Welcome to WhiteLabel!

FAI Farms, a team of farmers, scientists, and consultants creates things to solve sustainable agriculture and animal welfare problems. One of FAI Farms’ creations is BirdBox, a sensor-based system designed to improve animal welfare and provide a management tool for free-range egg-producers to take eggs from, well, bird to box. Over a 10-year period, FAI Farms had trialed BirdBox with the UK’s leading free-range egg producer. The results were phenomenal. FAI Farms, however, was having trouble figuring out what’s next? Over a 12-week collaboration, using WhiteLabel’s growth diagnostic framework, we were able to rapidly assess, and align on, BirdBox’s commercial opportunities and path to market. Transitioning to implementation, WhiteLabel led a market sounding exercise to find potential partners and investors. Additionally, WhiteLabel brought in a co-conspirator to redesign the sensor technology. Since our collaboration, BirdBox has increased client trials exponentially.

"The WhiteLabel teams’ breadth and depth of knowledge makes them a go-to partner for us," said CEO Oisten Thorsen. "They often joke that they are our Special Projects Office, but the title fits well.”

Yaupon Wellness Company, a social enterprise offering edible and personal care products derived from the Yaupon plant, had a well-established regional brand and was receiving great responses on several products. Yaupon, however, needed guidance on going nationwide. It turned to WhiteLabel. Over a year-long collaboration, WhiteLabel served as a comprehensive growth engine for Yaupon. Our work commenced with a thorough brand assessment, leading to a strategic refresh, solidifying Yaupon's identity in the wellness space. We investigated key products, distribution channel, and funding strategies, helping define Yaupon's target market, identifying the persona of its ideal customer, crafting a compelling value proposition, and a pricing and channel strategy. Yaupon is now growing from a local provider, into a firm with a regional presence, and the basis for a national brand.

“WhiteLabel has been instrumental in defining our business strategy,” said CEO Lou Thomann. “The team has a unique ability to see the practical next steps to achieve growth, execute the plan, and solve the finance dilemma,”

Gen Z struggles with finding meaningful connections and comprehensive mental health support. Promly, a social enterprise, envisioned a world where young people have access to holistic support and resources. To achieve this, a WhiteLabel partner, first as a consultant, then as a fractional COO, embedded in Promly. As a hybrid organization, with both a non-profit (501(c)3) and Public Benefit Corporation (PBC), it can fundraise across the spectrum of capital, blending traditional grants with commercial investment matching its for-profit and non-profit work. WhiteLabel worked on finding the right fit for funding, creating compelling narratives tailored to a wide variety of investors and donors, often the same people. Understanding that lasting change requires systematic support, using their depth of experience in advocacy, WhiteLabel got Promly in front of advocacy and public affairs opportunities. WhiteLabel continues to partner with Promly.

“They got our value proposition and helped us raise our brand awareness through a differentiated path — advocacy and public affairs. Operationally, they were able to upscale Promly’s business and organizational models, positioning us for sustainable, efficient growth. I could not recommend them higher,” said CEO Jen Libby.

The Center for Rural Innovation was growing rapidly. Within four years, its leadership had taken the firm from an idea to a multi-million-dollar enterprise with a non-profit, for-profit, and seed fund, all aimed at advancing economic prosperity in rural America. The firm’s growth was exceptional, but operations had not kept pace. After a Director of Finance resigned, WhiteLabel was brought in to diagnose issues and implement remediations. Initially, WhiteLabel helped stabilize the finance department, operating as interim CFO and controller. The initial tasks: harmonizing revenue lines, legal structure and guiding the company through its first audit. WhiteLabel also successfully led the recruitment of a new Director of Finance. WhiteLabel continued to support CORI through its transition, including leading the selection and implementation of enterprise-wide systems.

“Being able to harness WhiteLabel's insight and experience has proven invaluable to me,” said Robin Kilfeather-Mackey, CORI’s Director of Finance and Operations. “The WhiteLabel diagnostic report I was handed upon my arrival allowed me to immediately zero in on the organization's pain points and direct my attention squarely where it was needed most in those early days.”

The United Nations Principles for Responsible Investment (PRI) was just finding its feet. The nascent initiative lacked an operational foundation, a sustainable business model and a team to carry out its vital mission. A WhiteLabel partner was brought in as COO. Developing a scalable operational framework, a long-term strategic roadmap and a compelling go-to-market and global outreach campaign, which defined the value proposition around ESG and how the initiative was well-positioned to promote it, they were able to attract and engage potential members. The partner also identified and executed a transition to the initiative’s business model: moving it from voluntary donations to membership fees. Under his leadership, the firm tripled its membership, increased its revenues sevenfold and expanded staff by 12-fold. The UN PRI is one of the most powerful forces promoting responsible finance and ESG.

