Leaders who already changed the structure. We're asking them to point it here.

What they did: Transferred ownership of the company into a trust and nonprofit dedicated to the climate crisis — "Earth is our only shareholder."

Why it matters here: It proves an enterprise can be structurally pointed at a mission instead of an exit. That is the model we want for a platform that must stay free forever.

Our ask: Guidance on the perpetual-purpose trust structure so free services can never be sold out from under the people who depend on them.

First door: Patagonia corporate / Holdfast Collective contact channel

What they did: Advocates federal privacy legislation and supply-chain ethics, and uses an openly gay trillion-dollar-company platform to press human rights globally.

Why it matters here: Privacy is life-or-death for survivors and for people in active court matters. Our whole encryption posture assumes what he argues for publicly.

Our ask: Privacy-by-default review of a survivor platform, plus device access for families who cannot afford the hardware that runs the safety tools.

First door: Apple executive relations / public policy team

What they did: Dismantled middle management and turned a 75,000-person corporation into 4,000+ self-managing micro-enterprises, with employees sharing the profit they generate.

Why it matters here: A micro-enterprise per neighborhood is exactly how care should be delivered: local people, local decisions, no approval chain between a family and help.

Our ask: Rendanheyi guidance for care delivery — how to license the model for nonprofit, community-level micro-teams.

First door: Haier Model Institute / Rendanheyi research center

What they did: Rebuilt AMD into a semiconductor leader through partnership and supply-chain strategy rather than micromanagement — supportive leadership under real pressure.

Why it matters here: Everything we run is compute. Access to hardware and inference capacity is the difference between a demo and a platform that answers at 3 a.m.

Our ask: Compute and hardware access for free public-benefit AI, plus an engineering mentor for our small build team.

First door: AMD corporate social responsibility / partnerships

What they did: Drove cultural change in a traditionally conservative agricultural sector, embedding diversity through cooperative operations and supplier networks.

Why it matters here: Rural families are the ones furthest from treatment, transport and counsel. A cooperative network is the fastest rural distribution channel that exists.

Our ask: Route our free rural intake and transport help through cooperative and supplier networks.

First door: Land O'Lakes corporate communications

What they did: Sponsors pride initiatives and serves on the LGBTQ+ Board Alliance, using financial-sector influence to reshape inclusion standards.

Why it matters here: Our international rollout needs UK and EU footing, and LGBTQ+ survivors are among the least served by existing recovery systems.

Our ask: UK and EU introductions for a free survivor platform, and inclusion standards we can adopt as written.

First door: LSEG corporate affairs

What they did: Institutionalized inclusive hiring and equity policy across a global HR business operating in very different legal markets.

Why it matters here: Recovery ends in a job or it does not end. Fair hiring for people with records and gaps is the single biggest missing piece of our ladder.

Our ask: A second-chance hiring pipeline for people leaving treatment, incarceration or a false accusation.

First door: Randstad global communications / ESG team

What they did: Audited his own workforce, found 60% of hourly employees could not cover their bills, then raised wages and cut their healthcare cost by roughly 60%.

Why it matters here: That audit is the honest version of pay equity, and it is exactly the doctrine we published: measure what people actually live on, then fix it upward.

Our ask: Review our published pay bands and the upward-only correction rule, and tell us where the math still fails a household.

First door: Public speaking / board office channel

What they did: Implemented unlimited paid time off and 18 weeks of paid parental leave on the premise that security and balance come before innovation.

Why it matters here: Family-and-work balance is the whole reason the platform exists. He already ran the experiment at scale and it worked.

Our ask: Leave and balance policy we can hand to partner facilities as a ready-made standard.

First door: Akamai Foundation / corporate responsibility

What they did: Leads consumer banking for roughly 85 million Americans while pushing financial inclusion and digital transformation.

Why it matters here: Families in crisis lose their footing at the bank first: no ID, frozen accounts, no credit, predatory fees. Inclusion here is immediate relief.

Our ask: Low-friction accounts and fee relief for households in documented crisis, plus financial-footing curriculum we can give away.

