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Numbers and Narratives
Corporate Philanthropy: Where Customer Success and Impact Meet - Rebecca Holliday, Groundswell
In this episode of Numbers and Narratives, we spoke with Rebecca Holliday, Head of Customer Success and Impact at Groundswell. Rebecca shared insights on corporate philanthropy, employee engagement, and the evolving landscape of donation platforms. Drawing from her experience in both nonprofit and corporate sectors, Rebecca discussed how Groundswell is revolutionizing corporate giving programs.
Key takeaways from the discussion:
- Democratizing corporate philanthropy
- Balancing admin and user needs
- Customizing success metrics
- Addressing disaster fatigue
Rebecca emphasized the importance of empowering employees to choose causes they care about while providing companies with robust tools for program management and impact measurement. The conversation touched on the challenges of maintaining engagement in a world of constant crises and the shift towards more personalized, direct giving models.
Be sure to visit groundswell.io to explore how their platform is helping companies of all sizes drive impact in their communities.
Hi, I'm Amy Syed, I'm Sean Collins and this is Numbers and Narratives. Rebecca, thanks so much for coming on today. Before we get started the episode, can you tell us what we in the length of a tweet or a tweet thread, what we talked about today?
Speaker 2:Where customer success and impact meet, which results in Groundswell and its customers and all of its users having a greater impact on the world around us.
Speaker 1:Oh, love that. All right, everyone enjoy the show Cool. So, Rebecca, do you want to go ahead and introduce yourself really quick?
Speaker 2:Sure, I'm Rebecca Holliday. I'm currently the head of customer success and impact at Groundswell donation matching and volunteers and platform supporting companies of all sizes to you know, power their corporate philanthropy, engage employees and drive impact, most importantly in the communities that matter most locally, globally, everywhere in between. I most recently before Groundswell was in the nonprofit space, so I worked at CARE, a large international nonprofit organization that focuses on empowering women and girls. So certainly kind of lived the and understood issues around fundraising, corporate matching et cetera from the nonprofit perspective. And then before that I was working on a corporate social responsibility team at Chevron, so working on a whole range of issues human rights, community engagement, et cetera at Chevron, both in the United States but also globally, places like Kazakhstan, bangladesh, nigeria, partnering with the local community engagement teams for the business units in those regions. So kind of bringing my corporate and nonprofit background to Groundswell allows me to kind of like understand where it all meets and then, you know, hopefully use that experience to partner with our customers to drive that impact.
Speaker 3:And so who are your standard customers?
Speaker 2:You know we range. We started out a little bit more in the sort of SMB and mid market space but, but we're sort of like squarely in, you know, partnering more primarily with enterprise customers at this point. But you know, I think our product, what we're proud about is that you know it's accessible and usable for companies of all sizes. So I think our smallest customer has nine employees and our largest has, I think, upwards of about 100,000. So it's a big range but if you build it right you can handle the small and the large.
Speaker 1:That's sweet. One question I had was a lot of what makes companies like yours successful is a fundamental, very good incentive alignment. Companies are incentivized to give to programs and sort of match what their employees want to give to, and one of the conversations that we had when you came on for the blog was how those incentives are aligned for you at Groundswell, right Like you're incentivized to drive impact, which sort of drives the business further. Can you do, you mind, like going a little bit into your role and kind of how that bit of it works?
Speaker 2:Yeah, so I mean my role sort of marries impact and customer success and I mean to me they're kind of one in the same anyway.
Speaker 2:So because the more that our customers are thriving and using the platform and by customers I mean, you know, the company itself but then, more importantly, all the employees the more that they're utilizing Groundswell taking the action to either volunteer or donate, or the companies are sending corporate grants to nonprofits, you know that's having the positive impact and sort of hitting our KPIs around.
Speaker 2:You know how much money is being sent to those organizations.
