Do Epic Good: The Founders Turning Learning Into a Force for Change
Why Do Epic Good is rethinking the future of learning
Some businesses are built from market trends. Others are built from frustration. Do Epic Good belongs firmly in the second camp.
Founded by Charney and Ramzi, the business was born out of a shared belief that too many people want to do better, but do not have the tools, time or access to learn how. In a world where brands have enormous influence, and where business increasingly has the power to shape culture, behaviour and systems, they saw a clear gap: the people working inside organisations were being asked to navigate sustainability, purpose and change without engaging, practical education to support them.
So they set out to build something different.
Now part of Blue Earth Ventures, Do Epic Good is rethinking what learning can look like: less dry theory, more real-world insight; less lecture hall, more storytelling; less obligation, more curiosity. Their platform delivers bite-sized, CPD-certified learning designed to help individuals and businesses drive profit with purpose, without making education feel like homework.
It is a bold mission. But when you hear their story, it becomes clear that this business did not appear overnight. It has been shaped by years of creative experience, personal frustration, moral reckoning and a deep desire to make learning more human.
A business built by creatives who wanted to do things differently
Before Do Epic Good, both founders spent years in creative industries.
Ramzi came from the world of advertising, where he built a long career as a creative director and agency leader. He started in London, later moved to the Middle East, and spent years helping brands grow, engage audiences and build cultural relevance. It was a world of storytelling, brand building and entertainment, but over time his work began to intersect more directly with sustainability strategy and communications.
That is where the deeper question emerged.
Even when businesses had sustainability in the room, many of the people tasked with delivering change did not necessarily know how to make that change real. The titles existed. The ambition existed. But the knowledge gap remained.
That tension became impossible to ignore.
Charney’s story came from a similarly creative world, but with a more personal turning point. A former photographer and director, she spent more than two decades creating aspirational campaigns designed to sell. Eventually, she reached what she described as a moral crossroads. She no longer wanted her creativity to fuel overconsumption or reinforce social injustices. She wanted to use it differently.
At the same time, she was trying to upskill herself. She had young children, little time, and a clear desire to learn fast. But the learning options available felt inaccessible, unengaging and, too often, boring. As someone who is dyslexic, she needed something that could hold attention, communicate clearly and work with the realities of a busy life.
That experience became part of the foundation for what Do Epic Good would become.
Together, Charney and Ramzi brought years of expertise in creativity, storytelling, brand building and production into a new challenge: how to make responsible leadership and sustainability education contagious.
Why education needed rethinking
At the heart of Do Epic Good is a simple but powerful insight: once most people leave school or university, meaningful education becomes fragmented.
Learning tends to happen on the job, inconsistently, and often only for those in specific roles. Yet the challenges facing business today do not sit neatly within one department. Sustainability, ethics, leadership, innovation, green skills and responsible decision-making all require organisation-wide understanding.
For Charney and Ramzi, that meant the solution could not be another dense training platform full of lifeless modules and tick-box content.
They knew that if they wanted people to truly engage, the learning experience had to feel natural. It had to fit into real life. It had to respect people’s time. And most importantly, it had to be enjoyable.
That is where the idea for a podcast-style learning platform emerged.
Their description of the business says a lot: Do Epic Good is like your favourite podcast, only you get certified for watching. Or, as Charney put it, if Netflix and Harvard had a baby, it would be them.
It is playful, but the thinking behind it is serious.
Rather than overwhelming users with doom, statistics or theory-heavy coursework, the platform uses story-led learning delivered by people who have actually done the work. These are not abstract academics talking from a distance. They are operators, leaders and changemakers who have shifted major brands, built systems, led change internally and learned what works through experience.
That distinction matters.
Do Epic Good is not just about helping people understand sustainability as an idea. It is about helping them apply it in the real world.
Learning from the people who have actually done it
One of the most compelling parts of the Do Epic Good model is its instructors.
The platform brings in leaders with real-world experience and helps turn their knowledge into practical, accessible courses. Many of them have never created a course before. That is part of the point. The value lies in the fact that they have spent years solving problems, navigating complexity and driving change from inside businesses.
Among the instructors already involved are Alessandro Manfredi, former Global CMO of Dove, who has created a course focused on purpose, and Chacho Puebla, one of the most decorated creatives in the industry, whose course tackles greenwashing through a sharp, entertaining lens grounded in creative responsibility.
There are more in development too, including experts exploring topics like supply chain transparency and AI-driven efficiency.
For the founders, these instructors are more than content contributors. They are part of a growing community. Each one is paid upfront for developing a course and also earns from the success of that course over time. That shared upside is intentional. It means instructors are not just featured voices on the platform, they are invested in its growth, its impact and its wider ecosystem.
The result is a model where everyone wins together.
And importantly, the instructors themselves often benefit from the process. In many cases, building a course forces them to step back and reflect on how they have achieved what they have achieved over the last decade or more. It turns instinct into method. Tacit knowledge becomes something that can be shared, scaled and used by others.
That is powerful not just for learners, but for the experts too.
From inspiration to implementation
A lot of educational experiences end at inspiration. You finish the course, feel energised, and then return to your desk on Monday morning where reality quickly takes over.
Do Epic Good is built to go further than that.
