This document summarizes discussions from a pre-summit workshop on developing an action plan for gender lens investing and incubation of enterprises that empower women and girls. It provides context on defining high-impact enterprises and the business case for considering gender. Workshop participants then split into subgroups to discuss challenges and solutions related to different case studies. One case study examined challenges faced by a women entrepreneur and producers, including time constraints, lack of support services, and social perceptions. The other considered operational challenges of employing women as producers and distributors, such as gender roles and sexual harassment. Solutions proposed strategies like support services, sensitization workshops, collective support groups, and addressing male ego issues.

1. 1
Minutes
-­‐
Pre-­‐Summit
Workshop
Sankalp
Unconvention
Summit
2014
Investing
In
and
Building
High-­‐Impact
Enterprises
for
Empowering
Women
and
Girls:
An
action
plan
for
gender
lens
investing
and
incubation
Hotel
Renaissance,
Powai,
Mumbai,
India,
9:30am
–
1pm,
9
April
2014
Introduction
The
field
of
gender
lens
investing
believes
in
the
power
of
finance
to
generate
large-­‐scale
social
and
financial
return.
Increasing
women’s
economic
opportunities
and
entrepreneurship
is
widely
recognized
to
contribute
to
per
capital
income
growth,
poverty
reduction
and
sustainable
development.
Yet
with
only
a
year
to
go
considerable
headway
is
still
required
to
accelerate
progress
towards
Millennium
Development
Goal
(MDG)
3
-­‐
the
promotion
of
gender
equality
and
women's
empowerment.
There
is
significant
scope
for
innovative
high
impact
enterprises
to
promote
women’s
economic
empowerment
through
providing
the
opportunity
for
women
to
own
and
lead
their
own
social
enterprise,
generating
positive
livelihood
returns
for
women
employees,
deliberately
considering
organizational
policies
and
practices
that
advance
women’s
economic
empowerment
by
suppliers
(including
producers)
and
distributors,
as
well
as
providing
products
and
services
specifically
for
or
tailored
to
the
needs
and
impact
on
women
and
girls
as
a
consumer
segment.
Deutsche
Gesellschaft
für
Internationale
Zusammenarbeit
(GIZ),
the
United
States
Agency
for
International
Development
(USAID)
joined
forces
with
support
from
Criterion
Institute,
Deloitte,
Energize
Her
and
Intellecap,
for
a
pre-­‐summit
workshop
at
the
Sankalp
Unconvention
Summit
2014
on
9
April
2014
in
Mumbai
to
explore
how
the
ecosystem
can
unite
to
develop
an
action
plan
on
gender
lens
investing
and
incubation
to
support
building
high
impact
enterprises
that
promote
women
and
girl’s
empowerment?
This
workshop
report
summarizes
the
discussion
from
the
workshop.
SESSION
1:
GIZ
Presentation:
Context
setting
for
the
workshop
Stefanie
Bauer
and
Katherine
Miles,
on
behalf
of
GIZ
presented
the
results
to
date
of
a
GIZ
study
exploring
how
the
social
entrepreneurship
ecosystem
can
unite
to
develop
an
action
plan
on
gender
lens
incubation
and
investing
for
enterprises
focused
on
the
low
income
market
segment
in
India?
Based
on
a
consultation
of
gender
and
social
entrepreneurship
experts
in
over
25
organizations
internationally,
they
set
out
an
emerging
a
framework
for
defining
and
recognizing
high
impact
enterprises
that
promote
women
and
girl’s
empowerment.
This
considers
these
enterprises
as
Micro,
Small
and
Medium
Sized
Enterprises
(MSMEs)
with
significant
growth
potential
that
deliver
positive
social
impacts
and
returns
related
to
gender
equality
and
the
empowerment
of
women
and
girls,
while
focusing
on
delivering
products
and
services
to
consumers
at
the
Base
of
the
Pyramid
(BOP).
Moreover,
they
stressed
such
enterprises
can
have
gender
equality
impacts
and
empower
women
(and
girls)
through
the
organizational
leadership
or
management,
at
an
operational
level
through
all
aspects
of
its
business
model
and
also
through
their
product
and
service
impacts
which
may
focus
on
those
that
relate
to
the
biologically
defined
needs

