This is the 42nd edition of Diaspora Diaries, a regular series in Nepali Times with stories of Nepalis who have lived or are working abroad. I still remember the blast of hot air that enveloped me when the airport door slid open at Dubai airport that afternoon 20 years ago. I was immediately worried whether it was the right decision to go to the UAE for work. I was there to flip burgers, much to the dismay of my parents who had invested in my education. But my Master's in Geology from India did not amount to much in Nepal. Oil companies in India prioritised locals, so I had to return to Nepal. I still remember entering the premises of the Department of Geology and Mines in Kathmandu with the hopes of getting a job. But the lethargy and broken furniture there put me off, I did not want to work in such a place. I then took on odd jobs, teaching math and science. My father suggested I could be a lecturer in geology, but how could I inspire people to join a field in which I saw no potential for myself? Read also: <a href="https://nepalitimes.com/here-now/from-retail-to-selling-chiya">From retail to selling chiya</a>, Gautam Guvaju They say money is not everything, but you need money for everything. So, after two years, I found myself interviewing for a job at Burger King in the UAE. The country manager had come to Kathmandu himself for the interview. He told me that I could achieve the same success as another Nepali he had employed in the UAE if I worked hard. My educational background and language skills would be an advantage, he said. But he told me to be realistic about my expectations. I would have to be ready to do even menial tasks, like cleaning restrooms. Foreign workers are usually housed in labour camps in the UAE’s industrial areas, segregated from the rest of the population. I was lucky to be put up in a flat in the middle of the city on the 16th floor of a high rise. In the morning after my arrival in Dubai I marvelled at how high we were, and watched the cars below that looked like toys. At Burger King, everything was by the book. There were specifications and instructions for all functions, from how to wash hands to how to thaw condiments. As a science student I was intrigued. It was not easy, especially in the early days. Standing for nine hours a day as a crew member in a fast-paced environment can be stressful, especially if you are not used to working at all. Read also: <a href="https://nepalitimes.com/here-now/nepali-bonds-with-racing-camel-in-qatar">Nepali bonds with racing camel in Qatar</a>, Mohan Pandey Once the restaurant opened for business, customer flow was constant. In the beginning, I could barely stand by the end of the day and my hands would be stiff. It felt like every cell in my feet was hurting. Even on my days off, I visited the restaurant to read the Burger King manual like a textbook. I found it fascinating how specific it was about standards covering practically every aspect of the burger making process. Perhaps my science degree came in handy after all, helping me grasp details faster than the average employee. I soon became the go-to guy at work. I got 100% in all internal exams required for the job. Doing well in these exams or getting awards in the company positioned me for quicker promotions, but once you hit managerial posts, certificates and training did not matter as it was all about the outlets' performance and numbers. I once caught a cold as my body wasn’t able to handle the frequent changes between the AC inside and the outside heat. Back in Nepal, this would have been enough to keep me in bed. There, I somehow made it to work and got so busy that by the time I was done with my shift, the cold would be gone. I worked myself and my cold to death. Read also: <a href="https://www.nepalitimes.com/here-now/amit-and-tilak">Amik and Tilak</a>, Tilak Bahadur Tamang and Amik Singh Lama My hard work paid off. When I was promoted to Assistant Manager in two years, I was described as the fastest-developing crew member to assistant manager in Burger King Middle East history. I still recall reading that email in tears right before my shift started. It helped that there were managers who were genuinely invested in my growth. Duty meals were free for employees, so I ended up eating burgers every day from 2003 to 2009. I once calculated that I must have eaten about 2,028 of them — but the hard work kept me from gaining weight. Burger King gave me more than just a good job. It is where I fell in love with my wife, who was also making a future for herself in the same restaurant. I then jumped ship to Subway where I worked as an Area Manager for two years. This experience was different because Subway did not have the same strict specifications as Burger King, and gave me room to apply what I had learnt there. Read also: <a href="https://www.nepalitimes.com/diaspora-diaries/finding-a-niche-in-nepal">Finding a niche in Nepal</a>, Babare Bahadur Bomjan  <figure><img src="https://publisher-publish.s3.eu-central-1.amazonaws.com/pb-nepalitimes/swp/asv65r/media/20230930030916_5827ccc1a858abbfa8fa778b5c340f6db99d48511fb5725f161369025fb624bb.jpg" data-media-id="editor_4" data-image-id="20230930030916_5827ccc1a858abbfa8fa778b5c340f6db99d48511fb5725f161369025fb624bb" data-rendition-name="original" width="2000" height="1500" loading="lazy" alt="DF42"></figure>  I was then hired by the Swedish chain Max Burger to establish a presence in the UAE. Its operating style relied on common sense rather than strict specifications. It had the same feel as grandmoms who run kitchens using intuition and common sense, which I quite liked. I had experience handling high volumes, including full destination restaurants with drive through, delivery and takeout. I was also a certified restaurant trainer. As someone who had started out with a monthly salary of AED900, I was now making over 12,000. I had the savings and the skills, but like all migrant workers, I was working for someone else and had started questioning myself – till when? Whenever we came to Nepal on breaks and satisfied our momo and chow mein cravings, we would be on the lookout for burgers. But we were never satisfied with the burgers here, which is what gave us the idea of starting a burger place in Nepal. My parents were getting older, and my father's health had started failing. As an only child, I decided to head home. My wife and son returned first, and I followed. I got on the plane to Nepal with no regrets about leaving the place I had worked in for 11 years. I set up Burger Shack in Nepal in 2014. My parents, who had initially questioned why I was going abroad to make burgers, now started expressing concern about why I wanted to sell only burgers and not momos. Read also: <a href="https://www.nepalitimes.com/diaspora-diaries/migrant-worker-returns-to-create-work-at-home">Migrant worker returns to create work at home</a>, Sunil Bhujel  <figure><img src="https://publisher-publish.s3.eu-central-1.amazonaws.com/pb-nepalitimes/swp/asv65r/media/20230930030916_dd8bea786db86cdc3619171fc4efeaaf007708d3fb0114fc6f723e149e8b41c7.jpg" data-media-id="editor_6" data-image-id="20230930030916_dd8bea786db86cdc3619171fc4efeaaf007708d3fb0114fc6f723e149e8b41c7" data-rendition-name="original" width="2000" height="2667" loading="lazy" alt="DF42"></figure>  Despite my experience in three fast food restaurants overseas, running a restaurant in Nepal was a different proposition altogether. Even finding the right kind of buns and patties was a challenge. I had to improvise every step of the way. Fortunately, business is doing well and we now have three branches including one franchise. Customers say we are the closest thing to McDonald’s in Nepal. Had I not gone overseas for work, I would probably still be doing something on my own — perhaps a small grocery shop or a momo restaurant. But the experience in the UAE gave me capital and skills. I am the first person in my risk-averse family to start a business. I learnt in those few years abroad more practical lessons than I did from my formal education. It was important to pick up technical skills, and use them to build a niche for myself in Nepal. Going overseas means access to a platform and new possibilities, but in the final analysis it boils down to what you make of it. Dubai feels like a dream now. Read also: <a href="https://www.nepalitimes.com/diaspora-diaries/the-return-of-a-master-baker">The return of a master baker</a>, Raju Pakhrin Translated from a conversation with the author. Diaspora Diaries is a regular column in Nepali Times providing a platform to share experiences of living, working, studying abroad. Authentic and original entries can be sent to <a href="mailto:editors@nepalitimes.com" target="_blank">editors@nepalitimes.com</a>

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"Money is not everything, but you need money for everything"

