Eleven Days Out: A Gathering Fueled by Generosity, Purpose, and Possibility

I'm sitting in a McDonald's drinking coffee, reflecting on the idea of business as a force for good. Is business inherently a negative force or a positive one? I can't decide, so like many tired coffee drinkers, I struggle to make a decision. I decide that it's neither. And the more that I think about it, the more I'm convinced that I'm right. Business can do harm. There are too many examples to argue otherwise. Who can forget the story of Enron and how its fraudulent practices left everyone who touched it – employees, suppliers, shareholders and customers – wondering how it could do such harm to so many. Business can also do good, as we've also seen. Think of Patagonia, a business that made a deliberate decision to become a force for good, not because it was required to, but because its leaders decided that was who they wanted to be. That choice didn't come from a board mandate or a shareholder resolution. It came from the top. And it changed everything about how that company showed up in the world. The question for me is a fundamental one. What causes a business to head in one direction or another? And what causes a business to languish somewhere in the murky middle, neither good nor bad, committing acts that both benefit and harm society. What is the force that drives the actions of a business? Businesses are, at their core, organizations. Large ones. Small ones. They come with structure — boards, C-suites, managers, line employees — and that structure grows more complex the bigger they get. But complexity isn't the point. The point is that every business, regardless of size or sector, is guided by leaders. And those leaders make decisions that determine its direction, its purpose, and how it shows up in the world. It's not the shareholders. It's often not the employees (although many businesses give their employees a stake in decision-making, often a good sign). In the case of Enron, the vast majority of shareholders and employees had no idea what was going on until it was too late. I have been in a leadership role in a large, public company and it's still my experience that most business decisions are myopic, rooted in self-interest and in the best interests of a small slice of stakeholders (generally senior executives and large shareholders). So how can this change? It starts at the top, when enlightened leaders recognize that their business exists to serve society, and that its own betterment is deeply tied into its commitment to becoming a force for good. Where I struggle, and where most purpose advocates frankly struggle, is the convincing part. How do we convince a business leader who believes that a social purpose need not be at the core of business? A leader who is comfortable making decisions that provide short-term financial gain at the expense of its employees, suppliers and community. Is this business leopard capable of changing its spots? In short, some are. But most likely, most are not. What we need is a new generation of values-based business leaders who understand that purpose drives profit, and does not undermine it. Leaders who understand that a healthy, just and robust society relies on its organizations and institutions (I'm obviously including government in this) to drive this forward.  Business as a force for good isn't just a nice concept. It is the foundation of a healthy society committed to positive outcomes for all who live within it.

We've been using ChatGPT for over a year now. We built custom GPTs, invested hours training them, created workflows that made our small team more effective. When you're building a company with a big vision, that kind of leverage matters. The tool became our nth employee and was creating effortless ease throughout our days. And then I read this article by my friend Rutger Bregman in The Guardian. Rutger is a historian who has studied the major consumer boycotts of history. His piece made something clear that I couldn't ignore: our subscription fees were funding a company actively embedding itself in the Trump administration's infrastructure: funding MAGA Super PACs, lobbying against AI regulation, providing tools to ICE. At the same time, Anthropic—the company behind Claude—refused the Pentagon's demand for unrestricted access to their AI for mass surveillance and autonomous weapons. It cost them $200 million (never mind the administration's retaliatory actions that followed), and my heart swelled seeing a company live its values with such commitment. By the end of the article my next move was clear. I quit my account and brought it to the team at our Monday meeting. Looking back, I led with the wrong frame. I came in saying we need to switch to Claude instead of leading with the story of why. So there was initial hesitation. There's the sunk cost of all those custom GPTs we'd built, and not everyone loves change as much as my neurospicy brain does. But once I walked the team through what I'd read, once they understood what their subscription fees were actually funding, the decision was unanimous. Convenience didn't matter as much as living our values. Rutger compared this moment to Rosa Parks refusing to give up her seat on that bus. A small act of conviction that became a movement. He explicitly invites readers to do the same: try an alternative, and tell at least one person why. We’ve moved over to Claude, and while there has been a learning curve, it's validated the decision we made. In times of complexity, people are looking for an invitation to make an impact. And when you make that choice easy, people act. Over 1.2 million people have joined the boycott not because they were forced to, but because a clear purpose gave them permission and direction. That's the power of leading with purpose. Warmly, Claire, Chief Purpose Officer

