Social Enterprise Startup Community

Social Enterprise Startup Community
Top Tips to Take Your Pitch from Mediocre to Memorable

A convincing pitch is a powerful tool to unlock opportunities, form key relationships with investors or volunteers, attract funding, and inspire new audiences. And, for charities and social enterprises in particular, a single pitch could really be “make or break”.

At The Funding Network (TFN), our mission is to enable grassroots non-profits to access the capital, skills, connections and resources they need to thrive. Over the past four years, we’ve run Pitch Coaching Workshops for hundreds of social entrepreneurs and they’ve gone on to generate millions of dollars as a result.

We understand it’s becoming increasingly difficult for charities and social enterprises to engage supporters year on year, yet they desperately need funding and resources. And, businesses face similar challenges engaging their staff in CSR activities, highlighting purpose beyond profit. It’s so important they’re given the tools and knowledge to share a compelling, authentic story that is captivating and memorable.

So, we’ve distilled the five fundamentals to perfecting your pitch, because no matter what sector you’re working in, your future could depend on the quality of your spiel.

Know Your Story
It is important to speak from your own experience; sharing your passion about why you love what you do, and why it is so important.

One of the oldest maxims of fundraising is that “people don’t give to causes; they give to people with causes”. And, this is still true today. The pitches that really shine are those by individuals who have a personal connection, an authentic relationship to the cause they’re promoting. This injects passion, life and connection into the cause you are promoting as well as demonstrating a strong belief in your work. It’s the vulnerability, the passion and the personal stories that draw people in and present a stronger, more compelling, and more memorable pitch.

Know Your WHO
No pitch is static. It evolves based on who you’re talking to, where you are, and the essential points you wish to convey. That’s not to say you need to do extensive research on your audience, but it is important to do the necessary checks to make sure your language, key messages, and story will resonate. Then, you need to vary your story accordingly.

Part of knowing your who is about making sure you speak their language. This means you need be careful about using industry-specific buzzwords. While it’s easy get caught up and speak a language specific to your sector, make a conscious effort to drop the jargon and communicate in a clear, effective way that is appropriate for your listeners so they don’t get lost.

Know Your WHY
To quote motivational speaker Simon Sinek, ‘People do not buy what you do – they buy what you believe in’. Knowing and clearly articulating the “why” of your organisation can be challenging, but it’s incredibly important. Knowing your point of difference is crucial to getting to the crux of why you exist, and why people should get behind you.

It’s important to be solution focused – don’t spend too long focusing on the scale of the problem, instead share how you’re working to solve it.

Define Your Target Responses
The only measurable form of communication is the response. It is important to ask yourself, “what would I like the audience to notice?”, and “what do I want people to feel when they are listening to me?”. It’s also important to focus on your body language when pitching an idea – do you smile, do you move, do you look at the audience?

It’s all about the sensory stuff that most people ignore, as most presenters just concentrate on the slides and what they are saying, not how they’re saying it. So, ditch the PowerPoint slides and focus instead on your movement, your voice and the message you are trying to convey.

Map out Your Pitch
You need to have a clear plan of what you are going to say and how you are going to say it. Always start with a powerful opening to grab the audience’s attention and draw them in.

When considering your story arc, think about: why you are there, what the benefit of your work is, its impact and its relevance to your audience. Then, finish with a strong call to action – this has the power to convert your passive listeners, to active supporters.

Do You Want to Refine Your Pitch?
We’re excited to announce TFN’s renowned Pitch Coaching Workshops are now available for charities, social enterprises, corporate and family foundations, and purpose-driven businesses. Run as half or full day workshops we teach leaders, boards and teams to clearly articulate their unique value proposition and their impact on the community – vital to success in the sector. This will enable you to meaningfully engage new audiences, deepen community engagement and secure critical funding. To find out more click here or contact us [email protected]

Pitch coaching participant and Founding Director of Manjeri, Nick Harrington says, “TFN’s pitch coaching has had an immense impact across all our communications. I have no doubt the tips on clarifying and delivering a succinct, focused narrative have directly contributed to our capacity to obtain additional funding.”

Nina Stott is the Marketing & Communications Manager at The Funding Network Australia. She believes social innovation happens at the intersection of the public, private and social sectors, and is passionate about creating a fair, prosperous and sustainable future.