2. of
a
female,
or
the
socially
constructed
gendered
needs
of
a
women
or
girls.
They
noted
that
there
is
a
business
case
for
gender
diversity
in
the
management
and
workforce
of
organizations
in
terms
of
financial
performance,
innovation,
retention
and
reduced
absenteeism,
as
well
as
the
benefits
from
a
perspective
of
reaching
and
marketing
to
a
consumer
segment
of
women
and
girls.
It
was
concluded
that
evidence
suggests
that
there
is
a
commercial
advantage
for
those
businesses
that
integrate
a
gender
lens,
and
that
increasing
investor
interest
in
applying
a
gender
criteria
to
their
investment
decision
making
means
that
enterprises
that
do
manage
these
considerations
may
attract
specific
gender
lens
funding.
Nevertheless,
they
noted
there
is
a
need
for
further
aggregated
level
impact
research
to
continue
to
build
the
case
for
gender
lens
incubation
and
investment,
and
a
push
for
the
integration
of
gender
criteria
in
mainstream
incubation
programmes
and
investment
activities,
as
well
as
the
establishment
of
specialist
funds
that
focus
on
enterprises
that
empower
women
and
girls.
It
was
noted
how
this
workshop
would
contribute
to
the
study
in
terms
of
challenges
and
solutions
facing
these
types
of
organizations,
as
well
as
recommendations
for
the
various
interested
organizations
including
donors,
philanthropic
investors,
incubators,
and
impact
investors
among
others
in
terms
of
supporting
a
field
for
gender
lens
incubation
and
investment.
Enterprise
Pitches
A
number
of
Indian
based
enterprises
whose
business
models
empower
women
and
girls
presented
their
business
model
in
brief
2
minute
pitches,
in
order
to
illustrate
the
conceptualization
of
the
framework
of
how
enterprises
can
empower
women
and
girls.
Presentations
were
given
by:
2
• Menstropedia
–
Tuhin
Paul
and
Aditi
Gupta
• Manndeshi
Bank
–
Poonam
Mane
• Aakar
Innovations
–
Sombodhi
Ghosh
One
philanthropic
fund,
the
Global
Alliance
for
Clean
Cookstoves
(Stevie
Valdez),
also
presented
how
they
integrate
gender
considerations
into
their
grant
funding
decisions,
and
provided
details
of
their
Women’s
Empowerment
Fund.
Subgroup
Work
This
part
of
the
workshop
focused
on
the
question
of
what
are
the
challenges
facing
enterprises
that
promote
women
and
girl’s
empowerment?
The
participants
were
split
into
6
subgroups
with
two
groups
each
discussing
one
of
three
case
studies
where
they
focused
on
the
gender
challenges
and
solutions
for
different
types
of
high
impact
enterprise
that
empower
women
and
girls.
Groups
1
&
2
Subgroup
Facilitators:
Urvashi
Devida
(Thomson
Reuters
Foundation)
&
Sudasana
Kundu
(Partners4Change)

