Empowered Excellence

Shailaja Adhikary is a trailblazer in Nepal’s education sector, known for her business acumen and passion for academic excellence. As the Managing Director of IEC Group, she has played a crucial role in reshaping education in Nepal spanning from early childhood learning to professional and higher education. With a solid foundation in business and leadership, she has built an educational ecosystem that nurtures creativity, innovation and industry relevance.

Adhikary’s journey, marked by resilience and strategic thinking, reflects her dedication in equipping students with the skills and knowledge they need to thrive in today’s fast-changing world. Under her leadership, IEC Group has expanded across multiple educational domains. It starts with early childhood learning through Euro Kids, continues with primary and secondary education at Euro School and extends to higher education at IEC College. The group also offers specialised training in fashion design, interior design and information technology, preparing students for real-world careers.

Beyond managing these institutions, Adhikary is committed to aligning education with global trends, fostering collaborations and ensuring students receive a world-class learning experience. Her ability to adapt and innovate has positioned IEC as a leader in Nepal’s education sector.

In this edition of Business 360, we take a closer look at Adhikary’s leadership, her contribution to education transformation, and the challenges she has navigated as an entrepreneur. From introducing international education standards in Nepal to mentoring future leaders, her story is one of determination and inspiration. Through this conversation, we explore her insights on education, leadership and the evolving role of women in business, offering valuable lessons for aspiring entrepreneurs and educators alike.

Could you provide an overview of the different organisations under IEC Group and your multifaceted role within the business?

IEC Group is a diverse and multifaceted educational conglomerate, encompassing different organisations. We span the entire educational spectrum, starting with Euro Kids preschools, which provide a nurturing foundation for early childhood development. We progress to elementary and secondary education with our Euro Schools, which focuses on developing well-rounded global citizens. We also offer specialised professional courses in fashion design, interior design and information technology, equipping students with practical skills for immediate career entry. IEC College offers Bachelor's degrees in fashion design and interior design.

We are actively planning to expand our collegiate offerings to include undergraduate programmes in artificial intelligence and management, anticipating the evolving demands of the modern workforce. My role involves overseeing the strategic direction of these organisations, ensuring quality education, and fostering innovation. I am responsible for aligning our educational philosophies with industry trends, driving strategic partnerships, and cultivating an environment of continuous learning and growth.

Eventually, NCC Bank approved my loan application but they required collateral. My father offered our family home as collateral which was a significant risk. If my venture failed, we stood to lose our home. It was a huge act of faith and support, and I was determined to make it work. The emotional weight of that risk was substantial but it also fuelled my determination to succeed.

Could you tell us about your academic journey and how it has shaped your approach to education and leadership?

My educational path has been quite varied and enriching. I hold an MBA, which provided me with a strong foundation in business management. I am currently pursuing a Doctorate in Business Administration from Golden Gate University in the United States which allows me to explore advanced business theories and practices. I am an alumna of Oxford University, where I completed a leadership programme that broadened my understanding of global leadership perspectives. Currently, I am engaged in an OPM (Owner/President Management) programme at Harvard University, a three-year endeavour that focuses on strategic leadership and organisational growth.

It is a matter of capability, not gender. We need to promote gender equality through education, mentorship and policy changes. Organisations should implement policies that ensure equal opportunities for women and provide support for women to balance their professional and personal lives. We need to challenge traditional gender roles and promote a culture of inclusivity and respect.

Additionally, I have undertaken numerous training programmes related to education, particularly in IB school leadership, enabling me to implement best practices in our institutions. I also hold two Master's degrees, one in business administration and another in arts. This unique blend of business and arts education has given me a holistic perspective on the importance of creativity, critical thinking, and practical skills in education and leadership. It has taught me to value both analytical and creative approaches to problem-solving, and to recognise the importance of lifelong learning in a rapidly changing world.

Many of our students have launched successful businesses, contributing to the growth of the industry. The transformation I see in these students is incredible and it validates the impact of our educational approach. Their success stories are a testament to the power of education to transform lives.

IEC College has established itself as a leading institution for fashion education in Nepal. What inspired you to establish IEC, and what were the most significant challenges you encountered in the early stages of this venture?

My family background is not rooted in business. My grandfather was a government employee, and both my parents were bankers. However, I always harboured an entrepreneurial spirit. Initially, my aspiration was to work in a bank, influenced by my exposure to my mother's workplace. However, my trajectory shifted when I was studying Computer Science in Delhi. I discovered a fashion design course adjacent to my computer science classes. Despite having no prior inclination towards fashion, I was captivated by the creativity and dynamism of the field. I saw a significant gap in the market for quality fashion and interior design education in Nepal, and I was determined to fill it. I believed that by providing relevant and industry-focused education, I could empower young people to pursue their creative passions and contribute to the growth of the Nepali creative industry.

How did this interest translate into the establishment of IEC?

On completing my studies, I secured a position at erstwhile Nepal Grindlays Bank. However, I found the work environment monotonous and unfulfilling. At the suggestion of my father, I decided to embark on my entrepreneurial journey. Recognising the potential for fashion and interior design education, I resolved to establish IEC. However, securing adequate funding was a formidable challenge. I required a substantial space and capital investment to make a meaningful impact. I approached numerous banks for loans but all of them declined my applications, citing my lack of business experience and collateral. It was a discouraging period, but I remained determined to pursue my vision.

