Lt. Garima Yadav

#77/100 in #100extraordinarywomen

While the most common stereotype is that beauty pageant winners end up in Bollywood, Lieutenant Garima Yadav, a former beauty pageant winner, had other plans when it came to her career. From being the winner of a beauty pageant to becoming an Army officer, this young lady’s journey is one to reckon with. 

In the year 2017, Lt. Yadav won a beauty pageant called ‘India’s Miss Charming Face’. After winning this pageant, she was invited to participate in the next beauty pageant at an international level in Italy. But she chose to serve the country. She has completed her studies from Army Public School and pursued her graduations with a Bachelor’s degree in economics from St. Stephen’s College, New Delhi. But neither modelling nor army was her first career choice. She was a bright student and wanted to join the IAS but she wasn’t able to clear her IAS mains. Without losing hope she attempted the Combine Defence Services (CDS) exam. Not only she passed the written exam in her first attempt, but also cleared the Services Selection Board (SSB) interview and got into Officer's Training Academy (OTA), Chennai. The lady officer was commissioned into the Indian Army on March 9, 2019, after undergoing 11 months of rigorous training at the OTA. 

“I am a single mother-child, and she has been there for me in all my ups and downs, motivating me, she’s a strong woman and my true inspiration I just wanted to make her proud… I was preparing for civil services but I guess army was my true calling, I got recommended in my 1st attempt. Before that I was working as an MC for events as a part-time job, while preparing for exams, from there I was selected for a pageant called India’s Miss Charming Face’s auditions, I won the pageant in November 2017 and was selected for next pageant at international level which was to be held in Italy, but I chose to join OTA Chennai instead,” Garima said. 

Regarding her training, she adds, “I had a wonderful experience at the OTA. At first it was difficult for me to cope up with the tough training, the weather was also unfavorable. I did not have very good physical standards but somehow I managed for first few months, I didn’t give up and improved drastically. I actively participated in all curriculum activities. People have a wrong conception that you have to be good at all sports, physically strong to get selected in the SSB. That’s not true, you just should be willing to accept your weaknesses and work on them, should always endeavor to get better and better every day. One should be honest, positive, creative and solution orientated. That’s all you need, rest everything will follow.” 

On March 9, 2019, a total on 172 Gentlemen and Lady Cadets, including those belong to Bhutan and Afghanistan passed out from the OTA. Lieutenant General Ranbir Singh, General Officer, Commander-in-Chief, reviewed the parade. Lt. Garima Yadav was one of the proud officers to be commissioned that day. 

Lt. Garima Yadav has broken all stereotypes, and chose to serve the country over a beauty pageant and a life of glamour and fame. We need more inspiring women like her to set a positive example for the young girls of this nation.

Source: Google search.

Ramona Hood

#76/100 in #100extraordinary 

FedEx recently made history by appointing Ramona Hood, the first ever African-American woman CEO in the company’s history on January 1, 2020. 

Ramona Hood started working with the company in 1991 when she was just 19-years-old as a receptionist. Back then the company was still called Roberts Express. She has operated in various capacities since then, leading the company’s FedEx Truckload Brokerage subsidiary, working as an officer at FedEx Supply Chain and serving as VP of operations, strategy, and planning. 28 years later, Ramona is now a CEO in the organization. She said she never thought she could go this far when she started working at FedEx as a teenager. “I was a young mother. I wanted a job that had a stable shift that would allow me to do [college] courses as appropriate. I wasn’t thinking this was going to be my career and I’d be here for 28 years,” she said. Talent, grit and hard work have all played a role in her rise. 

Now she will be leading the charge as head of the company’s Custom Critical division. As a new CEO, Ramona hopes to focus on gaining insight from employees, customers and independent contractors about ways to better operations. She even holds roundtable discussions with smaller groups of employees to really connect with all of the staff, learn from them, and find innovative ways to address customer needs. 

Ramona highlights that mentors also were crucial in her rare career path from receptionist to CEO of the 600-employee subsidiary. She explained how she consistently sought the advice and guidance of mentors. In an industry dominated by white men, Hood frequently was a trailblazer in terms of race or gender, and sometimes both. She recounted how seeking the support of Virginia Addicott, who retired as President and CEO in December, was crucial to her ascent. Ramona recalled how she was the only African American on the executive leadership team several years ago. 

“For whatever reason, I started to have issues with being the only African American,” she said. “I got the whole head trash, ‘Am I worthy? Did I deserve the seat I’m seating in?’” Ramona said she shared such thoughts with then CEO Virginia, who told her, “I’m a woman, but I don’t know what it means to be an African American person.” Still, she was confident she could help her mentee. About a month later, she scheduled a meeting between Ramona and some African American female executives, including one who owns her own marketing company. “I had nothing to do with marketing, but it was a way for her [Addicott] to connect me with someone at a high level, who looked like me,” Ramona said, adding that she gained a new mentor and friend from the introduction. "It is that level of intentionality that you have to have,” she said. Ramona seeks to head the subsidiary in the same spirit of being deliberate about diversity. “I know what I need to do to move the organization further ahead is be even more intentional,” she said. “I now have a team that has no women on it. I have one African American man. As I add positions to the team, I need to focus on the diversity I’m talking about.” 

