As Michelle Rhone-Collins took the helm as CEO of LIFT, a nonprofit social enterprise that aimed to break the cycle of generational poverty in the United States, she aspired to grow LIFT’s outcomes by transforming its service model and reaching more of the six million American families with young children living in poverty. Rhone-Collins recognized that renewing LIFT’s purpose and approach would be a delicate process. Since 1998, the organization had evolved to a direct-service model that centered its work on the people it served and endeavored to improve members’ family well-being, financial strength, and social capital through its secret sauce of “hope, money, and love.” What’s more, LIFT supported this work through a loving, uplifting culture that prized humility, learning, and inclusive decision-making. As Rhone-Collins became CEO in 2019, she had to drive innovation in LIFT’s services without disrupting the human-centered approach that underpinned its work. As Rhone-Collins sought to lead LIFT’s efforts and discover this balance, she and her leadership team were wrestling with difficult questions. Among them: How could they craft a vision to innovate and accelerate LIFT’s work while preserving the qualities that made it successful? What organizational and cultural capabilities would LIFT have to develop? How should they pace change and help staff, members, and funders make sense of the transformation? Most fundamentally, was it feasible for an organization that prized people and direct service to grow its impact while preserving a human touch?