When Pratibha Rajbhandari worked with small business owners in New York as an MBA student, she had no idea that in some years, she would be applying what she learned to help Nepali women back home start their own businesses. Rajbhandari had a Bachelor’s degree in Finance, and first worked at a hedge fund in New Jersey after which she joined the MBA program at New York’s Pace University. There, she joined the university’s Small Business Development Center as an adviser.&nbsp; “The plan, since the very beginning, was to return to Nepal,” says Rajbhandari. “I realised that my role in working with and helping small businesses was really inspiring and fulfilling, and I had found my true calling.” Rajbhandari returned to Nepal, and between 2014 and 2017 worked with the Pashmina Enhancement and Trade Support (PETS) Project to promote handmade woolen products in the global market. Read also: <a href="https://www.nepalitimes.com/banner/baking-as-a-metaphor-for-life/">Baking as a metaphor for life</a>, Aliza Basnet In 2018, she joined the Nepal Agribusiness Innovation Centre (NABIC) – a ‘for purpose’ enterprise support organisation that provides business development services to agri-entrepreneurship start-ups across Nepal – as an Agribusiness Development Consultant. In July 2022, she took over as NABIC’s CEO, and since then, the organisation’s day-to-day operations have been fully managed by a team of women. NABIC was established in April 2017 with seed funding from the government’s Project for Agriculture Commercialisation and Trade (PACT) and the World Bank. Six years later, it has become self-reliant – with revenue primarily from providing consulting services to implementing agencies.. "NABIC is a company not distributing profit, with the social objective of promoting entrepreneurship,” explains Rajbhandari. “The benchmark of our success is based on how much our clients have grown and what impact they have made in the community." Read also: <a href="https://www.nepalitimes.com/banner/nurture-in-her-nature/">Nurture in her nature</a>, Babita Shrestha NABIC has provided business incubation and acceleration to 741 enterprises, trained more than 2,400 agri-entrepreneurs, and developed more than 1,300 business plans. It has enabled access to finance worth Rs6.7 billion to agri-business enterprises. &nbsp; Rajbhandari notes that at present, Nepal’s agri-businesses are quite participatory when it comes to the involvement of women.. “There are quite a few female entrepreneurs in Nepal especially because many jobs, such as pickle- making at home for instance, are works that women are already involved in, explains Rajbhandari." But producing food items is the least of the challenges. The concentration of women in agri-business might be relatively high, but there are so many other aspects to running a business, and a lack of knowledge is what stops them from taking off, even though these challenges are not gender-specific. Rajbhandari adds that women have more freedom when they are given the opportunity to take charge. She says: “Owning their own business makes women in charge of their own lives and gives us the flexibility to choose what we can prioritise in our lives.” Read also: <a href="https://www.nepalitimes.com/banner/the-women-connecting-nepal/">The women connecting Nepal</a>, Sahina Shrestha <h2>Organic Online​</h2>  <figure> <img src="https://publisher-publish.s3.eu-central-1.amazonaws.com/pb-nepalitimes/swp/asv65r/media/20230306140320_5a9ed91ee47a7ad3ecc3f039dbac293be8dbaf99c3ca5a1333e0a905f6961692.jpg" data-media-id="editor_3" data-image-id="20230306140320_5a9ed91ee47a7ad3ecc3f039dbac293be8dbaf99c3ca5a1333e0a905f6961692" data-rendition-name="original" width="1280" height="960" loading="lazy" alt="Organic Online"> <figcaption>Photo courtesy: GAUTAM GURUNG</figcaption> </figure>  Srijana Pradhan took a sabbatical from her job in the private sector after she got married and had her baby. But she had always wanted to go back to work. &nbsp;“I began to feel like being a homemaker wasn’t enough—but even when I worked in the private sector, I had always felt unfulfilled, like something was missing,” she says. Three years after having her child, Pradhan along with three friends started an agri-business enterprise, but running it independently was easier said than done. The four partners had differences of opinion, and went their separate ways a year later. But Pradhan did not give up. She and her former business partner, Gautam Gurung, decided to give it another go, forming Organic Online-- an online platform that sells and delivers agricultural products made in Nepal-- in 2018, despite their family’s misgivings. Given their previous experience they knew they would need a lot of guidance this time around. Shortly after they set up their business with a simple website and a team of four, Gurung came across an announcement of a World Bank-supported project called Enhancing Access to Business Incubation Service for Agri-Entrepreneurs in Nepal, which NABIC was part of. NABIC’s incubation client was Organic Online for which it provided packaged mentorship that guided the fledgling business in marketing and branding, accounting, finance, as well as regulatory requirements. Read also: <a href="https://www.nepalitimes.com/opinion/light-of-the-absurd/">Light of the absurd</a>, Pratibha Tuladhar Organic Online used to sell more than 150 products before, they were able to streamline supply to get their products from established and trustworthy suppliers. They worked with NABIC to tweak their product packaging to strengthen branding. “We had not known what the vision for our business was, and working with NABIC helped us figure out where we wanted to go, and what kind of business we wanted to be in the next five years,” says Pradhan. “We realised that we could not sell whatever appealed to us.” Organic Online currently sells and delivers its flagship products— child superfood (bal aahar) for children aged six months to three years, a fiber diet for adults, as well as hair care products including a hair mask, hair oil, and hair healer. It also sells external products, including rice, essential oils, ghee from Ilam, and sakkhar from Kaiplvastu . 85% of the items are self-produced either at its offices in Panipokhari or at a site that Pradhan oversees in Narayanthan. In five years, the company has expanded from four people to a team of 28, of which 80% are women. Pradhan says that the environment for women to become small business owners is positive, especially since the government, as well as private sector projects, have gender-specific participatory requirements.&nbsp; “Our social structure is such that women have added roles in their personal lives which have to work out for us to be independent and successful professionally,” says Pradhan. “Women in the workforce have more responsibilities in their families than our male counterparts, so we have to work twice as hard. We have to be stronger.” Read also: <a href="https://www.nepalitimes.com/opinion/nepals-care-economy/">Nepal's care economy</a>, Bina Pradhan