Speaker 2:You know the diversity of the organizations that are receiving funds, right, that's a really a point of pride for me, you know, is that, like you know, we talk about democratizing corporate philanthropy and decentralizing corporate philanthropy and giving employees access to easily browse, choose, find those local organizations that are important to them or where they want to volunteer, and the data speaks to that, right, I mean like I don't have the exact number off the top of my head, but for one of our, one of our customers, you know, out of like maybe 10,000 donations that had made been made, like there were like 3000 or 4000 unique nonprofit recipients, right, which is I think you know you can I think it speaks to you know then that feedback loop means that, okay, you know employees feel like they have that agency, they have that choice and they can utilize, and then you know their company is empowering them with that choice.
Speaker 2:So you know, I think you know I can expand on all of that, but you know when are. And then you know, on the admin side, when you know the admins are not having to reach out to me all the time and they can get in there and really like get the data they need, download the reports they want to report up the chain and make that case, then they get that positive feedback from their own managers and the program that the, you know the giving budget, gets renewed for the next year and it's sort of like a virtuous cycle ultimately.
Speaker 1:Just just so I understand the listeners kind of understand when you say admin, for who usually runs these programs at companies? Right, is it usually like how and how does the decision, how's the decision made? Right, like, obviously, as a business owner like myself, like I would love for I should be doing this, right, I should be encouraging my employees to go out and go volunteering, we should be giving to different charities. It's obviously from a business perspective. We're profitable, like there's there's other incentives to be able to do that. But how does that usually start? Who from the company usually sort of buys the software?
Speaker 2:So the question or the answer is it depends.
Speaker 2:Frankly, I think when you have smaller companies, smbs, sort of the mid-market size, they don't necessarily have a dedicated social impact team or CSR team. That's kind of like both sort of identifying, you know, partners or technology platforms to help power their programs, or even you know they don't have teams that are just managing those programs. So oftentimes it will be like the like someone from HR or you know, in even smaller companies it's like the single person from HR, the chief people officer. Sometimes it's like a CEO, right, so someone who, or a chief of staff who kind of has that, who kind of has like a catch all job portfolio, right, where they're. You know someone says, oh, we should have a giving program. Okay, so you go get, you know, you go figure that out. And but then I think as you, as we go kind of upmarket into the enterprise space, you see smaller teams that are really dedicated to the corporate philanthropy program, right, and sometimes it's tied to like a corporate foundation. Other times it's sort of fully baked into the business. But you know whether you know those titles kind of change. But you know some sort of like community engagement. You know sometimes it's sort of a impact and sustainability type person, you know who's charged with both, some of the sustainability work, which is sort of distinct from what we are doing, and that's sort of the impact, the social impact, volunteerism side of the house, although they are somewhat related depending on how you structure it. So, yeah, that's who we ultimately, you know, initially talked to and then again it really depends again on the company and how they're structured in terms of the who that ultimately the admin is right. So there's like the buyers, the people who maybe are like exploring the platforms. During that exploration process they might bring in someone from IT right or from procurement who needs to have eyes on what is, what is this process look like and what are your kind of like security protocols, data, all that kind of stuff like kicking the tires and kind of like that due diligence.
Speaker 2:But then when it comes to implementing groundswell, onboarding the company and getting launched, you know that when I say the word admin, that's really who we're talking about, who would be sort of my point of or someone on my team's point of contact moving forward.
Speaker 2:So they're the ones who are sending, you know, teeing up the communications about the program launch, reminding employees about the benefit or about the program and the opportunity to match, you know, depending on what the program is.
Speaker 2:And then also, those are the ones who we are sending product update emails to or other resources Like I'm getting ready to send out a big, big set of resources around Giving Tuesday and Giving Season Right, because this is when so much happens.
Speaker 2:People are realizing ooh, it's getting towards the end of the year, it's time to donate, it's time to let me take advantage of my company match before it ends you know it resets on January 1st before it ends at, you know, a resets on January 1st. So yeah, that's and so. And then those admins are themselves again maybe doing some of that internal reporting across departments or up the chain, and so they're in Groundswell, in the Groundswell admin portal, which is a distinct product separate from the employee view, and they're able to kind of, you know, get what they need. I like to think, you know, we continue to kind of beef up the reporting options and just always improving that UI to make sure it's a best in class experience that reduces the burden on those folks who likely are doing a million other jobs at the same time no-transcript.