Chuman Gharti Magar cannot remember the number of times he has been stung by bees. But he clearly remembers what his friends and family had said when he spent Rs4,000 on two frame hives from a furniture shop. Back then there were no buses to his village in Musikot, so he carried the two boxes on his back and walked all the way home. His fellow villagers were clearly curious, having never seen frame hives.&nbsp; “When they found out it was a modern hive, people called me crazy for spending money for bees that naturally live in logs,” remembers Magar. “But we have to move with the times otherwise we will be left behind.” Sixteen years down the line, the same people commend him for the respect and money he has earned. Read also: <a href="https://nepalitimes.com/multimedia/weaving-the-fabric-of-a-new-life">Weaving the fabric of a new life</a>, Sahina Shrestha  <figure> <img src="https://publisher-publish.s3.eu-central-1.amazonaws.com/pb-nepalitimes/swp/asv65r/media/2023091905094_250426f884c15d8e2efa2bce5867dc1d9e89d0d5cc0adfeeca72bee127ff5136.jpg" data-media-id="editor_1" data-image-id="2023091905094_250426f884c15d8e2efa2bce5867dc1d9e89d0d5cc0adfeeca72bee127ff5136" data-rendition-name="original" width="1640" height="1000" loading="lazy" alt="Beekeeping Musikot NT"> <figcaption>All photos: GOPEN RAI</figcaption> </figure>  Magar is now the proprietor of Malrani Mauripalan Kendra, where he keeps 150 hives of local Asian honeybees (Apis cerana) which produce 5-10 quintal of honey every season. He sells each kg of honey for Rs1,500 but says the price fluctuates. “I haven’t been able to fulfill the market demand. As honey is considered to have health benefits, the demand is quite high,” he says. Most of his clients are locals in Gulmi but his honey has made its way to Kathmandu, Pokhara, Butwal and even abroad. Much of his business is through word of mouth, and customers usually call him with orders.&nbsp; He also instructs other interested beekeepers, most of whom come to him for practical training. He also sells bees and beehives. Read also: <a href="https://www.nepalitimes.com/multimedia/staying-home-to-create-jobs">Staying home to create jobs</a>, Sahina Shrestha  <figure> <img src="https://publisher-publish.s3.eu-central-1.amazonaws.com/pb-nepalitimes/swp/asv65r/media/2023091905094_4c33b505ccce8034ab634fd124f62c4b2fd2e081fe034b02ddfc896d91c0c5a9.jpg" data-media-id="editor_3" data-image-id="2023091905094_4c33b505ccce8034ab634fd124f62c4b2fd2e081fe034b02ddfc896d91c0c5a9" data-rendition-name="original" width="1497" height="1000" loading="lazy" alt="Beekeeping Musikot NT"> </figure>  “Most of the beekeepers here sell bees and not honey, maybe because they don’t know how. But my priority is honey,” says Magar. “Just like we keep buffaloes for milk, the bees are for honey.” Magar had passed his SLC and had tried his hand at farming for four years. But the weather and soil conditions in the mountains were not suitable. “In the plains, if you farm for a month, you get to eat for eight. Here, if you farm for eight months maybe you get to eat for one,” says Magar. Magar grew up with a mostly absent father who was a lahure. He knew that he wanted to be with his children while also providing a better life for them. So he gave up the idea of becoming a soldier like his father and neighbours and explored opportunities closer to home.&nbsp; Read Also: <a href="https://www.nepalitimes.com/here-now/milking-every-opportunity">Milking every opportunity</a>, Sahina Shrestha  <figure> <img src="https://publisher-publish.s3.eu-central-1.amazonaws.com/pb-nepalitimes/swp/asv65r/media/2023091905094_76460693a287bebac3e2c0a8999a3e0a6267e6f057af1f274e574c219ff39326.jpg" data-media-id="editor_5" data-image-id="2023091905094_76460693a287bebac3e2c0a8999a3e0a6267e6f057af1f274e574c219ff39326" data-rendition-name="original" width="1630" height="1000" loading="lazy" alt="Beekeeping Musikot NT"> </figure>  He first started with log hives but did not know how to handle bees, nor did he know what infrastructure was needed and where to get them.&nbsp; “I learned it all by playing with the bees,” he says. “Bees are technical creatures, they have their own system and habits. Once you figure that out, it is perhaps one of the easiest jobs to do.” Initially, it was even difficult for him to source frame hives. The local furniture shops did not make them and ferrying them from Butwal was too expensive.&nbsp; After three years of struggling to understand the bees, he not only understood the rules of the hives but also found someone who could make hives as per requirements. Read Also: <a href="https://www.nepalitimes.com/banner/money-grows-on-trees-here/" target="_blank">Money grows on trees here</a>, Sahina Shrestha  <figure> <img src="https://publisher-publish.s3.eu-central-1.amazonaws.com/pb-nepalitimes/swp/asv65r/media/2023091905094_0bac4a0b044912d58d2fe4b457ef4c43b8f760b508e33ca5fa1adb6ec2f908cf.jpg" data-media-id="editor_7" data-image-id="2023091905094_0bac4a0b044912d58d2fe4b457ef4c43b8f760b508e33ca5fa1adb6ec2f908cf" data-rendition-name="original" width="1507" height="1000" loading="lazy" alt="Beekeeping Musikot NT"> </figure>  Beekeeping is both “art and science”, he says, and once mastered can yield benefits without much investment. “One of the more important things to learn is hive management because if one is not careful during the seasons when bees procreate, there may be nothing left of the old hive,” says Magar.&nbsp; Another thing to consider, he says, is making sure there is sufficient pollen for the bees to forage. To ensure that all his bees have an ample amount of pollen, he takes a decentralised approach. Magar does not keep all his hives in one place, spreading them in the neighbourhood. Read Also: <a href="https://www.nepalitimes.com/banner/pigs-fly-and-fish-climb-trees">Pigs fly and fish climb trees</a>, Sahina Shrestha  <figure> <img src="https://publisher-publish.s3.eu-central-1.amazonaws.com/pb-nepalitimes/swp/asv65r/media/2023091905094_baafd322cf49e702495b11c6e8ba2616b768611b9adcf99c17efb6b6002da681.jpg" data-media-id="editor_9" data-image-id="2023091905094_baafd322cf49e702495b11c6e8ba2616b768611b9adcf99c17efb6b6002da681" data-rendition-name="original" width="1455" height="1000" loading="lazy" alt="Beekeeping Musikot NT"> </figure>  Professional beekeeping is an undertapped business idea, says Magar: “If every village had 50-100 hives, we could probably export honey,” he adds. One of the major challenges for beekeeping is weather extremes due to climate change. Last year, when it rained for seven days straight, half of Magar’s hive was wiped out.&nbsp; “There is either too much rain or not enough, which has affected the productivity of the bees,” he says. “The weather patterns these days are unpredictable, which makes it difficult.” Magar, however, is happy to be where he is today and credits it all to the bees: “If it wasn’t for the bees, I would probably be working under the hot Gulf sun.” &nbsp; Read also: <a href="https://www.nepalitimes.com/banner/life-in-a-pickle/">Life in a pickle</a>, Sahina Shrestha <h2>Busy bee</h2> Why a declining bee population should concern us  <figure> <img src="https://publisher-publish.s3.eu-central-1.amazonaws.com/pb-nepalitimes/swp/asv65r/media/2023091905094_3d26239faee533da09e6d9fef4241f6959347ebd7ca5cd0a3c65cdbd75d74e14.jpg" data-media-id="editor_11" data-image-id="2023091905094_3d26239faee533da09e6d9fef4241f6959347ebd7ca5cd0a3c65cdbd75d74e14" data-rendition-name="original" width="1564" height="1000" loading="lazy" alt="Beekeeping Musikot NT"> </figure>  When we talk about bees, most of us in Nepal immediately think of honey. Indeed, it is an example of a thriving eco-business with some 16,500 beekeepers across the country producing over 4,000 tonnes of honey every year. The rest of the demand is met by imported produce, mostly from India. While domesticated honeybees are important pollinators, much more important for the ecosystem are the 20,000 or more species of wild bees. Wild bees mostly gather pollen from native plants to feed their young in hives, while domesticated honeybees tend to pollinate crops, flowers and invasive species. Together with other insects, the more important wild bees are in decline worldwide.&nbsp; Nepal’s hallucinogenic ‘mad honey’ is popular because of a series of documentaries made about their collection. An ancient but risky honey hunting culture has Nepal's indigenous people venture up cliffs on flimsy rope ladders twice a year in autumn and spring to extract the Himalayan giant honeybee (Apis laboriosa) honeycomb, a 3cm bee species that forages at up to 4,100m. Of the five honeybee species found in Nepal Apis laboriosa, Apis cerana, Apis dorsata, and Apis florea are indigenous to the Himalaya. Meanwhile, Apis mellifera is a European bee species introduced in Nepal for commercial purposes in 1990. Only Apis cerana and Apis mellifera are used for commercial honey production. Read also: <a href="http://archive.nepalitimes.com/article/Nepali-Times-Buzz/bee-population-in-decline,3613">What's the buzz</a>, Sonia Awale  <figure> <img src="https://publisher-publish.s3.eu-central-1.amazonaws.com/pb-nepalitimes/swp/asv65r/media/2023091905094_6745452799ee2e99b04d465433007bfe62bb1bb9da2fc8e274ff0386acf705fe.jpg" data-media-id="editor_13" data-image-id="2023091905094_6745452799ee2e99b04d465433007bfe62bb1bb9da2fc8e274ff0386acf705fe" data-rendition-name="original" width="1523" height="1000" loading="lazy" alt="Beekeeping Musikot NT"> </figure>  These bees graze on a variety of flowering plants determining their flavour including herbal rudilo, Indian butter tree, mustard, buckwheat, litchi and fixed flower honey among others. But more importantly, bees are responsible for one of every three bites of food we take. Bee pollination can increase food productivity by up to 30%, but wild bees and honeybees are disappearing all over the world due to the use of pesticides, spread of parasites by humans, as well as new diseases. Urbanisation and unplanned infrastructure have reduced grazing areas and caused farmers to switch to monoculture, leading to decreasing abundance and diversity of flowers. This has also affected bee populations. The climate crisis, with cloudbursts and unprecedented wildfires, are destroying habitats and beekeepers report a sharp decline in honey collection in Nepal.&nbsp; A beehive in itself has a well-organised and complex social life. There are worker bees that find pollen, drones whose main job is to mate with the queen, and the queen bee who lays up to 1,500 eggs a day and controls the worker bees. &nbsp; Read also: <a href="https://nepalitimes.com/here-now/to-bee-or-not-to-bee">To bee or not to bee</a>, Nabin Baral

