When we launched in 2019, we chose the name Horizontal to reflect our commitment to  flattening the hierarchies that pervade tech non-profits: internally, in how we organize ourselves; and externally, in how we relate to the people we develop technology for.

Horizontality is a journey. We've faced challenges along the way but managed to make continuous, incremental progress in both our internal decision-making–from who we work with, to how we calculate salaries–and creating new ways for our users to shape the design and development of our tools. And at times, we are able to move faster than small, incremental changes, and instead take a big step in bringing more horizontality to our organization. This is one such time: we're moving to a co-leadership model with Carolina Hadad joining me as co-Executive Director!

Co-leadership

If you've worked with Horizontal, you already know Caro for her leadership as lead product manager of Tella and for her passion in building close relationships with our users and partners. For years already, Caro has also taken on key internal responsibilities to improve Horizontal's internal processes, represent the organization at events, or raise funds to keep us going. In many ways, Caro becoming co-ED is about making official something that has already been true for many months.

This new co-leadership model is also about bringing a range of skills, perspectives, and connections to make Horizontal leadership more effective. Caro brings more than 15 years of experience working on public interest technology, especially in Latin America. Caro has worked in government, in the private sector, and in local and international civil society organizations, focusing on causes ranging from reproductive health to open government, gender equity in tech, and digital rights. She also brings the experience of co-founding and co-leading her own non-profit, Chicas en Tecnología, eventually stepping out to make room for new leadership. Caro's leadership will make Horizontal a better, stronger organization and truer to what it was designed to be.

The road ahead

Trinh Nguyen, who helped build Horizontal 8 years ago, warned me from day 1 about founder's syndrome--founders who cling to their original vision and become obstacles to the changes that their organization needs to grow and adapt. This is a risk in all organizations, but it's especially dire for organizations facing challenges that demand radical organizational changes.

Like many human rights non-profits at this time, Horizontal is facing an acute budgetary crisis. Earlier this year, some of the team had to move to part-time employment, and by the end of the year, the entire organization may have to follow suit. This is exactly why now is the right time to move to a co-leadership model: Horizontal needs new perspectives, new ways of thinking, and new skill-sets to help us move forward.

I am excited to usher in this new chapter for Horizontal alongside Caro at the helm!

Raphael