I spend a lot of my time reflecting on the notion of social purpose. I've worked for organizations of all shapes and sizes in both the charitable and the business sector. In the charitable sector, purpose is intrinsic to our work. In Canada, at least, an organization's objects must be distinctly charitable in order for it to receive and maintain charitable status. A charity's mission, vision and purpose are deeply tied to fostering a better world. Advancing food security, housing the unhoused, educating the young…all are distinctly tied to making our communities stronger and our world better. But for businesses, both large and small, purpose is nuanced and more complex. If social purpose is tied to the betterment of society, then what role is a business to play? Is business merely an economic engine, or can business truly be a force for good? Let's take a business…any business. As I write, I'm sitting at my desk staring at a reusable water bottle. That bottle was manufactured, distributed and sold by a business. So why is it important for this bottle business to have a social purpose? In this case, the product itself may generate societal wins – reducing waste, stopping pollution, providing hydration – but purpose is more than that. It's about tying the company's very existence to a better world. Everything that a truly purpose-led company does must be in service of its social purpose. Let's take a real-world example. Ocean Bottle is a real water bottle company. Its social purpose is to stop ocean plastic pollution while providing sustainable livelihoods. Why does Ocean Bottle exist? Is it to sell water bottles and generate profit? While generating revenue and making money are a purpose, they are NOT a social purpose. They don't benefit the planet. And they don't, in and of themselves, make this world a better place. While revenue and profit are inextricably linked to the viability of the organization, they don't define its true reason for existing. Financial return is not Ocean Bottle's purpose. Ocean Bottle's social purpose is tied to pollution reduction, which is inextricably linked to a better planet and a better world. These objectives don't undermine its need to remain financially viable. In fact, you could strongly argue they contribute to it. After all, who doesn't want to buy from, or work for, a company with a deep social purpose? Companies with a social purpose will typically build a framework around that purpose, ensuring that they treat their employees, procure materials, and market their products in an ethical, moral and equitable manner. But each decision the company makes is in service of its social purpose, in this case of reducing waste. That these decisions also generate profits and lead to ethical behaviour is a product of how the company operates, but not why. Social purpose, like individual purpose, is complex. How can we boil down our reason for existing into a single sentence? If you've ever tried to articulate your personal purpose in life, you know it's an arduous exercise rooted in soul searching and deep self-reflection. This kind of soul-finding journey is as difficult for businesses as it is for individuals….and it should be. But once you land on your purpose, once you truly know the reason why you exist, everything else becomes clear. Purpose is the compass for our activities, our decisions and our motivations. And so my message to all of you, businesses and individuals alike. Find your purpose. When you do, you will never look back.

January has a way of pushing us toward big targets and bold declarations. However, in the Northern Hemisphere, winter is a time of minimal sunlight and the natural world is in a phase of hibernation and dormancy. So this year, instead of forcing a "new year, new you" mindset, I've decided to take my cue from nature and slow down. This slower pace created space for me to take the Inner Development Goals (IDG) training, where I learned something important: many sustainability efforts fail because they assume the core problem is a lack of information. This is known as the information-deficit model: the belief that if we just share enough facts, behaviour will change. The research is now clear, recognized by the IPCC, UNDP, and other global institutions. Our sustainability crises don't stem from ignorance. They stem from disconnection from ourselves, from one another, and from nature. I believe the same pattern shows up in all meaningful work, from social impact to social purpose. The IDG framework identifies five dimensions of inner development that enable us to navigate complexity and drive change: being (our relationship to ourselves), thinking (our cognitive skills), relating (caring for others and the world), collaborating (our social skills), and acting (enabling change). These aren't abstract concepts—they're capacities like self-awareness, perspective-taking, courage, and perseverance. The things that determine whether we can actually follow through when the work gets hard. What struck me most is how this reframes the work we do. It's not that strategy doesn't matter. It's that strategy without these inner capacities is like having a map but no compass. We might know where we want to go, but we lack the internal resources to navigate the inevitable challenges, setbacks, and complexity along the way. Before systems can truly change, something has to shift in us first. Our beliefs, values, and inner capacities are more powerful leverage points than any new framework or strategy. So when we do emerge from this winter slowdown ready to act, maybe the question isn't just what we'll do—but how we'll do it. Warmly, Claire

