It takes maturity and vulnerability to look inward, acknowledge the need for change, and take steps to make it happen. For charities and non-governmental organizations, that process often starts with data—and for a time, that data came from Bingo.
Founded as a startup providing Business Intelligence for Non-Governmental Organizations, Bingo helped NGOs measure their impact, optimize resources, and find insights buried in the chaos of their operations. Ingo, as the company rebranded itself, went further, offering hands-on consulting to help clients turn numbers into action. Mateo Rivera, founder and CEO was deeply involved in delivering those solutions.
“It wasn’t just numbers on a page,” Rivera explained. “We’d help an NGO discover that, say, a minor adjustment in logistics could save them tens of thousands of dollars or that their programs were reaching 30% more people than they thought. Seeing that impact gave me purpose.”
Purpose drove Bingo to rebrand as Ingo, reflecting its shift from narrowly focused analytics to broader intelligence services that became business critical for NGOs. For instance, an NGO providing clean water services could benefit from surveilling for-profit entities seeking to exploit natural resources or analyzing the intentions of unfriendly politicians. By offering these insights, Ingo enabled its clients to be proactive rather than reactive, empowering them to safeguard their missions against external threats.
“I loved it. We helped serve humanity through now-powerful NGOs,” Rivera said. “But one night, something clicked. It seemed like that was the direction, where the momentum was going—to work directly with our end customers, NGOs. That idea stayed with me.”
Within a few months, Rivera acted on that thought, leaving Ingo to join ClearFlow, an NGO he had worked with as a client. Once on the inside, Rivera quickly shot up the ranks, thanks to his unique combination of analytics expertise and a shared sense of urgency. At ClearFlow, the pressure to make an impact was palpable.
“It was go-time all the time,” said a colleague. “We threw ourselves into it because nothing seemed more important. I lost 14 pounds and had really bad breath for a while, but it was worth it.”
ClearFlow had been known as a dedicated but underpowered organization, often struggling to punch above its weight. With Rivera's contributions, it began to transform. By analyzing operational gaps and recalibrating its strategies, Rivera helped ClearFlow secure major funding from wealthy donors who were persuaded that social benefits could align with their personal and financial interests. The organization also established new credibility at city hall, gaining political respect and influence.
“Mateo brought a discipline and focus we’d never had,” said one board member. “He turned us from a group of dreamers into a force to be reckoned with. And he never let us forget who we were serving.”
Reflecting on the transformation, Rivera was pragmatic. “It wasn’t me—it was the people here. They already had the heart and the mission. I just helped clear a path.” For Mateo, the transition from analytics to activism wasn’t just a career change; it was the realization of a purpose that had been building all along.
Mateo Rivera described the shift with quiet reflection. “One day, I had a rare moment of stillness. I paused, and it just hit me: ‘Oooh.’ That’s when I realized—this isn’t just work anymore. This is where I’m supposed to be.”
From Bingo to Ingo, to an NGO where it was go, go, go, Mateo had finally reached that state that makes one go, “oh.” For Mateo, the journey wasn’t just about data or strategy—it was about finding the alignment between purpose and action, a rhythm that allowed him to see his work not just as a job but as a calling.
