Nexilius presents

SaathConnect

Snigdha Mallick, Keya Dsouza, Kartikey Gupta, Gourav Soni

N.L.Dalmia High School Maharashtra, Mumbai

2

SaathConnect

connecting India's most vulnerable families to the NGOs, government

schemes, and employment opportunities they need but can't access, through door-to-door identification and guaranteed follow-through.

​

Vision: A future where no family is invisible to the support systems built for them. Mission: To find, register, and connect every underserved household to verified outcomes — one family, one visit at a time.

3

4

WHAT PROBLEM YOU ARE TRYING TO SOLVE

India's poorest households remain locked out of the very systems meant to help them. Nearly 63% of rural households (NITI Aayog, 2023) fall outside formal employment and social security nets, while around 85% of India's workforce operates informally with no safety cushion (ILO, 2023).

This isn't a shortage of solutions — over 5.5 lakh NGOs are registered on the DARPAN portal, and government schemes like PM-JAY and DAY-NULM already exist.

The real failure is last-mile delivery: families don't know these schemes exist, can't navigate the paperwork, and have no one going door-to-door to connect them.

This exclusion deepens generational poverty and costs India an estimated ₹10–15 lakh crore annually (3–4% of GDP) in lost human potential. Left unsolved, it directly undermines India's Viksit Bharat 2047 goal of inclusive, zero-poverty growth.

5

WHAT SOLUTION YOU ARE PROVIDING TO SOLVE THE PROBLEM AT LARGE

The solution is an active, door-to-door identification model field workers go to families where they live instead of waiting for them to find help, unlike ASHA workers (health-only) or Skill India centres (walk-in only).

Using a GPS-tagged, offline-capable app, each household is registered once, with needs simultaneously matched across employment, skilling, elderly care, and welfare-scheme eligibility, replacing today's siloed NGO, government, and employer systems with a single entry point.

What makes this enforceable rather than aspirational is a system of pre-signed MoUs: NGOs are contractually bound to follow up within 14 days, and employers to hire within 60–90 days, or face removal from the network a first-of-its-kind accountability layer in India's social impact space.

By connecting identification, matching, and guaranteed follow-through in one scalable pipeline, existing welfare intent and NGO infrastructure are converted into measurable outcomes for every man, woman, child, and elderly person registered.

Elevator Pitch

Millions of India's poorest families remain invisible to the very NGOs, government schemes, and employers meant to serve them not because help doesn't exist, but because no one goes and finds them.

SaathConnect fixes this by sending field workers door-to-door to identify and register each family's needs across health, employment, skilling, and welfare eligibility in a single visit.

It then routes every household to the right NGO, scheme, or employer through pre-signed MoUs that legally guarantee follow-up within 14 days and hiring within 60–90 days turning a passive referral into an accountable outcome.

Unlike existing platforms that only fund, train, or map from a distance, SaathConnect is the last-mile human infrastructure that connects intent to impact, one family at a time.

​

"Knocking on doors welfare forgot."

6

7

Real-Time Impact Tracking

Gamified Field Performance

End-to-End Household Journey Visibility

Live Field Activity Feed

8

WHY YOUR PRODUCT?

Most attempts to fix last-mile poverty either build a database, run a donation platform, or operate a walk-in training centre — but none combine identification, matching, and enforcement in one pipeline.

This product is built around three things no competitor offers together: active door-to-door outreach (not passive listing or waiting for walk-ins), a single household profile that matches across employment, skilling, elderly care, and welfare eligibility instead of siloed single-issue tools, and legally binding MoUs that force NGOs and employers to follow up within a fixed window or lose network access.

That last point is the real differentiator — every other player in this space measures activity (families mapped, donations routed, people trained), while this model measures and guarantees outcomes.

It doesn't try to replace NITI Aayog's DARPAN portal, Tata STRIVE, or DAY-NULM; it becomes the connective layer that makes their existing reach and budgets actually convert into delivered results for the families they were built to serve.