Ramona Hood felt comfortable confiding in Virginia Addicott. When she met her, Ramona had little work experience and no college degree. She would later earn an undergraduate degree from Walsh University and an Executive MBA from Case Western Reserve University Weatherhead School of Management while working at FedEx. But the young woman had already shown promise, including taking the initiative to cross-train and fill-in on other jobs. Early on it was evident Ramona had a “good strategic mind,” wasn’t “afraid to tackle hard things” and took “100% accountability for the outcome of the work,” Virginia said. 

“People come into your work life and sometimes you just see things in them,” said Addicott. "It is very clear that the person has the ability, the aptitude to do these things, but they hadn’t been graced with the opportunity. Ramona was one of those people.” She credits Ramona with increasing revenue in the company’s truckload business by 30% while improving margins by 20%. 

Ramona succeeded, according to her peers, because she has a head for business, as well as logistics — and sets very high standards for herself, her team and anything put under her charge. “One of the things that makes Ramona very successful is she has a high bar — she has high expectations for herself and everyone around here and that’s very clear,” said Kevin McClellan, managing director for FedEx Custom Critical, which includes Hood’s Truckload Brokerage unit. She’s pretty direct — just ask her, she’ll tell you. “I’m pretty candid with the leadership group and with my team members,” she said. 

Ramona’s rise to the top was far from a fluke, but intentional on the part of the receptionist turned CEO. She explains her ability to climb the ladder was due to being “pretty intentional and purposeful with gaining experience” during her time at the company. She was also able to stand out among her colleagues by speaking up and offering fresh new ideas. Her FedEx bio lists her accomplishments and explains that over time, she began offering innovative and strategic ideas that distinguished her from her peers. One of her ideas was a program that would allow employees to work from home. “At that time, it was not common to have call centers where you would have individuals working from home,” she said. “I looked at our processes and the technology that we had, and I realized nothing was preventing us from that.” 

Ramona Hood has also succeeded, at least in part, because she’s been unafraid to leave her comfort zone on numerous occasions. She excelled in operations, but was still willing to take on a role in sales — and when she excelled there, she was willing to change again to go into executive leadership. 

In her initial days as CEO, Ramona plans to use her “Ramona Roundtables” method to communicate with employees and customers. “The next thing I’ll be doing is going out and spending time with customers and independent contractors,” she said. “I’m defining that as my ‘listen and learn tour.’” In the meantime, she will keep on doing what she does best — improving the sales and profitability of her business unit, mentoring her own associates. And squeezing in some volunteer work and family time in between. Ramona lives in Copley with her daughters, Mariah and Kayla. 

Source: Google search. 

Julia Stewart

#75/100 in #100extraordinarywomen 

Julia A. Stewart is an American businesswoman and was the chairman and CEO of the restaurant company formerly known as IHOP. DineEquity, America's largest casual dining company, had acquired and integrated Applebee’s International in 2008 and has since transitioned to a franchise model. 

Julia Stewart knows chain restaurants inside-out: She started as a food server (waitress) at an IHOP in San Diego. She loved the feedback every day and the family atmosphere. She worked her way through college in food service and continued there. After 18 years in marketing, she went into operations at Taco Bell and worked her way up and became head of all operations and licensing for Taco Bell. Applebee’s made her an offer she couldn’t refuse so she became president of Applebee’s. The promise was, turn it around and Applebee’s would make her the CEO. After about three and a-half years, she walked into the CEO’s office and he said, ‘No.’ So she became CEO of IHOP. Julia then proceeded to engineer a takeover of Applebee’s in 2007 (taking on $2.3 billion in debt to do so) and said goodbye to that man noting that there wasn’t a need for two CEOs. The company, later re-christened and publicly traded as DineEquity, had more than 3,600 Applebee’s and IHOP restaurants, almost all of them run by franchisees, with revenue of $669 million in 2015-16. She is often asked whether revenge tasted sweet, but she explains, “look, you don’t borrow $2.3 billion for revenge. You do it because you think you can add value.” 

Julia was born on August 4, 1955 in Visalia, a small city in an agricultural part of California, a very down-to-earth community. Her dad taught high school civics and U.S. history, and throughout her life she learned from his example—from how he approached his students. He wanted Julia to grow up and become a teacher too. He was convinced that teaching was the noblest profession and was livid and mortified when she decided to go into the restaurant business instead. But Julia insists that although she is known in business circles as a great mentor to her employees, she has actually inherited or rather learned that trait from her father. 

