One of the surprising findings in Part I was how strong a determinant actor type was on the kinds of actions being done within the rubric of businessbased peacebuilding. This is especially interesting in that in most cases the particular interventions attempted did not require that they be managed by a single business, group of businesses, or NGO. In practice they are largely actor-neutral. The same holds true for the approaches mapped in Chapter 9. Most could be instigated by any actor within a conflict, although a few might lose their meaning as business-based actions if only NGOs or practitioners were involved. The primary function of this chapter is to describe the characteristics of businesses and business actors that could make them both particularly receptive to and successful with business-based peacebuilding. It will also include a brief discussion of the other actors involved in business-based peacebuilding, especially the practitioner community that will, in large part, be guiding actual peacebuilding programs. The easiest way to present this is by dividing the actors into three groups: those that support and influence it from outside, those that actively manage it, and the businesses and business organizations without which these efforts would just be simple peacebuilding. The chapter will end with a proposal to create two support organizations needed to help spread business-based peacebuilding and to leverage the business sector for early warning activities.