As we scrolled through the photos from our Toronto conference, this one brought an instant smile: a room full of people with their hands in the air, fully present, engaged, and saying I'm in. It captures what happens when impact-driven leaders come together: openness, energy, and a feeling of collective momentum that's impossible to ignore. There's something about that image that stays with you. And for our team, it's a reflection of a movement gaining strength. We are living in a time of incredible change and complexity, and these are the people choosing to lead through it differently. They came ready to be challenged, to connect, and to recommit to the work that brought them into this space in the first place. The Reminder We All Needed What we heard again and again in your feedback was "I needed this." Not just the insights shared on stage, but the reminder that you're not doing this work alone. That across Canada, there are leaders pushing against inertia, making the case for change, and doing the often-invisible work of turning purpose from aspiration into action. It's a reminder that even the most driven among us can feel isolated in this work. Purpose-driven leadership isn't always celebrated in traditional business circles. It can feel like swimming against the current, constantly justifying why doing good and doing well aren't mutually exclusive. To be in a room full of people who get it, who are navigating the same tensions and trade-offs, who are asking the same hard questions provides a sense of connection and hope. Recognizing Purpose The inaugural Greater Purpose Awards brought that invisible work into the light, raising the profile of the people and organizations turning purpose into real progress. From courageous leaders to innovative partnerships, the awards celebrated those who are setting new standards for what purposeful business can look like. (And yes… Brad's purple tuxedo was absolutely part of the moment.) Recognition isn't just symbolic. Research consistently shows that meaningful appreciation boosts motivation, strengthens trust, and increases collaboration. These are the conditions under which innovation and social impact flourish. It's also one of the most overlooked levers inside organizations. The Awards helped change that. The winners represented a diverse cross-section of industries and approaches, but they shared a common thread: a refusal to accept the status quo. They're proof that purpose isn't a marketing strategy or a nice-to-have. It's a way of operating that demands courage, commitment, and a willingness to be held accountable to something greater than the bottom line. You can meet our award winners here . Celebrating Impact These past six months have stretched us, surprised us, and reminded us why this movement matters. Last night, we gathered again, this time at our Greater Purpose Launch Party in Vancouver, hosted by our friends and purposeful partners at the Canadian Purpose Economy Project. The energy in the room was unmistakable: leaders connecting, ideas sparking, and a shared sense that one day these tiny ripples of action will create a tide of meaningful change. It was a glimpse of what's to come on May 11–12, when we host our first-ever Greater Purpose Conference in Vancouver. Mark your calendars. Registration opens November 24, and we'd love to have you with us. Inspiring Change And the momentum continues. On December 4, our sold-out Impact Circle in Toronto brings another group of leaders together to learn, reflect, and shape what's next. The Impact Circle is where purpose-driven leaders gather to connect, share bold ideas, collaborate, and support each other. When you're surrounded by peers who understand the weight of this work, you can speak openly about the setbacks as well as the wins. And that honesty is where the real learning happens. Building What's Next Every gathering, every conversation, every raised hand is building the conditions for a more purposeful economy. Thank you for showing up with your ideas, enthusiasm, and commitment to this work. This community is growing because of you. And we're just getting started. The path forward isn't always clear, and it certainly isn't easy. But what we've seen over these past months gives us confidence that the foundation is strong. You are that foundation. Your willingness to show up, to push for change within your organizations, to hold yourselves and each other accountable is what makes this more than a moment. It's a movement. So keep raising your hands. Keep saying I'm in. And know that when you do, you're part of something much larger than any single event or initiative. You're helping to build the economy we all want to see, one where purpose and profit aren't at odds, where business is a force for good, and where leaders like you are recognized for the vital work you're doing. With gratitude, Brad & Claire