Ukraine has a thriving cadre of startups – several have become household names (think Grammarly). Ukraine, however, lacks a thriving venture capital sector. Trying to remediate, the USAID-sponsored Competitive Economic Project wanted to launch a Ukraine-based early-stage investment fund. To facilitate the launch, it hired WhiteLabel to conduct a feasibility study. WhiteLabel investigated Ukraine’s entrepreneurial ecosystem, meeting with hundreds of start-ups, investors, incubators, tech-transfer-teams, and legal professionals. The initial results were not good: with a potential war with Russia on the horizon and a poor regulatory environment, no investors wanted to invest in a Ukraine-based entity. There was, however, substantial interest in the startups, and supporting them. WhiteLabel suggested that the program pivot, focusing on technical support, and partnering with other donor agencies already funding Ukraine’s high-growth business sector, including introducing the team to an eventual partnership with the European Bank for Reconstruction and Development.

“In addition to being some of the smartest people I have ever had the pleasure of working with, WhiteLabel brings an extraordinary level of client service,” said Program Lead Deborah Fairlamb.

Three non-profit organizations faced a sudden influx of over $60 million in federal grants. While this is the kind of high-quality problem most organizations dream of having, it was anticipated that there might be operational challenges in managing these grants. The organizations turned to WhiteLabel to run an Operational Diagnostic. Over a three-month period, WhiteLabel investigated the firms to find strength and weaknesses in human capital, processes, and systems, interviewing stakeholders, combing through financial documents, and benchmarking the firms against best practices. Presented to the executive directors and boards, the diagnostics highlighted issues, and detailed remediations, necessary to effectively manage growth and the grants. For the largest grant winner, WhiteLabel stayed on to help the firm implement outlined recommendations, coach senior executives, and help redesign the finance department, which was already struggling trying to manage an organization that had more than a half-dozen non-profit and for-profit entities, and help and select an enterprise-wide risk management system. An added bonus: WhiteLabel was able to pay for itself by negotiating highly favorable terms on the ERP system.

A wise innovator once told us, “Finding product market fit solves 100 percent of 50 percent of the problem–you have to build something that fits the organization’s strengths.” We found this sagacious advice while working with the Munathara Initiative, an award-winning non-profit championing free speech in the Arab world. Recognizing that donor priorities change, and sometimes radically so, The Munathara Initiative wanted to diversify its funding streams to include impact and commercial sponsors. The firm’s executive director, however, needed help learning about, and developing a product to transition into the world of for-profit social enterprise. Through interviews, on-the-ground research, business modeling and financial forecasting, WhiteLabel was able to identify a niche that fit the market’s needs and the organization’s unique capabilities and resources: The Munathara Creative Labs, a studio dedicated to fostering creative businesses, fueling democracy, and empowering civil society across the MENA region.

BNNT, an advanced materials company with revolutionary potential, was struggling with the question of how do you raise capital for a company that has a world-changing product, tremendous promise, great research, and development partnerships, but was still in the product testing phase, and required much more patient capital than a traditional VC provides? Over two years, a WhiteLabel partner worked closely with BNNT's CEO on refining BNNT’s commercialization strategy and creating a disciplined fundraising plan. We started by defining our initial list of targets, focusing on firms and investors that would understand the sector, the company’s potential, and the time it needed to succeed. WhiteLabel and BNNT refined the story, building marketing materials and financial models, which also served a control function for the firm, beyond the capital raise. We tested assumptions through practice pitches with friendlies WhiteLabel brought in from our network. We launched a systematic outreach campaign. We worked on setting terms for firms that expressed an early interest. BNNT emerged with a clearer corporate strategy, a well-defined capital raising plan, and a more confident CEO.

Like a lot of countries around the world, Jordan had caught the start-up bug. And, why not? It seems a powerful way to empower entrepreneurship and grow the economy. Jordan also wanted to attract investment. Looking to learn more about impact investment and private equity, the government turned to Expectation State, a development consulting firm, which turned to WhiteLabel. WhiteLabel launched a study, focusing on the intersection of private capital, impact investment and where investor wants might meet Jordan’s needs. WhiteLabel presented the findings to Jordan’s Ministry of Finance. As a follow-on activity, WhiteLabel was asked to lead an innovation sprint, working with first-time fund managers on developing investment theses and the operational skills needed to successfully raise capital and manage a fund.

