Thirst

Thirst Plot Summary

Introduction

In the glittering nightclubs of Manhattan, a young promoter named Scott Harrison lived what many would consider a dream life—VIP access, beautiful companions, and enough money to indulge his every desire. Yet beneath the surface glamour lurked a profound emptiness that would eventually drive him to question everything about his existence. Scott's journey from self-described "selfish, soulless" nightclub promoter to founder of one of the world's most innovative charitable organizations represents one of the most remarkable redemption stories in modern philanthropy. Scott Harrison's transformation illuminates three profound dimensions of the human experience: how our darkest chapters can become the foundation for our greatest contributions, how innovative thinking can revolutionize even the most traditional sectors, and how purpose-driven leadership can create ripple effects that change millions of lives. His story demonstrates that it's never too late to reinvent oneself and that the skills we develop in one context—even seemingly superficial ones—can become powerful tools for positive change when directed toward meaningful goals.

Chapter 1: The Nightclub Years: Excess and Emptiness

Scott Harrison's early life was shaped by unusual circumstances. Growing up in New Jersey, his childhood was defined by his mother's mysterious illness—severe chemical sensitivity that forced her to live in isolation, often confined to a sealed "safe room" to avoid exposure to everyday substances that triggered debilitating reactions. As a young boy, Scott took on adult responsibilities, cooking meals and caring for his ailing mother while his father worked to support the family. This Christian household emphasized faith, service, and moral living, values that would later resurface in Scott's life after a significant detour. By his late teens, Scott began rebelling against his sheltered upbringing. Moving to New York City at nineteen to pursue a career in music, he quickly found himself drawn to Manhattan's nightlife scene when his band dissolved. His natural charisma and networking abilities helped him rise through the ranks to become one of the city's top nightclub promoters. His job description was simple yet morally complex: bring beautiful women to clubs and encourage wealthy men to spend lavishly on alcohol. For this, he earned substantial commissions and enjoyed a lifestyle of excess. Throughout his twenties, Scott embodied the hedonistic nightlife culture. He wore designer clothes, sported a Rolex watch, dated models, and lived in a luxurious apartment. His business card proudly declared him "Scott Harrison, Nightlife Impresario." The perks were endless—free drinks, VIP treatment, and the social status that came with being a gatekeeper to exclusive venues. Yet this lifestyle came with a steady diet of vices—alcohol, cigarettes, recreational drugs, gambling, and meaningless relationships that left him increasingly hollow. By age twenty-eight, the consequences of this lifestyle became impossible to ignore. Scott was smoking two packs of cigarettes daily, drinking heavily, and using cocaine regularly. He began experiencing mysterious numbness in his extremities that doctors couldn't diagnose. Looking in the mirror after another night of excess during a vacation in Uruguay, Scott had a moment of clarity. He saw himself as morally bankrupt—"the worst person I knew." The spiritual values instilled during his Christian upbringing seemed like distant memories as he confronted the empty person he had become. This existential crisis forced Scott to question his purpose and the legacy he would leave behind. Was being remembered as an excellent party promoter enough? The answer was a resounding no. He realized he had spent a decade pursuing pleasure and profit without regard for others or for his own well-being. This moment of reckoning became the catalyst for a dramatic life change—one that would eventually lead him from promoting $16 cocktails to providing clean water for people in desperate need.

