance for Local Living Economies
(BALLE), which now encompasses more than 80
community networks representing more than 30,000
independent business members.
- 2009: wlth actlve partlclpatlon by SvN members and stan,
the American Sustainable Business Council (ASBC) began
advancing public policy ideas to create a more just and
sustainable economy. ASBC now represents more than
150,000 companies.
In addition, Investors’ Circle (1992) — an organization that
pioneered what is now widely called impact investing — and
10 SVN Hall of Fame Tribute Book
It’s 1987. Ronald Reagan is in the White House, and“trickle-down
economics” is in the ascendancy. Soviet troops are on the defensive
in Afghanistan, the Unabomber is on the loose, and the Iran-Contra
afair is grabbing headlines. Then comes Black Monday, when the
Dow-Jones industrial average drops nearly 23%in a single day, raising
doubts about the stability of the U.S. economy. Business as usual was
the order of the day. Innovative entrepreneurs such as Ben Cohen and
Jerry Greenfeld of Ben & Jerry’s and Anita Roddick of The Body Shop
were frequently ridiculed in the business press. The termsocially re-
sponsible business was widely thought to be an oxymoron, because,
after all, Nobel Prize-winning economist Milton Friedman had decreed
that the only legitimate purpose of business was to make money for
its owners.
This was the state of afairs in August 1987 when more than
70 entrepreneurs and investors gathered at Gold Lake Ranch in the
Colorado Rockies. They had come at the invitation of two infuential
young business leaders, investor Josh Mailman and Wayne Silby,
founder of the Calvert Funds, “to explore the idea of forming some
type of network that can serve as a model for bringing social values
into a more collective sphere.” This gathering was the founding
conference of Social Venture Network (SVN). As Mailman and Silby
shared, “This conference is but a frst step in a long and measured
process that should give newfound friends deep personal satisfac-
tion, fnancial rewards, and the opportunity to help create a better
society. By helping [one another] and [our] projects become suc-
cessful, we build a new tale through mutual allegiance.”
Fromthat frst meeting in 1987 emerged Social Venture Network,
a community of entrepreneurs and investors that has proven Mail-
man and Silby’s prescience over the past quarter-century. Remark-
SVN Hall of Fame Tribute Book 11
Anita and Gordon Roddick Ben and Jerry
The members of Social Venture Network — together with
the hundreds of thousands of members of our sister organiza-
tions — are united in the conviction that our civilization can
overcome these hurdles and create a prosperous and healthy
planet in the next 25 years.
Audacious? Visionary? Yes! We would expect nothing less
of a movement led by such extraordinary people as the 25
entrepreneurs profled in this book.
Mal Warwick
Founder of Mal Warwick Associates,
Partner of One World Futbol Project,
past SVN Board Chair and editor of the SVN Book Series
12 SVN Hall of Fame Tribute Book
B Lab (2006) — the engine behind the fast-growing beneft
corporation movement — both drew heavily from SVN for
their earliest members and much of their leadership talent.
Collectively, the members of SVN have had a profound
impact through the businesses they lead: changing the
world through socially responsible investing, leveraging
their companies for social change in the workplace and
in the community, seeding the organic revolution; creat-
ing the Green MBA; demonstrating how businesses of any
size can tread more lightly on the planet; incorporating
spirituality into the ways they operate their companies;
promoting employee ownership; fostering family-friendly
workplaces; jump-starting clean technology and green
building practices; pioneering in social entrepreneurship;
and leading the way in fair trade, natural beauty care,
social finance, consumer education, social-change media,
and much more.
Expanding the frontiers of socially responsible business
As SVN begins its second 25 years, the organization is
the strongest it has ever been. Thousands of entrepreneurs,
executives, and investors attend SVN conferences, Social
Venture Institutes and local gatherings, and its growing mem-
bership continues to fnd new ways to build the movement
for proft with a purpose. Without a doubt, the enduring peer-
to-peer relationships that form so readily within the network’s
collaborative learning community are the glue that holds SVN
together, and the community is strengthened and relation-
ships gain value as the network expands and diversifes.
This is the basis on which SVN launched the Bridge
Project — a comprehensive efort to diversify the socially
responsible business movement from the inside out, sup-
porting, connecting and promoting the next generation of
world-changing entrepreneurs, with a focus on entrepreneurs
of color, young business leaders and women entrepreneurs.
Now, to mark its 25th Anniversary, Social Venture Network
is hosting its inaugural Hall of Fame Celebration, to honor 25
of the most innovative and infuential leaders of the socially
responsible business movement. Each of the honorees pro-
fled in this book has built an enterprise of at least $50 million
in annual revenues or an equivalent, measurable positive
social or environmental impact. Every award winner was rig-
orously vetted by a panel of 20 judges representing corporate
peers, industry experts, and responsible business leaders.
True leadership is grounded in the understanding that the
future won’t take care of itself – whether that future concerns
a single company or community or the whole of Planet Earth.
It was a gift for leadership that led Josh Mailman and Wayne
Silby to launch Social Venture Network 25 years ago. Shared
leadership talents enable the 600 members of SVN to achieve
profound impact on the way the world does business today.
As we look ahead to our next 25 years, we all recognize
that the challenges facing us are profound. Despite the
rapidly growing adoption of Triple Bottom Line standards and
Socially Responsible Investing, the great majority of compa-
nies worldwide still operate as though the business of busi-
ness is proft alone. And simply to overcome humanity’s two
greatest problems — the persistence of global poverty and
the growing threat of climate change — will require disrup-
tive changes not just in the private sector but in public policy
across the planet and in the way we lead our lives as well.
