Building for Impact

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All right.

Please welcome Suresh Singh,

Tiffany Williams, Chris Helfrich, and Eric Peyton.

[people chattering distantly]

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[host speaking indistinctly]

[people chattering distantly]

Hi.

[people chattering distantly]

Hi there!

Hello.

Hi, so Suresh, the Chairman of 30 Ink, correct?

Correct.

Correct?

And Tiffany Williams, the COO of 30 Ink.

Chris Helfrich, the CEO of Eat.Learn.Play. Foundation,

and then Eric,

the Chief Creative Officer of Unanimous Media.

Alright, [chuckling] great.

Well, I am very glad

that you guys were able to join us,

I really appreciate it.

And as always, am glad

that Steph was able to at least like come talk to us

for a little bit, even though I know he's very busy

with the season and everything.

I really wanna start, first of all,

and Suresh, I'm gonna direct this question at you first.

We hear a lot about kind of buzzwords like profit for good.

I was hoping that maybe you could talk us

through a little bit about what 30 Ink is,

but what does profit for good actually mean?

Well, I think profit for good

exists on so many levels today,

it's not a novel thing at all.

EVs, they are countless businesses, affordable housing.

There are a lot of businesses that deliver

incredible assets to human beings.

That they need and they make money from them.

Stephen's approach here is to elevate underrepresented,

underestimated people in our communities today.

And utilize that as a primary asset to create

businesses like Underrated Golf, for example.

Right.

And to Tiffany, let me direct this to you for a second?

How do you, as a chief operating officer,

like your job is to kind of make sure

all of this stuff actually happens?

How do you make sure

that this goes beyond just good intentions?

Yeah, well, it's definitely a team effort.

I'm working with each of the leads of the organizations

to ensure that we set out with these good intentions,

but to ensure that we're following through,

making sure that, Stephen has done this

for over 15 years.

And as Chris will speak to a little bit later,

giving back has always been a part of his mission.

And so, it's really being intentional,

and making sure that

we are following through with our goals.

Which is sometimes, can be harder.

than it sounds on paper, I think.

And I'll dig into that a little bit in a minute,

but I wanna ask Eric too, Eric,

when you, as a Chief Creative Officer of Unanimous Media,

how are you aligning your vision

with like creative projects that you're choosing?

Yeah, I mean I think it starts from Steph.

I think it's really about

him trying to inspire through media,

that's what Unanimous is all about,

inspiring through media with three different silos,

that's family, faith, and sports.

And so, aligning the vision was started from day one.

When we started the company,

we sat down and we talked

about how he wanted to enter the media space,

and inspiration was the key word.

And so, that's what we try to do.

We try to inspire through every project,

we try to inspire it through, even packaging projects,

we try to inspire through the people that we work with,

the rooms that we enter.

And so, I think when you think about aligning on the vision,

it really starts with him and his goals,

which is inspiring through everything that he does, so.

And if I can add into there.

Yeah! Go ahead.

It all sounds amazing.

It all sounds like it can be philanthropic.

But we have, like every business,

it's really easy to lose money.

Mm-hmm. [laughing]

Harder to break even.

And really hard to make money.

So, we have a very strong fiscal discipline as well.

So, this isn't just about doing the right thing,

doing the inspiring projects,

but we make sure that those inspiring projects can be sold,

that people actually wanna watch them and enjoy them.

Yeah.

There's a little bit of a probably productive tension here

in terms of being able to push out,

not so much that you're not saying yes to things,

but I imagine that there are things that you have to

say no to that might make money,

but might not align with the vision.

100%

I don't know,

I don't know if- No,

listen- That's Eric question, or.

Absolutely, those are

the hard conversations to have, right?

I mean, in Hollywood, sometimes the things

that are trending, true crime and horror,

and things like that, those don't necessarily align

with us most of the time.

So yeah, it is tough,

but I think that's what makes not only 30 Ink special,

is a discipline to be able to say no,

but also, Unanimous special as well,

so trying to use that no as a superpower

is one of the keys.

Chris, with Eat.Learn.Play,

what are some practical ways that this plays out

in your organization?

Well, so I mean,

we're the not-for-profit arm

[host laughing]

of Stephen and Aisha's entities.

But for us, the way that it plays out

when we were founded in 2019, the promise

that the Currys made was to forever fund

the organization's fundraising,

administrative overhead costs, right?

[Host] Right.

We only can do that

because of the success of 30 Ink, and the profit

that they generate.

So, that gives us a real superpower, right?

In terms of being able to bring people together, fundraise,

to have this impact that we want to have, right?

We've done a lot since we were founded in 2019,

but the way that Unanimous shows up

for Eat.Learn.Play, and helping us tell stories

the way that Suresh and Tiffany,

with the brand partners of Stephen's rally

behind the work that we do,

and allow us to do more has been like,

it's helped energize and give so much momentum

to the work that we're doing.

We, in September, made a big commitment

after a long period of strategic planning,

where we are looking to raise and invest

over the next couple years, $50 million.

[Host] Wow.

Into improving, transforming the school experience

for a generation of Oakland kids.