Chapter 2: Spiritual Awakening: From Selfishness to Service

In 2004, determined to "reverse his existence," Scott applied to volunteer with Mercy Ships, a humanitarian organization operating hospital ships that provide free medical care in developing countries. Despite his lack of relevant experience and questionable past, Scott was accepted as a photojournalist, tasked with documenting the organization's work in Liberia—a country devastated by fourteen years of civil war. He committed to giving one year of service for what he called the "ten years of selfishness" he had lived. The transition from Manhattan's glittering nightlife to the poverty-stricken shores of West Africa was jarring. Scott went from earning $200,000 a year to a volunteer position with a $500 monthly stipend. His first day in Liberia brought him face-to-face with realities he had never confronted—patients with tumors larger than footballs, children with cleft palates, and women suffering from obstetric fistulas that had left them outcasts in their communities. The suffering was overwhelming, but so was the dedication of the volunteer doctors who worked tirelessly to heal these conditions. Scott's role as a photojournalist gave him unique access to document both suffering and healing. He photographed patients before and after their surgeries, capturing their physical and emotional transformations. One particularly moving case was that of Alfred, a teenage boy with a facial tumor so large it threatened to suffocate him. Scott followed Alfred's journey from his initial screening through his successful surgery and eventual return home. These experiences forced Scott to confront the stark contrast between his former life of excess and the desperate needs of those around him. During his time with Mercy Ships, Scott formed a close relationship with Dr. Gary Parker, the ship's chief medical officer who had dedicated his life to serving the poor. Dr. Parker became a mentor to Scott, demonstrating what it meant to live with purpose and compassion. Through his example, Scott began to understand that true fulfillment comes not from accumulating wealth or status but from serving others. This mentorship helped reawaken the spiritual values of Scott's childhood, though now grounded in mature experience rather than sheltered innocence. The pivotal moment in Scott's awakening came during a trip to a remote Liberian village with a water technician named Lafe. There, Scott witnessed women and children collecting water from a scummy, parasite-infested swamp—the same water they would use for drinking, cooking, and bathing. He learned that many of the patients treated on the Mercy Ship were suffering from preventable waterborne diseases. This revelation connected the dots between clean water access and overall health, planting the seeds for what would later become his life's mission. As Scott later recalled, "They drink this?" he had asked in disbelief. Lafe's simple response—"Yep. It's all they have"—changed Scott's perspective forever. After completing his volunteer commitment, Scott returned to New York briefly to raise funds for Mercy Ships before embarking on a second tour in Liberia. During this period, he began to envision creating his own charity focused specifically on the water crisis. He recognized that his promotional skills—previously employed to fill nightclubs—could be redirected toward mobilizing resources for those in need. The transformation from nightclub promoter to humanitarian was taking shape, driven by a newfound sense of purpose and a desire to make amends for his past by creating meaningful impact in the world.

Chapter 3: Founding charity: water: A Revolutionary Model

In September 2006, with just $1,100 in his bank account and $40,000 in debt to the IRS from his nightclub days, Scott Harrison launched charity: water with a radical vision: to reinvent how charities operate and how people perceive giving. Drawing on his promotional expertise, he threw a birthday party at a New York nightclub called Tenjune, charging guests $20 at the door. Seven hundred people attended, raising $15,000 to fund wells in northern Uganda. This unconventional beginning set the tone for an organization that would challenge traditional charity models. From the outset, Scott established three foundational pillars for charity: water. First was the 100% model—a promise that every public donation would go directly to water projects in the field, with operating costs covered separately by private donors. This addressed a common skepticism about charities: "How much of my money actually reaches those in need?" Second was proof and transparency—showing donors exactly where their money went through GPS coordinates, photos, and detailed reports. Third was inspiring branding—moving away from guilt-based appeals toward a positive, hopeful message that made giving feel good rather than obligatory. The early days were marked by scrappy determination. Scott operated from his friend Brantly's apartment, where he and a small team of volunteers worked around a kitchen table. They stored cases of charity: water branded bottled water in the bathroom and held meetings in coffee shops when Brantly needed the space. Despite these humble beginnings, Scott's vision attracted talented individuals who shared his passion. Viktoria Alexeeva, a graphic designer who volunteered at an exhibition in Union Square, would later become charity: water's creative director and eventually Scott's wife. Scott's approach to fundraising was innovative and personal. In 2007, he launched the "Born in September" campaign, asking people with birthdays in the organization's founding month to donate their birthdays to the cause. Instead of receiving gifts, participants would ask friends and family to donate to charity: water. The campaign raised $159,000 in less than four weeks—ten times what the launch party had generated a year earlier. This birthday campaign model would become a cornerstone of charity: water's fundraising strategy, eventually expanding to include people born in any month. What made charity: water truly revolutionary was how Scott applied his nightclub promotional skills to humanitarian work. He understood that effective marketing wasn't just about selling products but about creating experiences that people wanted to be part of. He designed beautiful exhibitions, compelling videos, and memorable events that made the water crisis tangible for people who had never experienced water scarcity. The organization's black water bottles with stark white text about the water crisis became a signature fundraising tool, selling for $20 each though they cost only 41 cents to produce. By the end of 2007, charity: water had funded 378 water projects in nine countries. Their second annual gala raised $250,000 in one night. The IRS approved their 501(c)(3) status in record time—just 58 days. Scott had successfully transferred his talents from promoting excess to promoting compassion, creating a model that would inspire a new generation of donors and change the way people thought about charitable giving. His past, once a source of shame, had become the foundation for his greatest contribution.