SVN Hall of Fame Tribute Book 13
Van Jones Rha Goddess Alejandro Velez and Nikhil Arora
14 SVN Hall of Fame Tribute Book
I GREW UP A NATURE LOVER and outdoors enthusiast
in New Hampshire —hiking, swimming, skiing, I love it all. I
have such respect for the mountains, lakes and landscapes in
this beautiful state and, after witnessing the efects of air and
water pollution and the disappearance of area farms, preserv-
ing our natural environment became a major motivation for
me as an environmentalist and an entrepreneur.
So in 1983 when Samuel Kaymen recruited me to help run
The Rural Education Center, a New Hampshire farming school
that taught sustainable agricultural practices, it was a natural
ft. Together with a delicious yogurt recipe and an urgent
need to fund the Center, we started Stonyfeld Farm Yogurt.
We set out to show that it’s possible to create a product that
doesn’t harm the earth in the production process. In the 29
years we’ve been in business, I’ve realized that not only can
we do business without doing environmental damage, but
that nature itself —in which there is no waste —can provide
a perfect model.
From the beginning we’ve put our values frst and market-
ing second. As children of the ‘60s, we were part of a genera-
tion that learned to question authority and the prevailing
norms. The norms in business have always been to save mon-
ey on the cost of goods and spend it on advertising to get
people to try your product. That’s not a model that worked
in the organic world. Happily, I can report that our model of
success is built on enriching farmers, supporting biodiversity,
putting carbon into the soil, improving water quality, improv-
ing animal and human health, and at the same time making
more money in the process.
I’m proud to say that Stonyfeld is now the leading organic
yogurt company in the world and the fourth largest yogurt
brand in the United States with sales of more than $360
million annually. And it is renowned as an innovator in
sustainable business practices.
My vision for the future is this: In 20 years, when my kids
have had their kids (making me a very happy grandfather),
organic will account for 50 percent of all agriculture. While
we may think of organic agriculture as a big, bold visionary
NEW trend, in reality it’s the oldest form of farming there is.
Until sometime between World War I and World War II, all
food was essentially organic. In their lifetimes, my parents
have seen agriculture switch from being organically based to
now being primarily chemical. We’ve been in this experiment
with our bodies, our air, our water and our soil for about 70
years. I fnd it especially ironic when people say organic isn’t
proven, when actually it’s the chemicals that aren’t proven.
The public’s awareness around food is now shifting, as people
hunger to know what’s actually in their food and how it was
produced. There’s still a long way to go, but with organic sales
growing 9 percent annually, I believe it’s a real possibility to
reach 50 percent in my lifetime.
I believe that business is the most powerful force on the
planet. If business doesn’t make the planet our responsibil-
ity, if business doesn’t make peoples’ health our responsibil-
ity, if business doesn’t make saving family farms and saving
farmers and stopping the ecological destruction of the planet
our priority, it will never happen. We’ve worked hard to make
Stonyfeld as sustainably and environmentally responsible a
company as possible. And it’s an ongoing, continuous process
of improvement that we’ve been committed to from the start.
SVN Hall of Fame Tribute Book 15
I believe a food company can’t be truly sustainable without
being organic. Organic family farms are vital to human health
and the health of the planet. Organic farmers don’t use the
toxic, persistent pesticides and chemical fertilizers routinely
used by nonorganic farmers and known to contaminate food,
drinking water, soil and air. Stonyfeld buys more than 300
million pounds of organic fruit, organic milk and other organic
ingredients each year, helping to support hundreds of organic
family farms. The company helps keep more than 200,000
farm acres free of toxic, persistent pesticides and chemical
fertilizers. The growth of organic acreage is one of the things
of which I’m proudest in my career.
Organic agriculture is a win-win-win-win-win proposition
for farmers, who experience higher yields and consistent prof-
itability; for farm workers, who are not being exposed to toxic
chemicals on a daily basis; for consumers, who know that or-
ganic is food that can be trusted and they can feel good about
feeding their families; for the environment; and, of course,
for businesses like Stonyfeld. Not only does organic farming
put more carbon back in the soil and improve water quality, it
supports biodiversity and improves animal and human health
—all the while putting more money in the pockets of farmers
and stakeholders.
I’ve worked hard to make Stonyfeld’s mission to protect
and restore the Earth part of the company’s DNA. Rather than
make sustainability the responsibility of just one person or
group, I’ve aimed to build alignment around a sense of com-
mon purpose. This idea has come to life through Stonyfeld’s
Mission Action Program (MAP), a company-wide program
developed to engage employees in achieving goals to reduce
environmental burdens. It has been transformative for the
company as well as employees on a professional and personal
level. By weaving sustainable business goals like reducing solid
waste by 57 percent and greenhouse gas emissions from trans-
portation by 46 percent into the very fabric of our business,
we’ve managed to save more than $24 million since 2006.
What began as a set of practical steps to change the way
we did business resulted in a better business and a model for
other companies to follow.
I joined SVN at its second meeting back in 1988 and
eventually became the Chair and Co-Chair, posts I held for
a decade. SVN has provided me with an excellent network
of peers with whom I have been able to problem-solve and
share ideas, inspirations and collaborations. I also met quite a
few angel investors during the early days of the organization,
when I was still in the thick of raising capital.
Mainly, SVN has been a wonderful, nurturing and
supportive community of fellow optimists.
‘ ‘
I was first introduced to Gary Hirshberg when my son returned
from a Stonyfield Entrepreneurship Institute a few years ago,
burst into my office, his face lit with excitement, and passionately
declared, “The only thing to be in life is an entrepreneur. You have
to read this book.”
I did. Earlier this year I attended one of his workshops. Then I
met Gary again a few weeks later at SVN Europe.
Gary speaks with honesty and vulnerability about his struggles.
He inspires listeners to realize that everyone can be an entrepre-
neur. Gary speaks about the way you choose to think, the way you
act, conscious choices you make, about authentic connection with
your environment and the people around you. Gary also speaks
about belief in yourself, your company and your vision, and about
being strong enough to trust your instincts and to trust yourself, no
matter what.