9

WHY THEY SHOULD CHANGE?

Today, families don't fail to benefit from welfare schemes or NGO support because those systems don't exist — they fail because no one comes looking for them.

Government schemes assume self-registration, NGOs assume families can find and travel to them, and job programs assume awareness of where centres are located.

That assumption breaks down for exactly the households these systems were designed to help: those with the least literacy, digital access, and time to navigate bureaucracy.

NGOs currently spend up to a third of smaller organizations' budgets just identifying beneficiaries, duplicating effort across 5.5+ lakh registered organizations with little coordination. Government ministries leave a meaningful share of allocated welfare budgets unspent, not from lack of funds but from lack of a delivery mechanism reaching the last mile.

Employers with real placement pipelines, like Tata STRIVE, remain invisible to exactly the youth who'd benefit most.

Every actor in this ecosystem is already trying to help — they simply lack the human infrastructure to find and follow through with the people who need them, which is the gap this model exists to close.

10

WHY CHANGE NOW?

Three forces are converging to make this the right moment. First, infrastructure: 4G/5G connectivity now reaches roughly 95% of India's villages, meaning a field-worker app with GPS tagging and offline registration is finally deployable at scale in a way it wasn't a decade ago.

Second, policy momentum: the Union Budget 2026-27 allocated ₹62,362 crore to social welfare, yet 2024-25 saw social sector spending fall to a decade-low 17% of total expenditure, with several ministries leaving large shares of budgets unspent — a clear signal that money is available but delivery infrastructure is the bottleneck, not funding.

Third, the national mandate: India's Viksit Bharat 2047 target of zero poverty is unachievable without a verified, accountable last-mile delivery system, giving this kind of model direct alignment with a national policy horizon rather than a niche social good.

Waiting delays inclusion for millions of households already excluded from schemes designed for them, while every year of underspent welfare budgets represents a compounding, avoidable loss.

11

WHY AT THIS PRICE?

The model is priced to keep the point of use free for the families it serves — registration, matching, and follow-up cost nothing to the household, since payment is never a barrier for the population being reached.

Revenue instead comes from the institutions that already have budgets allocated for this exact problem: NGOs pay a modest per-verified-referral or subscription fee in exchange for pre-qualified, GPS-verified beneficiaries instead of spending their own resources on identification; employers and skilling partners pay a placement-based fee only once a hire is confirmed, aligning cost with actual outcome delivered; and government bodies can fund the service through existing last-mile delivery budgets that currently go unspent due to lack of implementation capacity.

This outcome-based structure means partners pay for results, not effort or promises, which is a stronger value proposition than fixed subscription or donation models where money is spent regardless of whether anyone is actually helped.

It keeps the incentive structure honest: revenue only grows if real families are being found, matched, and served.

12

How Revenue Is Generated

The model runs on five diversified, outcome-linked revenue streams rather than a single dependency point — designed so cash flow holds even through slow hiring cycles:

Placement Fees (Primary, ~50% of revenue) — An average fee of ₹3,000 per successful, verified placement, charged to employers only once a hire is confirmed. This directly ties revenue to real outcomes delivered, not activity.

NGO Subscriptions (~20%) — SaaS-style access fees for NGOs using the platform's dashboards, beneficiary-matching tools, and listing features, replacing the cost NGOs currently sink into independent beneficiary identification.

CSR Partnerships (~15%) — Implementation contracts and thematic grants from corporates fulfilling CSR mandates, funding specific verticals (e.g., women's employment, elderly care).

Skilling & Referral Income (~10%) — Commission earned from training partners for every candidate successfully routed into a skilling program.

Government Last-Mile Contracts (~5%) — Municipal and state contracts to execute last-mile delivery for existing schemes (DAY-NULM, PMKVY), monetizing budgets that already exist but currently go unspent due to lack of implementation capacity.

This mix means revenue is never solely reliant on one funding type — private-sector placement fees, NGO software revenue, CSR grants, and public contracts each act as an independent buffer against volatility in the others.