Chapter 4: The 100% Promise: Transparency and Trust

The 100% model became charity: water's most distinctive feature and its greatest challenge. Scott had observed that many people were skeptical about charities, often wondering how much of their donation actually reached those in need. To address this concern head-on, he made a radical promise: every dollar donated by the public would go directly to water projects, with nothing taken out for overhead expenses. This approach required maintaining two separate bank accounts—one for water projects and one for operations. The operations account would cover salaries, office rent, marketing costs, and even credit card processing fees, ensuring that 100% of public donations reached the field. This approach was inspired by the Robin Hood Foundation, whose wealthy founders covered all overhead costs. The difference was that Scott wasn't wealthy—he was a reformed nightclub promoter with no savings. Funding the operations side proved extremely difficult. While the water projects account grew steadily, the operations account was perpetually near empty. Scott often deferred his own salary to keep the organization afloat. By mid-2008, charity: water faced a crisis: they had $881,000 in the water account but only a few weeks of operating cash left. They were at risk of going broke with money in the bank that they couldn't touch. This financial predicament tested Scott's commitment to the 100% model but also demonstrated his integrity. Rather than compromising on his promise, he intensified his efforts to find donors who understood the importance of funding operations. The breakthrough came when Michael and Xochi Birch, tech entrepreneurs who had recently sold their company Bebo to AOL for $850 million, made a substantial donation to the operations account, saving the organization from collapse. The second pillar, proof and transparency, was equally revolutionary. Scott understood that donors wanted to see the impact of their contributions. Charity: water pioneered the use of GPS coordinates and Google Earth to show donors exactly where their wells were built. They sent photographers and videographers to capture the moment when clean water first flowed in a village. They created detailed project pages with photos, stories, and data about each community served. This level of transparency was unprecedented in the nonprofit world. This commitment to transparency extended to failures as well as successes. In 2010, during a highly publicized campaign to bring clean water to the Bayaka people in the Central African Republic, charity: water encountered a devastating setback. After multiple attempts to drill a well in the village of Moale, they were forced to admit defeat when the drilling rig couldn't penetrate the difficult terrain. Rather than hiding this failure, Scott made the controversial decision to share it openly, recording a video explaining the challenges they had faced and their commitment to keep trying. This radical transparency strengthened donor trust rather than diminishing it. The third pillar, inspiring branding, set charity: water apart visually and emotionally. Scott hired talented designers and invested in high-quality photography and videography. The organization's materials looked more like those of Apple or Nike than a traditional charity. They told stories of hope and transformation rather than focusing solely on suffering. They celebrated the joy of communities receiving clean water for the first time. This positive approach made giving feel good rather than guilt-inducing, attracting donors who might otherwise have avoided charitable causes. Through these three pillars—the 100% model, proof and transparency, and inspiring branding—Scott created a new paradigm for charitable organizations. By addressing the common concerns that prevented people from giving and by making the experience joyful rather than obligatory, charity: water restored faith in philanthropy and demonstrated that compassion could be coupled with effectiveness and accountability.