Gary has done it and is now giving back. Generous with his time
and his wisdom, he strives to help young entrepreneurs avoid mak-
ing the mistakes that he once made.
He is a visionary of uncompromising strength, a leader with
unparalleled instincts, decisive, trusted, respected, tough, the
captain of his ship. He is a teacher for me, and I am happy to be
one of his students.
Gary, thank you for all the good that you have done.
We honor you.
— Dale Rodrigues, President and Co-Founder, Mary’s Gone Crackers
See page 64 for more information.
22 SVN Hall of Fame Tribute Book
just a fun thing to do. My mom sewed all our clothes. I went
with her to fabric stores and then started going by myself.
I loved touching the fabric and looking though the pattern
books. I went to college thinking I was going to be a math
major. It was the only subject I was good at. I had a room-
mate who was studying interior design. She’d be on the foor
playing with fabrics and color, putting things together. At
one point I thought, “I’m never going to get through school
if I don’t do something a little easier.” So I ended up in home
economics (that’s what people who were interested in cloth-
ing or textiles did).
After college, I moved to New York and started working
for a graphic designer. We traveled to Japan to meet with
clients and it was so inspiring. The materials and the shapes
of garments —especially the kimono —fascinated me. At the
same time, I hated shopping for clothes because I couldn’t fnd
anything I really wanted. I didn’t like spending an hour getting
dressed in the morning, trying to fgure out what to wear.
That was where the seeds for the clothing began. It was
a passion to make it simpler for myself and for other women
to get dressed. I couldn’t be the only one. I remembered the
days of the uniform —I had worn one for 12 years during
school —and I could just get up, put it on and life was about
whatever else was going on, not just about clothes. I would
talk about my idea like an art project to friends in Soho, just
as they would talk about their paintings or the vision they had
for some installation. I could see the pictures: There would
be a lot of simple shapes, they could work together and you
could build a wardrobe.
In 1984, with guidance and encouragement from friends,
and with my last $350, I showed four pieces at the Boutique
show, after a sculptor-friend who made jewelry decided not
to use the booth. He pushed me to take the booth and use it
to show my four pieces. I went to the show, and I sold small
orders to eight stores. I felt I was onto something. At the next
show, I had eight garments and I sold $40,000 worth of gar-
ments. EILEEN FISHER Inc. was born. A lot of designers have a
clear vision but I was much more about creating a back and
forth with the buyers, which is how we still run the business.
We don’t typically use the word “problem” to describe our
approach to our work. Just about everything at EILEEN FISHER
is an “opportunity” or a “challenge.” Our approach to social and
environmental issues is no exception. Our commitment to
social consciousness and environmental sustainability begins
with our mission statement: To support women through
social initiatives that address their well-being. To practice
business responsibly with absolute regard for human rights.
To guide our product and practice toward sustaining our
environment. These three values are held within the broad
scope of social consciousness.
Our social consciousness team facilitates, inspires, edu-
cates and guides the company’s commitment to these values.
They work with individuals, teams and departments to ensure
that this commitment is carried through our product, facili-
ties, workplace practices and communication channels. They
also work with our suppliers and other business partners
to help move everyone in the same direction, toward less
environmental impact and greater social impact in everything
we do. Some examples of this work include collaborating with
our manufacturing team to make the dyeing process of our
China-produced silks more sustainable, with 30 to 50 percent
savings of energy, water and chemicals use; working with our
SVN Hall of Fame Tribute Book 23
facilities team and landlord to place a massive solar array on
the roof of our New Jersey distribution center; and working
with our accounting and store teams to measure and reduce
carbon usage through energy consumption.
We recently increased our commitment to human rights
by adding a new position in that area, and we are currently
engaged in conversations about ways to continue to grow
this commitment. Additionally, we are taking a thoughtful and
comprehensive look at our commitment to the environment.
One of our company priorities is to articulate our commitment
and design our strategic approach to environmental sustain-
I’ve begun using the phrase “Business as a Movement” to
describe the role of EILEEN FISHER in the world. It is through
the way we conduct business, the way we connect with our
employees and business partners, and the way we use our
resources that we will have the greatest impact. Rather than
keeping our social consciousness values of to the side, they
are thoughtfully integrated into our everyday work. That is
Business as a Movement.
As a company, we’re working with various organizations to
advance our commitment to the environment. These partner-
ships include working with Native Energy and other socially
conscious brands to help build two wind turbines in Iowa.
This spring and fall, we will send fve of our employees on a
Climate Ride, having participated in three previous rides.
The SVN community has had a profound impact on our
work. We have found values-aligned business and community
partners: Indigenous Designs, Kaleel Jamison, Seventh Genera-
tion, Greyston Foundation/Greyston Bakery and Clif Bar. We’ve
found thinking partners to help us work through a challenge:
Calvert Group and BBMG. And we’ve found incredible people
to nurture our spirits and raise our consciousness. Through
the conferences, peer circles and individual connections, SVN
continues to be one of our primary sources of inspiration and
motivation on a personal as well as a business level.
One of our more recent partnerships has been with Clif
Bar and the multi-company volunteer program they founded,
called “In Good Company.” It started in 2008, when Clif Bar
invited EILEEN FISHER and fve other companies to join them
in rebuilding a community within New Orleans. Since then,
we have sent several employees each year to a Hopi reserva-
tion in Arizona, a neighborhood in West Oakland and back to
New Orleans. These volunteers work with local networks and
residents to build healthy, sustainable communities —often
using tools and skills they never knew they had. Perhaps more
important, they build their own community by sharing meals,
problem-solving and laughter. This has been a spiritually up-
lifting experience for the EILEEN FISHER volunteers involved,
and one that seems to change their lives forever.