She applied her learning in all her areas, even in building up a workforce that treats both it’s customers as well as employees with respect. She followed a simple strategy and she wouldn’t hire a candidate for a senior position until she had gone out to dinner together with the person and had watched him or her interact with the food server. She believed that the ones who act friendly and seem genuinely interested in others have the capacity to become great teachers and coaches. The rude ones don’t—and they didn’t get hired. 

On the morning of Friday, February 17, 2017, Julia Stewart resigned from her position as Chief Executive Officer with DineEquity. During Julia’s 16+ years as CEO, she had a major impact on the company’s success, creating significant shareholder and franchisee value. Julia believes it is a privilege to lead and an imperative to give back. She is a founding member of the Women’s Foodservice Forum (WFF), a vital hospitality industry organization dedicated to the development and advancement of women; recipient of numerous awards including one of Forbes magazine 50 Most Powerful Women; serves on the Board of Directors for Avery Dennison since 2003 and is a Board Member for the Children’s Bureau of Southern California. 

Source: Google and Wikipedia. 

MacKenzie Bezos

#74/100 in #100extraordinarywomen 

MacKenzie Sheri Bezos (née Tuttle) is an American novelist and philanthropist. She is the ex-wife of Amazon founder Jeff Bezos, to whom she was married from 1993 until their divorce in 2019. She has been in the news where mostly she was discussed “for landing on the Forbes list thanks to her divorce to the richest man in the world” or for basically getting her wealth from her ex-husband. That is exactly why I chose to put her on this list because in my personal opinion, she very much deserves every penny she got off her own accord and she deserves to be on that list because of her own merits. 

But first about the woman herself… MacKenzie S. Tuttle was born on April 7, 1970, in San Francisco, California, to a financial planner father and a homemaker mother, and she was a middle child with two siblings. At 6, she wrote a 142-page book called “The Book Worm”. Her parents sent her to Hotchkiss, the Connecticut boarding school, where she graduated a year early. She studied at Cambridge, then Princeton, where she majored in English; Nobel Prize-winning novelist Toni Morrison was her thesis advisor. “She was generally a very poised and a quiet and brilliant presence,” says Jeff Nunokawa, one of her English professors. After graduating, she took a job at the hedge fund D.E. Shaw, where she began dating Jeff Bezos, who left to found Amazon in 1994. MacKenzie was a research associate at the firm where Bezos was a vice president. Her office was next door to his and three months after they began dating, in 1993, they were married. Twenty Five years and four children (three sons and one daughter adopted from China) later, the couple announced their divorce. 

Apparently, there was no prenup. And in Washington, where the couple lives, assets acquired after a prenup-less marriage are split 50/50. If you're married to the world's richest person (Jeff Bezos' net worth is USD 137 billion!) who is entirely self-made, do you deserve to get half? For MacKenzie Bezos, absolutely. For one simple reason: There would be no Amazon without her. 

While at D.E. Shaw, Bezos came up with the idea for Amazon. MacKenzie was supportive from the beginning, despite the high probability that his venture would fail (almost all startups at the time did and still do). Brad Stone writes in “The Everything Store”, “At the time, Bezos was newly married, with a comfortable apartment on the Upper West Side and a well-paying job. While MacKenzie said she would be supportive if he decided to strike out on his own, the decision was not an easy one.” 

In 1994, at age 30 and 24 respectively, Jeff and MacKenzie decided to blow up their cushy lives. They road tripped across the country in search of a new home and headquarters for Amazon. MacKenzie drove while Jeff Bezos punched out a business plan and revenue projections in the passenger seat. After starting in Texas and buying an old beat up car, they wound up in Seattle. The pair brainstormed the name “Amazon” together after almost choosing a different name, Relentless.com. MacKenzie became Amazon's first accountant, despite the fact that she was an aspiring novelist. 

MacKenzie Bezos was not fussy, which was helpful, as there was no time for fussiness at Amazon headquarters in early 1996. She shared her office with a junior employee in a space that doubled as the company kitchen. For 12 hours a day, as workers squeezed by to use the microwave, she presided over the accounting. At night she headed to the warehouse to pack orders. She did a lot of other grunt work, like most early startup employees do, from driving book orders to the post office to handling the company's bank account and line of credit. She met early Amazon investor John Doerr and partied with the team in Mexico after Amazon's IPO. From the outset, MacKenzie was heavily involved. “No one really had job titles . . . so she did just about everything,” says Tod Nelson, another early employee. She “was a huge contributor,” says Mike Hanlon, Amazon’s seventh employee. “She really is a talented person in a way that I think gets lost when you’re the billionaire’s wife.” She largely slipped into anonymity after Amazon’s early years at least as far as her presence in the company is concerned. She was a founding member of Amazon, but there's another reason she deserves half of the USD 137 billion Amazon fortune. 