Chapter 5: Scaling Impact: Innovative Fundraising Approaches

As charity: water grew, Scott continued to innovate with fundraising approaches that engaged donors in new ways. The birthday campaign that began with "Born in September" evolved into a year-round program that allowed anyone to donate their birthday. This peer-to-peer fundraising model proved incredibly effective, with participants ranging from seven-year-old children to eighty-nine-year-old grandmothers. By 2012, more than 20,000 people had donated their birthdays to charity: water, raising millions of dollars for clean water projects. One of the most powerful birthday stories came from nine-year-old Rachel Beckwith. In 2011, Rachel set a goal to raise $300 for charity: water through her birthday campaign but fell short, raising only $220. A month later, she was tragically killed in a car accident. When her story spread, thousands of people donated in her memory, ultimately raising over $1.2 million—enough to provide clean water for 37,000 people in Ethiopia. Scott later traveled to Ethiopia with Rachel's mother to visit the communities that had benefited from her daughter's legacy, creating a powerful narrative that inspired countless others to start their own campaigns. Scott understood the power of storytelling and visual media. He partnered with award-winning filmmaker Terry George to create a public service announcement starring actress Jennifer Connelly. The PSA showed New Yorkers collecting dirty water from Central Park and serving it to their children, bringing the reality of the water crisis home to American viewers. The spot eventually aired during American Idol, reaching more than 24 million people. This strategic use of media helped charity: water reach audiences that might never have engaged with traditional charitable appeals. Technology played a crucial role in charity: water's growth. They were early adopters of social media, using platforms like Twitter and Facebook to spread awareness and drive donations. They created an online platform that made it easy for supporters to create fundraising campaigns and track their progress. They leveraged Google Earth to show donors the exact location of their funded projects. In 2012, charity: water received a $5 million Google Impact Award to develop remote sensors that could monitor wells and ensure their continued functionality, addressing the industry-wide problem of broken water projects. Scott's approach to partnerships was equally innovative. Rather than competing with other water organizations, charity: water positioned itself as a fundraising platform that directed money to experienced implementing partners on the ground. They carefully vetted these partners and held them accountable for results but recognized that local expertise was essential for sustainable solutions. This model allowed charity: water to scale rapidly without building a large field operation. By 2012, they were working with partners in 20 countries across Africa, Asia, and Latin America. Charity: water's annual galas became legendary in the nonprofit world. Unlike traditional charity dinners with long speeches, these events featured immersive exhibitions, powerful videos, and interactive elements that connected guests directly to the cause. At one gala, attendees carried jerry cans filled with water to experience what millions of women and children do daily. At another, they funded water projects in real-time through a live auction. These experiences transformed passive donors into passionate advocates who felt personally connected to the mission. By 2016, as charity: water approached its tenth anniversary, Scott faced a new challenge: creating sustainable funding to match the organization's sustainable field operations. The solution came in the form of "The Spring," a monthly giving program that invited supporters to contribute regularly to water projects. Unlike traditional monthly giving programs that provided little feedback to donors, The Spring offered exclusive content and regular updates showing the impact of members' ongoing support. This predictable revenue stream allowed charity: water to make longer-term commitments to its partners and communities.

