In this interview for our Leadership Series, Jeroo Billimoria reflects on a lifetime of building institutions that have quietly reshaped the world’s approach to protecting and empowering children. From Childline India to Child Helpline International, Aflatoun, and Catalyst 2030, her journey has been defined by one rhythm: build, scale, and hand over.
Her clarity comes from decades of working where policy meets people, holding both the systems view and the human story. In this conversation, she speaks about learning to let go, designing organisations that outlive their founders, and practising self-critique as a leadership discipline. She reminds us that professionalism is not about hierarchy but about keeping impact before self, and that optimism is an act of will, as she says, “the glass is always full, if not with water, then with air.”
If you’ve ever wondered what it takes to move ideas across continents without losing humility or humour, this conversation with Jeroo Billimoria is a lesson in leading with balance, kindness, and clarity of purpose.
Transcript of the Interview:
Simit Bhagat: Hello and welcome, Jeroo Billimoria ji. Great to have you with us today.
Jeroo Billimoria: Thanks for having me, Simit!
Simit Bhagat: Before we start, I was wondering about your surname, Billimoria. Does it have roots in the Navsari/Bilimora area in Gujarat?
Jeroo Billimoria: I’m Parsi. A few generations in Bombay, but yes, historically, the Parsis settled around Surat and that region, including Bilimora. I’ve actually never visited Bilimora; I should at some point.
Simit Bhagat: Right. I used to work with the Tata Trusts, so I’ve spent time around Parsi communities and even visited Navsari.
Jeroo Billimoria: What’s happening with the Tata Trusts now?
Simit Bhagat: There’s been a lot of change! It underwent a major restructuring and is now shifting back to the earlier model.
Jeroo Billimoria: I’m happier about it going back. The older structure was far better. I’m very happy it’s returning to that. Because the older model provided grants to organisations rather than trying to run projects itself. That structure allowed many groups to grow.
Simit Bhagat: Absolutely. So many institutions that are now well-established began with those early grants, such as Childline.
Jeroo Billimoria: Yes, Childline’s first grant came from the Tata Trusts. Later, they stopped funding us because they didn’t agree with our focus on helping street children. But I remain grateful, because that first grant gave us the start we needed.
Simit Bhagat: Exactly. So many organisations and institutions owe their beginnings to those early Tata Trusts grants.
Jeroo Billimoria: That’s why I’m very happy it’s going back to the old way.
Simit Bhagat: Right. So, you turned 60 recently, right? How do you keep yourself going? What motivates you to get up each morning and continue doing what you do?
Jeroo Billimoria: I am 60 years old as of July, very happy about it, and I officially retired in July, handing over the reins of our foundation to an Executive Director. I asked myself what gives me energy and what doesn’t. Management didn’t give me any energy anymore, even though I was doing well. So I decided to step back from day-to-day management and continue doing the parts I love: conceptualising ideas, testing them, and building strong strategies.
I’m fortunate to have a fantastic Executive Director who looks me in the eye and says, “You’re absolutely crazy, but go do it.” That kind of partnership gives me energy. Together, we generate new ideas while also consolidating the old ones.
Simit Bhagat: But as a founder, can you really step back completely? I imagine it’s difficult to let go.
Jeroo Billimoria: Everyone has different strengths. Mine lies in conceptualising, seeing what works and what doesn’t, and creating strategies for scale. That’s what gives me endless joy. Historically, once something I built reached scale, I transitioned out. When Childline scaled, I handed it over. When Child Helpline International expanded to one hundred countries, I transitioned again. That’s my rhythm, continuing to create and innovate, without being tied to daily management.
Everyone has different strengths. Mine lies in conceptualising, seeing what works and what doesn’t, and creating strategies for scale. That’s what gives me endless joy.
Simit Bhagat: Right. Was that something you knew from the start, that you would eventually step back, or did it just happen over time?
Jeroo Billimoria: It comes with age. I’m 60 now and grey, and over time I’ve learned what I’m good at and what I’m not. When I was younger, I didn’t know that as clearly.
Simit Bhagat: Was the fact that you transitioned while leading these organisations and went on to start others always part of the plan? Did you consciously decide to take a back seat and look for the next challenge each time?
