Empowering Women, Transforming Villages: Manjari Foundation’s Grassroots Approach to Change

Dholpur: In India’s fast evolving growth scenery, grassroots empowerment remains the keystone of sustainable change particularly when it comes to women. At the core of this movement stands Manjari Foundation, a Rajasthan-based non-profit organisation that has been converting rural communities by enabling women to lead local development through self-help groups, farmer producer organizations (FPOs), and women-led enterprises.

Since its beginning in 2015, the Foundation has absorbed on institution-building in some of the most socio-economically challenged regions of Rajasthan, Madhya Pradesh, and Uttar Pradesh. With a mission to foster management, self-reliance, and enterprise among women, Manjari Foundation’s unique community-led approach is setting new standards for social change.

In this exclusive interview with Business North East (BNE), Sanjay Sharma, Executive Director of Manjari Foundation, shares insights into the organisation’s core mission, their partnerships in the Northeast, the role of technology in rural transformation, funding models, and future plans. He also offers a undoubted perspective on how real empowerment begins when women define development on their own terms within their villages, for their communities.

From social audits and tech-enabled transparency to scalable public models and impact investments, the Foundation’s approach is a powerful example of how local leadership can fuel national change.

Executive Director Sanjay Sharma shares the Foundation’s journey, innovations, and future roadmap

BNE: Can you briefly describe the mission and core focus areas of Manjari Foundation? How have these evolved over the years?
Sanjay Sharma: Since inception, our vision has remained constant empowering women to lead change. Over the years, while our methods have evolved, the mission hasn’t wavered. Our work is rooted in the most remote regions of Rajasthan, and Bundelkhand in Madhya Pradesh and Uttar Pradesh. These are areas where long-term investments in women's leadership are vital. We focus on building strong women-led institutions to drive change locally. When we started in 2015, we were clear in our intent; over time, the process has matured gradually.

BNE: Do you have operations in the Northeast?
Sanjay Sharma: While we don’t have direct operations in the Northeast, we collaborate with like-minded partners such as the Seven Sisters Development Association in Assam. They work on strengthening Farmer Producer Organizations (FPOs) and women-led enterprises. We share technical expertise and host mutual learning connections in Rajasthan.

BNE: What is your long-term vision for Manjari Foundation’s role in India’s social enterprise ecosystem?
Sanjay Sharma: Our long-term vision is to nurture grassroots women leaders who can make informed decisions for their families, communities, and villages. Development should reflect women’s voices, not just policies devised in capital cities. We aim for self-reliant villages where women lead local development.

BNE: How do you balance impact-driven goals with financial sustainability?
Sanjay Sharma: Financial sustainability is embedded in our mission. Women-led enterprises we support are trained not just in production but also in market linkage. For instance, in Lalitpur, we’ve helped women farmers adopt better farming practices, improve packaging, and access markets through collective institutions. These enterprises are becoming financially self-sufficient while upholding social impact.

BNE: What are your primary funding sources? Are you exploring revenue-generating models?
Sanjay Sharma: We do not hold any financial stake in the institutions we help build. This ensures our values remain untainted by profit motives. We are supported by CSR and philanthropic organizations, which fund the overarching project expenses—staff, training, and infrastructure. We have never charged, and will not charge, the women’s institutions we create.

BNE: Do you see scope for blended finance or impact investments in your model?
Sanjay Sharma: Absolutely. Many of our women-led institutions are now registered as startups under the Start-up India scheme. We are in discussions with impact investors to help these women access equity funding. We’re also exploring climate-aligned investments, particularly where women and farmers can benefit from long-term partnerships with the corporate sector.

BNE: How do you ensure accountability and transparency in managing funds?
Sanjay Sharma: We have a rigorous financial monitoring system. Internal audits are conducted quarterly, and external audits bi-annually. Our financial data is fully digitized using software compliant with CAG guidelines. Any change in data is trackable. We’re also listed on the Social Stock Exchange (NSE), and our audited financial statements are publicly available on our website. We also conduct regular social audits through third-party experts.

BNE: Have you adopted any innovative community development or empowerment models that could scale nationally or globally?
Sanjay Sharma: Yes, our community-led model is replicable and scalable. Women who have built successful enterprises in one region act as community resource persons in new areas. They stay in villages for weeks, mentor peers, and build trust—woman to woman. This model builds organic leadership and is easily adopted in new geographies.

BNE: What role does technology play in scaling your interventions and monitoring outcomes?
Sanjay Sharma: Technology is a key enabler. Our in-house software Suddle tracks all SHG transactions in real-time—deposits, loans, and bank transfers. It’s operational at the village level and ensures transparency. Another tool, MAAP, maps interventions across villages, preventing overlaps and improving efficiency. We also built GraamHaat, an e-commerce platform for livestock where farmers can upload and sell animals digitally—this is currently being tested in regions like Mizoram.

BNE: What makes a partnership successful for Manjari Foundation?
Sanjay Sharma: Respect and mutual learning form the basis of a good partnership. We work with governments, CSRs, and grassroots groups. Every partner brings something valuable. Effective partnerships emerge when expertise is shared without hierarchy and knowledge is exchanged with dignity.

ALSO READ: IIT-G develops tech to clean fluoride contamination

BNE: How do you define and measure success across your programmes?
Sanjay Sharma: Each project has distinct indicators. For instance, in women-led enterprises, we track profitability and self-sustainability timelines 80% cost recovery in Year 1, full sustainability by Year 3. For agriculture-based programs, we track yield improvements, use of quality inputs, and adoption of best practices. We use a mix of qualitative and quantitative assessments, including third-party assessments and randomised impact studies.

BNE: Are you planning to expand into new geographies or sectors?
Sanjay Sharma: We currently work in 25 districts across five states. Our five-year plan includes expanding to 35 districts and reaching one million women. We will focus on deepening our impact in these geographies rather than entering new sectors. Our emphasis remains on women’s entrepreneurship and leadership.

BNE: What are your future plans for engagement with the Northeast?
Sanjay Sharma: We are open to deeper engagement in the Northeast. Many women-led organisations are developing there. We’re eager to offer both technical know-how and financial support to help build volume and scale impactful enterprises across the region.