‘ ‘
When I consider the wonder that is Eileen Fisher — the woman,
the successful international brand, those sumptuous, gorgeous
clothes, and the connected community of thinking women that are
drawn in — I find myself asking this question:
What other line of apparel can offer women the tactile experi-
ence of living in and celebrating their authentic beauty and adorn-
ment, of feeling both at home in attire while looking their best?
Shall we agree that EILEEN FISHER sets the bar?
In my organization, shopping trips to EILEEN FISHER create
bonds among women across reporting lines and across generations.
We set out on a pilgrimage, brimming with anticipation, bringing
back our spoils to cooing colleagues and friends. So popular are
these purposed excursions that they are known simply as “fishing”
trips. Makes sense — we garner the same level admiration that are
offered to those who can hook a salmon or catch a trout.
Having met more of the EILEEN FISHER team since becoming
an SVN member, I am simply more impressed with each new face.
Their intrinsic, explicit ethos, practice and values are lived. Their
commitments to the environment and women’s considerations,
unparalleled working facilities and affirming aesthetics, are the
model to which all business should really aspire.
Moreover, the EILEEN FISHER teams demonstrate genuine care,
intelligence and purpose. They are resonant with a sparkle that
represents their brand. It’s a sparkle shared with the women who
choose to buy and wear their garments. It’s the sparkle of knowing,
the sparkle of appreciation.
Thank you, Eileen Fisher, from us all.
— Mirran Raphaely, CEO, Dr.Hauschka Skin Care
See page 65 for more information.
for Green Jobs Training Programs across the United States.
In 2007, I launched a national organization called Green
For All, which nowoperates in 50 U.S. cities, and has helped
municipalities and businesses create thousands of green jobs
across America. I also published my frst book, The Green Collar
Economy. It was a NewYork Times Best Seller, and is considered
the defnitive book on green jobs.
Members of President-Elect Barack Obama’s transition team,
impressed by the book, recommended me for inclusion in the
Obama Administration as a Special Advisor for Green Jobs. In
the White House, I helped to oversee $80 billion in green recov-
ery spending.
After coming under fre fromthe President’s opponents, I
resigned in September of 2009, and became a senior fellowat
the Center for American Progress. In 2010, I joined the faculty
at Princeton University as a visiting fellowto teach a course on
Environmental Policy and Politics.
During that period, I developed a number of insights about
howthe movement for hope and change that elected Obama
had gone awry. I published my second book in 2012, also a New
York Times Best Seller, called Rebuild the Dream. I also launched
a neworganization in 2011, called Rebuild the Dream, which to-
day is fghting to bring economic opportunity back to America.
Looking back, I can’t imagine what my life and work would
have been like if I hadn’t become a part of the SVN community.
I remember long walks with Jodie Evans, who, like some kind
of fairy god-sister, essentially adopted me into her family, and
who has been one of my closest friends and advisors ever since.
I also remember gathering on the eve of the onset of the Iraq
War, singing, holding hands and praying with members like Nina
Utne, who helped to launch Code Pink with Jodie Evans and
Medea Benjamin.
As a board member, I recall the set of meetings that led to the
creation of BALLE, one of the great successes at SVN. I remem-
ber the bold vision of Laury Hammel and Judy Wicks, colliding
with some of the harder-headed pragmatists of the Board. The
resulting synthesis, BALLE, has refected the best of SVN —its
idealismand its pragmatism—and been of great practical use
to thousands of grassroots entrepreneurs.
The community remains a vital source of support. Nina Utne
serves on the Board of Rebuild the Dream, and Josh Mailman re-
mains a mentor and invaluable ally. When I left the White House
in 2009, Deb Nelson reached out to me and was a steadfast
friend during a tough emotional ordeal for me.
I will never forget the great SVN-ers, who, over the past 15
years, have been there for me in my various pursuits, nor the
cumulative impact of the SVN community on me, my work, and
the communities that I try to serve. When I look at all of my best
work over the past 15 years, I can trace a direct line back to the
ideas and assistance of the SVN community.
‘ ‘
I met Van Jones for the first time when he spoke at the SVN
2010 Fall Conference. By this time, he was legendary for his bril-
liant articulation of the impact of economic justice in building a
sustainable future for all. He did not disappoint. What I did not
expect was his personal charm and good looks!
When Van speaks to you, he truly engages — a rare and disarm-
ing quality that compels you to listen, think and challenge your-
self. It is easy to understand why he is such an effective civil rights
activist, innovator and thought leader.
A founder of the Ella Baker Center for Human Rights, Color of
Change and Green For All, and author of the New York Times Best
Seller, The Green Collar Economy, it is no wonder that Time maga-
zine named him one of its “Heroes of the Environment” and Fast
Company called him one of the “12 Most Creative Minds of 2008.”
Kudos to President Barack Obama who recognized the star among
us and in 2009 appointed him Special Advisor for Green Jobs,
Enterprise and Innovation, at the White House Council on Environ-
mental Quality.
I can honestly say that Van is one of the reasons I am so proud
of Social Venture Network. If this group of individuals in any way
helped to evolve a man such as this, I am honored to call myself
a member. Thank you, SVN and Van, for helping to alter the tra-
jectory of our collective consciousness. And a personal heartfelt
thank you to Van for going grassroots to include and give voice to
invisible and underserved communities. I come from one of those
communities, and I know how much this commitment matters.
Van, congratulations on being among the first to be inducted into
the SVN Hall of Fame. You deserve it!
— MaryAnne Howland, President & CEO, IBIS Communications, Inc.
See page 66 for more information.
32 SVN Hall of Fame Tribute Book
I GREW UP in a civil rights household. When I graduated
fromthe Yale LawSchool, I decided to go fght for social justice.
At Yale, I realized that a lot of Ivy League undergraduates were
doing copious amounts of drugs —and going to rehab if they
got caught. A fewblocks away, poor kids in the housing proj-
ects were doing lesser amounts of the same drugs —and going
to prison.