Speaker 3:You know, with that big of a range of who the kind of primary owner can be, from a generalist on a team of nine to a specialist on a team of 100,000. Like, how do you kind of, what are the data points you look for? Are those steps where you try and capture, identify the differences and how do you change the way you interact with them and try and excite?
Speaker 2:no-transcript, or even just the concept of Giving Tuesday right. Folks may already have a playbook in place or they already have that experience. They've been running these programs, they know the drill. And for others it's like you're're just trying to like put it in front of them and make them realize it is a thing. Maybe they aren't even tracking Giving Tuesday right.
Speaker 2:So there is a huge range of like knowledge, existing knowledge, even like expertise in this space. You know, I think we also, but also like try not to push too hard, like we don't want to be flooding people's inboxes and I think we aren't afraid to shy, like we're not afraid to shy away from giving them meatier, kind of more sophisticated content. So, like disaster response, you know you could boil it down to something like really simple, like you know donate during a disaster, but it's really complex in the role of companies. It's it can. You know there's sort of like a do no harm, like some companies like send. You know send their products. You know in a disaster, like oh, they need they. You know there was an example of like you know sending frozen chicken because that was the. You know the company had that and they sent it to this disaster zone and it like rot it Right. That's like an extreme example, but I think there are ways that we can be educating our admins, whether they're kind of like more, less steeped in the space, and those who are super knowledgeable, and maybe bring some of them along who are maybe starting from scratch. So it is a balance, though, and I think we always wanna make sure where the content is engaging, it's not too academic or philosophical. We also wanna really respect the diversity of the companies that are on our platform, and so we don't want to be preaching or even, like you know, weighing too heavily on one side or the other of some of these. Like social issues that you know, depending on what part of the country your company is in and your employee base, like that's a whole. That's another consideration that we take into conversations that are had during like launch or implementation. It's just like what's important to your company, right?
Speaker 2:So some companies, they care like how much money gets to the nonprofits Right, you know both the employee donations and if there's a match program, the matching, you know matching dollars and including in that you know, maybe special campaigns where it was like boosted or 2x matched or something right. Others, it's like, how many people are participating? How many of my employees are participating and engaging in the platform, right? So right now we have a customer. They are, they have about 6,000 employees, they're growing rapidly, they keep acquiring new companies, they're growing, they're expanding, etc. And so for them they're trying to. For them, engagement and like participation on, you know, on the platform, through giving or volunteering, is like the metric. But they're not, they're agnostic about, they don't care if it's like a certain number of certain, you know, volume of hours or amount of money, right, that, that kind of a secondary. So for them, right now, every month, they want to see one hundred and seventy five net new employees engage on the platform, right.
Speaker 2:So you have your power users, right, but they're looking beyond the power users, right?
Speaker 2:Whereas other companies might be happy with the power users being like the source of the.
Speaker 2:You know the important metrics around, like lots of volunteer hours logged or lots of, you know, dollars driven to the, to the nonprofits, you know.
Speaker 2:And then some are just like you know they're, they're they're happy with like a degree of participation and agree a degree of like donation volume, but they're not, you know, they're happy enough that this benefit exists and that the employees are are content. You know we try to like still get them to try to maybe try to like improve year over year, right. So we start to that's. You know, as we, as we grow and mature, you know we are able to, you know, show that kind of year over year. And some of our customers one of them, like HRIS fields that they import into the system is like higher date, Right. And so that gets to the question around employee retention. You know that's like a longer term view, right, you have to kind of like wait and be patient for that data and kind of see if you can like have some kind of before and after, like you know, I guess, insights about you know, and employee retention is many factors.
Speaker 3:Obviously it can't be there's, like you know, correlation versus causation, but it certainly comes up I need like definitions just to have my brain right where you know, I kind of think in like flow charts and so to me it sounds like there's a distinction between, like customer and user, almost, or like two different user types to some level, where you know there's the admin who's buying it, who's doing has a whole different app that they're using, then there's all the employees that you want to. You know, to your point in the last question, right, you want to. Some companies are looking for maximal engagement, so you're somehow trying to get employees to download your app and create an account and log in and start to log volunteer hours or donate. There's a level of life cycle for those employees to try and get them to be more active and donate more, volunteer more, whatever. And there's also I guess let's stop there what is that right? Is it sort of your responsibility or partially your responsibility at Groundswell to do the marketing to the employees and get them to be active and involved?