Banks were reluctant to lend to a young, inexperienced entrepreneur. They perceived me as a high-risk borrower due to my lack of business experience and collateral. Eventually, NCC Bank approved my loan application but they required collateral. My father offered our family home as collateral which was a significant risk. If my venture failed, we stood to lose our home. It was a huge act of faith and support, and I was determined to make it work. The emotional weight of that risk was substantial but it also fuelled my determination to succeed.

How did you manage IEC during the initial years, especially given the financial pressures and the need to establish credibility?

I was determined to make IEC a success. I managed the institution while still employed at the bank. I handled all aspects of the business including counselling, accounting, teaching and class management. I expanded our offerings to include fashion and interior design, recruiting teachers from India. While our computer courses were initially successful, our fashion and interior design programmes struggled to gain traction. I was working nearly every waking hour, balancing my bank job with the demands of building IEC from the ground up. It was a period of intense pressure and sacrifice, but I believed in the long-term potential of IEC.

How do you believe IEC has shaped the landscape of fashion and design education in Nepal, and what impact has it had on the broader creative industry?

When I founded IEC in 1997, fashion and design were not considered viable career paths in Nepal. There was limited awareness and opportunity in these fields. IEC introduced skill-based courses, empowering students to establish their own businesses immediately after graduation. We brought international standards and practices to Nepal transforming the perception of these creative disciplines and fostering a vibrant creative industry. We have produced a generation of talented designers and entrepreneurs who are contributing to the growth of the Nepali economy.

The fashion industry is highly competitive. What strategies have enabled IEC to maintain its reputation and stay ahead of the competition?

Customer satisfaction is paramount. We are committed to exceeding expectations and maintaining high standards in our services and faculty. We also provide platforms for students to showcase their work and support them in launching their careers. We foster a sense of community, emphasising that once a student is part of IEC, they remain a lifelong member. We continually innovate and adapt to industry trends, incorporating the latest technologies and design methodologies into our curriculum.

Could you share some success stories of your students, highlighting the impact of IEC's education?

We have many students who have achieved remarkable success. One student, who was initially timid, transformed into a highly motivated and talented designer. She received a full scholarship to Fashion Institute of Technology in the United States and now has her own successful brand, Bulaki. Another student from Birgunj, who faced financial hardships, is now a renowned interior designer in Nepal. Many of our students have launched successful businesses, contributing to the growth of the industry. The transformation I see in these students is incredible and it validates the impact of our educational approach. Their success stories are a testament to the power of education to transform lives.

What role do institutions like IEC play in bridging the gap between education and industry, and how do you ensure your curriculum remains relevant?

We prioritise research and development to ensure our curriculum remains aligned with industry demands. We are affiliated with Limkokwing University, which has a robust R&D team. This enables us to update our courses regularly and equip students with the necessary skills to excel in the industry. We focus on practical, hands-on learning, which prepares students for the real world. We also collaborate with industry partners to provide internships and real-world projects, giving students valuable experience.

You also ventured into preschool education with the establishment of Euro Kids. What motivated this expansion?

During my search for suitable preschools for my son, I observed a lack of quality educational institutions in Nepal. I decided to introduce an international brand to the market and launched Euro Kids. The venture was highly successful, attracting a large number of students and achieving a rapid breakeven. I recognised the importance of providing a strong foundation for early childhood development and wanted to bring international best practices to Nepal.

As a female entrepreneur in Nepal, what challenges have you encountered and what is your advice to aspiring business owners?

Initially, gaining acceptance from people was challenging. There was a prevalent lack of trust in female business owners. Even when I sought to expand my business or collaborate with government sectors, I faced scepticism. However, once people witnessed the quality of our work, they became strong advocates. My advice to aspiring female leaders is to be resilient, confident and persistent. Believe in your vision, and don’t let societal biases deter you from achieving your goals.

It is important to build a strong network of mentors and supporters, and to continuously learn and adapt. Remember that your unique perspective and experiences are valuable assets, and that you have the power to make a significant impact. Do not be afraid to take risks and challenge the status quo.

Women are increasingly assuming leadership roles in Nepal but what more can be done to promote gender equality in leadership?

While progress has been made, there is still a lingering mindset that favours men in leadership positions. Often, when organisations invest in human capital, they prioritise male employees. However, I believe that with increased opportunities, women can excel in leadership roles. It is a matter of capability, not gender. We need to promote gender equality through education, mentorship and policy changes. Organisations should implement policies that ensure equal opportunities for women and provide support for women to balance their professional and personal lives. We need to challenge traditional gender roles and promote a culture of inclusivity and respect. It is also important to empower young girls and women to pursue their ambitions and provide them with the resources and support they need to succeed.

Looking ahead, what are your future aspirations for IEC and what legacy do you hope to leave behind?

My future aspirations for IEC are to continue to be a catalyst for creative transformation in Nepal. We are expanding our college to include AI and management courses, addressing the evolving needs of the modern workforce. We aim to provide world-class education that empowers students to achieve their full potential. I hope to inspire other women to achieve their dreams and to contribute to the development of a more equitable and prosperous society. I want IEC to be remembered as an institution that not only provided quality education but also fostered innovation, creativity and social impact. I hope that our students will go on to become leaders in their respective fields and that they will use their talents to make a positive difference in the world. Ultimately, I want to leave behind a legacy of empowerment, inclusivity and excellence.