At NewSchools Venture Fund, I led and supported due diligence for three venture pathways in the Innovative Public Schools portfolio. For ventures launching this fall, I focused on both financial and programmatic diligence, reviewing budgets, identifying potential challenges, and coaching founders on financial planning. I assessed academic models for quality and feasibility, leveraging my experience as a school founder and leader alongside business acumen. For ventures in year zero and year double zero, which will open in two or three years, I conducted diligence on board leadership, authorization context, and leaders’ track records in student achievement. In the earliest pathway I went deeper, conducting market research on emerging regions to map authorization processes, facilities support, financing options, and enrollment trends. This combined diligence advanced NewSchools’ mission to invest in innovative, equitable solutions by funding ventures with the greatest potential to expand “what works” in education.

I drew on MBA training in finance and philanthropy. Understanding nonprofit financial statements, sustainability metrics, and key ratios allowed me to analyze budgets and forecast viability over one to five years. Courses in philanthropy, especially those emphasizing trust‑based philanthropy, guided me to partner with founders as co‑creators rather than evaluators. I combined technical analysis with relational, equity‑centered approaches to assess ventures holistically, identify strengths and challenges, and refine their vision.

Challenges were mild but instructive. I owned grant operations and venture communications processes, which required quickly learning how NewSchools communicates at different phases of the grant cycle and managing nuances across three distinct pathways. This was particularly complex because the organization was transitioning to new systems, so I was learning processes as they were being built. I also sometimes did not know what I did not know, making it hard to ask the right questions early. I addressed this by seeking clarity from colleagues, tracking my knowledge gaps, and documenting emerging best practices for future use. These experiences strengthened my ability to operate in ambiguity and manage complex processes during periods of change.

This fellowship was the perfect capstone to my MBA journey. It bridged my background in education leadership with my goal of philanthropic leadership. The work allowed me to apply lessons in finance, market analysis, and trust‑based philanthropy to real investments in education innovation. It also let me contribute through diligence, market research, and process improvements. Most importantly, the role reaffirmed my desire to lead in philanthropy: I leave more confident in my ability to align rigorous analysis with equity‑driven decision‑making and more committed than ever to pursue a career that combines strategic thinking with meaningful social impact.