3. 3
Case
Study
One
You
are
a
woman
entrepreneur
who
has
recently
set
up
an
enterprise
headquartered
in
Jaipur
that
contracts
with
women
producers
of
traditional
textile
products
in
the
state
of
Rajasthan.
You
are
well
educated
and
studied
design
in
the
Indian
Institute
of
Fashion
in
New
Delhi
before
setting
up
your
business
with
your
savings
and
some
money
from
some
relatives.
You
are
married
with
a
4
year
old
child
whose
husband
is
a
business
man
that
often
travels
for
work.
While
you
are
based
in
Jaipur,
your
nearest
relatives
live
in
Delhi.
You
have
received
a
conditional
grant
from
an
international
investment
fund
on
the
condition
you
identify
and
manage
the
gender
related
challenges
that
you
personally
face
that
may
negatively
impact
on
your
business.
Specifically
they
request
you
create
an
action
plan
to
overcome
these
challenges.
In
your
subgroup,
identify
and
define
the
potential
gender
related
challenges
you
individually
face
as
a
women
entrepreneur
running
an
enterprise
in
India,
as
well
as
the
challenges
working
with
women
producers
in
your
supply
chain
that
may
impede
the
development
of
your
enterprise.
Also
identify
the
potential
solutions
to
overcome
these
challenges.
To
what
extent
would
some
of
these
challenges
be
the
same
or
different
for
the
women
working
as
producers
in
the
supply
chain?
Challenges
Solutions
• Time
constraints
balancing
home
and
entrepreneurial
commitments
• Productivity
–time
management.
Does
it
affect
productivity
and
how?
• Support
services
missing:
Childcare,
and
lack
of
family
support
&
lack
of
public
transportation
• Lack
of
public
sanitation
suitable
for
women
in
rural
areas
• Woman’s
role
perceptions
and
expectations
of
a
women’s
role
in
society
which
results
in
questions
on
a
women’s
capacity
+
competency
to
run
a
business.
Plus
a
lack
of
seriousness
of
businesses
run
by
women
• Access
to
credit
to
scale
up
the
business.
• Peer
group
support
missing.
Are
there
other
women
entrepreneurs
to
talk
and
discuss
with?
• The
power
dynamic
of
a
wealthier
women
entering
a
rural
area.
• In
a
rural
setting,
there
are
more
festivals
• A
need
for
sensitisation
workshops
with
women
to
provide
a
forum
for
them
to
discuss
these
challenges
with
each
other
and
share
ideas
for
• Building
support
systems
for
women
entrepreneurs
related
to
child
care
including
at
her
workspace
which
also
caters
to
the
women
working
in
the
business.
• Women
friendly
private
toilets
• The
involvement
of
men
who
are
associated
to
women
entrepreneurs
through
sensitization
workshops
• Financial
literacy
workshops
• Use
women
allies-­‐champions
as
role
models
• Mobile
technology
for
connecting
women
producers
to
buyers
• Develop
a
system
for
collective
responsibility
among
women
like
self-­‐help
groups
to
provide
each
other
with
support.

4. 4
and
social
expectations
of
workers
to
participate
which
have
implications
for
the
consistency
and
reliability
of
workers
in
the
supply
chain.
• Exploitation
and
harassment
as
a
woman
• Male
leadership
among
producers
and
distributers

5. 5
Groups
3
&
4
Subgroup
Facilitators:
Patty
Alleman
(US
Aid)
&
Aditi
Shrivastava
(Intellecap)
Case
Study
Two
You
lead
a
high
impact
enterprise
headquartered
in
New
Delhi
that
produces
and
distributes
clean
cook
stoves.
Women
are
a
key
resource
to
the
business
as
producers
of
the
ceramic
clean
cook
stoves
and
you
directly
employ
them
in
your
business,
and
then
you
sell
the
stoves
using
a
team
of
women
distributers.
You
have
received
a
grant
from
an
international
investment
fund
on
the
condition
you
seek
to
identify
and
manage
the
gender
related
challenges
among
the
workforce
and
your
team
of
women
distributers.
They
see
these
challenges
as
a
risk
that
may
negatively
impact
on
your
business
and
so
specifically
they
request
you
create
an
action
plan
to
overcome
these
challenges.
In
your
subgroup,
identify
and
define
the
potential
gender
related
operational
challenges
faced
by
the
enterprise
in
terms
of
the
employment
of
women
to
produce
and
distribute
the
clean
cook
stoves?
Also
identify
the
potential
solutions
to
overcome
these
challenges?
To
what
extent
would
some
of
these
challenges
be
the
same
or
different
for
the
women
working
as
producers
or
as
distributers?
Challenges
Solutions
• Woman’s
role
–
caregivers
vs.
economic
engagement
• Sexual
harassment,
especially
when
men
are
in
more
senior
roles
• Male
ego
issues
when
women
earn
more
than
their
husbands
• The
family
needs
to
be
comfortable
‘allowing’
women
to
be
away
at
work
from
9
to
5
which
would
be
more
pronounced
with
distributors
who
are
expected
to
travel
for
door
to
door
marketing
• Access
to
working
capital
• Transport:
stoves
heavy
which
may
present
problems
for
distribution
• Technology
as
an
enabler
• Female
to
female
sales
talks
work
better
due
to
greater
understanding
&
trust
• Flexi-­‐hours,
home
office
• Engaging
with
the
family
of
women
employees
to
build
awareness
of
the
benefits
of
women
being
able
to
contribute
to
family
income
• Annual
day
with
families,
health
&
education
awareness
programs
with
family
members
• A
management
and
organizational
structure
incorporating
women
at
all
levels
of
the
organization
• Identify
other
stakeholders
within
the
communities
with
shared
mandates
to
collaborate
with
on
behaviour
change
communication
and
product
awareness.
For
example,
schools.