Beyond her early role in the company is the significant role any spouse plays in a partner's career. Both Warren Buffett and Sheryl Sandberg say that the most important career decision you can make is who you marry. Sure, there's the sacrifice one partner might make to allow the other to pursue a demanding career. But that's not what Warren Buffett was getting at. “Marry the right person,” he said at the 2009 Berkshire Hathaway annual meeting. “I'm serious about that. It will make more difference in your life. It will change your aspirations, all kinds of things.” Would the notion of opening an online bookstore have taken hold of Jeff Bezos as forcibly if he hadn't met MacKenzie? Would he have executed on that vision in the same way, hired the same people and taken the same kinds of risks with a different partner? Obviously these are impossible questions to answer. But it's not outrageous to suggest that a person's motivations, attitudes and goals are influenced by the most important person in their life. Regardless of whether a spouse is listed as a partner on a business masthead, many couples operate as a team focused on a grander, overarching enterprise and working in tandem to achieve common goals. That's part of the reason why many state laws recognize the concept of community property. Buffett has said that without his first wife Susi, who died in 2004, he would not have built his fortune. “What happened with me would not have happened without her,” he said in a 2017 HBO documentary. What happened to Jeff Bezos would not have happened without MacKenzie. 

MacKenzie pulled back around the time Amazon went public, in 1997, to focus on fiction writing. She kept a low profile until 2005, when HarperCollins published her first novel, “The Testing of Luther Albright”. Morrison deemed it “a rarity.” MacKen­zie followed it in 2013 with “Traps”. While Jeff Bezos was pursuing his own dream, MacKenzie had largely sacrificed her own which she eventually took up once Jeff’s dream baby was in a more comfortable position. When she needs to write, MacKenzie retreats to her own small apartment, where she writes until it's time to pick the kids up from school. Until 2013, MacKenzie still drove their four kids to school and then dropped Jeff off to work in their Honda. Moreover, In 2014, she founded the anti-bullying organization Bystander Revolution, where she serves as executive director. 

So, when the couple announced their intent to divorce in January 2019, MacKenzie Bezos deserved half of the Amazon fortune and not the trolls around becoming rich for nothing. She eventually settled for half of what she deserved both legally and morally. They divorced in mid 2019. As part of the divorce settlement, Jeff transferred 25% of his Amazon stake to MacKenzie, which was 4% of the company; making her the third richest woman in the world and the 15th richest person on the Forbes list. 

Moreover, less than two months after finalizing her divorce from the richest man in the world, MacKenzie Bezos declared her intention to give away at least half her wealth – currently USD 36.6 billion – over her lifetime or in her will. In a letter announcing that she had signed Warren Buffett and Bill Gates’s Giving Pledge, MacKenzie wrote, “I have a disproportionate amount of money to share. My approach to philanthropy will continue to be thoughtful. It will take time and effort and care. But I won’t wait. And I will keep at it until the safe is empty.” True to form, she hasn’t said a word about where those billions will go. It also not-so-subtly brings to mind another person who has “a disproportionate amount of money to share” but has chosen to keep it mostly to himself and/or to build spaceships. (Jeff Bezos had once said in an interview that he couldn’t think of a way to spend his vast fortune outside of funding for-profit rocket-ship company Blue Origin.) 

Source: Google and Wikipedia. 

Licia Ronzulli

#73/100 in #100extraordinarywomen 

In September 2010, a photo went viral all over the globe. The photo showed a new mom, Licia Ronzulli, in the European Parliament raising her hand in a vote. She had a 44 day baby clinging to her chest in a sling. Voting on proposals to improve women’s employment rights, Ronzulli expressed surprise at the reaction. “We’ve been doing a lot, a lot of work in the European parliament and there was no interest in the press. Then I come with my baby and everybody wants to interview me,” she said. 

Licia Ronzulli is a former Italian member of the European Parliament known for bringing her daughter, Vittoria, to the Parliament’s plenary sessions. During one interview Ronzulli said her decision to bring baby Vittoria into vote was not a “political gesture but a maternal” one based on the fact that she was still breastfeeding. She nonetheless said she wanted “to remind people that there are women who do not have this opportunity [to bring their children to work], that we should do something to talk about this.” After the furore caused by Vittoria’s first appearance, Ronzulli seems to have gained agreement across the political spectrum in Strasbourg for children to be allowed in as long as proceedings weren’t disrupted. The fact that she has campaigned for gender equality despite being a member (along with her husband) of Silvio Berlusconi’s People of Freedom party simply adds to the stereotype-busting nature of her behaviour. She has represented the People of Freedom party and New Forza Italia party 2009-2014. She won a seat in the 2009 European Parliament election. She was Vice Chair of the Delegation to the ACP-EU Joint Parliamentary Assembly and a member of the Employment and Social Affairs committee. 

