U.S. charitable giving reached a record $592.5 billion in 2024, with individual donors contributing 66% of that total. Yet as philanthropy grows more sophisticated, donors increasingly want to know their contributions produce measurable results rather than simply funding operations. This shift toward impact-focused giving has pushed philanthropists to develop clearer frameworks for evaluating where and how they deploy resources.
Jean-Pierre Conte, managing partner of family office Lupine Crest Capital, has spent years refining such a framework through the JP Conte Family Foundation. Established in 2017, the foundation has distributed millions to organizations spanning education, medical research, and environmental conservation. What sets his approach apart is a willingness to evaluate nonprofits with the same rigor he brings to business decisions—while remaining guided by deeply personal values rooted in his own family history.
Conte serves as the foundation’s sole funder and president, maintaining direct oversight of every grant recipient rather than delegating decisions to staff. This hands-on structure allows him to apply lessons learned across decades in private equity to how he assesses charitable organizations. “A lot of nonprofits aren’t run crisply,” he observes, noting that he evaluates them with the same performance orientation he brings to business.
His philanthropic priorities trace directly to his upbringing. Jean-Pierre Conte spent his early years in Brooklyn before his family settled in New Jersey. His father Pierre escaped France after the Nazi occupation ended, while his mother Isabel departed Cuba seeking independence and a fresh start in America. “I grew up in a modest household that had big dreams and big aspirations, but we didn’t have a lot of resources,” he shares.
Those formative experiences now inform every grant decision his foundation makes. Rather than spreading resources thin across dozens of causes, Jean-Pierre Conte concentrates giving in areas where personal connection meets institutional excellence: educational opportunity for first-generation students, neuroscience research honoring his late father’s battle with Parkinson’s disease, and environmental conservation work through partnerships like Pepperwood Preserve in Northern California.
Principle One: Evaluate Organizational Capacity Before Writing Checks
Jean-Pierre Conte’s approach to selecting grant recipients begins with assessing whether an organization possesses the internal capacity to execute its mission. Before committing funds, he conducts direct evaluations of prospective partners.
“I interviewed each school, visited each school, and learned that some of the schools were really good at it, good at providing resources, attracting that talent, and even mentoring that talent while they were at school,” he explains. “And other schools didn’t. They were either too small, didn’t have the resources, or both, and sometimes schools didn’t have the talent or the conviction to do it.”
This vetting process led him to establish the Conte First Generation Fund at 11 universities, including his alma maters Colgate University and Harvard. Rather than distributing scholarships broadly, he concentrated resources at institutions demonstrating both commitment and capability to support first-generation students throughout their college experience.
The 2025 Bank of America Study of Philanthropy confirms this capacity-focused approach is gaining traction among affluent donors. Researchers found that philanthropists increasingly deploy sophisticated giving methods—including donor-advised funds and private foundations—while applying measurement and evaluation frameworks to their grants.
Principle Two: Prioritize Leadership Quality Within Partner Organizations
For Jean-Pierre Conte, organizational leadership often determines whether a nonprofit can translate funding into outcomes. His experience with Sponsors for Educational Opportunity (SEO) demonstrates this conviction in practice.
When he observed that SEO’s Bay Area operations needed stronger direction, he advocated for leadership changes rather than simply increasing his financial contribution. “We multiplied the number of students served in the Bay Area by five to seven times,” he shares about the results following that transition.
The program now graduates 85% of participants from four-year colleges, and four out of five SEO Scholars become the first in their families to earn a degree. Those outcomes stem partly from the organization’s leadership infrastructure—the kind of institutional strength Jean-Pierre Conte screens for before committing foundation resources.
His decision to fund two endowed professorships at UCSF in November 2024 followed similar logic. The $5 million gift supports Parkinson’s disease research through positions overseen by S. Andrew Josephson, MD, chair of the Department of Neurology.
“Andy is such a great leader. He’s on a mission to find better solutions for brain health. He’s brilliant, but he’s also full of empathy and drive. When I met him, I knew I wanted to support his work at UCSF,” Jean-Pierre Conte recalls.
Principle Three: Start Intervention Early to Maximize Long-Term Impact
Jean-Pierre Conte’s philanthropy initially concentrated on supporting students already enrolled in college. Over time, he recognized that earlier intervention produced stronger outcomes.
“A light went off, and I came to the conclusion that I need to start sooner, in high school or earlier, to really help change the trajectory,” he explains. This realization led him to partner with organizations like 10,000 Degrees, which works exclusively with students from low-income communities—93% from Black, Indigenous, and Latino backgrounds.
The foundation donated $250,000 to 10,000 Degrees in 2023, supporting programming that reaches students as early as eighth grade. SEO Scholars operates similarly, providing after-school programs, Saturday classes, and summer sessions that supplement public school education years before college applications begin.
“These are kids who, voluntarily in eighth grade, agree to go into this program and do after-school work, work on Saturdays, work during the summer, and extra tutoring to supplement their public school education,” Jean-Pierre Conte has noted. “Plus, they agreed to mentoring to get them to go to college.”
Principle Four: Build Permanent Infrastructure Rather Than Provide Temporary Support
The JP Conte Family Foundation prioritizes grants that create lasting institutional capacity. His $5 million UCSF gift established endowed professorships—positions that will fund neuroscience research for decades rather than supporting a single study or short-term initiative.
His $25 million donation to Colgate University in 2025 funded construction of the Jean-Pierre L. Conte Social Center, creating permanent campus infrastructure rather than covering operational expenses. The foundation’s June 2025 donation of a Type 3 wildland fire engine to Colorado’s Aspen Fire Protection District—the largest gift in Aspen Wildfire Foundation history—applied the same thinking: equipment that serves communities for years rather than one-time emergency relief.
Principle Five: Let Personal Values Guide Giving Priorities
Jean-Pierre Conte makes no apology for allowing biography to shape philanthropy. His father’s Parkinson’s diagnosis at age 75 and eventual passing in 2017 transformed medical research into a foundation priority. His own experience as a first-generation college student who received mentorship from Wall Street professionals drives his educational giving.
“I’ve always felt the need to give back,” he says.
The foundation website articulates this philosophy directly: “We focus on funding projects that deliver real, accountable, change to communities and individuals: not just aesthetic public relations.” For donors seeking frameworks to guide their own charitable decisions, that combination of personal conviction and disciplined evaluation offers one model worth examining.