6. 6
Groups
5&6
Subgroup
facilitators:
Gayle
Peterson
(Partners4Change)
&
Stefanie
Bauer
(GIZ)
Case
Study
You
an
ideas
stage
enterprise
headquartered
in
Calcutta
that
seeks
to
distribute
breast
pumps
and
sanitary
towels
to
low
income
women
and
girls
in
the
region.
You
are
entering
a
business
model
competition
for
seed
funding
to
pilot
the
idea.
In
the
application
form,
you
have
to
identify
the
challenges
your
enterprise
may
face
in
its
business
model
to
target
the
low
income
market
segment,
and
in
turn
to
reach
and
market
to
women
and
girl
customers
and
provide
them
with
after
sales
customer
service.
Specifically
they
request
you
state
how
you
will
overcome
these
challenges,
as
well
as
define
metrics
to
track
the
impact
the
products
have
on
women
and
girls.
In
your
subgroup,
identify
and
define
the
potential
gender
related
operational
challenges
faced
by
the
enterprise
in
terms
of
the
targeting,
marketing
to
and
servicing
the
women
and
girls
customer
segment.
Also
identify
the
potential
solutions
to
overcome
these
challenges?
Finally
suggest
metrics
to
track
the
positive
gender
impact
the
products
have
on
women
and
girls.
Challenges
Solutions
• Does
the
target
customer
need
the
product
or
not?
For
example,
breast
pumps?
Not
sure.
• Building
education
and
awareness
for
push
products
• Need
to
create
a
wider
conversation
about

7. 7
• Consider
products
from
a
rural
perspective
rather
than
the
urban
perspective.
In
a
rural
environment
there
is
a
need
for
a
market
analysis
to
understand
if
there
is
a
market
need.
• Taboos
and
the
fundamental
question
as
to
whether
the
target
women
actually
need
a
sanitary
napkin?
Does
she
need
it?
Does
she
have
the
money
to
buy
it?
Even
if
she
is
aware
of
the
product
can
she
access
it?
• Do
the
poorest
of
the
poor
whose
needs
are
the
lowest
in
the
value
chain
in
the
family,
do
they
see
a
value
in
a
sanitary
napkin
rather
than
a
piece
of
cloth?
• A
mother
may
pay
for
a
child’s
napkin
but
not
for
herself.
• Sanitary
towels
are
push
products.
Behaviour
change
communication
is
required
which
requires
market
insight
studies
and
long
term
strategies.
• Disposal
of
the
product
is
a
challenge.
• Distribution
–
traditional
models
such
as
the
Asha
model
may
not
work
for
the
products.
These
products
often
have
a
stigma
which
needs
breaking
and
behavioural
change
needed
• Costly
to
distribute
to
rural
markets
• Access:
retailers
are
mostly
men
and
women
do
not
like
to
buy
from
men
• High
transaction
costs:
distribution,
building
up
value
chain,
production,
etc.
• Raising
capital
as
hybrid
(non-­‐profit)
• Access
to
finance
• Engagement
of
men
on
the
same
agenda
is
missing
• How
do
you
create
access
to
products?
• Rural
mind-­‐set
is
needed
not
a
metropolitan
mind-­‐set
o These
may
be
urban
products
which
are
not
compatible
with
rural
needs
menstrual
hygiene
and
management
• Need
to
do
homework
on
the
market
first
before
test
the
product.
• Distribution
centres:
the
last
mile
distribution.
Using
Asha
workers,
school
teachers.
These
products
are
private
and
cannot
be
given
out
in
a
public
place.
• How
is
it
that
a
sanitary
towel
will
have
a
greater
impact
than
a
piece
of
cloth.
Still
need
research
to
show
that
the
health
impact
is
there.
• Infrastructure/marketing:
introduce
products
in
good
conditions/environment
• Create
basket
of
products:
cosmetics,
sanitary
products
are
a
push
product
• Involve
micro
entrepreneurs
in
production
• Direct
selling
to
cut
out
middlemen
• Club
products
with
government
schemes
(e.g.
mother/child
nutrition)
• Educate
the
boys,
explain
biology,
involve
local
doctors,
young
girls
and
teachers
to
break
the
stigma.