I knewthat dichotomy was wrong, and I decided to do some-
thing about it. I worked for two years in a civil rights lawfrm
in San Francisco. Then I started a police misconduct project to
coordinate litigation against problempolice ofcers, practices
and precincts. The project was called Bay Area Police Watch. I
later grewit into the Ella Baker Center for Human Rights.
In 1995, I launched a grassroots campaign to fre a notorious
San Francisco police ofcer after he beat, stomped and pepper
sprayed to death an unarmed African American man named
AaronWilliams. The ofcer, Marc Andaya, had previously killed
another unarmed African American man and was the subject of
fve lawsuits and 37 formal complaints alleging racismand bru-
tality. Our campaign resulted in Andaya’s termination in 1997, as
well as a reconfguring of the San Francisco Police Commission
and major reformof the SFPD in subsequent years.
Two years later, our “Books Not Bars” program took on the
hard work of closing youth prisons in California in favor of
rehabilitation, education and employment. In alliance with
numerous other groups, we succeeded in closing four youth
prisons in California, and permanently blocked the construc-
tion of a “Super Jail for Kids” near Oakland. So far, our coalition
has reduced California’s youth prison population by 30 percent
—with no related increase in youth violence.
I’d been frst introduced to Social Venture Network in 1998,
when I was one of four winners of the Reebok International
Human Rights Award. SVN co-founder Josh Mailman was on the
selection committee. After the ceremony, Josh invested inThe
Ella Baker Center —giving us our biggest grant up to that point
—and invited me to join SVN.
Frommy frst SVN conference, I was blown away by the
passion, creativity and efectiveness of the community. Before
joining, I was deeply suspicious of all businesspeople, whomI
presumed to be greedy and exploitative. I had never met entre-
preneurs who took the value of social justice and environmental
stewardship as seriously as I did —and in some cases more so.
It was through SVN that I frst began to develop the concept
of “green jobs, not jails.” I had been unaware of the power of
market-based solutions to address the seemingly intractable
problems of poverty and pollution, and to do so on a large
scale. I became a serious convert to entrepreneurship and
socially responsible investing as key pillars of any serious
strategy for change.
I later became such an evangelist to this approach that I was
teased by my peers in the struggle as “the green Jack Kemp.”
Refecting on the genius and brilliance of the SVN commu-
nity, I began to push Oaklanders to embrace the idea of green
jobs and entrepreneurship as an innovative set of pathways to
prosperity. As a result, the Oakland City Council in 2007 created
the Green Jobs Corps, which trained local youth for work in
green industries such as weatherization, solar panel installation
and organic gardening.
That same year, Speaker Nancy Pelosi helped me navigate
the halls of Congress to pass the Green Jobs Act of 2007, signed
into lawby President George W. Bush. It authorized $125 million
SVN Hall of Fame Tribute Book 33
SVN Hall of Fame Tribute Book 49 48 SVN Hall of Fame Tribute Book
Paul Stamets. With SVN, Renewal hosted annual Social Venture Institutes,
renowned entrepreneurial conferences. Hollyhock expanded its Leadership
Institute into six annual conferences, serving more than 500 social entre-
preneurs annually.
Pamela Chaloult, formerly co-executive director of SVN, joined the Re-
newal teamin 2006. She managed the overall operations and orchestrated
a powerful communications strategy and made the multilayered organic
story accessible and available to a broader public. She took SVI Hollyhock
into its current rock-star status as a hot spot for the holistic“business
school in a week.”
Renewal invested in dozens of organizations, businesses, leaders and
events, driving creation of hundreds of jobs with mission values at the
core. As CEO, I counseled, mentored and made introductions for countless
individuals over the course of 20 years.
By 2008 Renewal Partners was fully invested, with a more than 12 per-
cent internal rate of return for companies it invested more than $50,000 in.
Paul Richardson’s leadership was crucial to guiding these companies toward
proftability —fromStonyfeld FarmtoVillage Real Estate. SPUDto
Lunapads. Sungevity to IceStone, Salt Spring Cofee to Good Capital,
AlterEco to Mamma Chia, Guayaki toTerraCycle, Better World to Grameen,
Greyston Bakery andTeeccino. Renewal’s early seed capital has played fnan-
cial and moral support roles in many investments in the SVNbusiness com-
munity. Renewal has recruited dozens of newSVNmembers over the years.
Renewal’s second investment was in Happy Planet Foods, co-founded
by SVN alumGregor Robertson. After building a beloved Canadian brand
of organic smoothies, Gregor turned to politics. In 2011 he won a resound-
ing re-election to a second termas Mayor of Vancouver. He leads Vision
Vancouver, a newpolitical party that has built a broad progressive man-
date. His aggressive campaigns to make Vancouver the greenest city in
the world, end street homelessness and foster a creative entrepreneurial
economy, echoes the spirit of SVN.
Renewal2 is the $35 million social venture fund we launched in 2010. It
opens up the Renewal “Investing for Change” strategy and experience to
outside partners who want more alignment with their money and values.
SVN is a crucial source of partners, referrals and portfolio companies.
With a risk capital tolerance, foundation asset activation and spend-
down strategy, a serious commitment to capacity building and leadership
development, plus cross-sector collaboration, psychological, emotional
and spiritual skills focus, new-wave pragmatic progressive politics and a
long-termecosystemic theory of change, Renewal is pioneering the cata-
lyzing of wealth for the common good. An SVN specialty, throwing great
parties, is the Secret Success Sauce.
SVN provides ongoing access for us to the leading entrepreneurial
pioneers and innovators of our times. Business. Education. Trust. Love. And
Fun. That’s a good formula.
We adore SVN.
Carol Newell and I met through the Threshold Foundation in 1992.