Honey = Money

As a former company commander of the Maoist militia, Niraka Gharti Magar used to raid banks and government offices. But 18 years after the end of the conflict, she now has to work regularly with bankers and bureaucrats to expand her handicraft business. Despite being good in studies, Niraka dropped out of school and joined the Maoists to undergo guerrilla training, and soon saw action attacking police posts, army bases and government installations across Nepal. She firmly believed in the cause, and the Maoist goal of establishing a ‘New Nepal’. &nbsp; The supreme commander of Maoist guerrillas Pushpa Kamal Dahal is now prime minister for the third time in Kathmandu, and three decades after the start of the conflict, much has remained the same here in the rugged mountains of central Nepal.&nbsp; Niraka has found that perhaps peacetime struggles are more difficult than waging revolution. Read also: <a href="https://www.nepalitimes.com/multimedia/weaving-the-fabric-of-a-new-life">Weaving the fabric of a new life</a>, Sahina Shrestha  <figure> <img src="https://publisher-publish.s3.eu-central-1.amazonaws.com/pb-nepalitimes/swp/asv65r/media/20230808040856_b3109170f5cb7c1f4928ec8fc0ce7925a993a589dade44e8bbf38315bcd3b8a6.jpg" data-media-id="editor_1" data-image-id="20230808040856_b3109170f5cb7c1f4928ec8fc0ce7925a993a589dade44e8bbf38315bcd3b8a6" data-rendition-name="original" width="900" height="509" loading="lazy" alt="Ex-guerrilla’s revolution in rural Nepal NT"> </figure>  After the ceasefire in 2006, Niraka joined nearly 20,000 former guerrillas in UN-supervised demobilisation camps. The Maoists came down from the mountains to win elections. She could have been inducted into the national army, but stayed home to take care of her daughter and husband, also a former guerrilla who was wounded in battle. It was too late to resume where she had left off with her education, and returning to her husband’s ancestral village in Rukum she got involved with a community forest users group. But she found it difficult to get a job because of the stigma of her Maoist past. The family moved to Musikot of Rukum district for a fresh start in 2016, and Niraka enrolled to be trained as a weaver. Business grew, and soon she could not keep up with demand for handcrafted woollen mats and blankets, cloth bags and garments, some of which are exported to Singapore and elsewhere.&nbsp; Today, her Prem Dhaka Udyog in Musikot is not just a successful business but also provides income to hundreds of women in the district which in turn empowers them with financial independence. Read also: <a href="https://www.nepalitimes.com/banner/guerrilla-turned-member-of-parliament">Guerrilla-turned-Member of Parliament</a>, Anita Bhetwal  <figure> <img src="https://publisher-publish.s3.eu-central-1.amazonaws.com/pb-nepalitimes/swp/asv65r/media/20230808040856_9978eb1552ea07cf96ea19383b0e172431ba01280c7c76f2ab6da42da3ffb5af.jpg" data-media-id="editor_3" data-image-id="20230808040856_9978eb1552ea07cf96ea19383b0e172431ba01280c7c76f2ab6da42da3ffb5af" data-rendition-name="original" width="900" height="509" loading="lazy" alt="Ex-guerrilla’s revolution in rural Nepal NT"> </figure>  “It was just one training to be a weaver that opened the door for me,” Niraka says. “It changed my life, and look at where I am today.”&nbsp; Niraka is not reluctant to share what she has learnt, and constantly trains and supports women who wish to learn handicraft skills. She often travels to surrounding districts to work with trainee weavers through her own cooperative. Women previously confined to domestic chores are now more self-reliant, many of them joined the trade and are supporting each other by sharing resources and collaborating on products. Weaving is a labour-intensive craft that demands patience and perseverance, a perfect fit for Niraka who has honed those qualities through war and peace. She sees a weaver’s job as not just a means of livelihood for herself and others, but as an effective way to challenge societal norms and provide freedom to fellow-women. Read also: <a href="https://www.nepalitimes.com/banner/from-heads-to-toes">From heads to toes</a>, Sanghamitra Subba  <figure> <img src="https://publisher-publish.s3.eu-central-1.amazonaws.com/pb-nepalitimes/swp/asv65r/media/20230808040856_52bbe153535049bfc304ec8b98d5dd8f3d4932edc2801451236de879f451e33c.jpg" data-media-id="editor_5" data-image-id="20230808040856_52bbe153535049bfc304ec8b98d5dd8f3d4932edc2801451236de879f451e33c" data-rendition-name="original" width="900" height="509" loading="lazy" alt="Ex-guerrilla’s revolution in rural Nepal NT"> <figcaption>Woven handicrafts made by Niraka Gharti Magar’s Prem Dhaka Udyog.</figcaption> </figure>  Niraka herself is modest about her achievements, crediting the resilience and inner strength of Nepali women: “In rural areas, women are often confined to cooking and household chores. They have proved that they can achieve much more.”&nbsp; Niraka’s transformation from fighter to educator is a tale for the ages. Despite her tumultuous journey, it is a story that change is possible when determination meets opportunity and proof that empowerment does not always have to come out of a barrel of a gun. Niraka has carved a niche for herself in the handicraft industry while also paving the way for other women to become self-reliant, and has become a respected member of her community. She says: “Self-awareness is the first step, and with the government as &nbsp;guardian, we have shown we can provide confidence and support to Nepali women.” Read also: <a href="https://www.nepalitimes.com/here-now/feminising-farm-based-firms">Feminising farm-based firms</a>, Shristi Karki Translated from the <a href="https://www.himalkhabar.com/news/137325?fbclid=IwAR0jk-2oKL9OEbDMkjTgTofrLUbc5aliFl4yUvXGwtT7UklmMcCOQjBI9uQ">Nepali original</a> by Aayusha Pokharel.

