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This case study explores the King Khalid Foundation's (KKF) transition from traditional to strategic philanthropy. Natasha Matic, KKF's Chief Strategic Officer and her colleagues noticed that most corporate giving in the Kingdom of Saudi Arabia (KSA) is unstrategic and piecemeal. Lacking capacity and institutionalised Corporate Social Responsibilities (CSR) processes, it is also difficult for the government to channel private sector resources into fruitful CSR.  Natasha and her team wanted to transform the nature of corporate giving in the country and help increase its efficiency and impact by fostering more private-social partnerships, building private sector philanthropic capacity, and co-creating strategic programmes that better align corporate giving with the companies' business objectives and commitment to society. Given that the concept of private-social partnership is still new in the KSA, how can KKF win support from the government and the private sector and persuade private sector companies to partner with KKF to improve their corporate giving?