Empowering Communities, Energizing Change: Deeptha’s Journey with Haqdarshak

As a trailblazer in the social innovation space, my journey with Haqdarshak has been one of growth, resilience, and impact. When I joined the organization as its third employee, I was driven by a vision to empower underserved communities and bridge the gap between welfare schemes and those who need them most. Today, as a leader overseeing a team of 500+ individuals, I am proud to have scaled Haqdarshak’s operations while staying true to its mission of creating equitable access to opportunities. 

Haqdarshak’s work goes beyond welfare—it’s about transforming lives by addressing systemic barriers, including energy access and sustainability. As a woman in leadership, I’ve navigated unique challenges and opportunities, striving to inspire others to break barriers in the energy sector and beyond. This article reflects on my journey, the lessons I’ve learned, and how initiatives like the Energy Dozen can drive meaningful change.

Beginning of the Journey

After completing my master’s and returning to India, I joined Selco, where I worked on two significant projects: crop drying using solar dryers and portable small-scale cold storage solutions. My goal was to ensure these solutions remained low-cost, and I was aware that government assistance programs were available to help farmers purchase and set up food processing units. However, when I tried to gather information about these programs, I faced numerous challenges. Government documents were scattered and difficult to navigate, making it hard to find comprehensive, user-friendly information in one place. This experience sparked an idea: to create a centralized, easily accessible database for government schemes, serving as a one-stop solution for the public. 

In September 2015, I shared this idea with my mentor, who mentioned an organization called Haqdarshak, which was about to be established with a similar mission. He introduced me to the founder shortly after Haqdarshak was formed, and I interviewed with the founding team. At the time, I was driven by the vision of building this database but lacked technical or coding skills. Despite this, the founders recognized my passion and created a role for me. I began my journey as a product manager, where I learned the intricacies of setting up a platform, digitizing thousands of schemes, codifying eligibility criteria, and simplifying complex government information into digestible content for the average person. This experience not only deepened my understanding of product development but also reinforced my commitment to creating accessible solutions for underserved communities. 

Entering a role driven solely by passion and intent, I had to put in extra effort to develop the technical skills and deepen my understanding of both technical requirements and on-the-ground realities. Fortunately, at Haqdarshak, where merit is highly valued, I was able to demonstrate my capabilities and earn recognition through the quality of my work. Along the way, I was fortunate to have the guidance of several women in leadership roles who mentored me and played a pivotal role in helping me grow into the professional I am today. Their support and the organization’s emphasis on meritocracy were instrumental in shaping my journey. 

When I began my journey as a Product Manager at Haqdarshak, my primary focus was building the scheme database platform. However, I quickly realized that Haqdarshak’s vision extended far beyond just the platform—it was about enabling last-mile support for citizens discovering and applying for government schemes. This approach had a dual impact: it empowered individuals, known as “Haqdarshaks,” to become entrepreneurs by using the app to provide screening and application services, thereby earning an income, while also ensuring citizens could access their rightful government entitlements. 

Once the platform was established, I shifted my attention to designing the app for the Haqdarshaks. This was when I truly began to grasp the complexities of introducing technology to last-mile agents, who were often rural women from Self-Help Groups (SHGs). While these women already held influence in their communities, training them to operate the app, navigate the intricacies of government systems, and ensure the successful delivery of schemes to beneficiaries was a challenging task. The app needed to be simple and intuitive, yet capable of capturing the nuanced eligibility criteria of government schemes. Often, beneficiaries lacked answers to basic questions, so the Haqdarshaks had to be trained to ask questions in a way that elicited accurate responses. 

This experience was transformative for me. It reshaped how I approached the design of the platform and the way scheme eligibility was structured. I had to rework certain aspects of the platform to incorporate these insights, ensuring the app was user-friendly and accessible for rural women with limited technical exposure. This hands-on exposure to operational and social challenges deepened my understanding of the sector, highlighting the importance of balancing simplicity with functionality to bridge the gap between technology and grassroots realities. 

Scaling the Organization

Under my leadership, Haqdarshak’s growth has been guided by a dual focus on maintaining quality and scaling operations efficiently, all while staying true to the organization’s mission. One of my key strategies has been to establish robust systems and processes that can handle large-volume contracts without compromising on quality. For instance, I spearheaded the design of a comprehensive quality control process to ensure the accuracy of data and the integrity of on-ground operations. This system was critical in minimizing risks, such as fraudulent data entering the system, and maintaining high standards across all deliverables. 

Another critical aspect of scaling has been building and nurturing high-quality teams in each state where Haqdarshak operates. I place a strong emphasis on mentoring middle management and junior leaders, empowering them to make independent decisions and take ownership of their work. By fostering a culture of accountability and innovation, I encourage my team to openly discuss challenges and proactively develop solutions. This approach not only strengthens the organization’s operational capacity but also ensures that the team remains aligned with Haqdarshak’s mission of enabling access to government entitlements for underserved communities. Through these strategies, we’ve been able to scale effectively while staying grounded in our core values. 