Ex-guerrilla’s revolution in rural Nepal

Palpa is famous for its Dhaka weaves, but Pabi Sara Rajali did not know this when she first ran away from home to come here more than 20 years ago. From a Magar household, she did not even speak Nepali.&nbsp; She had grown up in the mountains, herding livestock, fetching firewood, doing household chores. She often wondered what the outside world looked like and wanted to earn money to escape her little village. A cousin worked as a weaver in Tansen and proposed to take Pabi Sara with her. Her parents opposed the idea, so she ran away.&nbsp; Life in the bustling market town was different from her mountain village. She not only had to learn to weave, but also a new language. But with her cousin’s help, she quickly picked up both. “It wasn’t an easy job, but at least I had some money of my own,” remembers Pabi Sara. “In my village, I didn't even get to see money, here I could wear what I wanted and eat what I wanted.” Read also: <a href="https://www.nepalitimes.com/multimedia/staying-home-to-create-jobs">Staying home to create jobs</a>, Sahina Shrestha  <figure> <img src="https://publisher-publish.s3.eu-central-1.amazonaws.com/pb-nepalitimes/swp/asv65r/media/20230721200744_917427d1a45990a3646f2fa68a49586ca0f8bcb2fdc66c50cfe67595d6eca496.jpg" data-media-id="editor_1" data-image-id="20230721200744_917427d1a45990a3646f2fa68a49586ca0f8bcb2fdc66c50cfe67595d6eca496" data-rendition-name="original" width="2250" height="1265" loading="lazy" alt="Weaving the fabric of a new life  NT"> <figcaption>All photos: GOPEN RAI</figcaption> </figure>  Pabi Sara met Chandra Bahadur Rajali, who worked as a technician at the weaving centre. He had come from Gulmi at the age of 12 to spin threads and worked his way up to weave and fix machines. They got married in 1999, and a year later, their first daughter was born. But their combined salaries were not enough to provide for the family of three. So, while Pabi Sara continued weaving, Chandra Bahadur took up a construction job. But that did not pay well either, and they opened a butcher shop in the bazar. Even that did not work out. So, Chandra Bahadur decided to try his luck abroad. He took a loan and went to Dubai. The earnings there were not as good as expected, and the work in the desert was hard. In three years there, Chandra Bahadur saved just enough to pay back the loan to his recruiter. “I thought that I’d be able to make the same money at home while living with my family, so I came back,” he says. In Palpa, he went back to working at the dhaka factory again. He realised that because so many young men had migrated for work, there was a labour shortage and wages had improved. The fabric that had been a part of Nepal’s national dress had started gaining popularity and the demand for Palpali dhaka had surged. Read Also: <a href="https://www.nepalitimes.com/here-now/milking-every-opportunity">Milking every opportunity</a>, Sahina Shrestha  <figure> <img src="https://publisher-publish.s3.eu-central-1.amazonaws.com/pb-nepalitimes/swp/asv65r/media/20230721200744_52229a8d9ac98b115b1eb0a062d1796b0e25620bcc2135e1930ee100dc4a844f.jpg" data-media-id="editor_3" data-image-id="20230721200744_52229a8d9ac98b115b1eb0a062d1796b0e25620bcc2135e1930ee100dc4a844f" data-rendition-name="original" width="2250" height="1433" loading="lazy" alt="Weaving the fabric of a new life  NT"> </figure>  Dhaka fabric originated in southeast Asia and came to Nepal through then East Bengal during the British days, which is why it is still called ‘dhaka’. Experts have traced the patterns and colours of Nepali dhaka to Bangladeshi jamdani dhakai. The dhaka tradition in Palpa can be traced to the late 1950s when Ganesh Man Maharjan traveled to Dhaka where he saw saris made from the muslin. He learned the process and set up the first factory in Tansen. The fabric became emblematic of the country’s identity when King Mahendra made it mandatory in the 1960s for government officials to wear dhaka topi.&nbsp; After 17 years of weaving dhaka for others, the couple decided to strike off on their own. Today, Pabi Sara and Chandra Bahadur's New Sangharsha Dhaka Udhyog is one of the 32 small-scale dhaka businesses in Palpa. They borrowed money, bought a plot of land, and struck a deal with a factory owner who was closing down and bought five of his jacquard looms. “Getting the looms was not enough, we needed stands, threads, and that too added to the cost,” says Pabi Sara. They named their company Sangarsha Dhaka Udhyog, a nod to the many struggles they had in life. But the struggle was not over: while both had the weaving and mechanical skills, they did not know enough about management.&nbsp; Read Also: <a href="https://www.nepalitimes.com/banner/life-in-a-pickle/" target="_blank">Life in a pickle</a>, Sahina Shrestha  <figure> <img src="https://publisher-publish.s3.eu-central-1.amazonaws.com/pb-nepalitimes/swp/asv65r/media/20230721200744_b917b152bf28b262ac1adef0e22782165f945a9df1b9d64981602b57e38d71b4.jpg" data-media-id="editor_5" data-image-id="20230721200744_b917b152bf28b262ac1adef0e22782165f945a9df1b9d64981602b57e38d71b4" data-rendition-name="original" width="2250" height="1462" loading="lazy" alt="Weaving the fabric of a new life  NT"> </figure>  In 2016, Pabi Sara got selected for the Women Rural Enterprise Acceleration Project where she learnt the basics of running a business and was among the top five entrepreneurs in the district. Things were slowly starting to look up for the couple. Before the pandemic hit, they expanded to 11 looms and even set up a showroom in the bazar. But the factory remained closed during the lockdowns, so did the showroom and they faced severe losses. Then a landslide damaged a part of the factory and four of the looms.&nbsp; “It felt like our backs gave out,” recalls Pabi Sara. The couple did not have the money to pay interest on their loans or taxes to the government. They decided to shut down for good. “We went around asking for help from the municipality and government offices but maybe because we are small people with no political connections no one listened to us,” says Chandra Bahadur. Desperate, the couple sold corn and other vegetables by the highway, carrying the sacks on their backs.  <figure> <img src="https://publisher-publish.s3.eu-central-1.amazonaws.com/pb-nepalitimes/swp/asv65r/media/20230722030732_395843c7b6e8d30db91d8cae34af1612bc891572b36695e16d01a7930c124f78.png" data-media-id="editor_6" data-image-id="20230722030732_395843c7b6e8d30db91d8cae34af1612bc891572b36695e16d01a7930c124f78" data-rendition-name="original" width="926" height="535" loading="lazy" alt="Tansen"> </figure>  When the world started getting back to normal in 2021, they renovated the shed and registered the company again. Things seem to be finally falling into place, and they now employ seven women on six looms and sell everything they produce from the factory itself. On average, the company has a turnover of Rs200,000 a month. “There is a huge demand for dhaka in the market but we have not been able to meet it,” says Chandra Bahadur. “We don’t have enough space to add more looms. But we do not have the capital to expand either, and there are loans to pay off.” Read Also: <a href="https://www.nepalitimes.com/banner/money-grows-on-trees-here/" target="_blank">Money grows on trees here</a>, Sahina Shrestha  <figure> <img src="https://publisher-publish.s3.eu-central-1.amazonaws.com/pb-nepalitimes/swp/asv65r/media/20230721200744_bfd8c3dfbd37278b891a82366c9a5985bdd382363173f210cecb53fe5af1e983.jpg" data-media-id="editor_8" data-image-id="20230721200744_bfd8c3dfbd37278b891a82366c9a5985bdd382363173f210cecb53fe5af1e983" data-rendition-name="original" width="3000" height="1860" loading="lazy" alt="Weaving the fabric of a new life  NT"> </figure>  While uncertain about financing, the couple is confident about the quality of their weaves. The thinner and tighter the threads, the better the design and quality of the fabrics, and Pabi Sara makes sure the weavers all hit hard to make firm knots. Since they have risen up the ranks themselves, they know that happy workers make better products, and take good care of the staff. Rambha Devi Saru was one of the first women to join the company ten years ago. She learned to weave from Pabi Sara herself, and has been working with the couple ever since. Her husband worked in Malaysia and is now in Saudi Arabia. “I was just wasting my time at home. But since I started working here, I feel like I am contributing to the household as well. It makes me happy,” says Rambha. Pabi Sara empathises with that and is pleased she can help other women gain financial independence. “If I had just turned to my husband to provide for me, I wouldn’t be where I am today. So I encourage them to join us. We want to help them in any way we can,” she says. She adds, “We want to scale up and hopefully create a sustainable business. If one day, our daughters decide that they don’t want to work for someone else, I want them to at least have this business to fall back on.” Read Also: <a href="https://www.nepalitimes.com/banner/pigs-fly-and-fish-climb-trees">Pigs fly and fish climb trees</a>, Sahina Shrestha