Each course is designed not just to inform, but to equip. Learners receive practical frameworks and downloadable materials that help them implement what they have learned. The goal is to remove friction. To anticipate the excuses, obstacles and distractions that stop good intentions from becoming meaningful action.
In some cases, that includes tools as specific as a letter employees can take to their boss to make the case for further learning inside their organisation.
It is a small detail, but it says a lot about how the founders think. They understand that people are busy. They understand how easily momentum disappears. So they have tried to design around that reality.
This is not education for education’s sake. It is education designed to help people actually do something.
Why the model makes sense
Commercially, Do Epic Good is built with clarity.
The business develops premium, high-quality courses that can be sold repeatedly across both B2C and B2B markets. Individuals can access the platform directly through its learning management system, choosing courses that fit their interests and schedule. For businesses, the enterprise offering creates a far bigger opportunity: helping organisations train teams at scale, whether through HR, learning and development, or sustainability leadership.
That is where the founders believe the greatest impact lies.
Because while individual learning matters, real systems change happens when whole organisations become better informed and better aligned. If every employee in a business can improve their understanding, even incrementally, the collective effect can be transformational.
The beauty of the model is its leverage. Once a course is produced, the core production cost is already absorbed. From there, the business can scale sales without needing to rebuild the product every time. Combined with a lean operating model and strong brand positioning, it creates a business with both impact potential and commercial logic.
And unlike many traditional corporate learning products, this is content people actually want to spend time with.
That matters too.
Built the hard way, and perhaps the right way
One of the most impressive parts of the Do Epic Good story is that it has been bootstrapped to date.
Rather than raising on the promise of an idea alone, Charney and Ramzi chose to build first. They created the MVP, developed the platform, invested in brand, started building the course catalogue and went to market with something tangible.
And by their own admission, this is not a lightweight MVP.
The business has already built nearly ten courses, developed a full online platform, launched marketing activity and started gaining traction in multiple markets. More than 120 courses have already been taken, website traffic has reached tens of thousands, and the business has seen meaningful engagement from both individuals and companies exploring how the platform could work for them.
The US is already proving especially promising, with strong reach and click-through performance, even at this early stage. Their YouTube activity has also begun to attract significant attention, suggesting that the appetite for this style of learning is real.
What stands out is not just the traction itself, but the discipline behind it.
They have done the hard work first. They have built the product, shaped the brand, tested the market and started proving fit before stepping more aggressively into growth.
That foundation matters.
The next chapter: scaling a new category of learning
Now, the company is entering its next phase.
Do Epic Good is actively raising, with two paths in play. The immediate goal is an interim raise of around $500,000 to support key hires and maintain momentum while the team takes time to find the right larger investment partner. Alongside that, the longer-term ambition is a raise of around $2 million to accelerate course development, grow sales and marketing, strengthen the technology stack and expand into new markets.
And the scale of the opportunity is significant.
The founders are not thinking narrowly about sustainability training as a single category. They are thinking more broadly about the future of education itself. Their mission is not simply to build a platform for sustainability learning. It is to make all education more entertaining, accessible and effective.
Podcasts are just the beginning.
Over time, they see the model expanding into documentaries, richer media formats, new languages and new subject areas. AI will play a role too, particularly in helping translate and adapt content for new markets. The ability to open up large geographies through localisation could dramatically expand the reach of the business, from Latin America to the Middle East and beyond.
That is where the vision becomes especially exciting.
Do Epic Good is launching with a clear focus: sustainability, responsible leadership and purpose-driven business. But the model has the flexibility to grow into adjacent areas like ethical AI, supply chain transformation, innovation, brand purpose and beyond.
In other words, they are not just building courses. They are building a new way to learn.
Why this matters now
There is something timely about what Charney and Ramzi are creating.
We are in a period where businesses are being asked to adapt faster than ever. AI is reshaping work. Sustainability expectations are rising. Consumers are more discerning. Employees increasingly want to align with companies that reflect their values. At the same time, the skills required to navigate this shift are unevenly distributed.
That creates both a challenge and an opportunity.
If businesses are serious about future-proofing themselves, they need more than statements of intent. They need informed people across the organisation. They need practical tools. They need better ways of learning.
Do Epic Good sits right in the middle of that need.
It speaks to the individual who wants to do better but does not know where to start. It speaks to the leader inside a business who is under pressure to drive change without the budget or internal alignment to do it alone. And it speaks to a wider market that is increasingly ready for education to feel more like culture than compliance.
A natural fit for Blue Earth Ventures
Do Epic Good feels like a natural addition to our ventures community.
It is a business grounded in optimism, creativity and practical change. It is tackling one of the quieter but most important barriers to progress: the knowledge gap that sits between ambition and action. And it is doing so in a way that feels modern, scalable and rooted in real human behaviour.
This is not another platform asking people to care more. It is a platform helping them understand how.
And perhaps that is what makes the story so compelling.
Charney and Ramzi are not trying to shame people into better decisions. They are trying to invite them in. To make learning feel possible. To make responsibility feel engaging. To make education something people look forward to, rather than something they endure.
In a noisy world full of information, that is no small thing.
Do Epic Good is still early in its journey. But the foundations are strong, the vision is clear, and the ambition stretches far beyond a single platform.
If they succeed, they will not just build a meaningful company. They may help redefine what learning looks like for a generation of people trying to build better businesses, and a better future.