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Recent news coverage of Hot Bread Kitchen reads as if it were written about two different organizations. The New York City bakery is widely acclaimed for its innovative selection of international breads, but it is simultaneously an award-winning workforce development program. Hot Bread Kitchen is a hybrid organization: Its employees, mostly low-income immigrant women, bake bread inspired by their countries of origin, while learning job skills that can lead them to management positions in the food industry. In this way, Hot Bread Kitchen combines two traditionally separate models: a social welfare model that guides its workforce development mission and a revenue generation model that guides its commercial activities. To outside observers, combining social welfare and revenue generation models might seem unnatural. But Hot Bread Kitchen’s founder, Jessamyn Rodriguez, whose professional experience includes training at Daniel Boulud’s flagship restaurant as well as a decade working in international development, pursued a vision for how each would complement the other. The business model would use product sales to fund its social mission, reducing dependence on donations, grants, and subsidies, as well as to scale up the organization. Rather than take a nonprofit model and add a commercial revenue stream—or take a for-profit model and add a charity or service program—Hot Bread Kitchen’s integrated hybrid