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A Somali fisherman stands on a beach in early 2011, considering his options: should he embark in his tiny fishing vessel, or join a nearby pirate crew? His war-ravaged country, entering its twentieth year of civil war, was in the midst of a famine that had claimed hundreds of thousands of lives, and piracy had recently become the country's greatest claim to fame, securing ransoms to the tune of millions of US dollars in one of the poorest corners of the global economy. Why had piracy become such an attractive option for Somalis? Why did some even consider it "just," and how could maritime trade be made safer again?

A Somali fisherman stands on a beach in early 2011, considering his options: should he embark in his tiny fishing vessel, or join a nearby pirate crew? His war-ravaged country, entering its twentieth year of civil war, was in the midst of a famine that had claimed hundreds of thousands of lives, and piracy had recently become the country's greatest claim to fame, securing ransoms to the tune of millions of US dollars in one of the poorest corners of the global economy. Why had piracy become such an attractive option for Somalis? Why did some even consider it "just," and how could maritime trade be made safer again?

Di-Ann Eisnor, Director of Growth at Waze, founded the company's Connected Citizens Program (CCP), a data-sharing partnership that provided officials with traffic incident and congestion data in exchange for data on anticipated road closures, re-routing, etc. Since 2015, her program had enabled officials in Kentucky and elsewhere to share more reliable traffic information more quickly with drivers. Amidst limited resources, her free program had become a key tool in their transit management arsenal. But now, facing ever-rising expectations and perhaps record crowds, the program that Eisnor and CCP's 3-person team had built, was short the analytical tools Kentucky officials felt they needed to prepare for the Kentucky Derby, their biggest event of the year. What would she do about that? Eisnor had a challenge on her hands in Kentucky. And also in Jakarta. And Los Angeles. From its launch in October 2014 through spring 2016, one-on-one contact by her small CCP team had spurred growth from 10 to more than 50 partners, including city, state and country government agencies, nonprofits and first responders. CCP's early successes had won numerous accolades in the international press. This high-profile media attention had, in turn, earned Eisnor and Paige Fitzgerald, CCP's Program Manager, kudos from their Waze colleagues and caught the attention of Waze's now-parent company, Google. But the successes came with high expectations, too. Waze was intensely focused on user-growth and Google's culture was to build things and then build those things "10x" bigger. How would Eisnor's team take a free program supported by three people to 500 partners, or more?