But this engine of 30 Ink and the partners,

it helps to drive big goals like that

that will have a lot of impact.

Altruism, but with a very tight focus.

So, one of the questions here, I know that you are looking

to generate like $50 million in investment,

to give back to communities.

There is an inherent tension here

in terms of how much private philanthropy

can do against lack of public funding

or public policy.

How are you navigating that tension?

When do you decide?

Maybe Tiffany, this is for you

or Suresh, I'm not sure.

But how do you decide like when public policy

needs to come in?

Do your organizations focus on that?

I'll jump in on this one.

We don't focus on it.

[Host] Okay.

Because the level of bureaucracy,

the pace, just cannot keep up with us.

We think way faster.

And we want to implement way faster.

So, in the relatively near future,

you'll see Stephen coming out with affordable housing.

But it'll be private run,

it'll be completely private-driven, it'll be profitable.

But we won't be looking at government for grants and loans,

and all of that because it just bogs down the process.

And we can't see how that that's [chuckling] gonna change.

No, I think that's a fair question.

And I think that within the Oakland community specifically,

it's a source of tension,

but there is a way around it

to which is kind of with Eat.Learn.Play.

Chris, you're nodding your head.

Yeah, I mean, our model at Eat.Learn.Play is to,

right?

Well, I go back to Stephen Curry

and what makes him special.

Like, I think one of those words that is often used

to describe Steph is authentic, right?

And for us, we know that public policy

is going to be key, right?

In terms of making sure that every kid has access

to nutritious food, and becomes a competent,

great reader at the right levels,

and has great places to play and be active.

We know that government plays a critical role there,

and we can't do it all ourselves,

but what's authentic to us is to do the work first

in the community, right?

Establish a proof point through the work that we do,

so that we do have skin in the game,

and can point to the success

that we're having to government, right?

In terms of here's what's needed

for this change to be sustainable.

But our attitude is do the work first,

and then use our voice.

We help to provide

over 25 million meals to Oakland kids and families

during the pandemic, right?

And it was only on the strength of that

that we had Aisha, right?

Our co-founder,

testify before Congress on ending childhood hunger

in the country.

And so, it's a part of our playbook,

but the direct impact comes first.

Got it.

Tiffany, question for you.

What kind of compromises have you had to make

in terms of running this organization?

There really haven't been too many

that we would call compromises.

I think that there's times when we may end relationships

with a brand partner that, as we kind of go further,

and we've grown as a business,

we maybe don't align as much as we did in the beginning,

and we still keep that relationship,

and maybe sometimes

push the relationship overseas, not push,

but connect them with ELP,

so that [all laughing]

we connect them with ELP- Keep yourself away.

Because there may be more alignment in that area.

But I think that

we've been very blessed

to have an opportunity to kind of send,

Stephen has to choose those opportunities

and make sure that it meets the values,

and where we are today,

and what we're trying to accomplish now.

So, I think that the business has grown so much

that there are sometimes places within our enterprise,

where we can kind of match those things.

But we really are very intentional about

what we are trying to create,

and elevating the under,

and really, we aren't gonna compromise that.

But that means saying no, right?

Yes- That means saying no.

Yes, yeah.

I'm gonna hop in again

with Tiffany and her team, [Tiffany chuckling]

they've been incredibly successful

in evolving those relationships.

Sometimes, it's been taking a pause from them,

and that they want to come back, and they come back,

and Tiffany and the team convince them to do things

that they have to do things differently.

And they do, and I won't.

Or, even sometimes, it's just really resetting,

Rakuten has been a partner of ours for many years now,

and we sat down with them

this past spring, because we've been working with them

for many years,

and it was kind of your standard endorsement contract,

X amount of production hours.

And we really wanted to do something

within the community,

Elevating the under as our motto.

And so, we sat down, went over our values, went over theirs,

and we found a place,

and that's how elevating the black designers came about,

working with- Oh nice!

The Black and Fashion Council,

and Stephen being able to showcase those

in his tunnel walk.

So, it's really taking a pause,

sometimes resetting or sometimes moving on,

or maybe finding another opportunity within the group.

Yeah.

And it seems like that is one of the huge assets

with 30 Ink,

is that there are different places for brands to go.

It isn't just one thing.

One question for the group kind of,

and maybe Eric, if you wanted to speak on this a little bit,

there seems to be specifically in Hollywood, right?

Like, we went through an entire,

it felt like maybe two years ago,

diversity inclusion was really at the forefront,

there was a huge spotlight on it.

And I don't think I'm mistaken here,

but that seems to have faded

from the headlines a little bit.

Are you finding that like,

people's commitments to that is faltering?

Yeah, I do think the commitment is altering.

And I think that's what, to go back to our vision

and our purpose, and our impact,

and our superpower sort of at Unanimous,

and it's really to create those pathways

for those folks.

I think it's like, we want to have diverse writers,

we want to have diverse showrunners,

we want to have diverse creatives.

I think a lot of times when we hop on these Zooms,

we see all the same types of people,

or when we go to the studios to pitch,

we see all the same types, and the work's not done there.

