When Chelsea arrived in 2011 she knew her primary role was to apply the data-driven skills she had developed in her other jobs. “My father has always been such a doer. He’d never focused on ensuring that we had the functions that not only enabled [other] doers to focus on doing, but also to help us keep systematic track of all the work,” she says. The foundation had more than 2,000 employees in 36 countries, but there was little collaboration between initiatives. Furthermore, according to The New York Times, there was internal strife. When I ask Chelsea the state of the foundation when she arrived, she fails to mention these problems, and doesn’t bring up the audit she and her father commissioned until I ask. She is her parents’ daughter, after all: her crystal-clear thinking is accompanied by stonewalling.