Speaker 2:Yeah, yeah, so you're right, we's. We do see ourselves as having kind of two products right An admin facing product, which is a web-based application, and then the user facing product, which is both a mobile app and a web platform. We actually started with mobile for employees, for our users, believing that in today's day and age, you know, most people are on the go and do so much on their phones, and I think that's still the case and it's a really interesting for a selling point when it comes to conversations and sales conversations with companies that have a large percentage of undesked workers, right, warehouse workers, frontline staff, you know, utilities companies you fill in the blank where you do not have, they're not sitting behind a computer, much less checking email, right. So but then as we have grown and the size of some of the companies where they either have both desks and undesks or, you know, you're a more traditional kind of big enterprise company where most people are behind a desk, we needed to have both products. So, yeah, that's kind of how we think about it. And then the sort of outreach, the product marketing, emails, et cetera, are kind of like bifurcated right. So we have ones where the audience is hey, admins, we've just released a bunch of new reporting features and tools. Right, users don't care about that, right, but it's, you know, the admins can, you know it helps make their jobs easier when it comes to the internal reporting requirements that are ongoing or certainly end of, you know, the sustainability or CSR reporting seasons, etc.
Speaker 2:And we're always trying to find ways to like, again, everyone has different formats for their reporting, etc. So we also want to make sure, like, we have a reporting API that goes back into their own system. So if they're have their own kind of dashboards and, let's say, power BI, they can slice and dice, you know, in their own unique ways, but also, kind of, you know, use different fields and HRS fields and other kind of ways to like, you know, we have, like, reporting thematic pillars where you can like map those to the sustainable development goals, if that's a priority for your company or not, and then for our users and those admins also get things like these sort of like cause toolkits right, okay, it's, you know, like I said, giving season right, we're sending out a bunch of resources to the admins next week to kind of gear up for giving season. The users or employees will receive more, like, you know, inspiration for giving this month and we'll kind of offer up some suggested nonprofits and point them to the different parts of the product, the app, where they can browse and donate. We will also send them like sort of product updates that are relevant for them as users, right, so you can earn a dividend now on your balance in Groundswell.
Speaker 2:You know, and so we, you know, certain things that are unique to the end users. We'll reach out to them, we'll, you know, push out to them and again, it comes from it's kind of seasonal, obviously, if there are some big emergent event where you know we can like quickly get messages out to all of our users to say, hey, there's a mass cat five hurricane in the Gulf coast. You know, here are the organizations that are responding, here's how you can support, right. So people do look for that in those kind of like moments we'd say like moments that matter. I think I answered your question.
Speaker 3:Yeah, that's fascinating. On the moments that matter, that's a really interesting one because obviously there is, as you know from your time at USAID, there is always something somewhere where people just need help. How do you kind of temper those and not just like be just hammering people with like people need help, people need help and figuring out that right cadence?
Speaker 2:You know it's a. It's a really really great question Because, yeah, people can get like disaster fatigue. I mean there's even a conversation, you know, not at Groundsville, but I think I've you know, more generally, like are are we becoming numb to gun violence, right? These incidents at schools, right? So I don't have a perfect answer for that.
Speaker 2:I think there's, you know, part of it is like, you know, as we evolve and kind of have more sophisticated kind of like targeting in terms of like okay, you live in the UK, you know, here are here's a collection of issues, cause areas, nonprofits that would be most relevant for you versus you living in the United States, right. So we're kind of heading in that direction of, I would say, a degree of segmentation in terms of like our global user kind of population, you know. But I think there's also I don't want to use the word responsibility, but an opportunity. If I put my like impact hat on, you know, there's like a crisis in Sudan right now, right, and I don't think people are paying attention to it and maybe they don't want to, but I think there is an opportunity to like highlight that and, you know, even if it's not going to drive the same volume of donations that the Maui fires did right for US based users. That's okay.