Absolutely not.

And so, yeah, you do see people stepping back from it.

And

that's when you really have to push forward

as the leader of Unanimous,

and that's what I tell my team is like, keep pushing.

[Host] How do you nudge people in that direction though?

How do you nudge them without kind of pushing them away?

Look, for us, it's creative, right?

So, if you can find a piece of creative that is undeniable,

that's how you nudge, right?

I think you can also position the people at lower levels,

and make sure the talent pool is there.

I think, she's not here now,

but Tiffany's sister Tracy, who helps us with HR,

we work together to really try to create a pool of talent.

So, when there is those opportunities, there's people

that can fulfill those opportunities

within all the aspects of media.

And so, I think that's how you nudge.

And then, sometimes, with Suresh,

you just say it. [laughing]

[Host] Yeah, I hear you.

[voices drown]

You know?

You just say it, you say, you say this what we're lookin' at

right here [chuckling]

is not right, and we expect to change,

and we can have a conversation of how we get there,

we have tools how to get there,

and we can have an honest conversation

simply and transparently.

Suresh, tell me about a time

when you've had to be more direct.

Well, we were interviewing creative brand agencies

to help us identify ourselves.

And I'm not great at explaining exactly what they do,

but [host and Suresh chuckling]

[people chattering distantly]

we wanted a black-owned, or at least the leadership,

and the people that were working with us

to look like us!

Right!

And one of the groups, spectacular presentation,

but at the very end of it, I said, we have, what,

10, 12 people on the screen, and none of y'all look like us.

Ugh! [indistinct] So, that is going

to have to change,

otherwise, there's no need for another conversation.

So, we definitely, on our side with Tiffany,

we take the bully pulpit approach sometimes.

And if that means they have to find the resources

or utilize resources that we have,

they have, and they've done it,

and now they keep going back to those resources

because they were successful.

We get hit

with this concept of the brightest and best.

Steph's vision is, we don't know who

the brightest and best are yet.

'Cause we haven't had representation from everybody

if he's an athlete,

so let's look at sport over the last a hundred years.

We're now seeing

where sport can go when everyone can participate.

Mm-hmm.

Not like.

I think one part of that analogy

that really, a lot of people overlook is that like,

Steph had to practice a lot to get to where he is.

It's not like you can just put somebody in this role

and expect them to like drain threes overnight, right?

Like, there is a lot of practice,

there is a lot of evolution,

and there is a lot of investment and talent

that is often overlooked, yeah.

Let me stop, we're just running short on time.

But I do want to ask either, if anybody wants to toss it out

or Chris, maybe even just for you,

what are the, ooh, excuse me.

What are the tangible results that you're seeing here?

I mean, like, delivering meals

is one thing, producing documentaries,

like what else is happening that makes you think,

okay, we're on the right track here?

Yeah, well there's from Eat.Learn.Play's perspective

in our work in Oakland, I mean, there's a lot, right?

And we don't have time for all of them.

One of the big priority areas for us

that's gotten the most traction,

I think had a lot of impact is in our work

with the school district,

we have set out to remodel over the next couple years,

25 school yards.

[Host] Oh wow.

In Oakland Elementary School.

So, this is where kids are spending one or two hours a day,

and it's really blacktops and fences, not much else,

some basketball hoops.

And Stephen and Aisha had this vision

that we're bringing to life

to transform these places to be magical schoolyards

where kids can play and learn,

and spend time with their friends.

So, soccer pitches and basketball courts

and nature exploration areas, gardens, murals,

kids designing their dream playgrounds, you name it.

So, we've done 10 of these already.

And the feedback's been amazing,

but at this big event we had with the Currys in September,

there was a girl

who got to play

on the schoolyard for the first time, a student,

a second grader.

And she approached her teacher

with tears in her eyes, concerned,

asking if she was gonna have to find a new school.

[Host] Oh no!

Because for her,

and like, I think it's a deficit mindset

that exists in Oakland in a lot of places.

It's like, this amazing place can't possibly be for me,

it has to be for other kids.

[host gasping]

Right?

And I think for us at Eat.Learn.Play., it underscores

why Stephen and Aisha built this in the first place,

it's 'cause these kids do deserve it.

And they do deserve these opportunities.

And so, a story like that,

and there's lots of 'em, motivate us

to just do whatever we can

to change the possibilities for these kids.

That is a little heartbreaking, I'm not gonna lie, yeah.

I mean, it sounds like

there's lots of great things coming up,

and I don't know, Eric, if there are any Unanimous projects

that we should be looking forward to.

We got a lot of things in the works for sure.

We're unfortunately, I can't announce too many things,

but yeah, we have a major animated film comin' out.

We're doin' a project.

Our next big feature doc is with an athlete

that used to wear the number three

[Host] that played for Philadelphia- Oh!

Interesting. [laughing]

So, I think that's exciting.

And so,

there's a lot, there's a lot.

Well, that's great,

well, thank you all so much, Chris,

Eric, Tiffany, Suresh.

Appreciate it very much.

Thank you- And tell Steph

thank you as well.

Thank you.

Thank you.

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