The Hurt family’s foundation is on its third generation — and is already involving the fourth

When Grady MacMillan was seven years old, he visited an underserved school in downtown Los Angeles with his family. The trip was connected to his grandfather’s philanthropy, and one image stuck with him long afterward: the excitement of middle school students at seeing a computer lab installed for the first time.

Growing up in a small mountain town in central Oregon, MacMillan was accustomed to a technology lab at school, and he was struck by the realization that such advantages weren’t universal. Even at that tender age, he understood that social opportunity is unevenly distributed, and he knew his family was responding with intention and care. “I remember seeing kids get access to resources I took for granted, and that we were in a position to help,” he recalls.

That early lesson would become a quiet throughline in his work with the WHH Foundation, the family’s philanthropic organization. Founded in 1961 by longtime Capital Group portfolio manager Bill Hurt, the foundation reflects one of his core beliefs: investing in human capital to make the world a little better. Over a 46-year career with Capital Group, Hurt was a celebrated investor and dedicated mentor, and the values that shaped his giving remain central to the family’s work.

Today, members of the third generation, including MacMillan and his cousin Kristen Purnell, have stepped into roles with the foundation, expanding its reach while honoring their grandfather’s legacy.

A layered governance structure allows involvement at different levels.

Creating and sustaining a family legacy isn’t easy. Over time, countless problems — clashing visions or personalities, poor oversight or slowly waning interest — can stymie even the most well-meaning family. In the case of the WHH Foundation, the entity itself has been indispensable in helping the family pursue its charitable ideals.

The foundation operates through a layered governance structure. The family council — comprised of 31 direct descendants and spouses — represents the broad family, all of whom also have discretion to donate to favored causes. The council elects a smaller board of directors, generally eight to 10 family members plus a few non-family seats. Advisory and grants committees oversee areas like large investments, audits and grants.

While the foundation maintains long-term commitments to large, legacy grants — supporting institutions such as Caltech, the Huntington Library and Children’s Hospital Los Angeles — family members can direct smaller stipends toward causes that resonate personally.

This structure allows room for individual passions to flourish within the overarching mission. Programs such as the relay grant — gifts distributed to new nonprofits — let younger members test ideas without the pressure of high-stakes decision making. Family members can also pitch projects and invite others to contribute to their causes.

“We talk a lot about what it means to create impact, not in some big abstract way, but literally — how does this improve someone’s life,” Purnell says.

“Investing in human capital” has a broad interpretation.

The foundation’s mission is far-reaching, allowing family members to interpret “human capital” in ways that reflect their own values and passions. “It gives us a lot of flexibility,” says Purnell. “We essentially have the autonomy to go out within our communities and determine what human capital means to us.”

MacMillan focuses much of his personal giving on underserved populations, particularly immigrants and people of color, seeking to fund small organizations where modest grants can have outsized impact. Purnell has developed a deep connection to Project 34, which supports people with traumatic spinal cord injuries. Over time, her efforts have drawn in family members and colleagues to donate alongside her.

Learning through doing is a cornerstone of the foundation’s work.

One of the challenges that confronts many longstanding family foundations is how to draw the interest of younger generations. In other words, how do you make philanthropy appealing to an elementary — or middle-schooler? Purnell recalls an experience from middle school, when she and her cousins earned small amounts of money for their volunteer hours, provided by older family members. The cousins then researched and debated which organizations to support with their earnings, learning early lessons in collaboration and decision making.

It was also an exercise in building confidence. As a young person, Purnell recalls, it felt intimidating to be entrusted with such a weighty responsibility. “Being able to move past that at a younger age helped to empower us to go out and do the work,” she says.

The WHH Foundation is considering how to eventually involve the youngest generation, most of whom are under 10 years old. Some are already experimenting with leadership: One G4 member, as the fourth generation is called, organized a mock board meeting with her cousins, complete with an agenda and assigned roles. More seriously, she recently pitched a project to the family council, advocating support for a local school and displaced animals affected by the Los Angeles wildfires.

For Purnell and MacMillan, stewardship still carries a sense of privilege and responsibility. “Even if I don’t have as many hours to volunteer, I know I can make an impact on the things I care about,” says MacMillan. “I know that I can help a family put food on the table or keep their lights on or get their kids books for Christmas.”

Purnell echoes that sense of purpose, reflecting on the legacy of her grandfather. “If you knew Mr. Hurt, he was small in stature, but his presence was big,” she says. “And he had a big impact on a lot of people, both at Capital Group and in truly doing work that created some transformational change.”

For her, that influence is a guiding light. “When I'm doing anything in philanthropy,” she adds, “I'm asking myself: How would he think about this? How would he approach this? Would he be proud of this?”