Jeroo Billimoria: Yes, that’s always been my pattern. The first organisation I started and later transitioned to was MelJol, which eventually became Aflatoun International. After that came Child and Youth Finance International, then Childline India, followed by Child Helpline International, and later One Family Foundation. I’ve always believed that this is the role I’m meant to play.
There’s even a running joke in my team: once I reach 100 countries or 1 million people, it’s time to transition. It’s a simple benchmark, nothing fancy.
Simit Bhagat: Right. And is it the same with Catalyst 2030 as well?
Jeroo Billimoria: Yes, absolutely. With Catalyst 2030, I’d said from the beginning that if we reached one hundred countries or had the infrastructure to do so, I would step back. I had planned to transition at the end of 2024, but we reached that milestone ahead of schedule, so I transitioned earlier. The older you get, the more you learn about creating systems that can sustain without you.
Simit Bhagat: Systems thinking is something you’ve often spoken about. Did you always have that clarity, that you wanted to work at scale rather than going deep on one issue? In India, many organisations prefer to work intensively in one area rather than expanding widely.
Jeroo Billimoria: I believe both approaches are necessary. Just as five fingers are not the same, but you need all five, the sector needs both kinds of work, those who go deep and those who scale wide. For me, scale came naturally. My mother once told me, “Do what you’re good at. Don’t try to do everything.” That advice stayed with me, and that’s exactly what I’ve done.
Just as five fingers are not the same, but you need all five, the sector needs both kinds of work, those who go deep and those who scale wide.
Simit Bhagat: Right. So when it comes to working at scale, did that clarity develop gradually, or did you always have it from the beginning?
Jeroo Billimoria: I think it was almost always there, maybe not in my first enterprise when I was twelve, but after that, yes.
Simit Bhagat: Okay.
Jeroo Billimoria: I was also very blessed, and I want to acknowledge Dr Armaity Desai. My mother was a professional social worker who taught me how to be disciplined, focused on impact, and professional in my approach. She worked extensively on inter-country adoption and would always tell me to look at scale.
My father, on the other hand, would remind me to look after the individual. So from them, I learned to hold both perspectives. Then, at the Tata Institute of Social Sciences (TISS), Dr Armaity Desai taught us integrated social work practice, how to see systems holistically. I think I was socialised into scale from that point on.
Simit Bhagat: Right, and in a way, you inherited the best of both worlds. Your mother worked deeply on social issues, and your father, who was an accountant, was into finance. After he passed away, I believe many people reached out, and you discovered how many lives he had quietly helped.
Jeroo Billimoria: Yes, that’s true. Those two sides still define my work. Even now, at One Family Foundation, we run two main projects.
One is the Government Council for Social Innovation, which works directly with governments, for governments, by governments, and we anchor that effort. In parallel, we’re developing a citizen-to-citizen support project that uses artificial intelligence (AI) to connect people and resources. So, in my mind, there’s always been this balance, policy and practice, macro and micro.
Simit Bhagat: Right. From all your experience, if a young founder came to you for advice, maybe not in education, but on any social issue, what would you tell them?
Jeroo Billimoria: I’m not sure about tips, but I can share what I’ve learned. Build on your strengths. When you create from your strengths, you generate energy. That energy keeps you positive, and when you’re positive, you’re happy. And if you’re happy, life is good.
Build on your strengths. When you create from your strengths, you generate energy. That energy keeps you positive, and when you’re positive, you’re happy. And if you’re happy, life is good.
So, it’s very simple. You’re a journalist, and because you enjoy writing, you like the long form of it. That comes from your point of joy. So if I had to share one piece of advice, I’d say this: build on your strengths and work on your weaknesses. Everyone has weaknesses. I have a long list of them myself. I try to improve, but when you’re creating something, always start from your strengths.
Simit Bhagat: Right. In the last few minutes, you’ve mentioned “energy” quite a few times, I think about five already. Tell me a little more about that. Do you follow any specific practices, spiritual or otherwise?
Jeroo Billimoria: No, I’m Parsi. I believe in good thoughts, good words, and good deeds. And like a good Parsi, I eat well and enjoy life.
Simit Bhagat: One thing I really miss from the Tata Trusts canteen is the Akuri sandwich.
Jeroo Billimoria: Yes, yes!
Simit Bhagat: Exactly.