Speaker 2:I mean, that is perfectly like understandable and reasonable. You are, you know, you the things that are happening most close to you right, whether it's in your own country or in your community, that's going to drive you know your engagement and that's fair. But I think it's also you know there are opportunities to bring awareness to and try to spotlight on sort of you know, broader issues. But I don't but again, you don't want to then flood everyone's inbox every day with, like the next crisis, because then they'll just start to put blinders on and it won't, it won't resonate. So we are very careful about like both put new kind of like emergent event content in the product and then even even more careful about when we blast our, like, our, our users with like an email.
Speaker 1:I should think that's really, that's actually really interesting, sean. This kind of goes back to like the marketing and personalization elements that we talk about in a lot of the other podcasts, and everybody kind of hinted at this a little bit. But how do we make that choice Right, like at this a little bit, but how do we make that choice, right Like? Is there like? Is it? Is it like pretty like kind of manual? Hey, we know that we want to the Sudan, the Sudan example that you just gave.
Speaker 1:Do you guys have like a team that kind of decides? Hey, from like a marketing standpoint, we are going. We think that this portion of our populace cares the most about it. Or is it like? Is there sort of like a personalization element, like, if I'm in, if I'm in California, I'm much more likely to donate to the California wildfires, whereas, like, your employees and your customers that have employees in London or in the UK are not going to do that as much. Is there kind of like a system to do that? Or do you guys have like a team? Is it kind of decided on a manual, ad hoc basis? Is it just kind of pseudo, random? How does that kind of work? Or like or if that's not, if that's not the question you want to answer, like, how should that Right? How should like? Who does make that choice?
Speaker 2:Yeah, no, it's a great question. So right now we don't have that kind of like geographic segmentation for so, like our users. So there's there's two ways If we think about like curated content, like we call them spotlights. So it's like it's World Alzheimer's Awareness Month, I think, or Hunger Action Month in the United States is in September. All of our users can see that collection right now. But there's also companies can, admins can go in and create their own spotlights that only their employees see, right.
Speaker 2:So you know, that's where some of that and we really promote that right, because, like you know, it can, depending on you know it can, depending on you know, like certain cause areas.
Speaker 2:There's one of our customers where, like you know, they have a whole campaign around like employees who are sick in the workplace, like how do you support employees like people who are working with cancer, right, and they have a whole campaign around it, and so that's a very, it's very, like you know, it's like personal to them for various reasons, right, and so we always like really encourage that.
Speaker 2:Eventually we will say like if you're in California, you will be kind of like served up at the top. You know the top line will be those like more, like you know, issues that even even like the nuances of topics that are relevant everywhere Homelessness, for instance, right, but it's not maybe not gonna be as relevant in Nebraska as it is in like the coasts or where where you you see the bigger challenges not to get. I know it's like that's your, that's your topic, so feel free to weigh in, but I don't I think, like you, the way in which you talk about it and the and the like, the like root causes and all of those like the complexities of it, cannot be boiled down to like one single message or one single like collection of nonprofits at like a national level. But, sean, I think you have something to say about that topic.
Speaker 3:I was actually just trying to unmute myself and hit the wrong button, but I did. I did love that you picked Nebraska just because Ibby's from Nebraska and so it warms my heart that your random example.
Speaker 1:Yeah, I like that a lot. I like that a lot.
Speaker 2:But hold on, I didn't answer that about like how the decision making, and I'll be, look, it's. It's a bit art, a bit science, right, I think, like you, you know you can pretty quickly tell what issues are like seizing people's attention and like the media is latching on to it, and it is, you know it's. It's not proportionate always to the size of, or the severity of, the issue or the disaster, say Right, the issue or the disaster. Say right, like last year there was, like I think it's flooding in Pakistan and an earthquake in Morocco, but certainly like the fires in Maui got more attention and resources from US based donors. Probably Right, and I'm making. I'm making a leap, maybe, but I'm pretty sure that's probably the case.
