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Is backing Tesla—’a car for rich people’—impact investing?

Investors debate the definition of "impact investing"—from backing products from mobile phones to Tesla—at Fortune Brainstorm Tech.

Lo Toney, founding managing partner for Plexo Capital, debates the definition of "impact investing" at Fortune Brainstorm Tech.

Does backing a $31 billion-in-revenue, billionaire-led luxury electric vehicle maker—Elon Musk’s Tesla—count as impact investing? Almost, says Plexo Capital founding managing partner Lo Toney.

“Is Tesla an impact investment? No, right? It’s a car for rich people in Silicon Valley,” Toney said at Fortune Brainstorm Tech in Half Moon Bay, Calif., on Wednesday. “But does it have a positive impact on the environment? Absolutely.”

Toney—who doesn’t consider himself an impact investor—debated the definition of impact investing, traditionally considered to be as for-profit investments designed to have a positive social impact.

He says he does look for investment opportunities that will generate a return and have a positive effect on the world (and avoids investments that further societal and socioeconomic divisions) but eschews the impact investor label. One example, he said, is an investment in mobile phones: another product originally developed for a wealthy consumer, and now used to connect low-income and rural customers to the internet and financial technology around the world.

He was joined by Evelyn Carter, managing director for the diversity and inclusion consulting firm Paradigm; Steve Ellis, co-managing partner of the Rise Fund; and Kelly Schmitt, CEO of Benevity, a software platform for nonprofits and businesses.

Ellis’s Rise Fund, which was launched by TPG in 2016, takes a more-straight ahead approach to impact investing; it was one of the first large-scale, private equity-backed operations in the space. Employees, customers, and startups are leading the charge on pushing for investing with a positive impact on the world, he says. “Are the Salesforces of the world or Microsofts of the world going to solve this problem?” he asked. “They’re trying to … but they’re not addressing acute needs.”

“Employers and customers are saying, ‘You have to do this or I’m not buying your service,'” he added. “That’s making this a ‘must have,’ not a ‘nice to have’ bounced around the boardroom.”

That’s a permanent change, Ellis argues: “This shift is secular and generational.”

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