The Photo that went viral

Licia Ronzulli, born on 14th September 1975, began her career working in a hospital and she graduated in psychology. In 2003, she became the chief of her department as coordinator at the IRCCS Galeazzi hospital of Milan, in Italy. During the Italian general election of 2008, she was nominated for the People of Freedom party in the district of Marche. When she was a candidate in the 2009 European elections, Licia Ronzulli was elected in the northwest of Italy with 40,016 votes. She joined the European People Party and became a member of the commission for Employment and Social Affairs and member of the Delegation for Relations with South Asia, as well as a substitute member of the Commission of Women Rights and Gender Equality and the Subcommittee on Human Rights. On 16th September 2009, she was elected Vice-Chairman of the Parliamentary Joint Africa-Caribbean-Pacific-UE Assembly, which has the express purpose of promoting human rights and democracy. She has also been involved with Progetto Sorriso nel Mondo (Smile Project in the World) as a volunteer. So far, Licia Ronzulli has presented over a hundred questions to the European Commission dealing with themes such as combating the spread of serious diseases in the European Union. The French magazine Madame le Figaro placed her in 3rd place on its list of most influential women of 2010, the year the photo of the politician voting while carrying her baby in a sling caused a media stir. 

Licia making a speech with Daughter Vittoria by her side

Since then we’ve had a series of pictures of little Vittoria Cerioli, nearly all of them affirmative. Licia obviously makes a point of turning up to vote for something she believes in – so there are lots of palms and even a thumbs up, but it’s the images themselves that are doing the high fives. Whether it’s the baby echoing her mother’s voting intentions, wearing a bobble hat or simply lying on the desk in front of the politicians; Licia herself usually serious, voting or speaking, but sometimes texting, laughing, looking a bit knackered; these pictures do more than a library full of working-time directives to raise questions about work and parenthood. 

And by the looks of things, the adorable little Vittoria will follow in her mother’s footsteps. “Does my vote count, Mama?” she had once asked her mom. We are sure it will count some day. 

Source: Google and Wikipedia.

  

Devi Murthy

#72/100 in #100extraordinarywomen 

Devi Murthy, who holds an electrical engineering degree from Drexel University, USA and Masters in Entrepreneurship from Indian Institute of Management (IIM) - Bangalore, identified growing difficulties faced by small-scale Indian farmers. A majority of agrarian workers in the country were finding it increasingly difficult to keep up with rising labour costs, but were unable to mechanise their cultivation processes because imported farm equipment was unsuitable to their modest farm sizes. Instead of pursuing a high-paying corporate career, she nose-dived into an entrepreneur journey like no other. With her farming equipment development company, Kamal Kisan, she began to customise her products to suit the needs of the small-time Indian farmer. 

While she was studying at IIM-Bangalore in 2010, Devi came across students with a background in agriculture who sought her help to design tools for their factories. The 33-year-old had already developed products for her family business of commercial automotive components, so this was right up her alley. As more people approached her, she realised there was a gap in the market and set up Kamal Kisan in 2013. 

Labour shortage is a reality in rural India and farmers bear the brunt of it. Though India is the largest manufacturer of tractors globally, less than 2 percent of the country’s farmers use machines. Besides, over a lakh farmers give up farming every year due to lack of good technology and increasing labour costs. On the other hand a PTI report, published early in January last year, states that while around 1.5 million engineering students graduate every year in India 80% of them remain unemployed.These students mostly end up working out of their areas of expertise, in roles that don’t interest them. The founder of Kamal Kisan, Devi Murthy, saw a potential solution to both problems. She decided to reduce their dependency on labour and introduce them to tools like machines and farm equipment instead. 

“India, as a country, is capable of a lot more innovations in agriculture but we are not doing enough in that area. Indians are known for their ‘jugaad’ mechanism. We need to take this mechanism to the next level where it gets community focus and not individual focus,” she says. It was with this belief that Devi began Kamal Kisan. Her aim was to kick-start a company that would develop cost-effective, smart mechanization solutions for India’s small and marginal farmers, to reduce labour dependence and increase profitability. 

A resident of Bangalore, it was taken for granted that Devi would join the family business, an established sheet metal fabrications and components manufacturing company called Kamal Bells. Keeping with tradition, she joined the firm as Head of Product Development and Business Development and worked at the post for over six years. However she was unable to shake off a desire to begin a project that would create social impact. The idea first occurred to her while she was pursuing her Masters in Entrepreneurship at the IIM - Bangalore. One of her classmates, who belonged to a farmer’s family, suggested that she use her skills to help farmers. 

