Time for a hybrid approach (3 of 3)

Nurjahan’s experiences in the Retail and International Aid sectors did not provide what she was looking for: The capacity to positively impact the lives of those who are most vulnerable, and usually neglected at the bottom end of corporate systems in place. Throughout her 10 years in the retail industry, Nurjahan witnessed increasing pressure towards clothing manufactures for higher volumes, shorter timelines, and cheaper costs without consideration of the toll that these mandates took on workers.

Nurjahan’s professional experiences prepared her to develop a hybrid business model that integrates the strengths and mitigates the drawbacks of both the Retail and International Aid sectors.  Progoti’s progressive business model addresses the shortcomings of the traditional self-serving for-profit model and the inefficiencies of international aid. A sense of justice and commitment to the fair distribution of wealth has led Nurjahan to assemble a team of retail professionals to improve fashion’s supply chain and set an example for a new wave of social entrepreneurs.

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