Speaker 1:I think that there's like a lot of art, especially in the Morocco earthquake versus the Maui fires one. I think that there was like a lot of art, especially on the Morocco earthquake versus the Maui fires one.
Speaker 2:I think that there was actually like a lot of. They were close in time, I think.
Speaker 1:I think, someone I can't remember who it was, but I remember reading an article about the fact that, like, I think that they were actually at the exact same time, but I think the Morocco earthquake followed the Maui fires and or something, and there was like a pretty big article about the. You mentioned the term. There's a there's a term for this, where you know people are just out being asked to donate too much.
Speaker 2:There's like disaster fatigue yeah.
Speaker 1:Yeah, the disaster fatigue thing is I think that's when I first kind of heard that term, so that's, that's super interesting. It sounds like what y'all are doing is you're putting the onus on, like the person that knows the best about what somebody wants to donate to is kind of like the employer, where they're like hey, like I'm an employer in Nebraska, I know that my populace cares about these like six things, so I'm going to choose to like try to highlight them, and so you're giving them the option of putting that in the platform. You've built the platform around kind of maximizing what the, or what the group of people that you're selling to, wants to be able to donate to, I guess.
Speaker 2:Yeah, I think so. I think it's a sort of like a guess and right, because I think there's. We also want to make sure that, again, when push comes to shove, there's like the curation, but there's also just the data set of nonprofits, right, so that ultimately people can donate where they want to. And so, you know, I think historically companies would, you know, and it's not a knock to this model, but, like the United Way campaign, it was like, okay, donate to the United Way, and then they're going to go, you know, send the funds out to the nonprofits that need it. It's like they're.
Speaker 2:You know, I think we are also an intermediary, but a kind of different variety of that right, when, like we are, you know, we are like the technology, like the interface, but at the end of the day, users have that agency to go in and find that exact nonprofit that that they, that they want to support. And so I think, yeah, I think there's like we want to. Certainly companies have like priority areas or you know all that stuff, but at the end of the day, we really promote that like broad choice, because you know, you don't know, you might say that your company's priorities are around like climate and STEM education, but, like, let me tell you how many people love animals, right, and the data shows it, so you don't want to. Or or LGBTQ rights issues, right? So I think it's it's like you know, and we also also talk about philanthropy being deeply personal, right and so creating space for that as well.
Speaker 3:This is probably a terrible analogy, but it's the best I can do right now. It's almost like the. To your point, the United Way would be like an index fund and so people could invest in just like hey, I'm the index funder, a set fund by my bank, and now you guys are coming in to kind of look at democratization of investments and you can pick the stocks you want based on your beliefs, your priorities, what you think you know. That's pretty cool.
Speaker 1:Yeah, one, actually. I have a question on that specifically, and maybe you don't know the answer to this, but you're the person I know that knows the most about this. Rebecca, do you feel like that, with how globalized the world has become in some capacity like news is on our phone at all times people do have more of a vested stake in it. Like like donating is become a lot more personal because people have access to a lot more information about the world. The world is the internet, like since 2001, has kind of made the earth of the world a little bit smaller.
Speaker 1:Do you feel like things like the united way? You know, while they're probably incredibly impactful organizations, the shift is going more towards like hey, I actually know I'm actually like an educated consumer Consumer is the wrong word here, but I'm an educated citizen in like what things I want to donate to, and so that's why platforms like yours can be fundamentally a lot more successful, because I remember when I was a kid, like my parents' companies would do these really really large scale campaigns for platforms like the united way. Like there was always like a united way thing. I think that we do that for school too. I can't remember, but we were always encouraged to like donate to these, like larger organizations that would then like, just just like, distribute the funds however they saw fit yeah, I think.
Speaker 2:So I think a couple things, yes, that you're like, access to information and, I think, a greater awareness about issues locally, globally, you know, are, you know, I think, are more, yeah, more accessible to everyone.
Speaker 2:But I think also, the nonprofits themselves have the tools and the means to reach people, reach their donors, without needing an intermediary.
