As we forge ahead to carve a new, ambitious strategic direction, we draw wisdom from our previous 5-Year Strategic Plan.

By focusing on system policies and state-level initiatives, accountability and transparency, we ensure our impact endures. 

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

Throughout the year, our organization has focused on three core themes: [1] Nurturing leadership, [2] Fostering well being, inclusion, and equity, and [3] Maximizing the potential for transparency, recognition, and reflective learning.

To nurture new leaders, we formed 7 working groups to work collaboratively on key focus areas. Team members across levels, geographic locations and tenure in the organization are part of these groups. Each of these draw upon collective insights and solutions, instilling a sense of ownership, improving efficiency and allowing transparency for various change-management processes. We also promote peer learning and skill-building sessions that have helped nurture a thriving learning environment.

In the aftermath of the COVID-19 pandemic, as a priority, we established a robust approach to ensure the well-being of our team. By actively listening to their needs, we instituted a hybrid policy enabling caretakers to balance work and personal life. This hybrid policy allows the team to work remotely for most of the month and work from the office or a field location for some part of the month.

Empowering high-performing team members to lead and facilitate organizational spaces, such as team meetings and skill shack sessions, has proven fruitful. Leveraging their expertise, these individuals contribute to our success and find fulfillment while creating environments that encourage reflection and continuous learning. To support employee growth journeys, the Reach for the Stars initiative emphasizes each member’s learning ownership.

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.


Finance (1)
Where Our Money Comes From


Donors Amount (%)
IBM 11,62,25,048 20.38
Accenture India 11,53,00,000 20.22
Google IT Services India Pvt Ltd 6,15,00,000 10.78
J.P. Morgan India 3,31,47,000 5.81
Bank of America 3,00,00,000 5.26
Cisco 2,81,57,116 4.94
Amazon 2,68,87,230 4.71
Porticus Asia Limited 2,70,16,552 4.74
LGT Venture Philanthropy 2,03,59,242 3.57
HSBC Limited 1,59,18,650 2.79
Wells Fargo International Solutions Pvt Ltd 1,56,50,000 2.74
Morgan Stanley Advantage Services Pvt Ltd 1,13,59,300 1.99
Capegemini Technology Service India Ltd 68,29,810 1.20
Neudesic Technologies Pvt Ltd 61,42,065 1.08
Spartan Technology Services & Solutions Pvt Ltd 59,59,178 1.04
Softlayer Technologies India Private Ltd 56,45,257 0.99
United Way 55,71,781 0.98
State Street Global Advisors India Pvt Ltd 52,50,000 0.92
Kantar (IMRB) 52,60,520 0.92
UNICEF 46,61,636 0.82
Charity Aid Foundation (America) 41,15,980 0.72
Child Aid Network 40,39,598 0.71
Sanjeev Prasad 25,00,000 0.44
Leadership For Skilled Education Foundation 16,25,627 0.29
Scratch Foundation 12,12,000 0.21
Nisum Technologies India 10,00,000 0.18
Sanovi Technologies Pvt Ltd 7,75,345 0.14
Dalyan Foundation 6,26,245 0.11
Give India Foundation 2,28,670 0.04
Individual Donations 3,12,353 0.05
Bank Interest 61,06,073 1.07
Other Income 9,28,531 0.16
TOTAL 57,03,10,807 100
Where Our Money Goes
Expenditure Head Amount (%)
Salaries & benefits 196,609,080.00 35.45
Program Expenses 151,482,974.95 27.32
Sub Grant 97,363,326.00 17.56
Travel 20,075,416.25 3.62
Training & Workshops 10,378,919.56 1.87
Operations and Equipment Costs 15,653,171.36 2.82
Assets acquried 20,522,989.66 3.70
Administrative Expense 42,468,667.08 7.66
TOTAL 55,45,54,545 100
Income & Expenditure
Grants, Donations and Contributions 3,12,353
Interest Income 40,15,511
Internal Project Recovery (Content) 82,20,000
Other Income 9,28,531
Transfer from Specified Grant Fund (Foreign) 13,81,68,771
Transfer from Specified Grant Fund (Local) 35,88,98,556
TOTAL 51,05,43,722


Overhead and Administration Cost 2,10,50,126
Program Expenditure 25,44,936
Project Expenditure (Foreign Grant) 14,47,52,343
Project Expenditure (Local Grant) 36,56,84,150
Depreciation 83,15,013
Assets written off 8,84,546
Excess of Income over Expenditure -32,687,392
TOTAL 51,05,43,722
Balance Sheet 2022-23


Capital Fund 6,60,60,293
General Fund 3,96,32,861
Specified Fund 10,90,99,446
Corpus Fund 16,614
Current Liabilities 2,14,35,633
TOTAL 23,62,44,847


ASSETS Amount (Rs)
Fixed Assets 9,22,12,386
Investments 10,81,74,441
Current Assets 95,24,394
Cash & Bank Balances 2,63,33,625
TOTAL 23,62,44,847
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 50,000 112 45 1 158
50,001 - 100,000 34 42   76
100,001 - 150,000 6 13   19
150,001 & Above 9 8   17
Grand Total 161 108 1 270


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.

Axis Bank Limited, 140, 1st Main Rd, Jnanabharathi Extension, Subash Nagar, Kengeri Satellite Town, Bengaluru, Karnataka 560060.

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


Anuroopa Pereira

Director, Marketing Communications, Sabre India


Kakul Misra

Director, Strategic Capacity Building, Indian School of Development Management