8. PART
2:
Presentation
USAID
Patty
Alleman
on
behalf
of
USAID
gave
a
presentation
on
Gender
Lens
incubation
and
Investment.
She
provided
a
definition
of
gender
lens
investing
as
an
investment
approach
that
intentionally
uses
gender
as
a
category
of
analysis
and
value
to
create
both
financial
return
and
positive
social
impact
that
is
actively
measured.
She
stated
that
three
primary
investment
objectives
or
“lenses”
can
be
identified
across
this
emerging
segment:
Women-­‐Run
Businesses,
i.e.,
Investments
that
increase
access
to
capital
for
women
entrepreneurs
and
businesses
that
have
women
in
leadership
positions;
Gender
Equity
in
the
Workplace,
i.e.,
Investments
that
promote
gender
equity
by
investing
in
private
sector
companies
with
leading
gender
policies
and
strategies;
and
Products
&
Services
Benefiting
Women
&
Girls
i.e.,
Investments
that
direct
capital
to
socially
responsible
businesses
that
develop
and
offer
products
and
services
benefiting
women
and
girls.
While
the
focus
is
on
applying
a
single
gender
lens
at
minimum,
ideally
companies
will
apply
multiple
gender
lenses.
Studies
of
why
there
is
a
business
card
to
having
a
gender
lens
approach
were
set
out.
In
turn,
Patty
noted
that
donors
have
decades
of
experience
of
gender
lens
in
their
investments
and
programmes,
as
well
as
how
to
measure
impact
and
outcomes.
She
stressed
that
the
focus
of
the
discussion
should
go
beyond
the
number
of
women
owned
businesses
within
a
portfolio,
beyond
head
counting,
to
develop
more
meaningful
metrics.
But
that
it
is
something
that
needs
to
be
achieved
collectively
by
bringing
together
both
gender
and
financial
experts
and,
bridging
the
differences
in
terminology
used.
Moreover
there
is
a
need
to
pull
in
expertise
from
think
tanks
to
help.
Ecosystem
Pitches
8
• Neera
Nundy,
DASRA

9. 9
• Verity
Corbett,
Be
Fund
Subgroups
During
this
part
of
the
session,
the
participants
broke
up
into
6
subgroups
which
then
rotated
around
3
different
‘stations’
each
with
a
different
table
host.
Stations
represented
the
different
ecosystem
players:
donors
&
DFIs;
incubators
&
philanthropic
capital
and
impact
investors.
At
each
table
they
discussed
the
same
question
but
considered
in
turn
each
stakeholder
group:
What
is
the
role
of
[stakeholder]
in
providing
support
to
support
high
impact
enterprises
that
promote
the
empowerment
of
women
and
girls,
what
existing
support
is
provided,
where
are
there
gaps
and
what
are
recommendations
for
the
future?
Donor:
Subgroup
facilitators:
Stefanie
Bauer
(GIZ)
&
Patty
Alleman
(USAID)
Role
&
Existing
support
-­‐ To
provide
capital
support
-­‐ To
provide
policy
advocacy
Gaps
Recommendations
-­‐ Sector
understanding
-­‐ Establishment
of
metrics/modules
in
order
-­‐ Seed
capital
to
push
enterprises
-­‐ Collaboration
with
corporates
to
channel
their
CSR
funds
towards
high
impact
enterprises
-­‐ Joint
investments
with
impact
investors
to
mitigate
risks
-­‐ Mechanisms
how
entrepreneurs
can
change
behaviour
to
get
access
to
finance
-­‐ Policy
advocacy
to
engage
with
governments

10. 10
Impact
investors:
Subgroup
Facilitators:
Gayle
Peterson
(Partners4Change)
&
Aditi
Shrivastava
(Intellecap)
Role
&
Existing
support
-­‐ To
provide
finance.
Gaps
Recommendations
Gaps:
Perhaps
too
many
lenses?
o Impact
already
strong
lens
o Lenses
often
stigmatised
with
stereotypes
(napkins,
nursery)
o Gender
lens
perhaps
no
separate
lens
o Some
investors
are
not
really
interested
in
impact,
but
just
in
numbers
-­‐ Learning
sector:
definitions
needed,
care
about
gender
or
proactive
approach
-­‐ No
women
on
the
top
of
funds
which
is
a
problem
for
gender
lens
investing
-­‐ Understanding
of
power
and
family
dimensions
necessary
and
so
a
training
for
investors
is
required
-­‐ Men
and
women
should
work
together
and
it
is
necessary
to
include
men
in
communication
-­‐ Capacity
building
for
female
entrepreneurs
(e.g.
financial
literacy)