Devi began her journey to start Kamal Kisan by spending two years travelling across the country to meet small farmers. She also visited various institutes such as the CIAE in Bhopal and the UAS in Dharwad. Her research made her realize the large gap that existed between the needs of the Indian farmer and the expensive, large-sized, imported machinery used in farming. 

Despite the fact that India is the 3rd largest tractor manufacturer in the world, less than 2% of the country’s farmers use mechanization. A dearth of equipment and scarce availability of hands-on-the-ground have driven up labour costs. Farmlands with less than five acres of area constitute more than 80% of farm holdings in the country today. The increasing non-availability of labour has become a major concern among farmers as it leads to low productivity. Furthermore, adapting modern, mechanized techniques in cultivation have proven to be difficult because most available machinery is unsuitable for small farms. Devi decided to use her machine development skills to help small farmers. 

A hardcore city girl, Devi had never visited a farm before. But once she became focused on developing products for the sector, she began to attend farmer fairs, travel to fields across the country and survey farmers to better understand their needs and the products already available in the market. Often, she juggled her newfound interest in farm equipment with her day job at the family firm. “I would sneak out two hours earlier than usual from my regular job and spend time at my workshop in the same facility. I had hired two people with my salary and together we would inspect existing farm equipment from China and tinker around to see how we could make it better and suitable for the Indian farmer,” she recalls. 

Finally, with a seed fund of Rs. 5 lakh from the Rural Technology and Business Incubator (RTBI) at Indian Institute of Technology (IIT) - Madras, Devi began her experiment in 2013. She also received incubation and mentoring from Villgro Innovation Foundation in 2014 to ensure her venture had all the support to succeed. With all this support, Kamal Kisan first manufactured a vegetable planter in July 2015. The product was priced low to make it affordable to small farmers. The feedback was overwhelming. “A small farmer who bought our product was so happy with the reduced labour and cost effectiveness that he personally came to thank me. You get to enjoy such experiences only if you are working for a social impact,” says Devi. 

When asked about whether she found her line of work difficult because she was a woman in a typically male-dominated field, she responds positively, saying that her gender never made a difference to the farmers she worked alongside. On the contrary, most people seemed taken with the idea of a foreign-educated girl working for them. Devi soon discovered that it was often times the urban public who came with a discriminatory mind-set with regards to gender-specific work, rather than the vast workforce across rural India. 

Today, Kamal Kisan has been able to reach over 800 farmers and deliver a cumulative saving of over Rs. 10 lakh. “We, as innovators, never see small farmers as our customers. I think this perspective has to be changed,” says Devi. 

At present, the firm has several innovative products for small farms on the market, as well as plans to develop at least two products in the pipeline per year. Foremost among these is the Vegetable Planter, a handy low-cost machine that eases the cultivating process of most fruit and vegetable saplings with an increased process efficiency. The planter allows for a single laborer to plant a one acre plot with vegetable seedlings within four hours, as opposed to a conventional planter that requires four laborers to achieve the same results. Furthermore, it is portable and easy to operate, manufactured with high-quality steel and equipped to adjust planting depth according to the seeds being worked with. Another popular creation is the Kamal Kisan Mulch Layer, a tractor-attached device that can lay plastic mulch sheets between three to four feet, covering soil in a single pass. The mulch layer has reduced labour requirements from six to just two laborers, while completing the laying of one acre of mulch film within three hours. The first-of-its-kind Sugarcane Planter has also received positive reviews. The device combines three processes – ridging, planting and furrowing – to increase efficiency and has reduced the time required to plant a one-acre area to just three hours. Moreover, it mimics current planting methods and easily be can be used with small tractors with powers as low as 30 HP. Apart from these, the company is researching two new products and is soon to launch a mini rice mill. The products are priced between ₹2,000 (vegetable planter) and ₹50,000 (a tractor attached with bed-cum-mulch layer). 

The manufacturing unit in Bangalore assembles the products, but its spare parts are developed by SMEs. Kamal Kisan has direct (farmers) and indirect (those who rent) beneficiaries. The rental model was set up with the help of Tata Trusts and Social Alpha, and is currently operational in Jharkhand and Andhra Pradesh. “Tata Trusts support a couple of village youth in funding some of our equipment… then they go out and rent it, so it becomes a form of livelihood for the individual renting it. At the same time, it works as a ripple effect for us as more people find out about us,” says Devi. Social Alpha also mentors the Kamal Kisan team whenever needed. 

Kamal Kisan has competitors in the form of Dharti Agro and Agribiz. But it prides itself on the fact that its equipment is cheaper, easy to use and low-maintenance. Also, most of it has been co-developed with farmers as Devi Murthy and her team work directly with them. “One of the reasons we are cheaper than our competitors is because we give them products catering to their needs. There is no point giving farmers heavily loaded features that they will never use,” says Devi. Farmers have generally been reluctant to use equipment. “They were using cheaper imported machinery, which had no post-sales services. They were left with a feeling of mistrust. We design our products in such a way that even a blacksmith can fix them,” she says. 

