Jeroo Billimoria Jeroo Billimoria is the founder of Childline, which is a twenty-four-hour helpline for children needing help. Billimoria did post graduate work in New York City, becoming involved in a project called "Coalition for the Homeless," a nonprofit that assists the homeless. "I was very moved by the spirit of survival among the homeless," Billimoria said. She found herself drawn to the children back home in Bombay, India, and discovered that they needed to be acknowledged, that they were "proud." The children began calling Billimoria, "Didi," which means "big sister." Soon, Billimoria realized that it could take days for a street child to receive help in an emergency, and her idea for Childline was born. Billimoria wanted to network the various organizations that give assistance to children together. Ultimately, Billimoria was inspired to start a twenty-four-hour hotline that could provide immediate response to the needs of Bombay's street children. Since then, Childline has expanded into forty-two cities, 120 organizations implement the service, and as of October 2002, Childline has fielded over 2.7 million calls. Childline is an organization that deeply cares for the rights of a child, and goes to great lengths to demonstrate respect and courtesy for each individual. Despite all this, Billimoria is humble and acknowledges her weaknesses. Since resigning from Childline, she stated, "I was a lousy administrator." Billimoria's genius for setting up a thriving organization that assists children lies in her ability to synthesize available resources by linking various programs together, seeing a problem, and envisioning a bold, simple solution. James P. Grant During his time of leadership at UNICEF, James P. Grant demonstrated the social entrepreneurial characteristic of a "Strong Ethical Impetus." Simply, the entrepreneurial trait of a strong ethical impetus means to be motivated by a desire for justice, not wealth or power. Grant demonstrated this quality by his constant, energetic motivation to put an end to the premature deaths of easily cured, sick children around the world. In 1980, James P. Grant became the leader of UNICEF. When he acquired this leadership position, Grant had already perceived a strong vision of where he wanted UNICEF to make its mark on the world. Although the specific strategies had not yet been evaluated, Grant knew that he wanted to put an end to the easily curable, premature deaths of unvaccinated, malnourished, and severely dehydrated children. Although seen as slightly crazy by co-workers and the