Shristi Karki

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Feminising farm-based firms

<figure><img width="1342" height="899" src="https://superdesk-pro-c.s3.amazonaws.com/sd-nepalitimes/20221114101140/63720cf99c7e80680e0b789ajpeg.jpg" alt=""/><figcaption>Photo: DARAZ</figcaption></figure>Aanchal Kunwar sits in her office that has an overview of employees of Daraz busy at their desks. A meeting is in progress in  a conference room next door.In January, Kunwar became one of few women in leadership in Nepal’s corporate sector, <a href="https://www.nepalitimes.com/business/anchal-kunwar-at-daraz/" target="_blank" rel="noopener noreferrer">heading the operations of Daraz</a>, the company now owned by China’s Alibaba.Kunwar was working for Amazon in Seattle when a recruiter reached out to her via LinkedIn to let her know that the Managing Director position was open at Daraz in Nepal. “I felt like coming back to Nepal after gaining all the experience would be more impactful than whatever else I could be doing right now in the US,” she says.Kunwar was born and raised in Kathmandu and spent her early childhood moving around the country because of her father’s job. She left for the US after high-school, graduated in maths and economics, and began to work for Carlson Wagonlit Travel (CWT) while doing her MBA. She then worked for Amazon for five and a half years, managing the company’s mass cosmetics business, working in global expansion -- helping launch the platform in countries like Sweden, Poland, Saudi Arabia and Egypt.  “Four years into that job is where I was starting to think --what do I want to do next in my life?” Kunwar recalls.  <img width="126" height="150" src="https://superdesk-pro-c.s3.amazonaws.com/sd-nepalitimes/20221114101140/63720cfb9c7e80680e0b789bjpeg.jpg" alt="">“There was a clear path in terms of just moving up the ladder in the corporate world. But something in me was telling me that wasn't enough, and that I needed not something more, but probably something different, something that I believed would be more fulfilling.”  Kunwar had been considering going into the non-profit sector when Covid hit. “With the pandemic, I thought I’ll just hold my thoughts for a little bit because there were a lot of other things to handle.” When the Daraz opening in Nepal came up, she remembers thinking: “That would be cool.” Daraz would be a perfect fit: she was Nepali, had similar approaches to running a business in terms of being <a href="https://www.nepalitimes.com/latest/nepali-company-wins-global-environment-awards/" target="_blank" rel="noopener noreferrer">socially and environmentally responsible</a>, and a customer focus.  Kunwar’s entry into Daraz coincides with a <a href="https://www.nepalitimes.com/here-now/nepal-e-shopping-booms-under-covid-19/" target="_blank" rel="noopener noreferrer">dramatic growth in e-commerce in Nepal</a> as Nepalis locked up at home during the pandemic began to explore online purchases.   “The pandemic has definitely helped push people towards e-commerce more,” Kunwar notes. “Prior to the pandemic it was probably just the younger generation but during the pandemic, even the older demographics understood the convenience and started buying things online.”  Kunwar is convinced the Nepali market is quick to adopt new technologies, and gives the example of the <a href="https://www.nepalitimes.com/opinion/nepals-e-conomy-rapidly-goes-digital/" target="_blank" rel="noopener noreferrer">growth in e-payments</a>. Even till last year, only 10% of Daraz business was through e-payments, now it is half.  