A peek into what it takes to run an NGO

We're 73 and counting 🥳 but today isn't about Better U. It's about the mixed emotions and resilience required to run an NGO.

Running a restaurant and owning an NGO - two dreams many aspire to. I've lived both realities, and let me tell you, they're far from the glamorous ventures people imagine.

Yesterday's schedule was packed: a 5-hour User Research lecture with a brief lunch break. Typically, I'd use lunch time for lunch. Not yesterday.

I found myself at the bank, addressing our UPI issues. Despite attempts to remain composed, my frustration was palpable. The manager, sensing my unease, worked diligently to implement safeguards against our account being flagged as suspicious. The sporadic nature of our donations - we offer value in exchange for funds - triggers algorithmic alarms, as if we've been hacked when contributions surge.

This phase is enlightening, albeit challenging. The intricacies of NGO management could fill a guidebook, complete with warnings about potential pitfalls. It's perplexing how many organizations navigate these waters successfully. Bank's perception of NGO leaders is skewed; we're often viewed with suspicion, as potential money launderers. The restrictions are tangible - no debit cards, only inquiry access.

Part of me relishes this learning curve. Another part questions its necessity in this lifetime.

Ultimately, we forge ahead. These hurdles demand a robust sense of purpose; without it, the struggle would be futile.

During sleepless, jet-lagged nights, a vision has crystallized: creating a school that fills all the gaps that traditional schools leave in us - teaching life design, fostering creativity, imparting financial literacy, enhancing productivity, and more. I can't wait to make this school more robust given the uphill journey I am taking anyways. We got this 🫶