Speaker 2:And again, I don't want to be knocking United Way, because I think they play an important role and we've been having conversations with a number of United Ways about how we can partner and, like, help them, like I think there's ultimately can be complimentary, because I think there's still, you know, people want to donate to the United Way, they trust the United Way, it's an important brand, so, but also I think that sort of advances in, like you know, just websites and FinTech and all the things allow the nonprofits to be indirectly, you know, interfacing with donors, and that's what the nonprofits want as well. Right, then they can. They have, you know, direct access to follow up and get more donations, et cetera, and then they can do the marketing themselves. So I think I think there's a couple of reasons why sort of that older model is, is, is maybe a little bit less relevant, or or maybe you know, having to make room for for the new players or the new waves, if that makes sense.
Speaker 3:I think you know you have two different users. You know the employees in the, in the corporate teams and even within the corporate teams they're going to have. They have different goals. You set up, you know someone max engagement by headcount, someone max engagement by dollar amount. How do you identify what success is for them and then carry it, pull that through to all your comms, all your touch points?
Speaker 2:Yeah, I mean it starts from, like the earliest conversations, and sometimes it's me going back to the sales calls, right, where you can kind of understand why are they talking to us in the first place? What's motivating even the person making the decision about what they're looking for? And then, really importantly, during that implementation, onboarding phase, not only the nuts and bolts of getting them onto the platform and getting ready to launch, but like what does success look like for that company? And again, as you know, what does success look like for that company? And again, as you say, that varies.
Speaker 2:You know, for some it's about enrollment and just sheer participation, whether it's through donations, through volunteer hours. You know they want their employees to take action in the platform. For others it's like how can we drive as many dollars as possible to organizations to causes out? You know, out in the community and maybe to certain ones that are important for the company. And then you know out in the community and maybe to certain ones that are important for the company.
Speaker 2:And then you know, in order to kind of, I guess, sort of respond to those varying definitions or criteria for success and impact or those KPIs that different companies have. You know, we really try to build both a flexible enough product that they can utilize the tools and utilize the product in different ways to engage employees, to design different programs or campaigns to drive that engagement. We have a really, really great volunteer management system that allows companies to work with remote employees or, you know, different locations or a big event, right, large and small, you know. And then it's really about the reporting flexibility right, we have a reporting API so you can pull all that data back into you know, your own company system let's say it's Power BI but also download the reports and view those dashboards and be able to see, you know, the different types of engagement and kind of zero in on the ones that are maybe important for your leadership or important for your own internal KPIs.
Speaker 1:This has been great. I messaged Sean a couple of weeks ago being like hey, we really need to have Rebecca on the podcast because this has been fascinating. Sean, I don't know if you have anything to say, but I think we should let Rebecca also pub. If there's anything, rebecca, you want to pub anything. You want to tell the listeners about how maybe they can get in touch with Groundswell if they want to incorporate into their companies?
Speaker 2:who they should shout at if they should buy groundswell, like tell us. Oh yeah, I mean we welcome any and all conversations. We always love to get a chance to just like demo our product and so our, our website is groundswellio and there you can kind of get a feel for our again, the donation matching, the volunteering bits we're. Also we've got a couple other kind of meaty product. I would say kind of all like full, fully separate, but related I don't say features, because it's really bigger than a feature coming up kind of end of this year, early next year. So I'll leave it at that. I don't want to spill the beans.
Speaker 2:But yeah, like we're growing and excited to, you know, I think, be meeting companies and, most more importantly, meeting employees like where they are. And that means, like you know what we've built, we're so proud of what we built. It's natively built. Like we're not growing by acquisition, like we're, you know, and that means it's a best in class experience for all involved. And so I'm pumped. I get to like go to work and I bust my butt every day and having a positive impact on this world, and so I feel like I'm the luckiest person around right. Truly. I mean it's, you know, it's great. I mean that, like I truly mean that I feel very lucky.
Speaker 1:I don't think the listeners could see us smiling there, which is why she said that everyone. That's awesome. I love that a lot. Thank you so much for coming on.
Speaker 2:Absolutely. It's been a great conversation. We'll do a part two one day.