As we close out 2025, we want to pause and say thank you. Leading with purpose can feel lonely. You're often the one making the case for change, pushing against inertia, doing the invisible work of turning aspiration into action. But this year proved something we've always believed: you're not doing it alone. Whether you joined us at a conference, an Impact Circle, or followed along from afar, you helped shape what Greater Purpose became this year. 2025 was a year of change, momentum, and clarity as we transitioned from the Partnership Conference to Greater Purpose and establishing the foundation for what comes next. Why This Year Mattered When we launched Greater Purpose, we were clear on our purpose and mission. Over these last months, we've crystallized the vision that drives our work: positioning Canada as a global leader in purpose-led business. We believe Canada has a real opportunity to shine in this space. As a country, we're doing incredible work, but often quietly. Greater Purpose exists to amplify that work, connect the leaders driving it forward, and shape the next generation of business. Our mission is clear: to build Canada's defining community for purpose-led business. And, wherever you are on the path to purpose, there's a place for you here. The Power of Community What emerged most clearly this year wasn't just programming or events; it was the power of community itself. Of finding your people. Of knowing others are navigating the same tensions, asking the same hard questions, celebrating the same wins that feel massive when you're the only one championing them inside your organization. Sona Khosla, Chief Impact Officer at Benevity, captured this perfectly after our Toronto conference: "In just a year, you have become a touchstone for me; I didn't realize how much I needed community in my own country, so I'm very grateful to all of you for bringing us together for a greater purpose!" This is what a community of practice looks like. It's peer learning grounded in lived experience. It's honest conversations about what's working and what isn't. It's the reminder that you're not alone, and that together, we're building something that matters. A Note for the Season As this year comes to a close, we want to wish you and yours a peaceful holiday season. Take time to rest, to celebrate what you've accomplished, and to reconnect with what matters most. Thank you for being part of this community. For showing up, for pushing forward, for believing that business can—and should—be a force for good. As we head into 2026, if you know someone who belongs in this community—bring them with you. This movement grows stronger when we invite others in. Here's to building what comes next and we'll see you in the new year. With gratitude and warm wishes, Brad & Claire What Stayed With Us This Year Our founding members – Welcoming the companies who believed in this vision from the beginning. Your commitment helped establish the foundation for everything to come. Building strategic partnerships – Collaborating with Postmedia, The Walrus, and Future of Good to amplify Canadian purpose-led business stories. Blue Jays World Series – Watching the team play their hearts out together reminded us that sometimes the best connections happen outside the boardroom. Our first western conference – Taking Greater Purpose west for the first time, the turnout at the Calgary Zoo showed us the appetite for this community extends coast to coast. Greater Purpose Conference East – In October, we gathered hundreds of leaders in Toronto for conversations that moved beyond theory into practice. Becoming a Certified B Corporation – Joining a global community of businesses committed to using business as a force for good. Impact Circles – Creating peer-led spaces for trust, learning, and real connection in Toronto, Vancouver, and Montreal. The Inaugural Greater Purpose Awards – Recognizing leaders and organizations making purpose tangible and measurable, including Purpose Leadership Award winner Maureen Young of Coast Capital Savings, Social Purpose Company winners Coast Capital, MCIS Language Solutions, and Sarona Asset Management, and Innovative Partnership Award winner Public Architecture. Looking Ahead: What's Next in 2026 We're heading into 2026 with clarity and conviction—and some exciting firsts. A New Look & Feel A refreshed website and brand experience that reflects the community we're building together. Coming in early 2026. Greater Purpose Conference West May 11-12, 2026 | Vancouver - Our first-ever West Coast conference. Registration is now open . Impact Circles Across Canada In-person community gatherings in Toronto, Vancouver, Calgary, Montreal, with more locations to come. New formats, deeper connections, and more opportunities to gather with your peers. The Greater Purpose Awards Expanding in 2026 with additional categories and amplified reach through our media partnerships. Nominations open July 2026. Membership Every business has a greater purpose. A Greater Purpose membership signals yours. It connects you to a national movement working to establish Canada as a global leader in the purpose economy. Learn more . Partner With Us Interested in collaborating on events, programming, or thought leadership? We'd love to hear from you at info@greaterpurpose.inc

The future of business in Canada isn’t being imagined in isolation. It’s being built together. And nowhere is that more evident than at the Greater Purpose Conference .  This year, we return with renewed energy, a bold new brand, and a powerful belief: business can, and must, be a force for good. Held at Toronto’s historic Carlu, the 2025 conference promises deeper dialogue, stronger connections, and the debut of the Greater Purpose Awards , Canada’s first national recognition platform for social purpose leadership. So, what makes this gathering different? It’s the people. The Greater Purpose Conference isn’t a typical business event focused on networking quotas or polished pitches. It is designed for connection and conversation — the kind that builds real relationships and sparks lasting collaboration. This is where corporate leaders, social innovators, and changemakers from across sectors come together to learn, connect, and lead with impact. “I left inspired, connected, and ready to lead with greater clarity.” — Past Conference Attendee This year’s conference builds on that legacy with: Fresh Voices: New speakers at the forefront of purpose-led innovation Deeper Conversations: Sessions that don’t just inform, but challenge and mobilize National Recognition: The launch of the Greater Purpose Awards , celebrating leaders redefining what’s possible in Canadian business This is a rare opportunity to convene 400 purpose-driven professionals in one room. Rather than scattering across parallel sessions, attendees move through a shared experience together. With a thoughtfully curated single-track format, every session is designed to spark connection, collective learning, and momentum that carries beyond the room. Whether you're advancing ESG, reimagining culture, or launching a purpose-first company, this event is for you. It’s more than a check-in. It’s a checkpoint for a growing movement. Join us and be part of the community rewriting the rules of business. Together. Reserve your spot now October 27–28, 2025 | Toronto, ON