Social Enterprise Startup Community

Why Learning from Emerging Markets Is Crucial for Social Innovation

Many of our most pressing social challenges are global in nature. With several recent innovations (mobile money, crisis mapping, conditional cash transfers, frugal innovation models) all originating in emerging markets, this is where you can see the future. “As the world’s largest democracy, few if any countries are more important than India when it comes to the practice of social innovation”, notes the Stanford Social Innovation Review. The future of work is boundaryless, and innovation hubs like Bengaluru, India or Sao Paulo, Brazil are where true mindsets for global citizenship are being developed.

In the last five years Amani Institute has worked with over 250 professionals – both from the social impact as well as private sector – from over 45 countries who chose to immerse themselves for 4 months in cities like Nairobi, Sao Paulo or Bengaluru as part of their 9-month Social Innovation Management training. Here are three things they have learned about the value of not just traveling but actually living, learning and working in emerging markets:

You Can’t Think Yourself out of Mental Models
Given that our challenges are global, you need to be able to see more than just your own perspective to develop effective solutions. Emerging markets challenge your mental models, not only intellectually but also viscerally – you breathe, feel, hear, move and finally understand new perspectives. The difference between ‘knowing’ and ‘understanding’ becomes apparent and provides a new ability to think beyond your horizons as a changemaker in your own country.

Constraints Fuel Creativity
The socio-political contexts of emerging markets are often seen as a major barrier to social innovation and change. Finance? Banks should take care of that. Housing? Education? Government should take care of that. However, these structural and functional constraints can fuel incredible innovations. While they may not directly apply to the context in your home country, they can teach you how to use constraints for creativity and think your way out of your box. From a distance, it can be easier to see the blind-spots and opportunities in your own environment.

Forget Networks – Connection Matters
Diverse and experience-rich networks are a key element for finding better solutions as a changemaker – both in terms of ideas as well as resources. As an entrepreneur or intrapreneur, some of the most valuable assets you can bring to the table are professional and social contacts. However, networks are only as good as the connection that ties you to it – living in a city (instead of just coming for a business trip or touristic travel) that attracts international experts and important stakeholders in the global social impact sector allows you to build the connections that build the foundation for a network that responds when you call.

One of the main reasons we love the work Amani Institute does is that it allows changemakers to experience countries such as Brazil, India or Kenya not from a perspective of ‘giving back’ or ‘fixing other people’s problems’ but as incredibly rich places of learning. Developing an openness to seeing more than one perspective, more the one story, is the key to making a difference through social innovation. If you are considering taking yourself out of your comfort zone and to your next level professionally, check out the Postgraduate Certificate in Social Innovation Management or get in touch with Amani Institute.

How Launch and Growth-Ready Is Your Social Enterprise?

Use This Tool to Evaluate Your Likelihood of Success.

Social enterprise is an idea whose time has come. All around us we are seeing growing demand for purpose-led products and brands, not only from consumers but workers and even investors.

There’s never been a better time to start a social enterprise, and the world has never needed your ideas and energy more, if we’re to achieve a more equal and sustainable future.

But let’s not mince words: starting a social enterprise is hard.

At SESC, we work with emerging social entrepreneurs every day through our crowdfunding community, courses and events.

We have seen many many people attempt to launch their enterprise, full of optimism, hope and good intentions. But these things alone are not enough.

You also need incredible clarity into your impact and business model, your specific target market, story and go-to-market strategy. You need a great product and a great pitch. You need a great team and a supportive community around you.

At SESC, we’ve all been where you are. Filled with a big idea and a desire to make a difference, passionate about our purpose and excited about the opportunity to create something ourselves.

As a team of social entrepreneurs and founders, we also know how challenging the leap from idea to public launch can be, and we’ve learned that it is worth it to take the time to carefully design and test your idea before you get to that point.

This report should give you greater clarity on where you are and where you need to focus your efforts to get launch or growth-ready.

From 12 years of helping people like you launch impact enterprises and projects we have learned that there are five big things that matter most when launching.

We call these the 5C’s of Launch Readiness:

CLARITY – how clear are you on your impact model, business model and value proposition, and can you explain this to potential supporters, customers, investors and collaborators in a compelling, intuitive way?

CREDIBILITY – You may have an inspiring story and a great idea, but without signaling your Credibility it’s hard to get people to listen. Credibility can come from a number of different places, from your own previous experience to showcase the progress you’ve made so far to endorsement from thought-leaders and partnerships with credible organizations.

