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This is such a relevant question that many of us grapple with! I hear this frequently while working with clients. One-person organizations can bring incredible passion and efficiency to their work, but they do present unique considerations around capacity, sustainability, and oversight.

I'd love to hear from others about their experiences with this. Some questions that might spark discussion:

For those who do fund one-person entities:

• How do you assess organizational capacity differently in these cases?
• What due diligence processes have worked well for you?
• Have you found certain program areas or grant sizes where this model works particularly well (or poorly)?

Regarding safeguards:

• Are there specific financial oversight mechanisms you've implemented?
• How do you handle succession planning or continuity concerns?
• Do you require different reporting structures or check-ins?

For the broader group:

• Have you seen one-person organizations successfully scale, or do you typically view them as inherently limited in scope?
• How do you balance supporting emerging leaders with managing institutional risk?

@GloriaDillard raises important points about financial management and disbursements. I'm particularly curious if anyone has creative approaches to address these concerns while still supporting innovative, founder-led work.

Looking forward to learning from everyone's experiences and approaches!

Thank you!