It's hard to think of a more pressing challenge than measuring ”impact” or ”meaning.” What is impact? What is the business case for achieving that impact? And how do we drive entire management teams to realize that impact at scale? This is a call to all practitioners: if there is a true business case for impact, let’s move away from a box-checking metric exercise that can create a “metric burden,” and towards a more value-adding approach that enables entire businesses to drive around profit-with-purpose performance. At LeapFrog, the world's largest profit-with-purpose equity fund extending financial services to millions of underserved customers, we have developed a value-adding impact measurement framework we call FIIRM. The inside scoop: profit and purpose go hand in hand through leading operational indicators. We want to open the dialogue to share similar and dissimilar approaches, ask hard questions, and shift our thinking away from social screening towards deeper performance management that enables the “good companies” to achieve meaningful social impact at scale.