“WhiteLabel blends rich experience with an ability to deliver pragmatically in a consultancy setting, for a range of host government and international donor clients,” said Expectation State’s CEO Raymond Asfour. “And, they are a lot of fun to work with.”

Leadership at the United Nations Environment Programme Finance Initiative's Positive Impact Initiative proposed a pioneering and holistic vision for impact finance, solving some of the field’s more complex issues for commercial actors. But it needed to gain traction in a crowded space of international organizations, financial institutions, and standard setters. Its message needed to break through the noise. A WhiteLabel partner developed and implemented a new communications strategy that shifted the focus away from the initiative itself and onto its unique value proposition. This content-driven approach emphasized the insights and tools offered by the Positive Impact Initiative. The partner also facilitated key partnerships, strategically positioning Positive Impact alongside international organizations and standard setters. This strategic pivot resonated strongly. UNEP FI's Positive Impact initiative gained visibility and solidified its positioning as a crucial and unique resource among the international impact investing standard-setter community.

The Global Impact Investing Network (GIIN), the convening body for impact investing, was growing quickly. It needed to expand its membership base and fortify its operational capacity. Additionally, it aimed to become less reliant on grants by diversifying its funding model. A WhiteLabel partner stepped in to take charge of GIIN's membership programs. They supported staff in expanding programming and driving global membership growth. Further, the partner played a pivotal role in organizing GIIN's first global conference for impact investors. They also spearheaded a biannual update of the IRIS impact measurement standards. These efforts bolstered the GIIN's position, expanding its membership base and programs, thus diversifying its revenue streams, with non-grant resources delivering a third of the annual organizational budget.

USAID was having trouble structuring an investment program to further entrepreneurial growth in the Middle East. Uncertain of fund structure, regulatory landscape, and the right folks to partner with to propel nascent entrepreneurial ecosystems in Palestine, Jordan, and Lebanon, it turned to WhiteLabel. Starting in DC, we worked with senior members of the USAID team on correcting some issues in the initial structure. WhiteLabel then designed what became a much-replicated assessment framework. For more than three months in-country, WhiteLabel implemented the assessment, meeting with hundreds of companies, investors, government officials, mentors and managers of incubators, and legal and regulatory professionals. The team was able to broaden the initiative’s focus, define the investment terms and fund structure, and find the best-suited professionals for USAID to partner with, to make the initiative a success. As one senior USAID official said, “One of the best processes I have experienced at USAID, from design to execution–creative and professional. These folks are sharp.”

One Earth Rising wants to change the way gaming works: It wants to turn the Metaverse into the Purposeverse. Given that gaming is the most popular activity on the planet, gaming and gamers should have a greater vision of how gaming engages with the planet. Looking to achieve that greater vision, One Earth Rising turned to WhiteLabel. Recognizing the potential, WhiteLabel proposed a pivot from developing games to becoming a platform for socially conscious game developers. Working with One Earth Rising, WhiteLabel helped the firm sharpen its long-term strategy, develop a streamlined operational structure, and create, and lead, a fundraising campaign, targeting socially responsible investors. To facilitate the structural changes, a WhiteLabel founding partner embedded in One Earth Rising, as COO. He liked the gig so much, he stayed.

The pandemic was not kind to Sched, an event scheduling software company. With social distancing, came an end to social events. Sched, which had been growing steadily, saw its revenues collapse. Seeking help with financial management and cost-cutting, Sched partnered with WhiteLabel to develop a turnaround strategy.

“WhiteLabel helped us evaluate and make a variety of strategic decisions during our time together. They provided useful insights, systems, and resources during a period when we needed it the most,” said Marvin McTaw, the company’s CEO. “The most important part of this really comes from their ability to ask great questions that bring underlying assumptions and meaningful considerations to light. Their questions and collaborative thinking ultimately helped us make better decisions to chart our company's path forward.”

Part of that path forward was identifying the need to take sole operational burden off the CEO’s shoulders, identifying that the firm needed a strong operational second to the CEO’s visionary leadership style. Creating and leading the search, WhiteLabel was able to help Sched source, and, ultimately, hire some exceptionally qualified talent. Today, Sched is thriving and continues to partner with WhiteLabel.