Weaving the fabric of a new life

<img src="https://superdesk-pro-c.s3.amazonaws.com/sd-nepalitimes/2022120710124/6390574f9c7e80680e0ce14fjpeg.jpg" alt="" width="1200" height="800"/>For an average Nepali living or studying abroad, getting a green card or a resident ID of the US, UK or Hong Kong is dream come true. Most of them wait years to get their papers so that they can remain abroad, earn more than back home, and explore more opportunities.But for Meghendra Gurung of Sindhuwa village in Dhankuta district, returning to Nepal was a no brainer. Born in Hong Kong where his father Kul Prasad, a British Gurkha officer was stationed, he could have chosen to stay back. Instead he packed his back and returned to Dhankuta when his father retired.Today, he is a well-known vegetable market manager in Dhankuta, helping local farmers sell their produce. His vegetables are sold all over eastern Nepal and even exported to India.Read also: <a href="https://www.nepalitimes.com/banner/pigs-fly-and-fish-climb-trees/">Pigs fly and fish climb trees</a>, Sahina ShresthaIn the early 1990s, when the non-governmental organization The Center for Environmental and Agricultural Policy Research, Extension and Development (CEAPRED), trained farmers in Sindhuwa on off-season vegetable farming for the first time in Nepal, Mahendra got involved, was trained, and started farming.He was in-charge of market management, and after the CEAPRED project ended after two and a half years he and more than 85 farmer groups were producing off-season vegetables.But three decades ago, the Eastern Nepal market was too small. Although Dharan was a big city, the population was not large, Itahari was just developing, and there were no big markets in Jhapa either. Even Biratnagar did not consume a lot of vegetables.So it fell upon Meghendra to find a market for the produce. He put together a group and went to Nepal's big cities like Kathmandu, Pokhara and Narayangadh to study the vegeetable market.Read also: <a href="https://www.nepalitimes.com/banner/proud-to-give-back-to-nepal/">Proud to give back to Nepal</a>, Nepali Times"At that time we could not find a market that could handle the amount of vegetables we were producing," says Meghendra. So he turned his attention to India. He got in touch with vegetable traders in Siliguri and Kolkata and for the first time, Nepali vegetables entered Indian market.A Nepali who came back from abroad was instead sending Nepali vegetables abroad. The effort of one enterprising man has helped reverse the tide: Nepali vegetables are going to India instead of the other way around.Meghendra is now trying to push for Pest Risk Analysis (PRA), to identify the appropriate phytosanitary measures required to protect plants against new or emerging pests of Nepali agricultural products so that chemical pesticides do not have to be used.Says Meghendra, "If we can do this, there won't be a problem in exporting Nepali vegetables to Indian and regional markets in the Gulf. But rather than an individual, this should be a government effort. If the state facilitates it, we can do the rest."Read also: <a href="https://www.nepalitimes.com/banner/dont-give-up-on-nepal-it-has-lots-to-offer/">Don’t give up on Nepal, it has lots to offer</a>, Sahina Shrestha

Taking Nepali vegetables to the world

<figure><img width="1454" height="889" src="https://superdesk-pro-c.s3.amazonaws.com/sd-nepalitimes/20221109121152/636b950a9c7e80680e06f235jpeg.jpg" alt=""/><figcaption></figcaption></figure>About 250 years ago when King Prithivi Narayan Shah made Kathmandu the capital of unified Nepal, he realised that the city had great potential as a business centre, complementing its role as a trading hub. He allowed in businessmen from Rajasthan in India to set up shop and allow entrepreneurship to ferment, a move expanded later by Prime Minister Chandra Shamshere Rana. One reason entrepreneurship did not have deep roots in Nepal was the concept of जागिर, a 10-5 salaried position with job security. That is why the start-up culture took so long to start up and morph in Nepal. The proliferation of, and exposure to the Internet and the recent advent of international private equity firms, accelerators and incubators have paid a pivotal role in making this happen.Since 2017, successive government budgets have mentioned start-ups and allocated money for their establishment, but without clarity and development. This year’s budget was no different: it also set aside Rs1 billion towards building a start-up ecosystem, including concessional loans.  What the previous governments had missed out on, this one seems to have acknowledged: start with defining a start-up. A voluminous document is doing its rounds through the corridors of our bureaucracy for comments from experts. Until they come up with a definition, let us say a start-up is an innovative idea that uses technology to address unmet demand in the market.In the United States, the start-up sector is a $3 trillion business. In South Asia, India leads the pack with over 20,000 Start-ups in operation, of which 100 are unicorns with a combined market cap of $240 billion. Bangladesh, Pakistan and even Afghanistan have understood the importance of this sector to the economy.  Internationally, some 90% of start-ups fail to take off. Nepal has invested in 400 start-ups, all in Kathmandu, and the risk appetite for new investments is limited partly because of the absence of an enabling environment. The cost factor for starting a tech business in Nepal is lower than anywhere else with a constant flow of <a href="https://archive.nepalitimes.com/article/Nepali-Times-Buzz/outdated-laws-limited-ecommerce-hold-back-tech-industry%20,3547" target="_blank" rel="noopener noreferrer">eligible young graduates well versed in English</a> who are relatively computer literate. The bandwidth for connectivity is getting better. It is an untapped market, an imitation of international successes for local markets can be implemented, and the population is young, and growing.There are challenges with the lack of legal and policy environment posing the greatest risk. Ideas are the premise of any start-up. Intellectual Property Right (IPR) is the most important legal recourse for safeguarding those ideas, which in Nepal remains a draft and has been in discussion for quite some time.The current law was formulated in 1964, and does not address developments that have occurred worldwide since then. A lawyer recently remarked that when he tried to register a trademark for poultry feed, the application was denied because a tobacco company had already registered it. Thankfully, the Supreme Court gave a verdict on the Kansai Nerolac case a few years ago, which protected trademarks. Still, laws need to reflect international best practices for this sector to operate. Financing start-ups is also a great hurdle. Banks are reluctant and risk averse to lend without collateral. If a loan is secured it is not nearly enough to meet the requirement and equity is difficult to come by. The ones who have demonstrated that they have the ability to serve a niche market and can show potential to scale up have been successful to secure equity financing.  The start-up industry is evolving despite the lack of an enabling environment.  The resilience shown by these entrepreneurs has steadily improved, and the appetite to invest in them is gaining traction. Examples are <a href="https://www.nepalitimes.com/here-now/three-toots-for-tootle/" target="_blank" rel="noopener noreferrer">ride sharing apps</a> that made the government change its policy, <a href="https://www.nepalitimes.com/banner/nepals-budding-e-commerce-ecosystem/" target="_blank" rel="noopener noreferrer">e-commerce platforms</a> that have engaged with the government to facilitate the sector, and companies that realigned business plans to accommodate government policies. A cloud service provider had to create a hybrid model because government officials could not comprehend what it was, and that data could be secure. They needed to see actual physical infrastructure.  But <a href="https://archive.nepalitimes.com/regular-columns/Cross-Cutting/Start-ups-need-staying-power,439" target="_blank" rel="noopener noreferrer">start-ups are resilient</a>, and they will continue to compel the authorities to accommodate them as they continue to grow. They have adapted to the situation and have introduced internal safeguards to secure their ideas in a lax IPR environment.  Some are ensuring strict non-disclosure agreements, developing in-house products knowing that there will be disrupters in the market six months down the road and, focussing on networks as much as focussing on products. The government’s new regulations will hopefully put it in a facilitating role to create a platform for ideation to grow with the help of mentors from academia and the private sector. Nepal’s start-ups are to stay, and with the right legal and regulatory framework in place, will thrive. One day there will be a Nepali unicorn in the making.<a style="font-size: 15px; letter-spacing: 0.01em;" href="https://www.nepalitimes.com/opinion/also-keeping-financially-healthy-in-a-lockdown/" target="_blank" rel="noopener noreferrer">Siddhant Pandey</a> is Chairman and CEO of <a style="font-size: 15px; letter-spacing: 0.01em;" href="https://bo2.com.np" target="_blank" rel="noopener noreferrer">Business Oxygen Pvt Ltd (BO2).</a><img src="https://superdesk-pro-c.s3.amazonaws.com/sd-nepalitimes/20221109121152/636b950d9c7e80680e06f236jpeg.jpg" alt="" width="90" height="109">