Kunwar’s experience at Amazon has given her insight into how global markets operate, and the unique set of challenges that markets across the world present with legal restrictions, logistics, and tools. Nepal’s challenges include lack of experience in e-commerce which means sellers need the right kind of training and education to be able to answer questions, so buyers have the information they need to make a judgement call, she says. Read also: <a href="https://www.nepalitimes.com/banner/nepals-budding-e-commerce-ecosystem/" target="_blank" rel="noopener noreferrer">Nepal's budding e-commerce ecosystem</a>, Sikuma Rai Another challenge is that Nepal does not have a proper GPS mapping system, and deliveries still have to call people to figure out where exactly they are located. “An unstable government adds to the challenges with banda announcements,” Kunwar says. “And during Covid, if there is a lockdown or odd-even rules, we have to navigate that and ensure proper delivery. These challenges are unique to Nepal, you wouldn’t see them in the US.” She adds, “The companies I worked for in the US are very mature businesses, where processes are defined. Here in Nepal we still have a <a href="http://archive.nepalitimes.com/regular-columns/Cross-Cutting/Start-ups-need-staying-power,439" target="_blank" rel="noopener noreferrer">start-up</a> culture. But we will probably be where Amazon is now in a number of years.”  Daraz currently operates in 47 cities across Nepal, and plans to expand to 80 this year. But Kunwar wants to take one step at a time, and have the logistics in place for growth. “In the last two years, we have had to run before we could walk, but in order to keep growing, we just need to have processes in place,” she says. “We need our key account managers to focus more on strategy and then have execution be more on a lower level.” This is dependent on improvements in connectivity, people being able to shop online, road infrastructure, and mapping systems.   As Daraz Nepal’s managing director, Kunwar joins a growing number of <a href="https://www.nepalitimes.com/latest/women-leaders-set-example-for-rest-of-nepal/" target="_blank" rel="noopener noreferrer">Nepali women taking the lead</a> in the corporate world. “My family raised me no differently than my brother,” she says. “So I’ve always questioned the status quo. I don't take 'This is just how things are’ as an answer.” She admits that there have been instances since she joined Daraz where men in power have shut her down halfway through her introduction.  “It is something that I wish was different but it’s not,” she admits. “But I don't necessarily let that get to me as long as it is not preventing me from doing what I want to do for the business, and for the country.” Kunwar says her driving force is putting in the hard work, and making her presence felt. Outside Daraz, Kunwar is passionate about education for under-served Nepalis and sponsors young students.   She wants to focus on mentorship because even when students have funding for education, they cannot dream bigger because they are stuck in their social milieu.  “I came back to make an impact for Nepal, it is broader than just Daraz,” says Kunwar. “Five years from now, I'm hoping to make some impact here, in addition to taking Daraz to new heights with the team.” Read also: <a href="https://www.nepalitimes.com/opinion/holding-up-half-the-economy/">Holding up half the economy</a>, Ashutosh Tiwari

New Daraz MD seeks to make an impact in Nepal

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New Daraz MD seeks to make an impact in Nepal