First door: JPMorgan Chase corporate responsibility

What they did: Sits at the center of Microsoft AI and cloud strategy, shaping the ethical deployment of technology that touches billions of people.

Why it matters here: Our entire care-coordination layer is AI-orchestrated. Ethical deployment for vulnerable users is not theoretical for us — it is Tuesday.

Our ask: Cloud and AI credits for free public-benefit use, plus a safety review of AI used with people in crisis.

First door: Microsoft Philanthropies / AI for Good

What they did: Took the company past State Farm in market share while filling roughly 80% of non-entry-level jobs internally, promoting Lori Niederst and Heather Day from within in 2026.

Why it matters here: Internal mobility is the ladder our people need. Someone leaving treatment or a wrongful accusation needs an employer who promotes rather than screens them out.

Our ask: An internal-mobility playbook we can hand to partner employers, and an entry lane for people rebuilding after crisis.

First door: Progressive corporate communications / talent office

What they did: Adapted horizontal drilling to geothermal and led the largest clean energy IPO on record in May 2026, raising about $1.9 billion for 24/7 carbon-free power.

Why it matters here: Round-the-clock clean power is what makes our Niagara green hydrogen and free-utility work real instead of seasonal.

Our ask: Technical read on our Niagara Falls hydrogen and firm-power pilot, and a route for clean power that lowers a household bill.

First door: Fervo Energy corporate / policy team

What they did: Built the corporate philanthropy function and impact campaigns that carried Bridgestone to #20 on the 2026 Forbes Best Brands for Social Impact list.

Why it matters here: Transportation is the single most common reason a family misses treatment, court or work. Tires and mobility are literal access.

Our ask: Tires, mobility support and safe-vehicle help for households in documented crisis through our free vehicle-access desk.

First door: Bridgestone Americas corporate philanthropy

What they did: Certified among the first nine companies under B Lab’s stringent 2025 standards, proving a small Black-owned interpretation business can meet the highest benchmarks.

Why it matters here: Interpretation is access. Deaf and non-English-speaking families are routinely locked out of court, intake and medical rooms we operate in.

Our ask: Interpretation capacity for free intake and court support, and mentorship on certifying a small mission enterprise.

First door: Enharmonic Encounters public contact channel

What they did: Runs a worker-owned architecture, engineering and renewable-energy cooperative that scored 189.4/200 on B Corp assessment in 2026 while strengthening local resilience.

Why it matters here: Economic democracy is the shape we want for care delivery — the people doing the work own the work.

Our ask: Show us how to stand up worker-owned local care and build crews so communities own their own recovery infrastructure.

First door: South Mountain Company general inquiries

What they did: Ranked #1 on the 2026 Forbes Best Brands for Social Impact, leading grocery-sector trust through consistent disaster response and community support.

Why it matters here: Food is the first thing that disappears in a household crisis, and the grocer is the most trusted institution left in many towns.

Our ask: A no-questions food lane for families in documented crisis, run through stores instead of an application process.

First door: H-E-B community affairs

What they did: Ranked #3 for social impact in 2026, sustaining a retailer-level giving model that funds local causes through dealerships rather than headquarters alone.

Why it matters here: A safe, reliable vehicle ends more crises than almost anything else we can hand a parent.

Our ask: Vehicle access, safety recalls handled free, and dealer-level partnership for families rebuilding transportation.

First door: Subaru of America Love Promise / corporate impact

What they did: Held the #1 spot for Best Companies for Diversity in 2026 as judged by employees of color.

Why it matters here: Research access decides which treatment a family gets. Paywalled evidence is a health inequity.

Our ask: Open research access for frontline recovery and trauma programs, and the inclusion standard we can adopt verbatim.

First door: Elsevier corporate responsibility

What they did: Ranked top three for diversity and #1 for Best Companies for Women in 2026 while running payroll for a large share of the workforce.

Why it matters here: Payroll is where wage discrimination is either visible or hidden. Our pay-equity doctrine needs data honesty at that layer.