COMMUNITY (that’s carefully curated) – you need to know who this is for, and who is most likely to care and support. A common mistake passion changemakers often make is saying their idea is for “everyone.” That may be your aspiration, but it’s not realistic, especially at the beginning. You need to focus on a specific niche that will respond to your message and your offer, otherwise you’re just spraying and praying.

THE RIGHT CHANNELS – once you’re clear on how you are trying to reach you need to figure out how to most effectively reach them.

COURAGE – as a founder you need to demonstrate courageous leadership. It takes a lot of guts to start something new, and for a lot of people pitching on stage or to a big potential client is incredibly scary, but you’re going to need to do it anyway.

You likely have some of these but may be weak in others, and without all five elements in place you’re unlikely to make progress.

10 Steps Towards Balancing Purpose and Profit

Is your organisation looking to join the global movement towards balancing purpose and profit?

If so, you wouldn’t be alone. Companies across the world are realising the business opportunity that comes with creating a more resilient and sustainable social environment in which to operate. Earlier this year, Blackrock CEO Larry Fink described purpose and profit as being inextricably linked; for just this reason. His advocation for this thinking has only advanced the push for creating shared value as the new norm.

Shared value is a business strategy where companies create measurable economic benefit by identifying and addressing the social problems that intersect with their business. Whilst a company’s purpose guides its decision-making, shared value is the business model upon which it exists, offering the ‘how’ to deliver on an organisation’s ‘why’.

Earlier this year, the Shared Value Project and A.T. Kearney released the 2019 State of Shared Value in Australia and New Zealand Report, which included a 10-point action plan for companies to embed a shared value strategy, and effectively deliver on their purpose.

With practical insights about what it takes to move up the shared value maturity curve, based on a survey of 40 executives from 34 companies and in-depth c-suite interviews, the report inspires and empowers businesses to become more sustainable by looking beyond the balance sheet to the social areas intrinsically linked to their operations. Here are its key pointers:

1. Distinguish shared value from CSR (Corporate Social Responsibility)

Shared value complements CSR and corporate philanthropy but is distinguished by the tangible business value and competitive advantage created.

2. Define a bold purpose which inspires and embraces shared value thinking

Having a compelling purpose is important as it allows an organisation to frame its relevance within the community and consider the social issues that intersect with the business.

3. Identify business opportunities inspired by the organisational purpose

When identifying opportunities, it is important to look up and down the value chain and across stakeholder groups.

4. Use the purpose as a touch-stone for corporate decision making

Using the purpose statement to validate and shape key business decisions embeds shared value thinking into the organisation’s DNA.

5. Explicitly align investments to purpose and opportunity

Investments from innovation to supply chain optimisation to digital can be leveraged for shared value creation.

6. Recognise the need to adjust mindsets and create a language that works

Recognising mindset and language barriers head on is essential.

7. Measure impact in terms of the organisation’s bottom line

It is essential to bring on board shareholders and investors when it comes to measuring the impact to the organisation’s bottom line.

8. Illustrate success to inspire more success

At early stages on the journey regular “audits” of initiatives and innovations are needed within companies to identify and celebrate.

9. Partner intensively and expansively

Partnerships are a shared value cornerstone. Like any capability, partner management is one that needs to be nurtured in companies leading to unlock shared value.

10. Work closely with the board

Boards have a longer tenure than many C-suite executives. Given the mid to long-term nature of shared value, efforts that have the board not only supporting but advocating for shared value are seen as central.

If your organisation is helping to pave the way in balancing purpose and profit, the 2022 Shared Value Awards are a fantastic platform to showcase your work to the Australian business community. Now in its fourth year, the Awards also recognise individuals driving change and influencing better outcomes for business and society.

Delivered by the Shared Value Project, the Awards are judged by an independent Selection Committee of Australian business leaders, with previous winners including Arup, NAB, PwC, Suncorp Group, Yarra Valley Water, Former Minister for Foreign Affairs Julie Bishop, and AIA Australia CEO Damien Mu.

This year, the Awards categories include:

Corporate organisation leading through shared valueSmall or medium organisation leading through shared valueShared value project/initiative by an organisation or through cross-sector partnershipShared Value TrailblazerShared Value Champion

6 Social Enterprises Reveal the Advantages of Good Branding:

Thriving impact business leaders share the clear (and sometimes surprising) benefits of investing in brand development and design.

