A career in business development wasn’t something she sought — it found her through a series of meaningful moments. Working behind the bids, Shivi's journey is one of insight, intention, and evolution. What started as a behind-the-scenes glimpse into proposal strategy has become a calling — one where she connects organizational vision with opportunities for scalable impact.
In this edition of Team Speak, Shivi (Associate Director, Business Development at Athena) reflects on what drew her to fundraising and business development in the social impact space, the human element behind lasting partnerships, and why she believes the next era of development finance will be co-created, collaborative, and systems-led.
Shivi (S): I began my career on the programmatic side, working with a national health organization where I supported the pan-India implementation of care, support, and treatment services. During that time, I had the opportunity to contribute — in a modest way — to early discussions and groundwork for the next phase of the program proposal. It was an eye-opening experience that revealed the strategic thinking and behind-the-scenes effort required to mobilize resources for large-scale health interventions.
Later, while working with an international nonprofit, I was briefly involved in the proposal development for a foundation-funded family planning initiative. When we won that mandate, I vividly remember the excitement and sense of achievement I felt. Those formative experiences planted the seed of interest in business development. I realized that while program implementation delivers results on the ground, it’s the ability to connect strategic intent with funding that makes those results possible.
In 2012, I formally transitioned into a dedicated business development role with a national nonprofit — and since then, there’s been no looking back. With Athena Infonomics, I have now come full circle: from working with government, national and international non-profits, to leading business development for a for-profit social impact consultancy.
To me, business development is the art of connecting the dots — aligning an organization’s capabilities with emerging sectoral needs and donor priorities. I find it deeply fulfilling to play the role of a catalyst — bridging programmatic vision and financial opportunity. Over time, this work has become much more than a professional function and it is something I truly enjoy and find purpose in. I’ve always seen business development and strategic partnerships not just as a means to an end, but as a strategic lever to unlock sustainable, scalable impact.
S: In my experience, the most successful and enduring partnerships are grounded in human connection. Whether with current or prospective clients and funders, what truly sustains a relationship is the impression we leave and for me that is created by how responsive, ethical, and trustworthy we are in our interactions.
To me, Business Development is a thoughtful blend of science and skill, spiced with clear communication, ethical conduct, and, above all, sincerity. When efforts are genuine and consistent, that sincerity comes through. Clients and funders sense it and often respond with the same level of trust and commitment.
I have always believed in going beyond transactional engagement. It’s about building relationships that endure, one where partners know they can reach out with a need and count on a prompt, thoughtful, and reliable response. That’s what creates brand recall and brand equity. And over time, it’s this consistency and dependability that transform promising collaborations into long-term, strategic partnerships.
S: Absolutely—there have been several such moments, but one that stands out is when we pursued a framework agreement with a bilateral agency. At the time, it felt like an ambitious stretch for us, but we recognized it as a strategic opportunity worth pursuing. Since I was involved right from the early stages—beginning in January 2021 with the release of the first Expression of Market Engagement (EME)—I gained firsthand insight into the complexity and strategic depth these kinds of bids demand. What followed was an extended and deliberate capture phase. We made a strategic decision to form a strong and diverse consortium—one of the largest we've ever put together—because we knew this project called for broad expertise and global reach. That decision paid off. Not only were we awarded the framework, but over the next two to three years, we secured two significant contracts under it. Just this year, we went on to apply for Phase 2 of the agreement, building on the momentum we had created.
This experience really underscored a few key lessons for me:
It was a great reminder of what’s possible when strategy, timing, and collaboration align.
S: Having worked on innovative models like the world’s first health impact bond and social franchising initiatives, I’ve seen firsthand how the development finance landscape is evolving — steadily shifting toward more outcome-driven, blended, and collaborative approaches.
In recent years, as the global development context continues to shift, shaped by the climate crisis, post-pandemic recovery, and now geopolitical uncertainties, the flow of development funding is undergoing a fundamental transformation. Looking ahead, the future of development finance lies in diversification: with private sector partnerships, philanthropic capital, local government co-investments, and multilateral and regional development banks all playing increasingly critical roles.
This evolution requires development organizations to reorient, not just to access funding, but to engage as strategic collaborators in systems transformation. It’s no longer only about mobilizing resources, but about aligning organizational values, capabilities, and processes to co-create and co-lead complex change.
Another trend gaining momentum is the co-creation of solutions with funders and clients. Business development today is far more consultative and adaptive — rooted in real-time learning, continuous feedback loops, and systems thinking.
Finally, another key trend I see gaining momentum is the power of collaboration among organizations with complementary expertise. Funders are increasingly looking for integrated, value-for-money solutions. By forming consortiums or strategic partnerships that bring together technical depth, on-ground experience, and digital capabilities, we can deliver holistic solutions that are more responsive to complex development challenges and more attractive to funders.
As business development professionals, we now play a much broader role — as connectors, translators, and influencers bridging funding with impact. It’s not just about raising resources anymore — it’s about actively shaping the future of development finance itself.