We shared an entrepreneurial spirit, a deep intention of aligning money
with value, and a love of British Columbia and its vast wilderness,
wealth of natural resources and diverse society. We wanted to catalyze
fundamental change.
In 1981, Josh Mailman gathered a group of visionary philanthropists
and foundedThreshold. He sawmoney as a tool for positive change.
Josh andWayne Silby brought together members of Threshold with
other allies in 1987, drawn by a determination to use enterprise for
a better world. I attended the founding meeting of Social Venture
Network at Gold Lake Ranch in Colorado.
In 1985, I lived inVermont and happened upon a Haymarket
Conference that featured Amy Domini and Joan Bavaria. I discovered
SRI and found myself living in the heart of “Ben and JerryLand.” This
began a journey of a lifetime.
I eventually moved to British Columbia, distraught with the uncon-
scious and pervasive culture of waste in the United States. I founded
Sage to encourage habit change by individuals and institutions,
through business, philanthropic and organizational strategies.
A larger inheritance motivated me to do more to activate and share
wealth. I createdThe Endswell Foundation, with a $19 million endow-
ment to strengthen the environmental sector in B.C. I also invested
$7 million in Renewal Partners to support green businesses. I joined
Threshold, and that exposure to cutting-edge visionary philanthropy
accelerated my wealth-deployment strategy.
Joel’s business, charity and political background, along with his
relentless appetite for entrepreneurial innovation, was a perfect match
for my fnancial capacity, vision and commitment to harness wealth to
leverage change.
I invited Joel and his business partner, Martha Burton, to launch
Renewal Partners inVancouver, B.C. An activist family ofce was built
around Renewal, Endswell and my personal business management.
This integrated fnancial-tools strategy emerged as the“whole portfolio
activation to mission” model. Regional sustainable economy, rooted in
food systems, with an interdependent theory of change, unleashed a
long-termsocietal impact in our bioregion.
We chose Vancouver as our city focus and Cortes Island as our rural
focus. Experimentation with mission-related charitable foundation
investment in land conservation, along with shared spaces in urban
neighborhood properties, represented what we called“social purpose
real estate.”
Leadership and capacity-building featured women-led initiatives,
lifelong learning and inner skills, alongside professional skills and civic
engagement. Immersion at SVN educated us in acting locally with
global networks.
Endswell’s largest annual grant grewTides Canada Foundation,
a fnancial services social enterprise for the charitable sector, which
nowgives more than $20 million annually to charities across Canada.
Inspired by hearingVan Jones, Kavita Ramdas and others speak at SVN, I
launched the country’s frst social-justice fund withTides Canada.
Emerging froma decade of anonymity, I launched Play BIG with
Marian Moore in 2004 to encourage those with major wealth to be bold
with their discretionary capital. Play BIG has motivated the movement
of tens of millions of dollars toward more strategic philanthropy and
impact investment. Nowin its 15th intensive, Play BIG is currently deliv-
ered in collaboration with SVN organizations RSF Social Finance, Tides
andTides Canada Foundations and is activating the activators!
As British Columbia’s leading environmental grant-maker for a de-
cade, Endswell was integral to the biggest conservation development
deal on the planet at the time. The Great Bear Rainforest Initiative pro-
tects vast acreage of coastal temperate rainforest and fnances sustain-
able businesses owned by Aboriginal First Nations of the region.
A substantial investment was made in Hollyhock, an extraordinary,
even magical, leadership and learning center on Cortes Island, led
by Dana Bass Solomon. Hollyhock was early to host many of North
America’s newthinkers fromAndy Weil to RamDass, Joanna Macy to
‘ ‘
In the spring of 1980 when Joel
Solomon moved to what was to become
Hollyhock on Cortes Island in British
Columbia to become an organic farmer,
even he of great imagination could not
have imagined that 25 years later, he
would play an integral role in the cre-
ation and nurturing of the best-known
center for growth education, commu-
nity gatherings, and social activism in
Canada. Nor would he have imagined
he would marry the fabulous Dana, who
has run Hollyhock the last 12 years, and
would emerge through his extraordinary
soul-partner relationship with Carol
Newell as the most highly regarded and
perhaps the only bioregional impact
investor-activist in the world. He’s be-
come this one-of-a-kind combination
through 25 years of grants and private
equity investments in British Columbia,
having helped elect a mayor of
Vancouver and built a political party.
Carol, with a generosity of spirit even
greater than her willingness and joy to
use her wealth to co-create Hollyhock
and this ecosystem, would emerge as
a wise woman, partnering with Marian
Moore in the creation of Play BIG, an
annual conference leading others
toward the vision of a triple-bottom-line
investment portfolio for advancing a just
and sustainable society.
I wish I could say I liked Joel. I don’t.
I adore him. Carol is a dear friend and
partner along the path of joining wealth,
activism and commerce as we deepen
and broaden the vision and scope of
what people of full heart can help real-
ize the world over.

— Josh Mailman, Founder, Serious Change LP
See page 71 for more information.
50 SVN Hall of Fame Tribute Book
SVN Hall of Fame Tribute Book 51
With SVN member and partner support, Jerry and I are leading a
collaborative business movement to counter Citizens United vs. Fed-
eral Elections Commission, a controversial 2010 United States Supreme
Court ruling that reversed years of precedent limiting how corporations
spend money to infuence elections. The reversal allows corporations to
spend unlimited money to support or oppose political candidates and
paves the way for greater corporate infuence in politics, at the expense
of individual voters.
Through SVN, we began working with the American Sustainable
Business Council (led by SVN member David Levine) to launch the “Busi-
ness for Democracy” campaign, and convened more than two dozen
other leading organizations, including Social Venture Network,
Seventh Generation, Stonyfeld Farm, White Dog Café, Trillium Asset
Management, TerraCycle and IceStone, to show that businesses oppose
the idea that they should have more of a say than voters in how our
country is run. These partners in turn are enlisting other businesses to
stand up for democracy.
