By 2012 VidaGas was a decade old and served a broad client base that included urban hospitals, schools, private businesses, and households. The business was still working to make the financing of its operations and their growth feasible. VillageReach sought GlobalHealth Lab’s input in creating an exit strategy, considering growth options, and quantifying VidaGas’s business and social impact. A team of MIT students defined key metrics for success and impact by researching existing principles and consulting with VidaGas leadership, explored growth opportunities and validated the value proposition by interviewing current clients about their energy use and needs, and analyzed VidaGas’s financial statements to vet the company’s projections. The result was a student-led training and discussion session for VidaGas staff on its mission and key priorities, an update-able model calculating impact according social and business metrics, and a set of strategic recommendations for VillageReach regarding its role in VidaGas and its exit plan.