Together with our clients and partners we create inclusive business solutions that have lasting social impact. We specialise in brokering opportunities within complex, challenging countries with a view to understand the systemic cause of the market failure, identify opportunities where new action will have the greatest impact, and design and, if required implement projects on the ground or build local capacity.


Conduct a thorough and thoughtful review to explore opportunities along your supply chain and develop the value proposition. Unpack the business case where a shift in operations can have social and environmental impact, improve business performance and reduce risk. Explore potential solutions and find the breakthrough idea.


This is about not only understanding the value chain, but also understanding how each partner has a self-interest and balancing their needs across all stakeholders so there is positive outcome and mutual benefit across the value chain. We collaborate with organisations to bring new thinking to complex challenges and align roles and responsibilities to achieve joint success. It is here where the inclusive business is designed and tested against the business case.


A LINC is an independent financially sustainable social business established to create opportunities for farmers and meet the needs of buyers and investors. As the LINC supports farmer productivity and sells product to buyers, profit is held in trust for the exclusive purpose of community benefit. Farmers are 100% beneficiary owners of the LINC model while the buyer and investors are part of the governance structure


We not only develop the strategy, but can also execute the program on the ground

  • Enable and mentor the LINC so that they have the skills and improve farmer practices.
  • Develop the leadership teams, governance, systems and imbed systems needed to transform the inclusive business.
  • Create a voice through strategic communications and connect with funders and other partners to co-invest and build the program over time.


It is important to test, measure and refine the pilot before scaling-up. Once the pilot proves the model works, the focus is on scaling up and positively impacting more farmers.  A key aspect of this stage is to transfer knowledge and build capacity, so that the idea, initiative or organisation is ready to stand alone when we exit.


Business for Development utilises a 10-point checklist to ensure that all projects meet criteria to be accepted as an inclusive business.


Is there a clear statement of mutually agreed intentions which cover both commercial and social objectives of the project?


Is there active and sufficient community voice expressing their approval, co-creation and ongoing participating in the project?


Does the project have commercially viable, scalable potential to positively impact at least a thousand low-income beneficiaries as measured by the SDG’s?


Does the project bring the targeted beneficiaries up to a level of income well above the extreme poverty level of USD$1.25 per day to at least USD$3 per day, a standard income recognised as minimum for a sustainable livelihood?


Is there a clear and deliberate focus on women’s economic empowerment?


Do the poor own a legal entity which empowers them to negotiate equitably with the commercial client, own productive assets and use surplus funds for broader social impact?


Is there sufficient mitigating protection for the targeted low-income beneficiaries against the repercussions of project failure/exit of the commercial partner?


Does the project have a local NGO/development partner that works to protect and promote the interests of the targeted beneficiaries, and that is able to objectively monitor and measure development impact?


Is the market opportunity long-term in nature (min 10 year period)?


Does the project represent a new approach to business for the company, enabling it to access and serve markets in ways not previously achieved?