Jeroo Billimoria: We Parsis love our food and enjoy life. That’s another bit of advice for young entrepreneurs: don’t take yourself too seriously. Enjoy life.
Simit Bhagat: Yes, absolutely.
Jeroo Billimoria: You know, that’s my learning over 60 years.
Simit Bhagat: The way you say it makes it sound very easy. But when you’re working on serious issues, like children in conflict with the law, or those facing abuse, the work can be heavy. You deal with difficult situations every day. How do you stay balanced and neutral in the middle of all that?
Jeroo Billimoria: Let me share three things that help me.
First, perspective. You are one among billions of people. Whatever you’re doing is just one part in ten billion. Remembering that keeps you grounded. It reminds you that your work is a drop in the ocean, or perhaps in the Milky Way.
Second, it’s about how you see the glass, half full or half empty. Mine is empty right now because I’ve finished my tea, but there’s still air in it, isn’t there? You can choose to see what’s missing or what’s still there. It’s about perspective.
And third, even in the worst of times, and I’ve had some very tough moments, I try to find goodness in people. It’s not always easy, but it’s possible.
So, my three rules: don’t take yourself too seriously because you’re one in a billion, always look for the bright side, and believe that something good can come from every challenge. My colleagues often laugh at me because even when things go terribly wrong, I’ll still say, “Whatever happens, happens for the best.”
My three rules: don’t take yourself too seriously because you’re one in a billion, always look for the bright side, and believe that something good can come from every challenge.
Simit Bhagat: And was this something that you learnt over a period of time, or was it something that you always thought?
Jeroo Billimoria: I learned it with time. You reach 60 and realise it’s wisdom that comes with age. When I was younger, especially during the early days of Childline, I used to think I carried the entire world on my shoulders. But through that journey, I met so many incredible people who wanted to help. That’s when I realised, even in the worst circumstances, there is goodness in people.
Simit Bhagat: Right, I remember.
Jeroo Billimoria: I once worked closely with a homeless man during a difficult phase when drug use was widespread. Even then, I realised that there is goodness in everyone. It is not always easy to see, but it is there, and that is what we must try to bring out.
Simit Bhagat: You’ve often spoken about resilience and the spirit of survival among the homeless. Could you share a little more about that? Maybe an instance or something that stayed with you?
Jeroo Billimoria: I may not recall specific incidents, but what I learned from street children and the homeless is that they always saw the bright side of life, despite everything they faced. That’s where I learned my greatest lesson: the glass is always full, never half empty. For me, that’s probably the most important takeaway in life.
The glass is always full, never half empty. For me, that’s probably the most important takeaway in life.
I am not saying I never have low points or that I am always cheerful. Everyone has their ups and downs. But since you asked earlier what keeps my energy going, I can tell you, it comes from the streets. It comes from this attitude towards life.
Simit Bhagat: When you were starting Childline, I believe it was after that meeting with Dr Armaity Desai at the Department of Telecommunications, right? You pitched the idea, but the police department wasn’t very receptive initially. And then later, the Department of Telecommunications (DOT) came on board.
So this was around 1993, right?
Jeroo Billimoria: Yes.
Simit Bhagat: And it eventually launched in…?
Jeroo Billimoria: It took us three years to launch. We finally went live in June 1996.
Simit Bhagat: 1996, right. I actually have a story about that, which I’ll come to in a moment. When I was in school, I once used that helpline, and it was an incredible experience.
Jeroo Billimoria: Oh, I would love to hear that story.
Simit Bhagat: Yes, yes. I have a personal story about that, which I’ll come to in a bit. But when you were pitching the idea, and more broadly when you come up with something new that hasn’t been tested before, rejection is inevitable. How did you deal with that? I imagine you must have faced quite a bit of it in the early days, especially when you first pitched Childline to the police and other departments.
Jeroo Billimoria: I always remind myself that the glass is full, maybe not with water, but with air. I also have another saying: there are many routes to Rome. If one path doesn’t work, try another. I don’t give up easily.
Most social entrepreneurs are a little stubborn about what they believe in, and that’s a good thing. But at the same time, you have to know when to let go. There are ideas I’ve started that simply didn’t work, and I had to accept that. A colleague once told me, “Sometimes you have to kill your darlings,” and I use that phrase often. It’s true, you must know when to stop holding on.