Jerry and I, along with our fellow SVN members, have disproved
the theory that business can’t be both values-driven and successful.
Together we can change the way the world does business, and that is a
wonderful thing.
WHAT BEGAN IN 1978 as a scoop shop in a renovated gas station
in Burlington, Vermont, has surpassed our hopes and dreams, and
over the years has become one of the most beloved ice cream brands
in the United States. Through a shared vision of using business as a
medium for social change, Jerry Greenfeld and I were able to lever-
age America’s sweet tooth to catalyze and inspire activism, creating
one of the largest ice cream empires in the world and proving that
consumers are eager to purchase products aligned with their values.
Before founding Ben and Jerry’s Homemade Inc., we were headed
toward radically divergent paths: Jerry had initially planned on
attending medical school and I was an aspiring potter. We were
childhood friends who, around the same time, realized we wanted
to try something new. We chose to partner together to start a food
business, an area that we knew very little about. Our hope was that
if we incorporated our deeply rooted political, social and economic
values into our business model, we could have the power to make a
profound diference in the greater community.
Ben and Jerry’s was founded on a three-pronged mission, which is
integrated into our day-to-day business activities. These three, inter-
related core values are:
- To operate the company ln a way that actlvely recognlzes the cen-
tral role that business plays in society by initiating innovative ways
to improve the quality of life locally, nationally and internationally.
- To make, dlstrlbute and sell the ñnest quallty all-natural lce cream
and euphoric concoctions with a continued commitment to incor-
porating wholesome, natural ingredients and promoting business
practices that respect the earth and the environment.
- To operate the company on a sustalnable ñnanclal basls of proñtable
growth, increasing value for our stakeholders, and expanding oppor-
tunities for development and career growth for our employees.
Jerry and I continually strive to push the boundaries and stan-
dards of sustainable business practices, and to support philanthrop-
ic causes with new policies and innovative endeavors (both within
the company and externally). In 1985, we established Ben & Jerry’s
Foundation, which donates 7.5 percent of the company’s pre-tax
profts to nonproft charities nationwide. Additionally, in 1988 we
helped establish “1% For Peace,” a nonproft initiative that worked to
redirect 1 percent of the national defense budget to fund peace-
promoting projects and activities. Since its creation, the member-
ship and goals of 1% For Peace have broadened, and the group is
now known as Business for Social Responsibility, which works to
promote an alternative business model based on socially respon-
sible business practices.
Through an increasingly progressive and generous employee
rewards and beneft program, creating products which create jobs
in economically depressed regions, and a commitment to transition-
ing all products to be 100 percent Fair Trade by 2013, the company
continues to lead the way in “Caring Capitalism.”
Jerry and I have been with Social Venture Network since the very
beginning. Prior to joining SVN, we rarely formed relationships with
other businesses in the space, because they didn’t relate to what we
were doing. Through the network, we were introduced to like-
minded business leaders, and were tremendously comforted and
motivated by meeting people who didn’t think Ben & Jerry’s was
of the wall. It continues to be the best place I know to synergize
resources for the common good.
‘ ‘
You can’t judge the winners of tomor-
row by their appearance today.
A half century ago, they would have
looked like two normal kids running
laps in gym class, far behind the oth-
ers. Most people would think they were
slow runners — and they were. But they
were also hatching a plan.
The goal: to start a business that
would change the way business inter-
acts with society.
The gleam in their eye as they ran
around the track led to one of the most
innovative companies of the 20th cen-
tury. Because of their insight, brilliance
and perseverance, their names became
synonymous with fun, caring and
commitment to creating a new social
relationship between company
and community.
That new thinking did not stop with
Ben Cohen and Jerry Greenfield.
Over the years, they have inspired
many of today’s eminent social en-
trepreneurs. The phenomenon that is
Ben & Jerry’s has catalyzed the best
thinking on one of their most endur-
ing passions: the triple bottom line —
People, Planet, Profit.
This accomplishment would have been
a big enough contribution for nearly any-
one. Not for Ben. Beyond his business, he
has been a staunch advocate for small-
scale farming, immigrant rights, preserv-
ing the planet and many other causes.
Time and again, he has criticized U.S.
government budgets that allocate billions
to the military and nuclear weapons and
far less to social needs.
Besides always having Ben’s back,
Jerry introduced many concepts that
made Ben and Jerry’s so progressive
— such as the simple idea that people
should have fun at work. This objective
sounds like common sense, but when
Jerry started advocating it, most of
the world saw work as a serious thing.
Jerry had a different idea: If it ain’t fun,
why do it? He knew, long before many
others, that if people brought more of
themselves to work, they would do bet-
ter work.
Ben and Jerry have done much
good. Just as important, they are
good people. Congratulations to two
dear friends and valued colleagues in
changing the world.
— Frederick A. Miller, CEO,
The Kaleel Jamison Consulting Group, Inc.
See page 68 for more information.
schools which are running with our social funds. More than
700 girls have got a scholarship and every year we are sup-
porting more than 200 girls to motivate them to go to school.
We have planted more than 6,000 trees; we have reached
more than 1.2 million people with our AIDS awareness work
and supported around 6,000 female sex workers with their
health, safety and empowerment. We feel very proud to say
that Community Trade works.”
Anita felt that business responsibility lies in observing, car-
ing for and protecting the community. The idea that compa-
nies give something back to the communities where they do
business is nearly as old as business itself. Anita believed it
was short-sighted for businesses to isolate themselves from
the problems around them. Here are three examples of where
The Body Shop helped in the United Kingdom:
Soapworks: The Body Shop set up a soap factory in
Easterhouse, Glasgow, an area which had one of the worst un-
employment rates in Western Europe. The soaps were up to 30
percent more expensive than other soaps, but The Body Shop
put 25 percent of the net profts back into the community.