Chapter 6: Ensuring Sustainability: Beyond Building Wells

By 2012, charity: water had funded thousands of water projects across multiple countries, but Scott Harrison became increasingly concerned about a troubling statistic: at any given time, approximately 40% of water projects in sub-Saharan Africa were non-functional. This industry-wide failure rate represented millions of people who had briefly experienced clean water, only to return to collecting from contaminated sources when pumps broke down. For Scott, this was unacceptable—what was the point of building wells if they ended up abandoned and unfixed? This realization sparked charity: water's next evolution: a focus on sustainability. The organization received a game-changing $5 million Google Impact Award to develop technology that could monitor wells remotely and ensure their continued functionality. When Scott's team discovered that the sensors they needed didn't exist, they hired engineers to build them from scratch. These custom-designed devices could measure water flow and transmit data via cellular networks, alerting local mechanics when wells needed repair. This innovation represented a significant advance in water project monitoring. The sustainability initiative required building robust maintenance systems in addition to the monitoring technology. In Ethiopia, charity: water funded training for mechanics who rode motorbikes across service areas of thousands of wells, keeping water flowing for over a million people. In India, they supported programs that trained female mechanics, challenging gender norms while ensuring communities had local expertise to maintain their water systems. These efforts raised functionality rates to 90% or higher in areas where charity: water worked, far exceeding industry standards. Scott's approach to the water crisis was pragmatic and adaptable. Rather than promoting a single solution, charity: water funded eleven different water technologies based on local conditions and needs. In Cambodia, where surface water was plentiful but contaminated, they provided biosand filters that purified existing water sources. In Tanzania, with its short, heavy rainy season, they funded rainwater harvesting systems. In mountainous regions like Rwanda and Nepal, they supported gravity-fed systems that piped spring water to access points in villages. This context-specific approach ensured that communities received the most appropriate and sustainable solution. Community ownership proved essential for long-term sustainability. Charity: water required that local water committees be established before projects were implemented. These committees, often with equal representation of men and women, were responsible for maintaining the water points and collecting small user fees that funded repairs when needed. This model ensured that communities viewed the water systems as their own rather than as gifts from outsiders, increasing the likelihood that they would be properly maintained. The organization's commitment to proof and transparency evolved alongside its technical solutions. Charity: water pioneered the use of remote sensors not just for maintenance but also to provide donors with real-time updates on their funded projects. Years after a donation, supporters could check on "their" wells and see data showing how many gallons of clean water were being pumped each day. This long-term connection between donors and their impact was unprecedented in the nonprofit sector and helped maintain engagement over time. To ensure quality and accountability, charity: water developed rigorous standards for its implementing partners. Under Christoph Gorder's leadership as Chief Global Water Officer, the organization formalized partner protocols, tightened contracts, and built a dedicated website with guidelines covering everything from budget templates to impact measurement. Field teams regularly conducted audits to verify project quality and ensure funds were being used effectively. This professionalization of operations helped charity: water scale its impact while maintaining its core values. By focusing on sustainability rather than simply counting new water points, charity: water transformed from an organization that built projects to one that created lasting change in communities around the world. Scott's vision had evolved from providing access to clean water to ensuring that access remained reliable for generations to come, addressing one of the most persistent challenges in international development—maintaining infrastructure over time.

