In Mexico City, Marianna Guerrero dons a red cap and blue apron. She arrives early in the morning at a depot to pick up a cart filled with yogurt and other dairy products. Pushing her cart, labeled with the name “Semilla” (meaning seed), she follows an assigned route, walking door to door selling her goods to existing customers and taking note of potential new ones. When she completes her shift, Guerrero (whose real name has been changed in this article to protect her confidentiality) returns to the depot to report her sales and to chat with her colleagues. She also speaks with her supervisor about what is and what isn’t working on the route. This scene may seem unremarkable, but for Guerrero, it was unthinkable just a few years ago. Before starting work at Semilla — a food delivery enterprise financed by the Danone Ecosystem Fund — Guerrero was shy and withdrawn. Now she is self- assured. “I like my work,” she told an interviewer. “It has helped me grow as a person within my family [as the mother of a 10-year-old son] and with my customers. I realize that I have worth and I can achieve whatever I want to.” A key part of Semilla’s mission is to improve the well-being of its employees, who are mainly women from low-income households, through formal employment and sales training. Semilla also goes further than many such enterprises by providing benefits, including health insurance, housing credit and life skills training on subjects like money management, nutrition education and improving family dynamics. Semilla values the life of the whole employee, not just the worker. In 2013, WDI’s Performance Measurement Initiative began working with Semilla and Danone and their local partners, the social enterprise organization Ashoka and the NGO Cauce Ciudadano, to develop and conduct an in-depth impact evaluation study. Its aim was to understand how working at Semilla impacts employees. The study was divided into two parts: a strategic analysis to gain a deep understanding of the project’s potential impacts using qualitative data, followed by a performance analysis to quantify and track potential improvements to those selected impacts over time. For the first segment, the team interviewed 49 stakeholders, including senior management, depot managers, zone chiefs and sales supervisors. Also contacted were salespeople who had left Semilla as well as customers and key partners who assist with skills and sales training. These interviews helped prioritize which impacts to quantify in the performance analysis. Semilla Performance Measurement 25th Anniversary 37