When a company starts as a nonprofit—it's written right into the founding documents—there's an explicit commitment: no executive or board member should personally profit from the venture. That's the whole point. Yet in practice, what we're seeing is a massive gap between those original pledges and what actually happens. The charter says one thing, but corporate behavior tells a different story. It raises real questions about how these commitments get interpreted over time, and whether the initial governance framework still holds when business priorities shift.