Chapter 7: Personal Growth: Leadership Lessons and Family Life

Scott Harrison's personal journey mirrored the evolution of charity: water. As the organization grew from a scrappy start-up to a globally recognized nonprofit, Scott himself transformed from an enthusiastic but inexperienced founder to a thoughtful, purpose-driven leader. This transformation wasn't without struggles, as Scott had to confront his limitations and develop new skills to serve the mission he had created. In the early years, Scott operated on pure passion and hustle, working hundred-hour weeks and making decisions based on instinct rather than strategy. His leadership style was characterized by impulsiveness and micromanagement—traits that had served him well as a nightclub promoter but became problematic as charity: water expanded. He obsessed over details like the straightness of stamps on invitation envelopes and would chase "squirrels"—impulsive ideas that distracted from core priorities. A turning point came when mentor Ross Garber delivered a scathing eleven-page assessment of Scott's leadership. "Charity: water is a shop of 15 people, but a team of exactly one. You," Ross wrote, pointing out that Scott controlled everything but wasn't developing the organization's capacity to function without his constant involvement. Ross challenged Scott to shift "from living in today to living in tomorrow"—to become a true CEO focused on vision and strategy rather than daily operations. With coaching from Ross and executive coach Linda Ford, Scott began to develop his leadership skills. He learned to read the room during meetings, to delegate effectively, and to trust his team with increasing responsibility. He brought on experienced executives who could professionalize charity: water's operations while maintaining its innovative spirit. This evolution wasn't always comfortable—Scott had to acknowledge that his charisma and storytelling abilities weren't sufficient to lead a growing organization. Scott's personal life also underwent significant changes during this period. His relationship with Viktoria, charity: water's creative director, evolved from professional collaboration to romance and eventually marriage in 2009. Their relationship reflected Scott's changed values. Having reflected on his promiscuous past, Scott wanted this relationship to be different. They made the countercultural decision not to sleep together before marriage, a choice that surprised many of their friends but aligned with their faith and desire for a relationship built on deeper connection. In 2014, Scott and Viktoria welcomed their first child, Jackson, followed by daughter Emma in 2016. Becoming a father deepened Scott's connection to the mission, as he gained new perspective on the parents around the world who struggled to provide clean water for their children. He often spoke about how his children would never know what it was like to be thirsty or to drink unsafe water—a privilege denied to hundreds of millions of children globally. This personal connection reinforced his commitment to the cause. One of Scott's most profound personal transformations came through his journey to the Ethiopian village of Meda to investigate the story of Letikiros Hailu, a girl who had committed suicide after spilling water she had spent hours collecting. Initially believing Letikiros was an elderly woman, Scott was shocked to discover she had been only thirteen years old. Walking in her footsteps, seeing the dangerous path she had traveled daily for water, and meeting her mother gave Scott a renewed sense of urgency about charity: water's mission. By charity: water's tenth anniversary in 2016, Scott had found a sustainable balance in his role. He focused on the aspects of leadership where he excelled—storytelling, innovation, and donor relationships—while empowering his team to manage day-to-day operations. The launch of The Spring monthly giving program and a successful tenth-anniversary gala at the Metropolitan Museum of Art demonstrated how far both Scott and charity: water had come from their humble beginnings. Through this decade of growth and challenges, Scott's transformation was perhaps best captured in his approach to failure and transparency. The nightclub promoter who once lived behind a carefully crafted image had become a leader willing to publicly acknowledge mistakes and share vulnerabilities. His journey from excess to meaning wasn't just a personal redemption story but a model for how purpose-driven leadership can create lasting positive impact in the world.

Summary

Scott Harrison's journey from self-described "selfish, soulless" nightclub promoter to founder of one of the most innovative charitable organizations in the world represents a profound redemption narrative with universal resonance. His transformation wasn't simply about abandoning a destructive lifestyle, but about channeling his promotional talents, networking abilities, and creative thinking toward solving one of humanity's most fundamental challenges: access to clean water. Through charity: water, Scott revolutionized philanthropic giving by establishing radical transparency, creating joyful giving experiences, and maintaining unwavering commitment to sending 100% of public donations directly to water projects. The core lesson from Scott Harrison's story is that past mistakes and seemingly wasted years can become valuable assets when redirected toward meaningful purpose. His nightlife experience gave him skills in promotion, storytelling, and creating experiences that proved invaluable in building charity: water. His journey demonstrates that transformation is possible at any point, and that the very traits that lead us astray can, with proper direction, become our greatest strengths in serving others. For anyone seeking to make a positive impact, Scott's example offers a powerful reminder that effective change-making combines compassionate purpose with innovative thinking, transparent operations, and the courage to acknowledge failures while persistently working toward solutions.

About Author

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Scott Harrison

Scott Harrison is the founder and CEO of charity: water, a non-profit that has mobilized over one million donors around the world to fund over 28,000 water projects in 26 countries that will serve more than 8.2 million people. Harrison has been recognized on Fortune's 40 under 40 list, Forbes' Impact 30 list, and was ranked #10 in Fast Company's 100 Most Creative People in Business. He is currently a World Economic Forum Young Global Leader and lives in New York City with his wife and two children.

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