Published on January 10, 2017 on LinkedIn Pulse by Ralston Vaz

Like most customers, I love a good social enterprise brand. When an impact business has a confidence of purpose, it draws us into their story and compels us to consider their offerings. Layer on top of that an unforgettable name and a thoughtfully-crafted logo and now that impact business is winning things like recognition and trust from customers and investors alike.

Clearly, a good brand of ‘Good’ is an incredible thing to behold.

I reached out to six impact business leaders who manage classy, thoughtful and effective brands of social good. My question: How did investing in brand strategy and brand identity design benefit these great social enterprises. I’d like to share what they revealed.

Jimani Collections
“Investing in brand strategy and brand identity has helped us to carefully curate a social enterprise with meaning and purpose. We’ve been able to build our brand equity by consistently delivering clear and engaging content and by using a tone that fully reflects the values of our brand. Through the formation of a strong brand strategy and brand identity, we’ve been able to better share our process and the stories of the women behind our products, creating an authentic and compelling experience for our audience.”

—Stephanie Stanton, Co-Founder, Director of Marketing and Business Development

The THX Co.
“First impression definitely matters, and that’s true times 10 for any company nowadays. You have to be able to say a lot within a few glimpses, always being sure you are communicating your story consistently across all your company’s platforms (or each consumer touch-point). Without investing time and resources in developing a proper brand strategy, your message will no doubt be lost in the sea of competition present today.“

—Ricardo Juan Bueso, Co-founder and Managing Director

Tilt Magazine
“Aside from helping Tilt develop a strong voice and stand out in an overcrowded world, investing in a brand strategy and brand identity design has impacted us in a way that we never expected. The process of developing an effective brand strategy forced us to dive deeper into the ‘why’ behind what we are trying to achieve, further enabling us to stay true to our mission throughout everything that we do, which is crucial for any impact driven organisation or entrepreneur.”

—Jackie Colmar, Co-Founder and Editor

ENAT
“We knew what we wanted to create with ENAT, but we didn’t know how to convey that easily to other people. Investing in brand identity not only made ENAT more professional, but made it so that we were able to succinctly communicate what we were all about to the outside world. This of course allowed us to attract the kinds of people we were trying to reach.”

—Olivia Amter and Eliza Richman, Co-Founders

Half United
“When we first began, we didn’t have a logo or a consistent set of fonts or a brand identity at all. Everything we created was “willy nilly” and out of focus. We hired an amazing graphic designer, fresh out of SCAD who really opened our eyes to design and branding and their importance. Not until we had these things and consistently used them were people able to recognize us as a brand. It’s been a journey figuring out who we are and who we market to. And if we were confused, I’m certain our customer was confused! Nailing down who we wanted our customer to be has made things a lot more clear for us. Every time we create something, whether it be a new product, graphic design, a photo shoot, or a post to instagram, we now think, “okay, is this our customer and would she enjoy this?” Having this clarity is now setting us up for a great year with a focus on where we want to go and who we want to continue to become.”

—Christian Black, Co-Founder

This Bar Saves Lives
“This Bar Saves Lives is about as loud as it gets. The message is clear, provocative, and aspirational. From that bold statement to the consistent look & feel on all packaging–the TBSL brand must speak for us each and every time someone picks up one of our bars.”

—Matt Saperstein, Director of Growth

Take their word for it. While I can tell you investing in branding is well worth the advantage it affords your social enterprise in the marketplace, you might consider me a little bias. I’m the co-founder of a brand consultancy for social enterprise, after all. But these brands of social good speak for themselves.

Each has an amazingly compelling presence with brand identities that appear to have been crafted with purpose in mind. The distinct brand strategies and positions of each of these six social enterprises can be felt through their stories and throughout their messages.

Jimani Collections, The THX Co., Tilt Magazine, ENAT, HALF UNITED, and This Bar Saves Lives all have brands that just make you want to trust, try and share them. Excellent examples of impact branding done right!

How Launch and Growth-Ready Is Your Social Enterprise? Use This Tool to Evaluate Your Likelihood of Success.

Social enterprise is an idea whose time has come. All around us we are seeing growing demand for purpose-led products and brands, not only from consumers but workers and even investors.

