When we made the decision at Coastline Equity to donate 50% of our profits, we didn’t do it to check a box or earn PR points. We did it because generosity is good business. Because values aren't something you hang on a wall. They’re something you budget for.
For years, my mentor and Coastline’s founder George Mayer had set a quiet standard: donate 2% of top-line revenue to causes that matter. When Lauren and I became the sole owners in 2022, we had to ask ourselves what kind of company we wanted to build well into the next 50 years. The answer wasn’t a spreadsheet or slogan. It was a decision to give boldly, lead differently, and let generosity shape our culture, not just our calendar.
Giving is often viewed as an act of charity. Something extra. Something you do when you "make it."
But what if it’s actually a leadership lever?
At Coastline, philanthropy has become a strategy, a way to keep our company grounded, our mission clear, and our team aligned. It clarifies decisions. It puts pressure on the right things. And it helps us attract people who are in it for more than just a paycheck.
When people know that half of our profits go to causes we believe in, from homelessness prevention to youth development, something shifts. The work becomes personal. Accountability becomes cultural. And trust becomes more than a brand promise.
Our team rallies around something bigger. Vendors understand our expectations and mission. Clients respect the clarity of our vision. When you lead with generosity, you create an ecosystem of purpose.
We don’t base our giving on gross revenue. That wouldn’t be sustainable. We give 50% of our adjusted gross income, post-expenses but before owner distributions.
We built this into our operating rhythm. Each year, we look at our net numbers and set aside our giving allocation before we talk about bonuses or personal returns.
And we don’t pick the causes alone. Every team member can suggest nonprofits they care about. We also match employee donations. This isn’t "my cause." It’s our company’s mission.
The result? Our people feel pride. Pride in where they work. Pride in what we stand for.
I’ve seen the energy on our team shift when they know that every deal closed, every lease signed, every challenge solved, it all contributes to something bigger. To kids getting school supplies. To artists receiving grants. To housing access programs.
Purpose turns pressure into passion.
We support Harbor Connects, a nonprofit focused on keeping people out of homelessness.
We serve on local boards, fund youth sports and arts programs, and help build safer spaces in the neighborhoods we serve. We’ve funded programs and initiatives at our local Boys & Girls Club. We’ve helped support women empowerment programs across Southern California.
This isn’t about a write-off. It’s about writing people in to the story of what business can do when it listens.
We didn’t expect this, but giving has made us sharper operators.
Top talent wants to work here, not just for the paycheck, but for the mission. Clients stick around longer. They trust us because they see what we’re about. And when crisis hits, like COVID-19 or market shocks, our team steadies faster. Purpose builds resilience.
ESG has become a buzzword. But we’ve seen how real generosity moves beyond quarterly metrics and buzzwords.
We don’t publish fancy ESG decks. We build real relationships. We ask, "What do you care about?" and then we align our capital with those answers.
Giving makes us slower to cut corners. It keeps us thinking long-term. And it forces us to see our properties as part of a community, not just a portfolio.
You don’t have to start at 50%.
Start by matching employee donations. Pick one cause. Allocate 1% of revenue. Ask your team what matters to them. Make it part of your culture, not just your compliance strategy.
Tie your growth goals to your impact goals. Let philanthropy be a forcing function for your values.
Leadership is about what you fund, not just what you say. The budget is a reflection of belief.
For us, giving 50% was never about sacrifice. It was about strategy. It was about building a company that could serve others without losing its soul.
What about you? What would your company look like if generosity was part of your business model?