Smart Capital: How The Egmont Trust Is Bringing a Venture Mindset to East Africa

Dec 16

*Co-Founders of WERULE Camille Jalandoni and Justyna Kedra with Jonathan Imperial*

The Setting: Park Avenue, New York City

There are fundraisers, and then there are institutions. Last night, amidst the storied architecture and old-world grandeur of the Racquet and Tennis Club in New York City, WERULE co-founders Justyna Kedra and Camille Jalandoni attended the Egmont Trust gala. The evening was steeped in history, bringing together a curated network of philanthropists dedicated to a singular, urgent cause.

But the true masterclass in strategy occurred the following morning.

Camille and Justyna reunited with Clare Evans, Egmont’s Deputy Chair and co-founder, at the Yale Club the following day. Over tea in the quiet hum of the library, Evans pulled back the curtain on an operational model that functions less like a traditional NGO and more like a blue-chip venture fund.

For the modern philanthropist who demands ROI, measured in human potential rather than dividends, Egmont Trust offers a compelling blueprint.

The "Seed Stage" Approach to Aid

Most charitable organizations operate on a "spray and pray" model. Egmont operates on competence.

During their discussion, Evans detailed Egmont's "graduated grant structure," a methodology that mirrors the funding rounds of Silicon Valley. They do not simply deploy massive checks to unproven entities. Instead, they identify promising local leaders and invest in stages:

The Seed Round: Investments typically commence with a smaller tranche, approximately £15,000, for a one-year pilot project.
The Growth Round: As partners demonstrate the ability to execute, manage finances, and deliver tangible results, they "unlock" greater funding tiers and multi-year support.

This disciplined approach ensures that capital is directed toward sustainable, cost-effective solutions rather than administrative bloat.

The 10% Rule: Rigorous Selection

In the world of private equity, deal flow is critical, but selection is everything. Egmont applies a similarly ruthless filter to its portfolio.

While they continually source new projects through deep in-country networks, their standards are exacting. Evans noted that more than 90% of applicants are unsuccessful. To make the cut, a prospective partner must demonstrate not only a deep understanding of local issues but also a working model with significant results and, crucially, leadership defined by absolute integrity.

Egmont is effectively hunting for the "unicorns" of the impact sector—local leaders who are already driving change but require the strategic capital to scale.

Locally Led, Not Prescriptive

A defining characteristic of Egmont’s philosophy is its rejection of the "savior" complex. They do not import Western solutions to solve African problems.

Instead, they seek out partners who are already embedded in the communities they serve. Because these partners are local, often living in the very villages they support, they possess the deep linkages and referral networks necessary to identify the most vulnerable individuals who typically slip through the cracks of larger international aid organizations.

Radical Transparency

For the discerning donor, the primary concern is often the opacity of funds. Egmont addresses this with a level of scrutiny that rivals corporate governance.

Financial Controls: They work directly with partners to scrutinize and improve financial processes, ensuring total transparency in how funds are utilized.
Site Verification: They do not rely solely on written reports. Egmont staff and Trustees conduct regular site visits to meet beneficiaries in the field and verify that the data matches the reality on the ground.
Impact Reporting: They compile robust data points across their entire portfolio to communicate exactly what is working and where challenges remain.

A Hand-Up, Not a Hand-Out

Perhaps the most compelling aspect of the Egmont philosophy is its exit strategy. They challenge their partners toward sustainability, guiding them to build independent operating models. The ultimate goal is to provide a "hand-up, not a hand-out," ensuring that the change created is permanent rather than dependent.

Leaving the Yale Club, Kedra and Jalandoni were struck by the sophistication of the approach. Egmont Trust is redefining philanthropy by combining the empathy of a non-profit with the rigor of an investment bank. For those seeking to support high-yield social change, this is the portfolio of choice.