Giving start-ups a head start

<img src="https://superdesk-pro-c.s3.amazonaws.com/sd-nepalitimes/20221110101156/636ccb639c7e80680e08bbbejpeg.jpg" alt="" width="1778" height="1000"/>Thanks to the year-round pleasant weather and its geography as a valley with lakes nestled below mountains, Pokhara has been synonymous with tourism.But in the last few years, it has diversified its appeal. Pokhara is now home to upcoming universities and colleges that attract both domestic and foreign students. It has a growing manufacturing and service economy, a thriving construction industry and a slew of venues for adventure sports.It has an international cricket stadium, to which the Annapurnas provide a postcard-perfect backdrop. Soon, a spanking new airport will connect Pokhara directly to cities outside Nepal. In these days of global connectivity, can it also be a hub for young Nepali innovators and entrepreneurs?That was the question when I worked as a Pokhara University faculty two years ago. The university wanted to start a business incubation centre for its students, and was looking for ways to make it a successful undertaking by first making sure that the faculty was ready.Ecosystem before the species: Donor-funded micro and small business development programs have been training Nepali chicken farmers, beauty-parlour owners and the like at least since the late 1970s. Few of these showed success beyond the end of the public funding cycle.One reason was that the past generations of small-business development work did not focus on building up and strengthening the ecosystem for entrepreneurs to first survive and then thrive. They used public funds to train individuals--often in batches and for days on end. But they did not see their role in improving the business environment under which the entrepreneurs struggled and laboured for little gains.These days, universities, municipalities and other public-serving institutions need to add the task of building an entrepreneurial ecosystem to their to-do list. They can provide space with low or no rent for initial years, basic infrastructure such as the internet, electricity and water, subsidies for advising and mentoring services, seed funds to help the entrepreneurs start accessing other services that they need, and a network of local investors.Public institutions now know that paying for training services alone is not enough. They need to attract, work with and retain entrepreneurs akin to the federal government’s effort to attract and work with foreign investors. And much like in nature, where the right combination of water, oxygen and temperature helps species to grow and evolve to complexity, entrepreneurs flock to areas where the public institutions have first put in the basic elements of the entrepreneurial ecosystem in place.With its inviting weather and amenities, and its tourism-honed customer-service orientation, Pokhara should stand ready to strengthen its own ecosystem for domestic and foreign entrepreneurs.Can-do mindset over business jargon: Universities and public institutions are averse to taking risks. They aim to minimise failures. But entrepreneurship is all about learning from mistakes and failures so that success can eventually be maximised.If public institutions see entrepreneurship training as an exercise in creating ‘safe to experiment’ and ‘safe to fail many times and get back up’ spaces for students and innovators around their campus and the city, that resultant mindset alone would pay for several years’ worth of pricey MBA fees.Because of high upfront costs of starting a business, most Nepali entrepreneurs dare not fail. As such, they start small, take no risk, and remain small for years--hardly growing beyond the cottage-industry category.If a progressive city like Pokhara defrays the upfront cost of starting and running a business, say, for the first two years, a number of firms could potentially grow to scale, providing hundreds of jobs and other spillover benefits that would more than make up for the initial loss of the rental and income tax receipts.Without the ever-present worry to pay the government from the first month of starting their business, entrepreneurs would learn to calibrate risks and initial energy to maximise success, and not just play safe and remain small by design.Investments over grants: Both grants and investments are important for the growth of an entrepreneurial culture. But Nepali public institutions tend to give grants to individuals (especially in agriculture), but tell them to seek high-interest loans for basic infrastructure upgrades, when it should be the other way around.Pokhara’s public institutions can pay for the basic infrastructure (cold storage facilities, work-machines, etc), while encouraging entrepreneurs to seek equity investments by convincing those with money.More than public institutions, private investors have a better sense when it comes to deciding who to fund and who to let go. If public institutions pay for basic infrastructure while enabling private investors to bet on entrepreneurial teams, then this blend of public and private money minimises entrepreneurs’ start-up risks while their potential for success gets recognised. This is where Kathmandu has failed, and the opportunity is for Pokhara to take.In 2015, Korea’s Ministry of Science and Technology paid for the Nepal Innovation Technology &amp; Entrepreneurship Centre that got its start at Pokhara University, which will soon be handed over to the PU faculty. My conversation with the faculty two years ago was about how to run the Centre for its students.The level of ambition could be much higher: how to start and run a few such Centres across Pokhara to help innovators–students and others--launch and scale up their own businesses that take advantage of Pokhara’s hitherto untapped potential as a destination for entrepreneurs.Ashutosh Tiwari, founder at SAFAL Partners, writes this monthly column CrossCurrent in Nepali Times focussing on entrepreneurship, management, public policies and development as if Nepalis mattered.