There’s never been a better time to start a social enterprise, and the world has never needed your ideas and energy more, if we’re to achieve a more equal and sustainable future.

But let’s not mince words: starting a social enterprise is hard.

At StartSomeGood, we work with emerging social entrepreneurs every day through our crowdfunding community, courses and events.

We have seen many many people attempt to launch their enterprise, full of optimism, hope and good intentions. But these things alone are not enough.

You also need incredible clarity into your impact and business model, your specific target market, story and go-to-market strategy. You need a great product and a great pitch. You need a great team and a supportive community around you.

At StartSomeGood, we’ve all been where you are. Filled with a big idea and a desire to make a difference, passionate about our purpose and excited about the opportunity to create something ourselves.

As a team of social entrepreneurs and founders, we also know how challenging the leap from idea to public launch can be, and we’ve learned that it is worth it to take the time to carefully design and test your idea before you get to that point.

This report should give you greater clarity on where you are and where you need to focus your efforts to get launch or growth-ready.

From 12 years of helping people like you launch impact enterprises and projects we have learned that there are five big things that matter most when launching.

We call these the 5C’s of Launch Readiness
CLARITY – how clear are you on your impact model, business model and value proposition, and can you explain this to potential supporters, customers, investors and collaborators in a compelling, intuitive way?

CREDIBILITY – You may have an inspiring story and a great idea, but without signaling your Credibility it’s hard to get people to listen. Credibility can come from a number of different places, from your own previous experience to showcase the progress you’ve made so far to endorsement from thought-leaders and partnerships with credible organizations.

COMMUNITY (that’s carefully curated) – you need to know who this is for, and who is most likely to care and support. A common mistake passion changemakers often make is saying their idea is for “everyone.” That may be your aspiration, but it’s not realistic, especially at the beginning. You need to focus on a specific niche that will respond to your message and your offer, otherwise you’re just spraying and praying.

THE RIGHT CHANNELS – once you’re clear on how you are trying to reach you need to figure out how to most effectively reach them.

COURAGE – as a founder you need to demonstrate courageous leadership. It takes a lot of guts to start something new, and for a lot of people pitching on stage or to a big potential client is incredibly scary, but you’re going to need to do it anyway.

You likely have some of these but may be weak in others, and without all five elements in place you’re unlikely to make progress.

A Business Canvas for Social Businesses

By Eadaoin Doherty, Senior Product Manager at Cogent

We recently faced a problem that is getting a lot of air time at the moment. How can we balance social good with a commercial outcome, and how do we map the path to a sustainable future? We found a useful tool to help chart this path for a product aiming to influence the reduction in global immigration detention.

Getting the opportunity to work alongside businesses with purpose is one of the key reasons I joined Cogent. I want to work with people who are inspired to make a positive impact and are willing to use their time and energy to make it happen. So I was really excited when I got the opportunity to work with a human rights lawyer who wants to reduce immigration detention globally. What a wonderful vision, but how on earth does someone start doing that?

Cogent put together a team to help the founder figure out how to start this journey and determine which part to tackle first. As the product manager on the team, it was my job to think about the business models and how to fund this project. As product managers often do, I turned to my trusted lean canvas and as a team, we started to fill it in.

A common trait of the first cut of a lean canvas, in early stages, is a lack of focus, and this was no exception. The canvas had many potential customers with many potential problems, it was clear this was a complex problem. The founder’s experience and network were enormous, but no product can solve all problems, for everyone, from day one. We needed to narrow our focus.

The other problem was that our Revenue section of the canvas was empty. Where would the money come from? Who would buy this product? We were talking about making a positive change for people who often have nothing, who are supported by charities and NGOs that have very limited budgets. Did we need to use philanthropic funding, crowdfunding or ethical advertising? And how would we capture this on a lean canvas in a meaningful way that could guide us?

Was the traditional lean canvas going to cut it?

To gain more guidance I reflected on what the founder had said she wanted, financially, from this business. Her vision is for the organisation to be self-supporting and for any profit made to be invested back into the company, the product and to support the vision of reducing immigration detention. She isn’t looking to run a for-profit business, nor is she wanting to run a charity. Her vision falls into the area of social business. A social business is described as sitting between for-profit and non-profit sectors and contains elements of both. It has a major overlap with for-profits by that fact that it is a business in which profits are made; however, the owner(s) do not intend to make profits for themselves. The overlap with the non-profit is that it has a strong social focus, but it is not a charity.

