As the post-pandemic era begins, it has become evident that we will need to reimagine the future of our work - whether in our models of operation, our engagements with partners and funders, or in the very way we as an organization operate, function and grow.

Strategic Plan 2019-2023

Quest’s mission is to transform learning ecosystems through education technology, capacity building, and collaboration to build 21st-century skills for learners and facilitators. Our goal is to impact 4 million learners by 2023.

A strategic 4E framework was devised to help Quest achieve its mission and address the key barriers faced by young people in public education and in the unorganized sector.

We created our impact framework to define our long term impact indicators.


(Energising and Enabling) learners and educators to build 21st-century skills and integrate them in their local environments by energizing demand and building awareness on self-learning, and enabling learners, educators, institutions and other organizations with tools and processes for creating learning environments


partnerships with government, civil society and business to scale models of self-learning for 21st-century skills, and facilitate ‘anytime-anywhere learning’.


advocacy alliances of thought leaders for mainstreaming self-learning for 21st-century skills.


in building robust systems, culture and leadership to scale impact.

Progress Against Goals

Organisation Architecture

As a 21st-century organization, we have strived to build a networked organizational model that is interconnected, collaborative, diverse and where the impact of the whole is greater than the sum of its parts. This design is inspired by the idea of metamorphosis, represented by the butterfly at the centre for our organizational model. This stands for our spirit of being ready for growth and change, through evolving and adapting to the rapidly changing external and internal environments, and future trends. The two wings of the butterfly represent our two key functions of Strategy & Organizational Leadership (SOL) and Institutional Development (ID), manifesting our vision and values.

Leadership and Culture

If the pandemic has proven anything, it is the resilience of the human spirit to weather the most severe challenges, and find ways to survive and thrive. Many members within the Quest team stepped up during these trying times, holding responsibilities beyond the boundaries of roles and teams. The success of these endeavours led us to reimagine what growth and leadership could look like for the organization. A ‘Nested Leadership’ model – where the overall direction of growth is replicated as a change effort at the program and state level – was put into place. 80 team members were identified as ‘Growth Hackers’, and will play critical roles in shaping organizational growth over the next few years.

As an organization that deeply values continuous learning, we continued to invest in our teams and build capacities for organization priority areas. ‘Learn Fest’ – a series of theme-specific sessions – was organized from October to December 2021, bringing employees together to learn good practices from each other, and find deeper connections to our work and the larger organization vision. We also focussed efforts on driving impactful work through locally informed interventions, supported by data, tech and knowledge management that helps us make meaning of our work.

We are also in the process of re-imagining the ‘future of the workplace’ at Quest. Our aim is to create an inclusive and enabling work environment for employees as we return to work. Our Hybrid-work policy was co-created through a process involving one-third of the organization, and strikes a balance between the need to find connection through physical meetups, and the benefits of virtual work.

In light of the rapid growth and expansion of the organization, the newly launched Systems, Processes and Tools team will work to redefine the way work is performed through optimization and streamlining. The unit’s main focus will be to identify, evaluate, and implement processes and tools optimization and standardization efforts across all teams, functions and nodes in Quest Alliance.

COVID-19 Response

As the second wave hit in early 2021, we held faith that our learnings from the first year under lockdown would hold us in good stead. Programs continued to leverage virtual spaces initiated under year 1 of the pandemic to engage with stakeholders. Parent engagement became critical in ensuring continued access to learning - especially for girls. Innovations like using IVRS to connect to learners in remote areas, conducting virtual hackathons and role model interactions to inspire STEM mindsets, and providing young people with engaging learning experiences through the Quest App were a key area of focus.

But the severity of loss and suffering experienced by those we work with was extremely difficult. Once again, we decided to pivot our efforts to what was needed most. For children and young people, emotional distress helplines were initiated. Field teams and communication platforms carried information on support groups, medical helplines, volunteers, and city-based support groups for hospital beds and oxygen cylinders. Internally at Quest, well-being was prioritized. Workloads were reduced where possible, and a four-day workweek was introduced to give employees time for themselves, and support family and friends. Initiatives like listening circles, virtual catch-ups, and mental health helplines - all introduced during the first wave - continued. We are extremely grateful to our partners who enabled and supported us in this.