Ashutosh Tiwari

Incubating Pokhara’s business ecosystem

<img src="https://superdesk-pro-c.s3.amazonaws.com/sd-nepalitimes/20221110111124/636cd18c9c7e80680e08f8bdjpeg.jpg" alt="" width="1500" height="1000"/>Why do women entrepreneurs and female small business owners in Nepal have a hard time attracting capital to grow their businesses? A series of conversations I had with banks and female entrepreneurs a few months ago provided some insights.Suppliers of capital (i.e., banks) said that they funded mostly those women entrepreneurs who could use land as collateral, and who came to them via impeccable references, which was a euphemism for ‘upper class’.They repeatedly termed women entrepreneurs as ‘risky’, adding that they did not offer business advisory services. As such, they were unable to advise the women on how to make the best use of the loans.Once the loans were disbursed to women with such impeccable references, the female entrepreneurs had to pay the interest every month, and that was the extent of the financial relationship with the banks. Most banks said that they did not feel comfortable advertising or marketing their women-focused business financing schemes for fear of attracting all sorts of 'small women entrepreneurs'.But they all said that they did have the funds, earmarked for women-owned businesses. Disbursing the loans to them, was a bit of a hassle.On the demand side, one small business owner said that even though she had been in business for ten years, and wanted to expand her bakery to a Nepal-wide e-commerce platform, the bank she went to, told her to stick to her existing stand-alone bakery, and forget about the broader e-commerce idea.Her frustration was that the bank did not see her years of experience as a plus, but instead wanted her to lower her ambitions to run only the bakery, which had been running well anyway since 2012. She had funded the business herself, and had only gone to the bank for additional investment to branch out to e-commerce.Another entrepreneur was ready to accept foreign investment, but the government’s policy of not allowing FDI of less than $500,000 in Nepali small businesses put an end to the process. She then turned to local private investors who took too much time to decide whether to chip in or not.When they did, they wanted more ownership and more control of the business, essentially turning her into their employee. This discouraged her from talking to other moneyed local investors.Another female entrepreneur said legacy women’s business associations were managed and run by women of means, who had long-standing social, cultural and professional ties to one another. They were not agile or sensitive enough to the financing needs of the next generation of ethnically-diverse, less ‘well-connected’ women entrepreneurs.One entrepreneur funded her medical business by taking out loans from friends and family businesses. Her business took off, and she struggled not so much with finances but with operational issues. She said she would have paid for this advice, which, would have saved her money. This showed that finance that came with operational or technical assistance had a greater scope of helping women entrepreneurs grow their business and generate additional jobs.Another café owner we spoke to mentioned that she did not consider bank loans because interest rates were high and the paperwork looked intimidating. Besides, once she learnt that the bank interest rates were unstable, she gave up on the loans altogether, for she did not want to be hit by a rising interest rate over a five-year period.Instead, she borrowed money from her partners. That partnership did not go well, which led her to think that she needed training or advice on negotiations and partnership management-- skills, which would have saved her money.Another tech entrepreneur shared that her lack of knowledge about finances came to light when her company ran out of cash during Covid times, making her unable to meet the payroll. Looking back, she wishes she had a better grasp of financial knowledge which would have helped her manage cash better.All the female entrepreneurs I spoke to said that the financing institutions did not pursue them. The banks’ assistance to women entrepreneurs remains available but appears to be deliberately under-marketed and under-sold. Nepali society lacked role models of financially successful women who rose through their own hard-work, and not on the coat tails of their husband or father.Venture funds, one entrepreneur said, had such high requirements and demands that women had so far stayed out of their radar. All agreed that financial solutions catering to women entrepreneurs should not be looked at in isolation. Instead, it should also encompass enhancing women’s financial and investment literacy and their knowledge of business operation efficiency.After all, running and scaling up a business was not only a matter of accessing finance but being prepared to access finance in ways that assure the lenders or capital providers that the women entrepreneurs would make good use of the invested capital.Likewise, another entrepreneur said that of all the sources of funds, the most reliable are personal and family funds. These allow the women to get things started, but, after that, women get stuck as to how to leverage their credibility to access further funds from strangers and institutions. This was, she said, the valley of death – where most women-owned businesses either failed to grow further and continued to gasp for cash or stayed small without maximising their business potential.Though Nepal’s laws around women entrepreneurship and women’s right to own assets have improved somewhat in recent years, they are still framed through a lens of patriarchy, which does not count women as possible economic beneficiaries, except as an afterthought.That women need to join the workforce is a given. That women can start businesses and scale them up well to provide jobs, is not. The constraints appear to be around growth capital and advisory services.Unless government policies, donor funds and private capital unblock these constraints, funding and scaling women-run and women-serving Nepali businesses remains a promise far short of its potential.Ashutosh Tiwari, founder at SAFAL Partners, starts this monthly column CrossCurrent in Nepali Times. He will focus on entrepreneurship, management, public policies and development as if Nepalis mattered.

Holding up half the economy

<img src="https://superdesk-pro-c.s3.amazonaws.com/sd-nepalitimes/20221109121116/636b8cdf9c7e80680e06b31djpeg.jpg" alt="" width="800" height="450"/>At 4:30 AM on a gloomy Friday morning in Frankfurt, Aman Bhattarai gets on a conference call with his colleagues to identify final technical issues before he steps into the virtual stage.For the next three days, he will be coordinating more than 60 young people from Nepal and 20 international experts from around the world to take part in <a href="https://www.impactweek.net/projects/virtual-impact-week/nepalvscovid19-virtual-design-challenge/" data-saferedirecturl="https://www.google.com/url?q=https://www.impactweek.net/projects/virtual-impact-week/nepalvscovid19-virtual-design-challenge/&amp;source=gmail&amp;ust=1587829462939000&amp;usg=AFQjCNGypyhmZETPi0MU0Re-OBAqi8uqoQ">NEPALVSCOVID19</a>, a Virtual Design Thinking challenge aimed at building ideas on Nepal’s post-pandemic recovery in the themes of Community, Education, Business and Public Health.Designed off the globally acclaimed Design Thinking <a href="https://www.ideou.com/blogs/inspiration/what-is-design-thinking" data-saferedirecturl="https://www.google.com/url?q=https://www.ideou.com/blogs/inspiration/what-is-design-thinking&amp;source=gmail&amp;ust=1587829462939000&amp;usg=AFQjCNHIDc6uIheNJB7KMZmhnWSYf76nQQ">methodology</a>, the challenge was organised 17-19 April by <a href="https://www.impactweek.net/" data-saferedirecturl="https://www.google.com/url?q=https://www.impactweek.net/&amp;source=gmail&amp;ust=1587829462939000&amp;usg=AFQjCNFIk3bxDC50BdVQLqTFCZ4xcvRPjg">The Impact Week</a> in collaboration with the <a href="https://www.lufthansagroup.com/en/home.html" data-saferedirecturl="https://www.google.com/url?q=https://www.lufthansagroup.com/en/home.html&amp;source=gmail&amp;ust=1587829462939000&amp;usg=AFQjCNF24eP2uiJn4lhpe0ceQQGgU7ZzsA">Lufthansa Group</a> and <a href="https://www.kingscollege.edu.np/" data-saferedirecturl="https://www.google.com/url?q=https://www.kingscollege.edu.np/&amp;source=gmail&amp;ust=1587829462939000&amp;usg=AFQjCNGqbWFGNVNO8QViXuBInhtLdVCRCg">King’s College</a> in Nepal. Since its inception in 2015, Impact Week continues to promote innovation and entrepreneurship in emerging economies as the basis for sustainable growth. This was the second Impact Week in Nepal.“To have young Nepali minds from around the world collaborate with top mentors locally and internationally to design creative solutions to the problems brought about by COVID-19 is a humbling and gratifying experience,” says Narottam Aryal of King's College, Nepal.<img src="https://superdesk-pro-c.s3.amazonaws.com/sd-nepalitimes/20221109121120/636b8ce19c7e80680e06b31ejpeg.jpg" alt="" width="640" height="405"><img src="https://superdesk-pro-c.s3.amazonaws.com/sd-nepalitimes/20221109121120/636b8ce59c7e80680e06b31fjpeg.jpg" alt="" width="640" height="403">The impact of COVID-19 on Nepal’s businesses was one of the themes participants worked on over the three days. For a nation that relies on remittance and tourism, the impact on the economy is far-reaching. According to the Asian Development Bank, Nepal might <a href="https://www.adb.org/publications/economic-impact-covid19-developing-asia" data-saferedirecturl="https://www.google.com/url?q=https://www.adb.org/publications/economic-impact-covid19-developing-asia&amp;source=gmail&amp;ust=1587829462939000&amp;usg=AFQjCNGAheWJE6_P3_trBUc44lcrS-eCXQ">lose up to </a>$322 million due to the impacts of COVID-19 -- especially at risk are small-and medium scale enterprises, and more than 400 start-ups currently based in Nepal.In the latest submission to the Ministry of Finance, top Nepali start-ups say they will face great pressure if businesses do not revive within the next 4-6 weeks. Most said they would be out of business.One of the teams working on the challenge came up with an innovative solution to bridge households with local service providers to ease the delivery of goods and services. Creating an online inventory would not only help households with no immediate contacts to suppliers in the time of a lockdown but would also create added market opportunities to businesses currently struggling because of the pandemic.<img src="https://superdesk-pro-c.s3.amazonaws.com/sd-nepalitimes/20221109121120/636b8ce79c7e80680e06b320jpeg.jpg" alt="" width="640" height="358">“Based on our research interviews, we identified a mis-match between business providers and customers,” says Bijana Pantha, currently pursuing an MBA at Faculty of Management Studies, Delhi University. “Accordingly, we decided to design an online directory of businesses based on their location to fill this gap. The ultimate belief is that such a solution would be beneficial not just during but also outside the times of a pandemic.”The winning idea was on public health from a group of Nepali students studying at <a href="https://www.jacobs-university.de/" data-saferedirecturl="https://www.google.com/url?q=https://www.jacobs-university.de/&amp;source=gmail&amp;ust=1587829462939000&amp;usg=AFQjCNEQzVaQahEqnpDrQXGkROG55D2AMA">Jacobs University</a> in Bremen in Germany. After consultations with health experts and medical students from over half a dozen hospitals across the country, their solution aims to allocate human resources in a more effective manner by training medical students on how to communicate sensitive information to villagers, promote hygiene habits and spread knowledge on COVID-19 backed up by scientific research.According to the needs and scale of the crisis, these ‘Corona Warriors’ would be deployed in  disease hot spots. With the doctor to patient <a href="https://www.nepalitimes.com/banner/this-is-how-to-upgrade-nepals-rural-health/" data-saferedirecturl="https://www.google.com/url?q=https://www.nepalitimes.com/banner/this-is-how-to-upgrade-nepals-rural-health/&amp;source=gmail&amp;ust=1587829462939000&amp;usg=AFQjCNFEmacnS5tNUXCTt8KwZIgyQkD7UQ">ratio</a> in rural Nepal as low as 1:150,000, the idea would be even more relevant if the pandemic worsens. The team has successfully launched its  <a href="http://coronawarrior.freesite.vip/?i=1" data-saferedirecturl="https://www.google.com/url?q=http://coronawarrior.freesite.vip/?i%3D1&amp;source=gmail&amp;ust=1587829462939000&amp;usg=AFQjCNHiVR4suKsULOQrte7b7f9nApHTvg">website</a> and is seeking to implementing the solution in real-life.<img src="https://superdesk-pro-c.s3.amazonaws.com/sd-nepalitimes/20221109121120/636b8ce99c7e80680e06b321jpeg.jpg" alt="" width="800" height="548">“Utilising the lockdown as an opportunity, we have witnessed that virtual collaboration can equally enable to foster innovation entrepreneurship across the world,” says Aman Bhattarai, a senior consultant at Lufthansa Group and the initiator of NEPALVSCOVID19.More than just the ideas, what was remarkable was the energy, enthusiasm and collaboration shown by the community in confronting the global threat. For some, this unique virtual social experience was an opportunity to socialise and reach out during lockdowns. For others it provided emotional and social support at a time when the world is going through a mental health crisis. For many Nepalis abroad, it was a welcome opportunity to engage in an exercise to come up with ideas to fight the pandemic.<img src="https://superdesk-pro-c.s3.amazonaws.com/sd-nepalitimes/20221109121120/636b8ced9c7e80680e06b322jpeg.jpg" alt="" width="800" height="639">“I had a rare opportunity to contribute to Nepal’s response against COVID-19. I felt a sense of belonging,” says Shuvabi Pradhan, also at Jacobs University and a member of the winning team. “Waking up at 5AM because of the time difference was worth it.”Participants agreed that platforms like these make it possible to design workshops with cross-cultural collaboration that seeks solutions to the challenges Nepal will face post-pandemic, while providing a sense of belonging and community spirit.Watch video of the winning idea:https://www.youtube.com/watch?v=nXz-HD3d_Nk&amp;feature=emb_logoRead also: <a style="font-size: 15px; letter-spacing: 0.01em;" href="https://www.nepalitimes.com/latest/nepals-exit-strategy/" target="_blank" rel="noopener">Nepal's exit strategy</a>

