Areas We Work In

Three Verticals

The Shared Prosperity Model in practice — industry, entrepreneurship, education.

The thesis is not finished. It is being tested in the places where the next economy is actually being built — in major industrial investments landing in specific regions, with founders navigating the transition from operating a business to owning one, and in classrooms where the next generation of citizens is learning to understand the economic system they live inside. Each lane is a different testing ground for the same argument.

Workforce, Shared Ownership, & Community Infrastructure

Major industrial investments are reshaping the American economy — semiconductor reshoring, energy infrastructure, healthcare delivery, advanced manufacturing. These are the sectors where capital is moving at scale and where the next decade of American economic development will be largely decided.

Almost none of this investment is being designed, from the start, to produce broad-based community ownership and durable workforce pathways. We work with industry partners, government agencies, and community institutions to change that pattern at the project level — designing the workforce pipelines, ownership pathways, and community engagement architecture that determine whether major industrial investment produces broad-based prosperity or extraction.

Current Engagements

Puerto Rico — Semiconductor Reshoring. We are working with AGMI, the SEMI Foundation and the Institute for Manufacturing at the University of Cambridge on a supply chain strategy for the commonwealth of Puerto Rico. The engagement with the Department of Economic Development and Commerce of the government of Puerto Rico and Invest Puerto Rico will be to prepare these partners to attract the semiconductor industry to the island and promote jobs and economic growth. Our role is the implementation partner layer: building the talent pipelines, the university and workforce development partnerships, and the community engagement infrastructure that determine whether industrial investment translates into durable economic benefit for Puerto Rican communities. The work is in its early phase. The thesis is that getting this design right in Puerto Rico produces a template for inclusive economic growth.

Founder Transitions & Ecosystem Building

Business ownership is hard, and the founders who make it past the early years have demonstrated discipline, business acumen, and personal capacity that most people do not. That part is real. Beyond the execution challenge, there is a structural one — and the structural challenge is the part most founder support programs underweight.

The founders who reach the $2–$5 million revenue threshold and stall are not stalling because they failed at execution. They are stalling because the next stage requires them to transition from a founder-centric business to one with transferable assets, replicable systems, and institutional credibility. We develop the frameworks, the cohort experiences, and the ecosystem infrastructure that make that transition possible at the scale where it actually matters: procurement, contracts, and capital.

Current Engagements

Founder Owner Cohort. SPCC.1 is launching the inaugural Founder Owner Cohort. The program is designed for founder-owners of privately held businesses in the $2M–$5M revenue range who are navigating the transition from building a job around themselves to building a transferable business asset. The leadership cohort focuses on the practical realities of ownership transition, business maturity, and long-term enterprise design. Through a structured peer-learning experience, founders explore how to reduce founder dependency, strengthen operational and leadership infrastructure, improve strategic positioning, and prepare for future growth, succession, acquisition, employee ownership, or other transition pathways. The curriculum is organized around three core areas: founder readiness, business asset readiness, and transition planning. Participants engage in facilitated discussions, diagnostic tools, case studies, and implementation exercises designed to help them clarify what comes next and build a roadmap to get there. The program applies SPCC.1’s cohort-based leadership methodology — scaffold, model, coach, fade — developed through more than twenty-five years of entrepreneurial ecosystem building, executive management advising, and organizational development work.

Economic & Civic Formation

Political agency without economic literacy is fragile. Most Americans are taught how their political system works — the three branches, the role of voting, the structure of constitutional rights — and almost nothing about how their economic system works. By the time most citizens encounter these questions in adult life, they encounter them through partisan media, financial marketing, or personal crisis — none of which is designed to build the kind of structural understanding democracy actually requires.

We work with educators, K–12 networks, universities, and civic engagement institutions to develop the curriculum, frameworks, and partnership pathways that make economic literacy a foundational element of civic formation — not an afterthought.

Current Engagements

The Economic Democracy Curriculum. We have developed a curriculum framework that teaches young people to think structurally about economic systems — how power and democracy intersect with economy and capitalism, how political agency depends on economic understanding, and how citizens can engage their own economic lives as participants rather than spectators. The framework is grounded in primary sources and structured for late high school and first-year and sophomore undergraduate audiences. It is being prepared for institutional adoption and we welcome conversations with potential partners. The live curriculum site is at economicdemocracy.co.
Download a one-pager here.

Read the thesis The Argument → The Shared Prosperity Model — an introduction to the work. Or learn more About SPCC.1 → Who we are, how we work, the team behind the practice.