Our ask: Anonymized pay-gap methodology partner employers can run, plus payroll footing for tiny community employers.

First door: ADP corporate social responsibility

What they did: Sustained a top-five diversity ranking in 2026 alongside genuine flexibility policy rather than an announced one.

Why it matters here: Flexible work is the difference between keeping a job and losing custody for a parent in treatment.

Our ask: Creative tools free for survivors telling their own story, and a flexibility standard for our partner employers.

First door: Adobe corporate social responsibility

What they did: Rated AAA by MSCI among top ESG stocks for 2026, powering efficient supercomputing and applying it to social problems.

Why it matters here: Our care coordination runs on inference. Compute access is the difference between answering at 3 a.m. and not answering.

Our ask: Compute grants for a free public-benefit care platform, and review of our models used with people in crisis.

First door: NVIDIA Foundation / AI for Social Good

What they did: Rated AAA on ESG for 2026 while building financial tools for households and the smallest businesses.

Why it matters here: Families in crisis lose their paperwork first: taxes, benefits, proof of income for court.

Our ask: Free tax and benefits help for households in documented crisis, and records tooling for court-ready income proof.

First door: Intuit for Good / corporate responsibility

What they did: Ties executive compensation to ESG goals, making stated commitments cost something at the top.

Why it matters here: Accountability that touches pay is the only accountability that lasts. We want that mechanism written into our own charter.

Our ask: The compensation-linked accountability mechanism in writing, plus nonprofit tooling for our free desks.

First door: Salesforce.org / Office of Ethical and Humane Use

What they did: Combines large-scale internal mobility with sustained representation of women and Black associates across a workforce of millions.

Why it matters here: Walmart is the largest employer in many of the towns we serve. Internal mobility there changes household income at population scale.

Our ask: A hiring lane and internal-mobility path for people leaving treatment, incarceration or a false accusation.

First door: Walmart corporate affairs / Walmart Foundation

What they did: Ranked #78 on the 2026 Forbes culture list and #1 in Maine, with employee AI accelerators and family-care benefits covering fertility and pets.

Why it matters here: Family-care benefits that include fertility and pets are the honest definition of a household. That is the standard we push to partner employers.

Our ask: Their family-care benefit design as a template we can publish free for small employers.

First door: WEX corporate communications

What they did: Recognized two years running for company culture in a utility sector where that is rare.

Why it matters here: Water shutoffs and arrears are a quiet driver of family separation. A utility that cares about its own people is a utility that will talk about shutoff policy.

Our ask: Shutoff protection and arrears relief for households in documented crisis, and a model tariff other utilities can copy.

First door: American Water corporate responsibility

What they did: Replaced points-based B Corp certification in April 2025 with mandatory minimums across seven areas including climate and human rights, certifying the first cohort — Ricola, Rituals, Xenia — in June 2026.

Why it matters here: We publish our own ledger and want to be graded by someone who cannot be flattered. Mandatory minimums are the standard we want held to.

Our ask: Assess a free-to-the-public care platform against the 2025 standards and tell us plainly where we fall short.

First door: B Lab global standards inquiries

What they did: Documented the habits of progressive organizations worldwide: rules replaced with freedom and trust, directive leadership replaced with supportive leadership.

Why it matters here: Our desks are run by a handful of people carrying crisis work. We need their playbook for trust-based structure, not another management layer.

Our ask: Review our desk model and tell us where we are still behaving like a hierarchy that slows help down.

First door: Corporate Rebels public contact channel

What they did: Made the case for green economic populism: climate policy must lower household bills to survive politically, shaping affordability-first agendas in 2026.

Why it matters here: Every family we serve is choosing between power, rent and treatment. A climate plan that cuts the bill is a recovery plan.

Our ask: Co-author a household-bill relief model for recovery households, and let us field-test it with real numbers.

First door: Climate and Community Institute research contact

What they did: Ranked 62nd on the 2026 culture list for a workplace built on fairness and trust that supports both careers and lives.

