From the introduction:

Launching Insolar was certainly one of those adventures I had not predicted for my life. From everything I had learned at university, graduating in business administration, it would make no business sense to promote high-end grid-tie long-lasting renewable energy technologies for low-income communities living on a day-to-day basis and coping with unreliable electrical infrastructure. Furthermore, to gamble on broad collaboration between stakeholders who were not necessarily used to collaborating would also require a unique approach and a great deal of resilience.

(…) I cannot properly describe the feeling of realising that someone outside your social business, from the other side of the Atlantic, knew exactly the right questions to be asked, bringing a unique perspective about Insolar’s approach just by actively listening to Insolar’s stakeholders, and inviting us to reflect on specific topics. The discussions gradually strengthened the knowledge basis by means of which Insolar is sustained, paving the way to a constructive exchange between the academic world and the social business world, and creating the foundations for a collective learning curve that could bring new insights for social entrepreneurs and future researchers on transculturality.