Nepal vs COVID-19

<figure><img src="https://superdesk-pro-c.s3.amazonaws.com/sd-nepalitimes/20221108181148/636a966f9c7e80680e05dc68jpeg.jpg" alt="" width="1500" height="1125"/><figcaption>Photos: EPIC MOUNTAIN BIKE</figcaption></figure>Rupesh Shrestha was nearly paralysed after a spinal injury, and his business was on the verge of bankruptcy. Just when he thought things could not get much worse, he lost his wife to cancer.Today, Shrestha is a living example of someone who turned adversity into accomplishment, using a positive mental attitude and persistence to transform a small bicycle shop into one of Kathmandu’s top mountain bike stores.“When you are on the edge you learn so much about life, and it was my passion for business that drove me to success,” says Shrestha. “You can either get stuck or move forward.”Read also: <a href="https://www.nepalitimes.com/opinion/migrant-worker-finds-farming-in-nepal-more-rewarding/" target="_blank" rel="noopener">Migrant worker finds farming in Nepal more rewarding</a>, Naresh NewarFive years ago, after suffering a prolapsed disc, he was hospitalised then bedridden at home for months. It was rigorous physiotherapy and yoga that saved him from paralysis.Against his father’s advice, he had set up Epic Mountain Bike in 2000, when he was just 20. Shrestha was ahead of his time because Kathmandu was not yet ready for mountain biking, and the business did not do well.https://www.youtube.com/watch?v=76OS31e_2iUThen tragedy struck: his wife was diagnosed with an aggressive cancer and despite treatment she died in 2016.“This was a very difficult time for me, but during the 13-day mourning period I did a lot of self-reflection about life. It was the support and counselling from my friends and family that helped me to move on,” recalls Shrestha.The trick was to put his energy completely into his mountain bike store, understand the market, promote cutting-edge technology and focus on making the venture successful.Read also: <a href="http://archive.nepalitimes.com/news.php?id=15137#.XdZnjdUzbIU" target="_blank" rel="noopener">Cycle city</a>, Roma Aryal“At that time, 80% of my clients were westerners and 20% Nepali — today it is just the reverse,”  says Shrestha, who sees many urban Nepalis now adopting the sport, taking advantage of the country’s challenging topography and stunning scenery to undertake adventures on two wheels.He went to Singapore to train himself in the potential for mountain biking, and read and researched the subject starting with the bible of the sport, The Complete Book of Mountain Biking, by mountain biking pioneer Gary Fisher.<img src="https://superdesk-pro-c.s3.amazonaws.com/sd-nepalitimes/20221108181148/636a96749c7e80680e05dc69jpeg.jpg" alt="" width="1500" height="1050">Back in Nepal, Shrestha re-started his shop in Jhamsikhel and trained staff to become mechanics. “I was very passionate about this business, not only to sell bikes but to get more Nepalis interested in going out to the great outdoors. This is both fun and environment-friendly.”Shrestha started mapping mountain-biking routes around Kathmandu Valley, giving enthusiasts on-the-spot training to develop biking skills and techniques. Outside Kathmandu, his sister company, Epic Rides Nepal, started guided tours, taking cyclists for one-day trips to Hetauda and Chandragiri Ridge, and then longer and tougher 10-day grinds in Mustang and Annapurna.Read also: <a href="https://www.nepalitimes.com/banner/no-city-for-cyclists/" target="_blank" rel="noopener">No city for cyclists</a>, Sewa BhattaraiThe company organised even longer 21-day trips to Lhasa, cycling 1,000 km. This September, Shrestha’s team organised the first of a kind, 12-day biking trip for Nepali riders in Colorado and Utah.“Since the beginning we targeted Nepalis because that made the business sustainable,” says Shrestha, adding that his Nepali customers have helped his company grow to an annual turnover of Rs20 million today.Shrestha is also involved in various charities, organising awareness campaigns through annual bike rallies on <a href="https://archive.nepalitimes.com/article/nation/think-pink-breast%20cancer-diagnosis-treatment,3877" target="_blank" rel="noopener">Breast Cancer</a> Day in memory of his wife, donating the proceeds to hospitals to treat cancer patients who cannot afford treatment. He also helps with an HIV/AIDS treatment centre in Kirtipur.Rupesh Shrestha’s advice for success is to muster courage, patience and passion, and learn from failures. And finally: “Only get into a business doing something you are really passionate about, and don’t rush it. Never give up.”

entrepreneurship