Kamal Kisan aims to help 10 lakh farmers in five years from approximately 13,000 now, and have a presence across South India. Right now, it is limited to Karnataka and a few places in Andhra Pradesh. 

“I just have one message,” says Devi in conclusion. “There is huge opportunity in this field and more and more people should come forward to use their skills to help our farmers.” 

Source: Google search. 

Judit Polgár

#71/100 in #100extraordinarywomen 

Judit Polgár is a Hungarian chess grandmaster and the most popular and charismatic player in chess. By far the strongest female player of all time, she also became the only woman ever to be ranked in the top 10 chess players of the world. 

Judit Polgár was born on 23 July 1976 in Budapest, to a Hungarian Jewish family. Judit and her two older sisters, Grandmaster Susan and International Master Sofia, were part of an educational experiment carried out by their father László Polgár, in an attempt to prove that children could make exceptional achievements if trained in a specialist subject from a very early age. "Geniuses are made, not born," was László’s thesis. He and his wife Klára educated their three daughters at home, with chess as the specialist subject. László also taught his three daughters the international language Esperanto. They received resistance from Hungarian authorities as home-schooling was not a "socialist" approach. They also received criticism at the time from some western commentators for depriving the sisters of a normal childhood. 

Trained in her early years by her sister Susan, who ultimately became Women's World Champion, Judit Polgár was a prodigy from an early age. At age 5, she defeated a family friend without looking at the board. After the game, the friend joked: "You are good at chess, but I'm a good cook." Judit replied: "Do you cook without looking at the stove?" However, according to Susan, Judit was not the sister with the most talent, explaining: "Judit was a slow starter, but very hard-working." Judit described herself at that age as "obsessive" about chess. Judit started playing in tournaments at 6 years old, and by age 9, her rating with the Hungarian Chess Federation was 2080. She was a member of a chess club in Budapest, where she would get experience from master level players. In 1984, in Budapest, Sophia and Judit, at the time 9 and 7 years of age, respectively, played two games of blindfold chess against two masters, which they won. At one point, the girls complained that one of their opponents was playing too slowly and suggested a clock should be used. In April 1986, 9-year-old Judit played in her first rated tournament in the U.S., finishing first in the unrated section of the New York Open, winning US$1,000. All three Polgár sisters competed. Susan, 16, competed in the grandmaster section and had a victory against GM Walter Browne and Sophia, 11, finished second in her section, but Judit gathered most of the attention in the tournament. Grandmasters would drop by to watch the serious, quiet child playing. She won her first seven games before drawing the final game. Although the unrated section had many of the weaker players in the Open, it also had players of expert strength, who were foreign to the United States and had not been rated yet. She first defeated an International Master, Dolfi Drimer, at age 10, and a grandmaster, Lev Gutman, at age 11. 

In April 1988, Judit made her first International Master norm in the International B section of the New York Open. In August 1988, she won the under-12 "Boys" section of the World Youth Chess and Peace Festival in Timișoara, Romania. In October 1988, she finished first in a 10-player round-robin tournament in London, scoring 7–2, for a half point lead over Israeli GM Yair Kraidman. With these three results, she completed the requirements for the International Master title; at the time, she had been the youngest player ever to have achieved this distinction. Both Bobby Fischer and Garry Kasparov were 14 when they were awarded the title; Judit Polgár was 12. It was during this time that former World Champion Mikhail Tal said Judit had the potential to win the Men's World Championship. 

Traditionally, chess had been a male-dominated activity, and women were often seen as weaker players, thus advancing the idea of a Women's World Champion. However, from the beginning, László was against the idea that his daughters had to participate in female-only events. "Women are able to achieve results similar, in fields of intellectual activities, to that of men," he wrote. "Chess is a form of intellectual activity, so this applies to chess. Accordingly, we reject any kind of discrimination in this respect." This put the Polgárs in conflict with the Hungarian Chess Federation of the day, whose policy was for women to play in women-only tournaments. Judit’s older sister, Susan, first fought the bureaucracy by playing in men’s tournaments and refusing to play in women’s tournaments. 