I started to research canvases created for social businesses and enterprises, and there is a wide array out there.

Social Enterprise Canvas

Compare this to the traditional lean canvas, as explained in this previous Cogent article.

Lean Canvas

The first thing that struck me was the words used on the social enterprise canvas seemed more suitable for this product idea; using ‘beneficiaries’ rather than ‘customer segments’ and ‘financial sustainability’ instead of ‘revenue streams’. I realised that the words and sentiment of the traditional lean canvas were not inspiring us as they would if we were thinking about a for-profit business. We needed a canvas that inspired us to think more creatively for a social business.

I then found an article by Judith Sanderse in which she examines how to create a business canvas for NGOs. The author spoke to numerous NGOs and the resounding feedback was that the traditional canvas does not look at the impact of the business, and impact is what NGOs, not-for-profits and social businesses are all about! Capturing the impact of the organisation is absolutely key. From her research, she created the INGO business canvas.

Business Model Canvas for INGOs

In this model Sanderse splits the canvas in two, separating social impact and financial impact. For a social business, often the products and services the organisation delivers are not the routes to financial income, so this separation untangles these two concepts. The canvas is split as follows;The product section: running the product or services that will have a positive social impact. For our project, this was creating a product that ultimately contributes to reducing immigration detention globally.

Financial and fundraising: all the work that must be done to fund the product section of the canvas. For our project, this was looking at donors as well as determining if we could charge for use of the product.

Sanderse also made several other adjustments to the canvas to make it more suitable for social businesses, NGOs and not-for-profits:Impact is explicitly called out for both the product and the financial sections of the canvas. For a social business, having social impact is key, but the impact of the financial side is also called out as it enables the organisation to deliver that social impact.

A single value proposition is used across both sections of the canvas. The organisation has a single mission, this does not change, regardless of which part of the canvas you are working in.

In the product section of the canvas, the traditional word ‘channels’ has been replaced with ‘program delivery methods’, therefore adjusting the focus to be on delivering product or service with the greatest impact. The words ‘customers segments’ are replaced with ‘ultimate beneficiaries’, acknowledging that the people benefiting are not the people who will pay for this service. While working in this section of the canvas we need to devote our thinking to what is the most effective solution for the beneficiaries and not be too distracted by finances.

In the financial section, ‘customer segments’ has been augmented with ‘donors’, acknowledging the fact that the product may not be fully supported by paying customers, other routes to financial support may be required.

Vision is called out at the top of the canvas. Making this explicit and visible will encourage alignment across all activities. Everyone in the team needs to be moving towards the same future vision.

I worked through the canvas for the immigration detention project and presented it to the team to test if it added more clarity. The resounding response was “Yes, it does!”

Separating the product solution from the finances felt like opening a pressure release valve. We were recognising that creating the best product solution may not lead us to financial success, and it didn’t have to. The financial success of the organisation would have to come from a variety of sources and the product was providing only one of those.

For this project, the social business canvas proved very valuable. We could see clearly that creating a product to increase the visibility of conditions within immigration detention centres, and producing data that could be accessed by multiple stakeholders, would have a huge positive social impact. However we could also see that product sales, and data sales initially, would probably be low. So we started to look at other funding opportunities such as philanthropic funding.

This project also highlighted how important it is that the product tools selected for each project are fit for purpose. It is very easy to pull the same tools from the toolbox at the start of each project, but they won’t always be the best fit. Selecting a tool with the wrong sentiment, tone or language can slow the team down and make it very difficult to reach a collective outcome. So if it feels like a tool doesn’t quite fit,, have a look for an alternative.

If you are working in an NGO, social business or not-for-profit, try this alternative business canvas to see if you find separating product and financial aspects of your business plan leads to more clarity.

Want to learn more about the INGO business canvas? Follow this link.

On the first Thursday each month, Cogent speak to people making some of the most interesting digital products in Australia, with a focus on social or environmental impact. This month’s guest is Marty Andrews, Co-Founder and CEO of Chargefox, Australia’s first and largest ultra-rapid electric vehicle (EV) charging network, completely powered by renewable energy. Don’t miss out on this inspiring and insightful FREE event. Spaces are limited. Grab your ticket today.