Most social entrepreneurs are a little stubborn about what they believe in, and that’s a good thing. But at the same time, you have to know when to let go.
My first official organisation, before MelJol, was called Unnati. I started it with my friend Nina. It was meant to be a database to track missing children, where they were going, what was happening to them, and also a consultancy model to help shelters become more professional. It had several components, but I realised that the part about missing children was an idea far ahead of its time.
Eventually, we incorporated parts of Unnati into a resource directory, and later, a missing children helpline was added. A lot of what we envisioned finally happened, but it took fifteen years.
At that time, I decided to stop because I realised I wasn’t making any headway. The same was true for the consulting idea. Now I consult many organisations on scaling, and I see the same concepts at work. But when I was twenty-three and trying to do it back then, everyone thought I was too young or too confident to pull it off. So I stepped back and accepted that the timing wasn’t right.
I think it’s very important to recognise where you can truly make an impact and where you cannot. Even recently, at our One Family Foundation, we started a few projects that didn’t gain traction. We shut them down.
You can’t get too emotionally attached to an idea. In social work, we are taught “controlled emotional involvement.” That means you care deeply, but you also stay objective enough to know when to stop. I always say: focus on the impact, not just the idea or the innovation. If you can make an impact in another way, or if the time isn’t right, it’s perfectly fine to stop.
Focus on the impact, not just the idea or the innovation. If you can make an impact in another way, or if the time isn’t right, it’s perfectly fine to stop.
Simit Bhagat: That must be difficult, right? In hindsight, it’s easier to think that way, but when you’re in the middle of it, how do you decide when to call it quits?
Jeroo Billimoria: I think there are two things. First, you have to be very self-critical, and I don’t mean it negatively. You need to constantly reflect and critique your own work. I still do that, even today.
The second, and perhaps more important thing, is to have strong coaches in your life. I’ve been very fortunate in that regard. My mother was phenomenal; she was my biggest coach and support. Then there was Dr Armaity Desai, who was always there to guide me. When I began working internationally, I had my friend Valerie, who helped me through that phase. And now, I have my husband and my two children, who keep me grounded and don’t hesitate to tell me when I’m wrong.
In my organisations too, I try to build that same culture, to surround myself with people who will speak honestly, critique openly, and help me stay on course. That’s very important.
I believe in creating an ecosystem of people who will tell you when you’re wrong, whether in a fun way, a serious way, or even by teasing you a little. I love that. My Executive Director does it all the time. He’s respectful and professional, but he never hesitates to make fun of my mistakes, and I appreciate it. It keeps me grounded.
Simit Bhagat: And how do you build that kind of culture?
Jeroo Billimoria: By being honest about your own mistakes. I start by pointing out mine. For instance, I have absolutely no logistical sense; that’s why your meeting got rescheduled. I forgot to add it to my calendar! I’m also incredibly clumsy, especially when I’m stressed, and I have no filter when I speak. I can make a long list of my flaws, and I’m quite happy to do it.
I’m sure there are many more that I don’t even know about, but I’m fine with that too.
Simit Bhagat: Right. As a leader, it’s absolutely crucial to know what you’re good at and what you’re not.
Jeroo Billimoria: Absolutely. And I think it’s just as important to let people know that upfront. For example, I mess up emails and technology all the time. I’m terrible at it.
Once people know that, if they receive an email from me that makes no sense, they don’t get annoyed; they just think, “Oh, that’s Jeroo being Jeroo.” So I believe in being transparent about my failures and vulnerabilities. It helps people accept you as human and builds trust within the team.
Simit Bhagat: You mentioned your coaches earlier, your role models or mentors. Of course, there’s now an entire professional coaching industry, but that’s not really what you mean, right?
Jeroo Billimoria: No, I’m talking about my support system, the people who have guided and grounded me through life.
Simit Bhagat: Yes, exactly.
Jeroo Billimoria: I’m truly blessed to have that.
Simit Bhagat: Blessed, indeed.
Jeroo Billimoria: Yes, and if you don’t have that kind of support system, then by all means, find a good coach or mentor. Everyone needs one.
Sometimes, even with a support system, you may still need a coach. There have been points in my career when I felt the need for external guidance, and I sought it. What matters is building that system, whether internal, external, or a mix of both.
