Lessons from impact leaders
For some time now, I’ve had the privilege of speaking with people who are transforming the world through their projects. I do so in the #ImpactConversations series that I publish in Diario Responsable, and also through my work at ComBoca. These interviews help me reflect on the true meaning of impact within organizations, and they have left me with valuable lessons I wanted to share.
One of the clearest is this: purpose is not a slogan. It is the compass that sustains you on difficult days. Antonio Espinosa de los Monteros, founder of AUARA and Liux, put it this way: “Purpose has to be what drives you on the hard days.” A good idea is not enough—resilience, patience, and fellow travelers who share the vision are essential. Recognizing the importance of mental health, speaking openly to ask for help, and making low moments visible are also part of a more honest form of leadership.
Another key lesson has to do with growth. María Guerrero, from Acción por la Música, reminds us that social impact is not an add-on, but a deep commitment to communities. Her project uses music as a tool for transformation, creating orchestras and choirs for children and young people in vulnerable environments, and fostering spaces of trust, self-esteem, and belonging. It is a powerful example of how an innovative model can change lives, reduce inequality, and build the future by working hand in hand with families and schools.
Innovation also appears in less obvious ways. Arancha Martínez, from itwillbe and Comgo, explained how blockchain technology has enabled transparent fund management while putting beneficiaries at the center. Her message is clear: it’s not just about raising more money, but about being more effective in creating real social impact. She stressed the importance of measuring success not by the volume of funds managed, but by the number of lives improved—and warned of a real risk: that poorly managed digital transformation can even put vulnerable communities at greater risk. It’s a reminder that technology should be a tool for good, not an end in itself.
When it comes to leadership, Pablo Sánchez, a driving force behind B Corp in Spain, argued that companies need “identity, structure, and community” to sustain their commitment to impact. He noted that many impact-driven SMEs and startups find it easier to become B Corps because they are born with purpose embedded in their DNA. At the same time, he highlighted the deep cultural changes required in larger organizations—changes that demand time and determination. Ultimately, sustainability must be integrated into the core of the business, not treated as a department or a report.
From Unlimited, Manuel Lencero spoke about the “economy of disinterest”—one that is not solely focused on immediate profitability. His approach challenges the notion that impact-driven companies are unusual; instead, he suggests that what should be considered strange are companies that do not promote social impact. His reflection stayed with me: systemic change requires courage, coherence, and time. Transforming corporate culture does not happen overnight—it requires leading by example, proving ideas through action, and building alliances that help spread a new way of doing business.
From a very personal starting point, yet with the same clarity of purpose, Amaia Rodríguez, founder of The Gravity Wave, shared how her social enterprise was born after witnessing idyllic beaches in Southeast Asia covered in plastic. Her story shows how a well-defined purpose not only guides decision-making, but also helps convince others—in her case, thousands of fishermen—that they can move from being part of the problem to becoming protagonists of the solution. It also illustrates how a clear purpose forces difficult choices, including turning down tempting shortcuts that could compromise the mission.
Finally, Irene Milleiro, from Ashoka, shared that being a changemaker is not about giving fish or teaching people how to fish, but about transforming the fishing industry itself. Her call is to think big—to go beyond local or isolated solutions and aim for structural change. Irene champions something I believe is essential: the need to build alliances, share knowledge, and understand that no one transforms systems alone.
All of these voices come from different backgrounds and follow different paths, yet they have left me with a shared conviction: impact is not an adjective added to a business—it is the result of rethinking, from the very beginning, why an organization exists. And it also means recognizing that this path is not easy; it requires support networks, self-criticism, and the humility to keep learning.
Pablo Martín Sánchez
Director of Sustainability at ComBoca and contributor to Diario Responsable