One month ago, Greater Purpose went from idea to action. From a sketch on a whiteboard to a real, living community of leaders across the country. And if there’s one word that’s stuck with me through these early days, it’s gratitude. Gratitude for the hundreds of professionals — from CEOs to emerging changemakers — who didn’t just show up, but leaned in. You offered ideas, encouragement, honest feedback, and in many cases, your trust. That trust confirms what we believed all along: there’s a deep hunger in Canadian business for something different. Something more. But let’s be honest — launching a purpose-first movement isn’t for the faint of heart. It’s messy, imperfect, and at times, exhausting and at time, I’ve felt ill-equipped to manage this combination. Balancing big vision with real-world execution is no small task. And yet, that’s the whole point. Purpose isn’t just a brand statement — it’s what shows up when things get hard. In our first month, we’ve seen that purpose in action. In every meet-and-greet, every tough question asked at a webinar, every late-night email change (we’re old school and we don’t use Slack…yet). We’re not just talking about the future of business — we’re building it. A special thanks to the Canadian Purpose Economy Project and our founding partners. Your insight and partnership made this launch possible — and better. And to our internal team: thank you. What you’ve built so far — and how you’ve built it — gives me confidence we’re on the right path. You’ve brought creativity, grit, and a welcome dose of humour to every step of this journey. I couldn’t ask for better co-builders. To everyone who’s joined us: thank you for turning a vision into a community. If this is what the first month feels like, the future is bright. Let’s keep going. Together, we’re shaping the next generation of business — one connection at a time.

Being purpose-driven means having a social purpose and sticking to it. Every day.  As the leader of Greater Purpose, a relatively new organization that aims to put purpose at its core, I’ve been reflecting on a phrase that we see in a lot of books and articles relating to our work: purpose-driven. Let’s be honest — ‘purpose-driven’ is quickly becoming the most overused badge on LinkedIn. But what does it actually mean? How do we authenticate it? Is it enough for me to simply say it, or do I have to show it? I felt ill-equipped to answer these questions and as a result, I’ve had to do a lot of soul searching. Having a purpose, according to most definitions, is knowing your “why”. If you can easily articulate your why, that’s fabulous. Admittedly, I had a lot of trouble. I turned to some “Purpose Worksheets” available on the web and they were unhelpful. I turned to ChatGPT and quickly realized the bitter irony of asking AI to help me find my why. I think the better question, for me at least, is what kind of person I want to be. Again, not so easy. The line between Greater Purpose, my company, and its leader (i.e. me) is a blurry one but one that deserves consideration. If we’re building a movement rooted in purpose, we have to start by asking hard questions of ourselves. I can’t be a warm, authentic business leader if I neglect my wife and children in the process of doing so. I can’t plan fun, exciting conferences and spend my home time as a complete and utter bore. My “why”, I decided, is the essence of who I’ve become but also who I want to be. I am fun. I am vulnerable. I am committed to making a difference. I work very hard. But I also play hard and make time for friends and family. These are, I think, the makings of a purpose-driven leader. But what about the not-so-good things? I’m easily slighted and oversensitive. I take things far too personally. I am sometimes lacking in empathy. I am incredibly impatient (in the not good kind of way). How do these traits form part of my WHY? As much as I can try to improve on these things, they are also part of who I am. Do these things undermine my ability to be purpose-driven? Can I be oversensitive and impatient and still lead with purpose? Admittedly, I’m a fan of Netflix’s Trainwreck program, which is a series of one-hour vignettes about when things go terribly wrong. Last night, I watched the episode about the rise and fall of American Apparel, a popular fashion brand in the 2000s which no longer exists. The founder, Dov Charney, is a truly despicable character, treating his trusted employees in ways that can only be characterized as abhorrent. I turned to my wife, Mina, my Trainwreck co-conspirator, and told her that my goal with Greater Purpose is to be everything that Dov Charney is not. Charney is purpose gone wrong. Being purpose-driven means having a social purpose and sticking to it. Every day. It means letting our team shine. It means both understanding AND admitting when I am out of my element. It means bringing on people with talents that I lack and allowing these talents to shine. It means treating everyone with respect and dignity. Maybe being purpose-driven isn’t about having all the answers. Maybe it’s about showing up — flaws and all — and doing the work anyway. Being purpose-driven means knowing who I am, but also who I am not. “To thine own self be true”. That is what is truly means to be purpose-driven.