Where Our Money Comes From
Donors Amount (%)
IBM 206,807,682 52.40
Accenture India 83,927,578 21.27
Porticus Asia Limited 22,540,987 5.71
Fossil Foundation 11,121,000 2.82
JP Morgan India 10,806,000 2.74
Sanjeev Prasad 7,609,812 1.93
Softlayer Technologies India Private Ltd 5,303,356 1.34
UNICEF 5,220,806 1.32
Charity Aid Foundation (America) 5,196,082 1.32
Dalyan Foundation 4,174,903 1.06
Kantar (IMRB) 3,900,000 0.99
Impact Foundation India 3,483,314 0.88
Dasra (USA) 2,409,990 0.61
Nisum Technologies India 2,202,150 0.56
Child Aid Network 2,109,160 0.53
Wells Fargo International Solutions Private Limited 2,000,000 0.51
Capgemini Technology Service India Ltd 1,482,075 0.38
Sanovi Technologies Pvt Ltd 1,381,829 0.35
Give India Foundation 1,106,034 0.28
Truven Health Analytics Ind 616,659 0.16
HT Parekh Foundation 270,800 0.07
Scratch Foundation 183,892 0.05
Individual Donations 128,948 0.03
Bank Interest 9,157,456 2.32
Other Income 1,515,000 0.38
TOTAL 394,655,513 100
Where Our Money Goes
Expenditure Head Amount (%)
Salaries & benefits 163,632,216 25.03
Program Expenses 157,402,447 24.07
Sub Grant 158,971,973 24.31
Travel 17,115,978 2.62
Training & Workshops 20,056,030 3.07
Operations and Equipment Costs 28,927,466 4.42
Assets acquired 45,731,635 6.99
Administrative Expense 61,993,251 9.48
TOTAL 653,830,996 100
Income & Expenditure
Grants, Donations and Contributions 128,948
Interest Income 4,345,845
Education and Training Income 1,482,000
Internal Project Recovery (Content) 17,635,935
Other Income 511,380
Transfer from Specified Grant Fund (Foreign) 116,625,300
Transfer from Specified Grant Fund (Local) 482,500,216
TOTAL 623,229,624


Overhead and Administration Cost 626,419
Program Expenditure 1,171,016
Project Expenditure (Foreign Grant) 117,088,469
Project Expenditure (Local Grant) 489,213,457
Depreciation 6,283,961
Excess of Income over Expenditure 8,846,303
TOTAL 623,229,624
Balance Sheet 2021-22
Capital Fund 57,377,182
General Fund 72,581,992
Specified Fund 49,533,734
Corpus Fund 16,614
Current Liabilities 13,496,182
TOTAL 193,005,703


Fixed Assets 80,888,956
Investments 67,338,188
Current Assets 6,090,530
Cash & Bank Balances 38,688,030
TOTAL 193,005,703
Accountability & Transparency

The executive leadership team is responsible for strategy, budgets and results, and reports to the advisory board & trustees. The role of the board is to ensure that the activities are aimed at realizing the mission of the organization in line with the strategic long term plan, and review the progress being made against the annual plan on a quarterly basis. They also approve the audited financial statement and ensure compliance with laws and regulations.

Quest Alliance has complied with provisions relating to the constitution of internal complaints committee under the Sexual harassment of Women at Workplace (Prevention, Prohibition and Redressal) Act 2013.

The Trustees met 3 times in the year 2021-2022 on 25th May 2021, 20th October 2021 and 20th January 2022. 

Distribution of staff according to salary levels and gender break-up:

Salary Range March 31st 2022

Monthly Salary Range Female Male Gender Non-Binary Grand Total
Upto 50,000 87 50 1 138
50,001 - 100,000 28 41   69
100,001 - 150,000 6 8   14
150,001 & Above 6 7   13
Grand Total 127 106 1 234


Statutory auditors: Phillipos and Company, #47, M - Floor, Wheeler Road, Cox town, Bangalore 560005.

Bankers: State Bank of India, FCRA Cell, 4th Floor, State Bank of India, New Delhi Main Branch, 11, Sansad Marg, New Delhi - 110001.

IDBI Bank Limited, IDBI House, No: 58, Mission Road, Bangalore 560027.

Quest Alliance is registered under the Indian Trust Act 1882 with registration no. BNG(U)-VRT-BK IV 187/2008-09 registered on 20/10/2008.

Quest Alliance is registered under 12A of the Income Tax Act 1961 with registration no. AAATQ0135G22BL01; validity from AY 2022-23 to 2026-27.

Quest Alliance is registered under 80G of the Income Tax Act 1961 with registration no. AAATQ0135GF2021401; validity from AY 2022-23 to AY 2026-27.

Quest Alliance is registered under the Foreign Contribution Regulation Act, 1976 with registration no. 094421483 valid till 30th September 2027.

Executive Leadership Team


Aakash Sethi

Managing Trustee


Amitav Nath 

Regional Director


Deepika Singh

Associate Director -
Learning Experience


Inka Dama

Associate Director - Marketing & Communications


Namrata Agarwal

Director, Fundraising & Strategic Finance


Neha Parti

Director, School Program


Nikita Bengani

Director, Youth Program


Nitin Mathur

Director, Information & Analytics


Sylvia Priyanthi

Director, People & Operations


Tanvi Negi

Associate Director, Knowledge & Impact


Thirumalpad Venugopal

Director, Finance Admin & IT


Advisory Board


Aashu Calappa / Male

Human Resources Expert & Volunteer - Social Sector


Arvind Lodaya / Male

Professor, Vidyashilp University


Dipta Bhog / Female

Founder, Nirantar, A Centre for Gender and Education


Kapil Das / Male

Independent Filmmaker


Nagesh Alai / Male

Board Chair
Co-Founder at AI Enterprise Technology Start-up and Former Group Chairman at FCB ULKA


Sanjay Anandaram / Male

Co-Founder, Mentor & Advisor, Board Member, Quess


Vikas Goswami / Female

CSR & Sustainability Leader