Simit Bhagat: Right.
Jeroo Billimoria: No leader can do it alone. And if anyone believes they can, then God bless them.
Simit Bhagat: Right. So when you did seek professional coaching, in what context did you feel that need? You were already scaling organisations and leading teams. At what point did that extra support help?
Jeroo Billimoria: The most valuable external coaching I received was when I was transitioning out of Childline. It taught me a lesson I’ve carried through every transition since: never give advice to your successor. If they need your input, they will ask. It sounds simple, but it’s one of the hardest things to follow.
The most valuable external coaching I received was never give advice to your successor. If they need your input, they will ask.
Simit Bhagat: And did you manage to follow it?
Jeroo Billimoria: For the most part, yes. For instance, at Aflatoun, I’m not on the board or in any official role. The Executive Director reaches out when he needs to, and we chat. That’s it.
It depends on the people. Some reach out, others don’t. I always say I provide the platform; it’s up to them if they want to connect. With Child Helpline International, for instance, I speak to the Executive Director from time to time. When I was with Childline India, we spoke all the time. If someone reaches out, I’m happy to share my experiences and the mistakes I made, and then I step back.
Simit Bhagat: That’s quite rare. For most founders, what they build feels like their baby. How do you detach yourself from it?
Jeroo Billimoria: Are you a parent?
Simit Bhagat: No, I’m not.
Jeroo Billimoria: But you have parents?
Simit Bhagat: Yes.
Jeroo Billimoria: How irritated do you get when your parents keep trying to tell you what to do?
Simit Bhagat: Or maybe it’s the other way around sometimes.
Jeroo Billimoria: Exactly, or they get irritated with you. The closest you get to your parents is when they know you’ll reach out if you need them. It’s the same with organisations you’ve built. You have to give them space.
But yes, it does take a lot of self-control. Sometimes you see something going wrong and you want to step in to correct it. Instead, you have to hold back, stay quiet, and let people learn from their own choices.
Simit Bhagat: Right. So, moving on. Do you remember your time at the Tata Institute of Social Sciences?
Jeroo Billimoria: Yes, that was a long time ago.
Simit Bhagat: Exactly. In one of your earlier interviews, you mentioned the lack of professionalism in the social sector. What was it like back then at the Tata Institute?
Jeroo Billimoria: I was blessed. I studied during what I call the golden era of Dr Armaity Desai at the Tata Institute of Social Sciences. She was a visionary leader who truly cared. That period shaped my idea of professionalism.
When I speak of the lack of professionalism, I mean how easily we can get caught up in the feeling that doing good is enough. I have been guilty of that too. But it does not work that way. Even when you are doing good, you still have to be cost-conscious, practical, and aware of boundaries. Professionalism, for me, means putting impact before self. It is not about how much I save or how much attention I receive. It is about whether every action I take is impact-oriented.
Professionalism means putting impact before self. It is not about how much I save or how much attention I receive. It is about whether every action I take is impact-oriented.
Simit Bhagat: And do you think that has changed in the sector since then?
Jeroo Billimoria: I do not know enough about the sector in India today to say for sure. But I still see a lot of “I” before impact. When that changes to putting the community first, we will see true professionalism. And I am not talking about accounts or metrics, I am talking about mindset.
Simit Bhagat: Yes, that is the core. The accounting and reporting systems are mostly driven by corporate social responsibility funding and compliance, which already push organisations to follow certain processes. But what you are talking about is larger, more about values.
Jeroo Billimoria: Exactly. It is a mindset shift. And I will share a personal failure here. During the early days of Childline, we received our first or second press article. I was so excited that I showed it to my mother and said, “Look, we are in the papers.” She asked why that mattered; was it because more children would be helped, or because my name was there? I said both. She looked at me and said she was disappointed because I had placed myself above impact. That lesson stayed with me forever. From then on, I tried to focus only on impact, not recognition. It was a powerful reminder from a mother to her daughter, and I was lucky to have that.
Simit Bhagat: Yes, exactly. And when you are young, you enjoy those things. I remember when I got my first byline at The Times of India, I proudly distributed copies of the newspaper around my housing society. Of course, I had written about an important issue, but honestly, at that moment, my thrill was seeing my name printed. I was only twenty-two or twenty-three, and it felt like the whole country could see it.
