What We Fund

We make grants to individuals and organisations doing innovative work across a range of causes. We are mainly UK-focussed. Although we are cause-agnostic, we are now prioritising work that: 

  • Prevents avoidable deaths - supporting work that tackles preventable loss of life and sees those responsible, including regulators, held to account.

  • Addresses corporate harms - challenging corporate power where their behaviour negatively impacts the health of individuals and communities.

Why These Priorities?

The more we started digging into why people die from preventable causes and how corporate behaviour negatively affect our health and wellbeing, the more a pattern emerged that bothered us: scandal after scandal, each one treated as if it had nothing to do with the last. A sewage spill here, a drug-pricing row there, a social-media panic somewhere else. Each flared up, dominated the news, and then faded, only to be replaced by the next outrage. It was as if we were watching a long series of apparently unrelated accidents without seeing any underlying pattern.

That realisation shapes what we fund today. We prioritise work that prevents avoidable deaths and challenges corporate harms because these things are rarely one-offs. More often there's a deeper story about who holds power, who escapes consequences, and who ends up paying the price. We back the people working to tell that story: exposing patterns and campaigning for accountability from those responsible. Often those people are under-resourced and overlooked, taking on opponents with vastly more influence. Yet, they still make change happen due to their tenacity and refusal to look away from injustice.

What We Look For

We normally act as early-stage funders, providing seed funding or gap funding. Our process is relational and tailored to each partnership and area of work, but in general we prioritise work that can demonstrate a clear route to real-world impact, including:

  • Strong leadership – tenacious teams and individuals with a clear vision, the skills to deliver change, and robust financial management.

  • Benefits for the many, not the few – work that can be scaled, with impact that extends beyond individual cases.

  • Focus on underfunded or overlooked issues – tackling neglected social issues where there is manifest injustice.

  • Innovation or evidence-building – testing new approaches and generating data or research, including investigative work, that others can use or scale.

  • Creating wider social and sustainable change – influencing policy, regulation, corporate practice, or social norms. We generally do not fund frontline work unless it is to test an idea that can be scaled.

  • Urgency and timeliness – seizing opportunities when influence can be maximised, such as policy windows and where short-term tangible outcomes can be achieved.