13

Marketing Plan

Go-to-market is built on trust-based, community-rooted channels rather than paid digital acquisition, since the target population has low digital literacy and responds to in-person, local trust networks:

Local Community Ambassadors at a 10:1 ambassador-to-supervisor ratio, recruited from within target communities, drive door-to-door outreach and registration — turning the workforce itself into the primary marketing channel.

Beneficiary Adoption Engine: home visits, peer trust networks, and women ambassadors

communicating in local languages, with post-placement support and grievance redressal to build word-of-mouth credibility and reduce drop-off.

NGO Co-Branded Outreach: partnering with existing, trusted NGOs for joint outreach rather than

competing with them, lending instant local credibility and shared reporting infrastructure. Employer Partnership Diversification: retention-linked contracts and priority access for repeat employers, reducing customer acquisition cost over time as the employer base compounds.

Phased Geographic Rollout: pilot → city scale → multi-state → national, so marketing spend and

messaging are only expanded once unit economics are validated at each stage, avoiding premature spend on unproven markets.

Wrap Up

Summarize your business idea.

Why is this the best entrepreneurial idea?

The core insight is unusual and defensible: India's poverty problem isn't a shortage of programs, it's a last-mile delivery failure.

Over 5.5 lakh NGOs, national skilling missions, and welfare schemes already exist with real budgets and infrastructure — yet 60–70% of eligible households remain unreached simply because no one goes and finds them.

Rather than building a new NGO, training centre, or donation platform to compete in an already-crowded space, this idea builds the missing connective layer between existing systems and the people they were designed for.

That makes it structurally different from typical social ventures, which usually add supply into a fragmented ecosystem; this adds coordination and enforcement, converting underused capacity into delivered outcomes.

It also solves a problem with a hard national deadline attached (Viksit Bharat 2047), giving it policy relevance beyond a standalone business case — it isn't chasing a market, it's filling a proven, budgeted, and currently unmet gap.

14

Wrap Up

Summarize your business idea.

How does it achieve differentiation and low cost simultaneously?

Differentiation comes from combining three things competitors don't: active outreach, unified multi-need matching, and enforceable MoUs guaranteeing follow-through. Low cost comes from deliberately avoiding capital-heavy infrastructure — there's no new NGO network, training centre, or welfare scheme to build from scratch.

Instead, the model leverages 5.5L+ existing DARPAN-registered NGOs, established skilling centres (PMKVY, NSS/NCC), and government programs already in place, acting as the coordination layer rather than duplicating their infrastructure.

The workforce itself is asset-light: local community ambassadors at a 10:1 ambassador-to-supervisor ratio, using a digital eKYC and GPS-verification app instead of physical branches.

This keeps registration cost to ₹210–250 and cost per placement to ₹1,800–2,000, against an average ₹3,000 fee — a 50%+ gross margin achieved specifically because the model spends on people and coordination, not fixed capital, while its differentiation comes from process design rather than expensive proprietary infrastructure.

15

Wrap Up

Summarize your business idea.

Why will this venture be successful?

Success is built into the model's structure rather than assumed. Demand is not

speculative: 88% of the workforce is informal and 30–40% of youth face a documented job-skill mismatch, meaning sustained need across sectors regardless of macro conditions.

Revenue is diversified across five streams (placement fees, NGO subscriptions, CSR, skilling referrals, government contracts), so no single funding source failing threatens viability. Expansion is phase-gated — pilot, city, multi-state, national — with each phase required to hit its own breakeven before the next begins, preventing premature capital burn.

Retention is engineered in through post-placement follow-ups, employer feedback loops, and repeat-employer incentives, converting one-time transactions into recurring relationships.

And because the model aligns directly with existing government programs (DAY-NULM, PMKVY) and national policy goals, it has a natural path to institutional, government-backed contracts rather than depending solely on market-based revenue — reducing the single biggest risk most social ventures face: funding disappearing before proof of impact is established.

Follow us @saathconnect