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01| Every sale needs a product, and ours is unusual: we sell the same thing twice. 02| The first sale is a promise. A Maveriq designs a project, prices it, and lists it. What the Impact Buyer sees is a blueprint with a number attached — so many hours of tutoring, so many meters of drainage, so many families through a savings course. That number is Estimated Peoples' Impact. It is a forecast on paper. It does not exist yet. The buyer who commits money to it is buying an intent

01| Twenty-odd years managing other people's assets taught me one thing about wealthy people that no sales manual contains: the ones with real money are bored. 02| A terrace in the hills between Monte Carlo and Cannes, after tennis. The man across the table has more money than anyone I have met before or since. He says: a Ferrari is a Ferrari — why would I talk about cars when all my friends have one? Possessions are boring. What is not boring is a story. A tiny fish restaura

01| Before you sell anything you find out where the money is, who controls it, and what it is currently buying. In impact, almost nobody does this honestly, because the honest answer is uncomfortable. 02| Start with the bulk. Something over ninety percent of what the world calls impact capital sits in ESG and SRI strategies — buying and selling listed stock on regulated exchanges, exactly as any other investor does, with a values overlay on the fundamental analysis. The objec

01| The most common mistake in impact fundraising is pitching one project to one person as though it were the only decision on his desk. It never is. Serious money is managed as a portfolio, and a project that cannot describe its place inside one is asking to be evaluated on sentiment. 02| Wealthy buyers spread their assets across classes, and impact is one allocation among several. The useful first question is therefore not "do you like this project" but "how is your top-lev

01| You can write, talk and visualise all you want. At some point somebody says: show me the numbers. In our film the line is show me the impact, and until we can answer it, everything in the previous chapters is a sales presentation with no product behind it. 02| But showing our impact in isolation is useless, and so is everyone else's. In any competitive environment the question is not whether you are good but whether you are better than the alternatives. If somebody else p

01| A decade of promotion, big-name backing, three or four hundred instruments issued worldwide, and social impact bonds have moved well under half a billion dollars. Not a failure. Not remotely the runaway success the launch deserved. It is worth asking why, because the answer defines the product we sell. 02| My complaint is not with the concept. Pay for what works, not for what was attempted — that is sound. My complaint is the execution. Two hundred pages of documentation

01| Sales has a second customer, and the platform fails without him just as surely as it fails without money. The Maveriqs lead the work; they cannot do all of it. Behind them stands Pro.Crowd — freelancers hired per project — and a wider ecosystem of professionals, entrepreneurs and organisations. Somebody has to sell to those people. That is this chapter. 02| Start with what professionals actually bring, because underselling it would be dishonest and they can hear the diffe

01| Everything in this book part comes back to one asset that Sales does not control but does determine: the brand. Peoples' Impact has to mean something specific to a buyer before he reads the first line of a project plan. What it has to mean is quality and reliability. There is no second candidate. 02| That is not a slogan, it is the only defensible position available to us. We cannot compete on scale — the institutions have billions and we have a barrio. We cannot compete