They were able to employ more than 170 seasonal staf and
produce more than 12 million tablets of soap, 7 million bottles
of aromatherapy and 1.2 million gift packs per year.
The Big Issue: Gordon got the idea for The Big Issue newspaper
while in New York, where he’d been sold a copy of the paper
Street News. The Body Shop put up the seed money to get
the project of the ground and gave nonfnancial support in
every way they could. The Big Issue has grown into one of the
UK’s most respected newspapers, reaching more than 200,000
people per week, with about 4,000 homeless vendors. The
Big Issue has become a success and now operates in Australia,
South Africa, Namibia and Japan, among other countries. It is
one of the most successful street-sold newspapers in the world.
National Missing Persons Helpline: The Body Shop helped
by putting the photos, names and details of missing people
on the side of their trucks in the hope that the people would
be found —and yes, some have been!
The SVN community brought to Anita a fabulous opportu-
nity to network with like-minded business people. She found it
a way of doing business, within the security of a community of
friends. The meetings were always a hothouse of lateral ideas
and many of them relevant to the way she was thinking of
working. Anita spoke at many SVN meetings over the years and
always came back brimming with new connections and ideas,
and re-ignited with her strong desire to make The Body Shop
one of the best socially responsible businesses in the world,
which she continued to do until the day she passed away.
‘ ‘
I recently saw a The Body Shop display in one of those jarring
Duty Free mazes that you are forced through as you deplane. It
struck me as awesome that the values The Body Shop stands
for are sitting right there in front of everyone as they come back
to Earth. Juxtaposed with the vodka and cigarettes, the position-
ing was a metaphor to me of what a powerful vision, driven by a
relentless individual in the form of a brilliant social enterprise, can
do to change the world.
Cruelty-free cosmetics. Better body images for women and girls.
A commitment to a green and peaceful planet through fair trade
and sustainable sourcing. These are all things that The Body Shop,
founded by Anita Roddick, has pushed over the last few decades,
through an audacious retail strategy and a beautiful brand.
My closest brush with Anita was working on a Greenpeace cam-
paign before the 2002 Earth Summit, when solar and wind were
still seen as alternative and we needed a champion to push the
idea that clean energy was the better choice for consumers and
our countries. We struck a global deal with The Body Shop and ran
a global advertising campaign called Choose Positive Energy.
Anita Roddick was all about that. Till her dying breath it seems
that positivity was the choice she made. I laughed out loud reading
her book Business as Unusual because her strongest recommen-
dation to social entrepreneurs was to eat tomatoes. She said they
made you happy. They do. She does — and moreover, she showed
us a world of opportunity as Social Venturers and Networkers to
choose positive energy to build a better world.
Thank you for that, Anita. We miss you. Shine on.
— Danny Kennedy, President & Co-Founder, Sungevity
See page 69 for more information.
60 SVN Hall of Fame Tribute Book
ANITA STARTED THE BODY SHOP in 1976 simply to cre-
ate a livelihood for herself and her two daughters while her
husband, Gordon, was trekking across the Americas. She had
no training or experience and her only business acumen was
Gordon’s advice to take sales of £300 a week. Nobody talks
of entrepreneurship as survival, but that’s exactly what it is
and what nurtures creative thinking. Running that frst shop
taught Anita that business is not fnancial science —it’s about
trading; buying and selling. It’s about creating a product or
service so good people will pay for it.
It wasn’t only economic necessity that inspired the birth
of The Body Shop: Anita’s early travels had given her a wealth
of experience. Anita had spent time in farming and fshing
communities with pre-industrial peoples, and been exposed
to body rituals of women from all over the world. Also the
frugality that her mother exercised during the war years made
her question retail conventions. Why waste a container when
you can refll it? And why buy more of something than you can
use? The Body Shop behaved as Anita’s mum did in the Second
World War; they reused everything, they reflled everything and
they recycled all they could. The foundation of the company’s
environmental activism was born of ideas like these.
Anita was aware that success is more than a good idea. It
is timing too. The Body Shop arrived just as Europe was going
“green.” The Body Shop has always been recognizable by its
green color, the only color Anita could fnd to cover the damp,
moldy walls of the frst shop.
Businesses have the power to do good. That’s why The
Body Shop’s Mission Statement opens with the overriding
commitment, “To dedicate our business to the pursuit of
social and environmental change.” The company uses its
stores and products to help communicate human rights and
environmental issues.
For Anita, campaigning and good business are also about
putting forward solutions, not just opposing destructive
practices or human rights abuses. One key area where Anita’s
business and personal interests naturally combine is through
The Body Shop community trade initiatives. It all started in
1989 when she attended the gathering at Altamira of Amazo-
nian Indian tribes protesting against a hydroelectric project
that would have fooded thousands of acres of rainforest,
submerging native lands. There had to be something practical
Anita could do to help these people preserve their environ-
ment and culture. Nuts? Specifcally Brazil nuts, which the
Indians gathered sustainably from the forest and which when
crushed produce a brilliant oil for moisturizing and condition-
ing. This frst trading relationship with forest people, unused
to any real commercial activity, was fraught with pitfalls and
dangers. Anita was immensely proud of The Body Shop’s
eforts to make fair or community trade relationships more
mainstream. The company now has 25 community fair trade
suppliers and they aim to develop more.
Milan Bhattarai, the founder of Get Paper Industries (GPI)
in Nepal —a community project which was established in
the late ‘80s with the help of The Body Shop, as a handmade
paper company —has recently written, “It is a matter of pride
to share with you that now we have evidence to say that
Community Trade works. When we started we were deter-
mined to prove this, and today we can. Through this process
we have been able to employ 700 women a year and thus
providing them an income, we have been able to open fve
SVN Hall of Fame Tribute Book 61

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