From forgotten children to head chef: Jimmy Pham, founder of KOTO, and the story of “For a Humane Vietnam”

As the world becomes increasingly focused on ESG (Environmental, Social and Governance), how do you see the role of social enterprises in shaping the future economy? Can KOTO become a scalable sustainability model? If so, how can KOTO scale effectively not only in Vietnam but also in other countries with contexts similar to Vietnam?

Jimmy Pham: Social enterprises such as KOTO are uniquely positioned to lead the future economy by combining core values with profit goals. In a world that prioritises ESG, KOTO demonstrates that social impact, ethical governance, and sustainable practices can coexist within a thriving business model.

KOTO’s holistic approach—from empowering vulnerable youth through education and employment to connecting them with their communities—provides a solid foundation for scalable operations. With two decades of experience, I believe KOTO can become a benchmark for a new generation of businesses that balance social impact with long-term profitability.

To scale effectively, KOTO focuses on three key elements: capacity, scale, and model. In terms of capacity, we cultivate a leadership team and a network of alumni who carry our values and training methods internationally. In terms of scale, we invest in infrastructure and expand partnerships. In terms of model, we have developed a system that combines vocational training, social impact creation, and sustainable business practices. These elements can be adapted to suit the immediate context of countries similar to Vietnam. One final consideration is that all partners must share the same social vision as KOTO.

As a social enterprise, how does KOTO balance its social and financial goals for long-term development? You once donated all your bonuses to underprivileged youth at KOTO. It was a noble gesture. Beyond that, what strategies does KOTO have to ensure sustainable funding for its operations in the future?

Jimmy Pham: KOTO balances social and financial goals through a model that combines training with business activities. We have also expanded partnerships with leading brands such as Sofitel Plaza Hotel through initiatives like ST25 by KOTO. By reinvesting in our programmes and maintaining high standards in every activity, we have achieved financial stability and autonomy, while pursuing our mission of empowering disadvantaged youth.

While donating my personal prize money to the organisation is a personal commitment to this mission, long-term sustainability requires a robust financial strategy. KOTO has therefore built a diverse support model, including social enterprise revenue, partnerships, grants, and community sponsorships. We also invest in helping students start their own businesses, fostering a self-sustaining ecosystem.

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Training and developing skills for disadvantaged youth to create skilled workers is essential, but how can KOTO go further in developing a new generation of leaders for the restaurant service industry? Do you want to build the next generation of leaders for the Vietnamese F&B sector?

Jimmy Pham: At KOTO, we aim not only to train skilled and competent workers but also to nurture a generation capable of reshaping the F&B industry. We believe leadership develops from real-life experience, combined with an environment that fosters empathy and a clear path for growth. KOTO students come from challenging backgrounds, but through comprehensive training, from professional skills to life skills, from English to personal development—they emerge as confident, resilient individuals, ready for leadership roles.

We focus not only on meeting existing human resource needs but also on cultivating visionaries who can create new opportunities and drive industry development. My dream is that every KOTO student becomes a change-maker, reshaping the wider landscape of the Vietnamese F&B industry. This will be a wave of young people empowered to lead with clear values and purpose.

Based on your experience building KOTO, do you have any policy recommendations to help Vietnam become a sustainable development hub for social enterprises in Southeast Asia?

Jimmy Pham: My first recommendation is for Vietnam to establish a favourable legal and financial framework to formally recognise and support social enterprises. This should include clear definitions, tax incentives, and accessible methods for social enterprises to secure investment funds. At the same time, I support integrating social business principles into national education and vocational training programmes to cultivate the next generation of leaders. Strengthening public-private partnerships is also crucial, enabling government, businesses, and society to collaborate and create solutions for current social challenges.

KOTO has shown that combining education and business can generate sustainable value. But can models like KOTO really compete with large commercial corporations? What strategies can social enterprises adopt to avoid fading into obscurity in a profit-driven economy?

Jimmy Pham: Models like KOTO can compete by leading with purpose, authenticity, and tangible community impact. As consumers increasingly prioritise conscious consumption, social value is becoming as significant as commercial value. Social enterprises must therefore leverage their unique stories, build brand recognition, deliver exceptional quality, and foster strong partnerships. By balancing effective social impact with clear business results, social enterprises can not only compete but also redefine success in the modern world.

Finally, I believe a national policy and certification system for social enterprises is essential. This would increase transparency, credibility, and investor trust, position Vietnam as an attractive destination for social enterprises in Southeast Asia, and establish the region as a pioneer in innovative business models that combine commercial initiatives with deep social purpose.

Many thriving nonprofits and social enterprises struggle to sustain operations when their founders leave. What foundations have you put in place to ensure that KOTO will continue to exist and thrive over the next 50, or even 100 years?

Jimmy Pham: To secure KOTO’s longevity after I step down, I have built a strong alumni-led ecosystem. Sixty per cent of our current staff are KOTO graduates. It is about empowering people who truly understand KOTO’s mission to continue the work we have created. I have also initiated a succession plan, and within the next four to five years, I hope to transition into a strategic advisory role while KOTO becomes an autonomous organisation led by its own students.

You have said that street children are not lazy or negative, as society often assumes. What responsibility do you think the government and businesses have to reform systems that have inadvertently pushed these children into difficult situations? Looking at the bigger picture, are we doing enough to address the poverty and lack of education faced by street children in Vietnam? If one factor needed to change on a large scale, what would it be?

Jimmy Pham: In my view, governments and businesses carry a major responsibility to tackle inequality at its roots. They must invest in inclusive education, social protection, and opportunities for all children, regardless of background. Street children have immense potential. It is broken systems, not weak individuals, that are failing them. Real change can only begin when policies and business practices are grounded in fairness, compassion, and a commitment to leave no one behind.

I believe what we are doing now represents progress, but it is insufficient. The root causes of poverty and inequality are deeply systemic. If I could change one thing on a large scale, it would be to ensure access to quality education for all. Education is a great leveller. When it is inclusive, relevant, and empowering, the cycle of poverty is broken, and a brighter future can begin for every child, regardless of their background.

If you were to step down from KOTO tomorrow and hand over the leadership reins to the next generation, what philosophy would you want them to inherit? What core values do you believe KOTO must always uphold?

Jimmy Pham: If I were to leave KOTO, I would want the next generation to embrace this belief: be the square piece in the round hole. Challenge convention and lead with courage, follow your values, and put action above all else. Don’t just listen to words; watch actions. Let integrity, compassion, and purpose guide you, no matter what the world may look like tomorrow. That motto is the heart and soul of KOTO.

The world is witnessing a wave of young leaders with a strong sense of social responsibility. However, not everyone has the resources to turn their vision into reality. What would you say to young people who aspire to change the world but are limited by resources or opportunities?

Jimmy Pham: You don’t need to be wealthy to make a positive impact. All you need is courage, belief, and the willingness to take the first step. Start small, stay true to your purpose, and let your actions speak for themselves. Resources will flow where passion and integrity lead. I began with a small cart but a big dream. Your change can start here too, right where you are, with what you have.

Thank you for this insightful conversation.

Article published from the original article in Tatler Vietnam, June 2025 issue

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