Jeroo Billimoria: You see, that is exactly what I meant. My mother really corrected that way of thinking for me, and it helped a lot. But before we forget, I would love to hear your story about why you called Childline. Those stories touch me more than anything else.
Simit Bhagat: Of course, I do not mind sharing.
Jeroo Billimoria: As long as it is not confidential.
Simit Bhagat: Not at all. I used to live in a chawl in Andheri, in a neighbourhood called D.N. Nagar. There were about eight houses on each floor, all connected by a common passage. When you walked down the corridor towards the staircase, you could see into everyone’s home. It was an open kind of community.
Jeroo Billimoria: Right.
Simit Bhagat: In a chawl, you always know what is happening in your neighbour’s house and, honestly, across the entire floor. People talk, gossip travels quickly.
So, in our building, we had new neighbours who had brought a young girl from their village. She must have been about thirteen or fourteen.
At first, we noticed small things. They would scold her, sometimes slap her. But over a few weeks, it became worse. They began to beat her badly. I was in school then, probably in ninth or tenth grade, and even then, I knew I wanted to be a journalist. That activist instinct was always there, that feeling that if something wrong is happening, you can’t just stand by.
But I didn’t know what to do. There was no internet then, and I didn’t have a phone. I remembered hearing about a helpline for children.
Jeroo Billimoria: At that time, there was nothing else. You had to find a public phone booth.
Simit Bhagat: Exactly. I used to keep one-rupee coins for those calls. One day, the girl was beaten so badly that the family locked her out of the house and went out. She was sitting in the common staircase, crying. I told my cousin, who was in college at the time, that we needed to help. She asked, “But how?” So I told her about the helpline and said, “Let’s call.”
The first time I called, they told me to contact them the next time it happened, when the girl was alone. So, that night, when she was sitting outside, I called again and explained everything. Within about fifteen or twenty minutes, someone came.
I didn’t want to reveal that I’d called. I just gave clear directions to where the girl was and went back upstairs. I watched from a distance as the Childline team arrived, spoke to her gently, and took her along. They later called the police, and by evening, the family was summoned to the station. It became a huge issue in the building because everyone found out.
Jeroo Billimoria: Hopefully, it stopped them from ever hurting anyone again.
Simit Bhagat: Yes, exactly. But no one ever found out it was me who called.
Jeroo Billimoria: And that’s precisely why Childline allows anonymous calls. It protects the caller and the child. In cases like this, the child is helped, placed safely in a residential institution, and the family is contacted later. There are clear protocols for every step.
Simit Bhagat: Correct. So, her family was contacted, and everything was taken care of. But honestly, if it hadn’t been for the helpline, I wouldn’t have known what to do.
Jeroo Billimoria: That’s such a powerful story to remember. You asked earlier what gives me energy; listening to stories like yours does. I’m going to share this with my family at dinner tonight. Because for me, you made the difference in that child’s life, not Childline. That’s what I mean when I talk about “impact before self.” So, thank you for sharing this. I’m really grateful.
Simit Bhagat: And I’m grateful you created something that made it possible.
Jeroo Billimoria: It took courage to do what you did, especially at that age. You were in the ninth standard, you saw something wrong, and you acted. You probably saved a girl’s life.
Simit Bhagat: Thank you. I’m just glad I had a platform that allowed me to help.
Jeroo Billimoria: When you write your long story, start with this one. Truly. It captures everything we work for: courage, compassion, and anonymity. That’s the heart of impact.
Simit Bhagat: That’s exactly what we try to do through our work, tell stories like these so others can see what’s possible. But to be honest, communication isn’t easy for many organisations. You’ve done it well for years through your initiatives. How do you think about it?
Jeroo Billimoria: Oh, I’m terrible at it! Everyone tells me so; in fact, I was scolded for it this morning. I believe communication is vital; I just don’t think I’m very good at it. Brand-building has never come naturally to me. But if you’re writing this leadership piece, please begin with your story. It’s far more powerful than anything I could say. It captures why Childline exists and what true impact looks like.
Simit Bhagat: I’m glad it resonated with you. And you’re right, the anonymity made all the difference. If it weren’t for that, I don’t think I would have had the courage to call.
