Igniters.co is a social entrepreneurship created to serve community-based organizations, non-governmental, faith-based organizations, movements, and social entrepreneurship to increase the impact of its services.
The professionals linked with Igniters.co evidence of high human and technical qualities, with proven success in their performance, and offer their services contributing to the cause of making this world a better place for life.
Our name - Igniters - refers to us being here to propel those that work to make the world a better place for life and want to advance into the next stage of impact.
Our metaphor for social initiatives is the launching of a rocket. It starts from a state of inertia - like rest – and gains velocity towards its objective.
Propelling in the right direction is what your organization can obtain working with Igniters.co.
Our Principles and Values
We believe that as humans, we have the responsibility of taking care of the planet, protecting and cultivating the development of life.
We believe that humans can and should work cooperatively and collaboratively.
We recognize and value the systemic, holistic, and complex human experience.
We value the work of the organizations and people whose causes protect and cultivate life. We see ourselves as allies in that purpose.
We push forward our allies’ proposals and projects as if they were our own. We transfer knowledge, develop capability, stimulating innovation.
We value transparency and value confidentiality. We don't share our allies’ cases and experiences to promote ourselves. We serve them, not use them.
Our mission is to propel the development of initiatives that work to make the world a better place for life.
We serve community-based, non-governmental, faith-based organizations, movements and social endeavors whose causes cultivate life.
Our Theory of Change
The work from people and organizations that put effort into fighting against the forces that destabilize and threaten with extinguishing life on the planet is criticized as ineffective or of limited reach.
Our purpose is to increase the effectiveness of the efforts in favor of life by pushing forward the impact of the people and the organization´s working on it.
If a more significant number of these efforts are consistently successful: there will be more synergy within its contributions, the solutions for mitigating risk will be more complex and compelling, and more people will be involved in favor of life.
Our team has experience in:
- Developing creative ideas for missional services.
- Identifying problems and needs to create solutions.
- Transforming environments of conflict into fruitful ones. (Transformation of conflict and change management)
- Boosting human development.
- Driving knowledge management from experience.
- Choosing and articulating the appropriate means for the desired ends, using technologies as a catalyst for change.
- Anticipating changes, risks, and emerging opportunities; and envisioning desired environments and how to create them.
- Applying perspectives that articulate wholeness and complexity.
Our main projects have been focused on supporting people who are in the transition from working in established organizational environments towards the beginning or reorientation of their life projects in community service, for which they have to adapt their perspectives, capacities, and organizations.
Throughout our professional life, we have performed senior leadership and management roles in organizations and projects such as the following:
Interorganizational articulation with the 100 largest non-governmental organizations in the world, the United Nations, and other multilateral organisms to work in topics of poverty reduction and the protagonism of children, adolescents, and youth in public agenda. Participation in the development of the Millennium Development Goals (MDG) and the Goals of Sustainable Development.
Co-leader of the Organizational Governance Development team within the large-scale organizational program of one of the largest International Non-Governmental Organization.
The corporate change project, completed between 2005 and 2008, was a response to the tensions created by the fast growth experienced at the end of the 20th century by which it surpassed a billion dollars in annual revenue, with a team of over 40,000 employees, and reached presence in all continents in nearly 100 countries.
The Governance Development team identified weaknesses in structure, decision making, and accountability of the structure established in 1990. With 65 Management Boards and National Advisory Councils, the governance structure was confusing, just as the responsibilities for the International Board of Directors and the other executive organs, including the International President's Office.
From the diagnosis, the team proposed solutions that were first received by a Leadership Summit and later approved by the International Board of Directors. The roll-out of them in all the organizations and offices resolved the current issues. The organization's leadership could prioritize work better and the use of resources, make decisions that stick, align funds and ministry, took advantage of its size, and share correct information for its entire management.
Leader of the Project Information Management team: another critical project of the organizational change project, which designed the information system to support the information management of all the organizations and offices of the International NGO. This project resolved incompatibility and inconsistency problems that existed within the more than 700 information systems that, in conjunction, didn't encompass the needs of the entire Fellowship.
Member of the international task force that defined and implemented the Vision Statement for an International NGO, between 2002 and 2004. This process involved more than 6000 people in 70 countries. The statement was received by the Board of Directors in 2003 and approved by the Triennial Council in 2004.
Between 1994 and 2015, working for one of the Big International Non-Governmental Organizations, we won the experience of:
Be a part of the regional support team for all the LACRO offices as Director of Information Technology
Systems between 1994 and 2000. Some of the results were:
- Development and roll-out of an integrated information system for all the Offices in the Region.
- Introduction of new information and Communication Technology, and the first wave of technological conversion began in the management processes and the facilitation of community projects.
The development and implementation of a system for marketing support in Mexico, Costa Rica, Colombia, Brazil, and Chile; and the use of information systems for the management of fundraising and donor relationship.
Member of the LACRO Executive Committee, from 2000 up to 2015, responsible for the regional strategy design and monitoring; resource allocations; and governance development in all offices.
Internal consultant for the LACRO offices in topics of strategy, leadership development, organizational development, and the development of spirituality in the workplace, between 2000 and 2015.
In Colombia, for example, we managed to position the organization as one of the most trustworthy and
competent NGOs in development, promotion of Justice, and emergency response in the country. Some
- Leadership in developing the Infancy and Adolescence Law, approved by the Congress of the Republic in 2006.
- Formation and development of the national movement of boys, girls, adolescents, and youth, Peacemakers (Gestores de Paz), awarded with multiple national and international prizes and nominated for a Nobel Peace Prize.
- Formation of an education model from preschool to medium education, implemented in one of the most impoverished municipalities in the country, which has qualified, since 2002 to present, in the superior quality education level by the Saber Tests.
- Establishing integral development projects in the poorest provinces in the country which were able to directly benefit 85,000 boys and girls, their families, and communities, with an inter-functional team of 600 professionals in the social, economic, health, and managerial areas, and an extensive network of community volunteers.
- In the organizational development, the Colombian team developed and implemented a successful fundraising strategy, managing in 2014 to raise over $6,000,000USD of revenue a year in the country alone, equivalent to 40% of the annual budget. The rest comes from international donations, and grants from multilateral organisms and development agencies from other governments.