The author writes from her perspective as CEO and co‐founder of Social Finance, an impact investing and advisory nonprofit. In discussing partnerships created there, she writes that “the more we collaborated with investors, service providers, governments, and others, the more I saw that everyone brought something unique and vital to the work—points of view and practices that not only oriented us toward a single goal but also better equipped each of us to achieve it.” She explains what private sector, public sector, and nonprofit leaders can do to help achieve this synergy. Within the private sector, she suggests that leaders “can adopt a few of the qualities that have helped their peers in government and the nonprofit sector achieve success: community, empathy, and service‐mindedness.” In the public sector, she believes that “despite vast funding pools and massive distribution networks, local, state, and federal administrations have long struggled to efficiently and purposefully put taxpayer dollars into programs that generate positive social outcomes.” And “this vision is well within reach for nonprofit leaders who are prepared to leverage some of the tools private sector companies have long used to build robust and enduring business models, and cultivate new revenue sources.”