Jeroo Billimoria: That’s exactly why we kept anonymity as a golden rule. It protects the caller, empowers action, and keeps everyone safe.
Simit Bhagat: Thank you so much. I still have a few more questions. Do we have a bit of time?
Jeroo Billimoria: A little, yes.
Simit Bhagat: Great. You’ve talked about scale and partnerships. I also wanted to ask about the networks you’ve been part of, like the Schwab Foundation, Ashoka, and Echoing Green. How have they shaped your journey, and what role have they played in building the organisations you’ve led?
Jeroo Billimoria: The most recent one is Catalyst 2030, which a hundred of us co-created as social entrepreneurs. It helped me find friends and feel less lonely. Being a social entrepreneur can be quite isolating, and Catalyst gave me a circle of people I could call, share ideas with, and learn from. That has been invaluable.
Schwab, Ashoka, and Echoing Green were also instrumental. They helped me meet peers who later became part of Catalyst. For me, that’s the biggest takeaway: in the end, it’s the relationships that matter most. Everything else follows from that.
Schwab, Ashoka, and Echoing Green were also instrumental. They helped me meet peers who later became part of Catalyst. For me, that’s the biggest takeaway: in the end, it’s the relationships that matter most. Everything else follows from that.
Simit Bhagat: That makes sense. And when you moved from Mumbai to the Netherlands, did you have to rebuild that sense of trust and connection all over again?
Jeroo Billimoria: Absolutely. Trust takes time anywhere. You meet people, you talk, and over time, you connect. I’m quite introverted, so I prefer a few close relationships rather than many superficial ones. But once those bonds form, they last.
Simit Bhagat: Tell me a bit about your current team. How have you gone about building and motivating them?
Jeroo Billimoria: I’ve had many teams over the years. Right now, I have a wonderful Executive Director, a strong Head of Operations, and an equally committed Head of Advocacy. I’ve known most of them for quite some time. We recently added a new Head of Partnerships who seems lovely. I’ve also been fortunate to work with some fantastic boards.
Teams keep changing, but the energy they bring is what keeps things alive.
Simit Bhagat: How do you build good, motivated teams?
Jeroo Billimoria: Honestly, I don’t have a formula. Maybe you should ask my team, they’d probably tell you I’m a bit of a pain at times. But I care deeply about them. I don’t usually recruit for skills. I look for traits.
People always say my recruitment rule is “kind eyes and a warm smile,” and that’s actually quite true. Interviews with me don’t last long because I decide quickly if a person has the right attitude. I look for kindness, humility, and integrity. Skills can always be learned, but values cannot be taught.
Interviews with me don’t last long because I decide quickly if a person has the right attitude. I look for kindness, humility, and integrity. Skills can always be learned, but values cannot be taught.
Simit Bhagat: That’s true. Kindness and humility come from within.
Jeroo Billimoria: Exactly. They have to be inherent. Integrity is the one thing I never compromise on.
Simit Bhagat: Has it ever happened that you had to choose between two candidates, one who was technically stronger, and another who was humbler or kinder?
Jeroo Billimoria: I always choose kindness. Always.
Simit Bhagat: Has that approach come from your mother or one of your mentors?
Jeroo Billimoria: I think more from my father. He always said the most important thing is the person. Everything else can be learned.
Simit Bhagat: Right.
Jeroo Billimoria: My father was an accountant, not a qualified Chartered Accountant, just to be clear. At that time, the designation wasn’t so formalised. He managed accounts all his life and would have been ninety-five now if he were still around.
Simit Bhagat: That warmth you describe, it feels very familiar within the Parsi community too. I’ve seen it in so many people from the community. Do you think that’s part of the upbringing?
Jeroo Billimoria: Absolutely. It’s part of how we’re raised, good thoughts, good words, good deeds. It becomes part of our DNA.
Simit Bhagat: I agree. I had a Parsi guitar teacher growing up, and his mother was one of the kindest people I ever met. There’s a real gentleness and humour that runs through.
Jeroo Billimoria: Yes, and we can be a little eccentric too, in the best way possible.
Simit Bhagat: That’s true. It’s been such a pleasure speaking with you.
Jeroo Billimoria: Likewise. Stay in touch.
Simit Bhagat: I will. And thank you once again for the time, the stories, and the lessons.
Jeroo Billimoria: My pleasure.
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