Judit Polgár has rarely played in women's-specific tournaments or divisions and has never competed for the Women's World Championship: "I always say that women should have the self-confidence that they are as good as male players, but only if they are willing to work and take it seriously as much as male players." While László Polgár has been credited with being an excellent chess coach, the Polgárs had also employed professional chessplayers to train their daughters, including Hungarian champion IM Tibor Florian, GM Pal Benko, and Russian GM Alexander Chernin. Susan Polgár, the eldest of the sisters, 5½ years older than Sophia and 7 years older than Judit, was the first of the sisters to achieve prominence in chess by winning tournaments, and by 1986, she was the world's top-rated female chess player. Initially, being the youngest, Judit was separated from her sisters while they were in training. However, this only served to increase Judit's curiosity. After learning the rules, they discovered Judit was able to find solutions to the problems they were studying, and she began to be invited into the group. One evening, Susan was studying an endgame with their trainer, a strong International Master. Unable to find the solution, they woke Judit, who was asleep in bed and carried her into the training room. Still half asleep, Judit showed them how to solve the problem, after which they put her back to bed. László Polgár's experiment would produce a family of one international master and two grandmasters and would strengthen the argument for nurture over nature, as well as prove women could be chess grandmasters. 

In 1991, Judit achieved the title of Grandmaster at the age of 15 years and 4 months, at the time the youngest to have done so, breaking the record previously held by former World Champion Bobby Fischer. She was the youngest ever player to break into the FIDE Top 100 players rating list, ranking No. 55 in the January 1989 rating list, at the age of 12. She is the only woman to qualify for a World Championship tournament, having done so in 2005. She is the first, and to date only, woman to have surpassed 2700 Elo, reaching a career peak rating of 2735 and peak world ranking of No. 8, both achieved in 2005. She was the No. 1 rated woman in the world from January 1989 until the March 2015 rating list, when she was overtaken by Chinese player Hou Yifan; she was the No. 1 again in the August 2015 women's rating list, in her last appearance in the FIDE World Rankings. 

She has won or shared first in the chess tournaments of Hastings 1993, Madrid 1994, León 1996, U.S. Open 1998, Hoogeveen 1999, Sigeman & Co 2000, Japfa 2000, and the Najdorf Memorial 2000. Judit is also the only woman to have won a game against a reigning world number one player, and has defeated eleven current or former world champions in either rapid or classical chess: Magnus Carlsen, Anatoly Karpov, Garry Kasparov, Vladimir Kramnik, Boris Spassky, Vasily Smyslov, Veselin Topalov, Viswanathan Anand, Ruslan Ponomariov, Alexander Khalifman, and Rustam Kasimdzhanov. 

In September 2002, in the Russia versus the Rest of the World Match, Judit finally defeated Garry Kasparov in a game. She won the game with exceptional positional play when a cornered Kasparov eventually resigned and immediately left by a passageway barred to journalists and photographers. Kasparov had once described her as a "circus puppet" and asserted that women chess players should stick to having children. Judit called the game "one of the most remarkable moments of [her] career". The game was historic as it was the first time in chess history that a female player beat the world's No. 1 player in competitive play. 

In August 2000, Judit had married Hungarian veterinary surgeon Gusztáv Font. In 2004, Judit took some time off from chess to give birth to her son, Olivér. She was consequently considered inactive and not listed on the January 2005 FIDE rating list. She returned to chess at the prestigious Corus chess tournament on 15 January 2005. Owing to an exceptional performance in the tournament, she was relisted in the April 2005 FIDE rating list. In September 2005, she once again made history as she became the first woman to play for the World Championship, at the FIDE World Chess Championship 2005. However, she had a rare disappointing performance, coming last out of the eight competitors. She did not play at the 2006 Linares tournament because she was pregnant again. On 6 July 2006, she gave birth to a girl, Hanna; returning to Chess again in September 2006. 

Concentrating on her two children left Judit with little time to train and play competitively and her ranking dropped from eighth in 2005 to the mid-50s in 2009. She played in the 2009 Maccabiah Games in Israel, and was named the Outstanding Female Athlete of the Games. However, as of September 2010, she remained the only woman in the top 100 and still the only woman to have ever made the top 10. Comparing motherhood to playing chess, Judit has said that a chess tournament now "feels like a vacation". When asked why she came back to chess after taking time off to care for her children, she said, "I cannot live without chess! It is an integral part of my life. I enjoy the game!" On 13 August 2014, she announced her retirement from competitive chess and has been inactive since September 2015. Before that, in June 2015, Judit Polgár was elected as the new captain and head coach of the Hungarian national men's team. On 20 August 2015, she received Hungary's highest decoration, the Grand Cross of the Order of Saint Stephen of Hungary. 

Since she has stopped playing competitive chess, she has more time for other chess related activities such as giving simultaneous exhibitions, lectures, talks on stage and writing. She has founded the Judit Polgár Chess Foundation which has supported prestigious social events and festivals over the past years. She has also authored a series of children's books on chess, “Chess Playground” for which her sister Sofia provided illustrations. Moreover, in recent years as an ambassador of Chess in School project in the European Union, she has made a lot of efforts to introduce chess as an educational tool. The best Women’s Chess Player of all time has now totally dedicated her life to Chess. 

Source: Wikipedia, Google and Judit Polgár’s own website.