Why it matters here: Universities are the closest thing to a free research and clinical partner most of our families will ever get near.

Our ask: Clinical and research partnership on trauma and recovery outcomes, with findings published free.

First door: Duke community affairs / research partnerships

What they did: Drove a 23% surge in Asian shareholder activism in 2026, forcing board refreshment and long-term value discipline in Japan and South Korea.

Why it matters here: Governance pressure is the fastest lever on a company that will not fix its own conduct. We would rather be a data source than a headline.

Our ask: Treat frontline conduct and worker-harm evidence as governance risk, and route the resulting fixes back to the affected households.

First door: Investor relations / public policy desks

What they did: Fused climate action with cost-of-living relief in 2026 city agendas — free or fare-capped transit, heat pump access, publicly built housing.

Why it matters here: City hall controls the levers our families feel first: transit, shutoffs, housing, code enforcement, police conduct.

Our ask: A free-to-the-city intake and coordination desk for residents in crisis, and transit passes so nobody misses treatment or court.

First door: Mayoral offices and municipal partnership channels

What they did: Campaigning in 2026 on housing justice, utility regulation, healthcare as a human right and rejecting corporate PAC money.

Why it matters here: Whoever wins these seats writes the rules our families live under. We want the working brief in their hands before they take office.

Our ask: Take our field brief on family court, treatment access and utility harm. We give it to every candidate who asks — no money, no endorsement, no exclusivity.

First door: Public campaign contact channels

What they did: Chair the committees and caucuses that set healthcare, housing, caregiving and labor policy.

Why it matters here: Federal and national rules decide whether our free services are allowed to be free.

Our ask: Testimony and real household data for hearings on treatment access, caregiver pay and due process in family court.

First door: Committee and caucus staff channels

What they did: Organize the home care, hospital and service workforce that actually delivers recovery, and bargain for the wages that keep them in it.

Why it matters here: Care collapses without care workers. Their pay floor is our capacity ceiling.

Our ask: Joint work on a caregiver pay floor and free training, plus member access to our whole free platform.

First door: Union international and local communications

What they did: Overseeing a roughly $60 billion expansion built around inclusive, next-generation guest experience.

Why it matters here: Children who have lived through trauma deserve joy that was designed for them, not a discount on somebody else's day.

Our ask: Accessible, sensory-aware experience days for families coming out of crisis — designed with them, at no cost to them.

First door: Disney Experiences corporate citizenship

What they did: Ranked #2 for social impact in 2026 as a member-owned cooperative putting profit back into access to the outdoors and land stewardship.

Why it matters here: The outdoors is the cheapest and most effective mental-health intervention we have, and our accessible-outdoors work needs gear and guides.

Our ask: Gear, guided trips and accessible-outdoors programming free for recovery and survivor families.

First door: REI Cooperative Action / impact team

What they did: Steward the free land, water and trails that carry most of the world’s accessible rest.

Why it matters here: Free access to nature is a treatment we can prescribe today at no cost, if the gate, the trail and the transport work.

Our ask: Fee waivers, accessible trail access and transport partnerships for recovery and survivor families.

First door: Park agency partnership offices

What they did: Control the seats, stages and instruments that carry the fastest emotional relief humans have found.

Why it matters here: Music reaches people in early recovery when words do not, and instruments and tickets are priced out of reach.

Our ask: Free seats, instruments and lessons for families in recovery, with no photo-op attached.

First door: Venue and label community programs

What they did: Run the leagues, clubs and youth programs that decide whether a kid has somewhere to be after school.

Why it matters here: A child in a program at 4 p.m. is a child not absorbing an adult crisis alone.

Our ask: Free youth places, equipment and family tickets for households in crisis — quietly, no jersey with a label on it.

First door: League and club community foundations

What they did: Hold the empty seats and empty rooms that already exist on every route and every night.

Why it matters here: Reunification, treatment placement and court appearance all fail on travel first.

Our ask: Standing donated seats and rooms for reunification travel, treatment transfers and court appearances.

First door: Airline, rail and hotel foundation channels