11. 11
Incubators/Philanthropists:
Subgroup
Facilitators:
Neera
Nundy
(DASRA)
&
Verity
Corbett
(Be
Fund!)
Role
&
Existing
Support
-­‐ To
capacity
building/training
(e.g.
Business
planning,
modelling)
and
provide
access
to
finance.
-­‐ To
take
risk,
provide
pre-­‐seed
capital
for
prototyping
and
“de-­‐risk”
ventures
–
be
“early,
gender-­‐focussed
philanthropy”.
Gaps
Recommendations
-­‐ Proactive
sourcing
of
women
entrepreneurs
-­‐ Application
of
a
gender
lens
in
incubation
structure
-­‐ Motivation
for
men/boys
-­‐ Publishing
role
models
and
best
practices
-­‐ Incubators
and
philanthropic
funds
need
to
act
to
connect
investors
and
investees
more,
and
while
there
are
platforms
connecting
philanthropy
with
finance
they
are
few
and
far
between
and
hard
to
find
-­‐
this
needs
to
change.
-­‐ Be
transparent:
who
is
your
target
group?
-­‐ Household
responsibilities
-­‐
incubation
model
should
support
private
flexibility
for
women
-­‐ Research
-­‐ Men
programmes
-­‐ Platform
to
connect
philanthropy
and
finance

12. 12
APPENDIX
Participants
List
First Name Last Name City Name of Organization Designation
Anurag Agrawal Hyderabad Intellecap CEO
Shama Karkal Bangalore Swasti Director
Debaleena Ray Barpeta Tamul Plates Marketing Pvt. Ltd. Manager - Training & Documentation
Salone Mithal Ghosh Mumbai TARI Consultant
Erin Quinn New Delhi Dimagi Field Manager
Michael MacHarg Portland Mercy Corps Sr. Advisor, Social Enterprise
Karen Woodin Mumbai Mahindra Brand Manager
Anupa Pant Kathmandu IFC- World Bank Group Agribusiness Specialist
Wei Wei Hsing Mumbai Acumen Senior Impact Associate
Saara Hafeez New York Neuberger Berman Miss
Asma Kathiwalla Mumbai Thomson Reuters Foundation Program Officer
Hannah Schiff New York The Global Impact Investing Network Senior Associate, Research
Sijo George Cochin Startup Village CEO
Neha Juneja Mumbai Greenway Grameen Co-founder & CEO
Sanjay Banka Hyderabad Banka BioLoo non-executive director
Karon Shaiva Mumbai Idobro Chief Impact Officer & MD
Tuhin Paul Ahmedabad Menstrupedia Cofounder
Devashish Dass Mumbai Idobro Impact Head, Patrnerships
Prasad Bhide Mumbai Aaji Care-at-Home Services Founder
Rashi Agarwal Singapore Impact Investment Shujog Manager
Ms.Poonam Mane Pune Mann Deshi Foundation Program Director
Rupali Avinash Mumbai Idobro Impact Manager- Partnership
Verity Corbett Delhi Going to School Impact Director
Eleanor Horowitz Bangalore Unitus Seed Fund Analyst
Snigdha Rao Bangalore Aavishkaar Senior Investment Manager
Diksha Madhok Delhi Startup Village Community manager
Nishita Murarka Mumbai Dasra Portfolio Associate
Neera Nundy Mumbai Dasra CoFounder & Partner
Suzi Soza Austin (USA) Verb Inc CEO
Arielle Salomon Mumbai EFL Account Manager
James Dien Bui Ho Chi Minh City Lotus Impact Managing Director
James Dien Bui Ho Chi Minh City Lotus Impact Managing Director
Ajaita Shah Jaipur Frontier Markets CEO
Mwnabili Brahma Guwahati Delaithi Ethnic World Chairperson
Tapash Chatterjee Mitaan Sewa Samiti Secretary
Aruna Raman Indian Institute for Human Settlements Senior Associate - IIHS Urban Incubator
Pranshu Healthera Co-founder