I think Givology is entering a rite of passage phase in all organizations' development, the growth and expansion phase. In this phase, we will need: significant amounts of capital, large-scale marketing efforts to differentiate and gain visibility, and to synchronize with external goals, quick internal growth. It's such an invigorating and exhilarating time for us, as with every minute, the founders need to react and problem-solve. I think that this phase is a beginning to a very dynamic maturation process for Givology.

Funds to ignite this new effort and pace in development are so crucial. We're finding that despite our founders being in fairly large cities (New York, London, Seattle, Philadelphia), the power of our networks remain latent. But we've compensated for some of those material shortfalls with a newfound burst of energy and drive. It could be closely related to our new internal team expansion...

At Penn, we've recently recruited a handfull of dedicated, passionate students, who are just as eager to get down and dirty to help us build a bigger, better Givology. Upon realizing the speed at which we needed to move, original Givology founders did some quality control and shifted our operations to optimize efficiency and performance- for both old and new members. We also recognized which core compentencies we have and which ones we could use more support in. Thus, we're deciding to start recruiting more talent to join the senior team.

Meanwhile, switching back to the external growth topic, Givology is branching out and cooperating with outside organizations that share similar visions to galvanize marketing in large cities. Credit crunch, financial drainage, no fear! Microphilanthropy (http://givingspace.org/papers/microphilanthropy.htm) is not necessarily subject to our current big business driven, cash-strapped state.

I believe that the weak economy has actually highlighted innovative, socio-economic openings in our society.