Ensuring diversity and inclusivity within our growing team has been a priority for me, and I’ll admit I have a strong bias toward empowering women in the workplace. This is reflected in the composition of our team, particularly at the grassroots level, where nearly 95% of Haqdarshak agents are women. We actively encourage and recruit women to take on leadership roles at both mid and senior levels, and this commitment is evident in our organizational structure. For instance, four out of five CXOs at Haqdarshak are women, all support verticals are led by women, and the vast majority of our on-ground agents are women as well. By fostering an environment that values and promotes gender diversity, we’ve not only created a more inclusive workplace but also strengthened our ability to connect with and serve the communities we work in. 

Women, including myself, play a central role in advancing energy efficiency and sustainability through Haqdarshak’s initiatives. While our primary focus is on enabling access to government benefits, many of these programs directly contribute to energy efficiency and sustainable practices. For example, when the Ujjwala scheme was first introduced, Haqdarshak was in its early stages of field operations. Despite limited resources, we successfully assisted over 10,000 women across states like Gujarat, Maharashtra, Jharkhand, Himachal Pradesh, and Uttarakhand in applying for and availing the free LPG kit and subsidy. As the scheme evolved, we expanded our efforts to states like Karnataka, Odisha, Andhra Pradesh, and Telangana, enabling an additional 5,000 women to access the benefits of clean cooking fuel. 

Additionally, we have worked on the PM solar pump scheme in Madhya Pradesh and Uttar Pradesh, which provides subsidies for purchasing and installing solar pumps for agricultural purposes. This initiative not only promotes sustainable energy use but also empowers farmers to adopt eco-friendly practices. 

All these efforts are driven by our women agents, or “Haqdarshaks,” who are the backbone of our on-ground operations. These women, often from rural communities, play a critical role in bridging the gap between government schemes and beneficiaries, ensuring that energy-efficient and sustainable solutions reach those who need them most. Their work not only advances environmental goals but also empowers women economically and socially, creating a ripple effect of positive change in their communities. 

Leadership and Empowerment

Leading a team of over 500 people has been both a challenging and rewarding journey, and I’ve been fortunate to have mentors and bosses who are trailblazers in their own right, offering invaluable guidance along the way. One of my key strengths has been the foundation I built during my early years at Haqdarshak, where I was deeply involved in developing the product. This hands-on experience gave me a thorough understanding of the platform, which became a significant asset when I transitioned into delivery and operations. My ability to quickly identify and solve problems, rooted in my product knowledge, earned me the respect of my peers and on-ground staff, making it easier to build and lead a large team. 

However, none of this would have been possible without the time I spent working closely with our agents in the field. Understanding their perspectives, challenges, and needs allowed me to design solutions that truly worked for them. This ground-level insight has been instrumental in fostering trust, collaboration, and alignment within the team. By combining my product expertise with a deep understanding of the realities faced by our agents, I’ve been able to navigate the complexities of leadership and drive meaningful impact at scale. 

Mentorship is a two-way street. I actively mentor women in my team, providing them with opportunities to lead projects and make decisions. Seeing them grow into leadership roles has been one of my most rewarding experiences. 

Women leaders often bring empathy, resilience, and a collaborative spirit to the table. These qualities are essential for driving inclusive and sustainable solutions. 

Challenges and Growth

One of the most significant gender-specific challenges I’ve faced in my career has been balancing motherhood with the demands of leading large-scale operations. Juggling the responsibilities of traveling frequently, staying connected to on-ground realities, and caring for two children has been no small feat. It often meant working longer hours to compensate for daytime distractions and dedicating weekends to catch up on work. 

Overcoming this challenge would have been nearly impossible without a strong support system at home and an understanding leadership team at work. My family’s encouragement and flexibility, combined with a workplace culture that values empathy and work-life balance, have been crucial in helping me navigate this dual role. By leaning on this support and maintaining open communication with my team, I’ve been able to stay committed to both my professional and personal responsibilities, turning what could have been a barrier into an opportunity for growth and resilience. 

The energy sector can draw a key lesson from my journey in scaling impact-driven solutions: always prioritize the needs of the people. Successful solutions are built by deeply understanding the everyday challenges and pain points of the end-users—whether they are rural households, farmers, or small businesses. The focus should be on creating products and services that simplify their lives, address their specific needs, and make sustainable energy accessible and practical for their daily use. By keeping the common citizen at the center of design and implementation, we can ensure that solutions are not only impactful but also widely adopted and sustainable in the long term. This people-first approach is essential for driving meaningful change in the energy sector. 

Women in Energy and Beyond

Believe in your ability to create change. Seek out mentors, build networks, and don’t be afraid to take risks. Your unique perspective is needed in this space.
The Energy Dozen represents a powerful platform for collaboration and advocacy. I joined because I believe in its potential to amplify the voices of women in energy and drive systemic change. Together, we can create a more inclusive and sustainable future. 

My journey with Haqdarshak and the Energy Dozen Initiative has been a testament to the power of perseverance, collaboration, and innovation. As we continue to empower communities and drive energy access, I am reminded that change begins with a single step—and that every step counts. Let’s work together to build a world where no one is left behind.