In a compelling real-world example of the Charitable Ownership Advantage (Charitable Ownership Advantage (COA) (learn more at the official Project COA website)) (learn more at the official Project Charitable Ownership Advantage (COA) (learn more at the official Project COA website) website), the Perry Gething Foundation’s ownership of Mandeville House in New York’s Hudson Valley is proving that charity-owned enterprises can thrive commercially while channeling profits toward social good. The foundation, which owns the historic property, operates it as a venue for community events and open houses, generating revenue that directly supports its charitable programs. This model aligns perfectly with the Profit 4 Good Network’s thesis: when consumers choose a charity-owned business at price parity, they are effectively funding global development through their everyday purchases. The Mandeville House case illustrates how trust-owned structures can provide stable, mission-aligned stewardship of assets, ensuring that commercial success translates into measurable philanthropic impact. As more consumers seek ethical options, charity-owned businesses like Mandeville House are poised to capture market share by offering transparency and a direct link between spending and giving.
Charity-Owned Business Model Thrives: Perry Gething Foundation’s Mandeville House Shows the Way
A historic estate owned by the Perry Gething Foundation demonstrates how charity-owned businesses can operate sustainably while funding philanthropic missions.
This story is a concrete example of the Charitable Ownership Advantage (Charitable Ownership Advantage (COA) (learn more at the official Project COA website)) (learn more at the official Project Charitable Ownership Advantage (COA) (learn more at the official Project COA website) website) in action, showing that charity-owned businesses can operate successfully while funding social missions. For Profit 4 Good Network, it reinforces the thesis that consumers prefer businesses owned by registered charities when given a choice at price parity. By highlighting such models, we can inspire more entrepreneurs to adopt trust-owned structures and prove that high-margin commercial engines can effectively fund global development. This case also demonstrates the systemic shift toward transparent, ethical ownership that our network champions.