In a nation where stories of grit and determination often emerge from the unlikeliest corners, Dr. Mariyam Afifa Ansari stands as a beacon of unyielding ambition. Hailing from the bustling textile hub of Malegaon in Maharashtra – a city synonymous with its power loom industry and resilient Muslim community – Ansari has etched her name in medical history as India’s youngest female Muslim neurosurgeon. Her journey, marked by academic triumphs against formidable odds, is not just a personal victory but a clarion call for underrepresented voices in STEM fields.
Born and raised in Malegaon, a town of approximately 500,000 residents predominantly engaged in weaving and small-scale manufacturing, Ansari’s early education unfolded in the humble confines of Urdu-medium schools. These institutions, while culturally enriching, often face resource constraints that hinder access to advanced sciences. Undeterred, Ansari completed her schooling up to Class 10 in such a setting, laying the foundation for what would become an extraordinary ascent. “Success comes to those who believe in hard work and dedication,” a sentiment echoed in reports from the Muslim Media, which first spotlighted her story in 2022. Her breakthrough came in 2020 when she clinched the 137th rank in the fiercely competitive All India NEET (National Eligibility cum Entrance Test), securing her entry into one of India’s premier medical colleges.
Now in her mid-20s, Dr. Ansari has completed her rigorous postgraduate training in neurosurgery – a field demanding precision, endurance, and intellectual prowess. At a time when women comprise less than 20% of neurosurgeons in India, her achievement as the youngest in her demographic shatters glass ceilings and stereotypes alike. Maharashtra’s Muslim Students’ Organization (MSO) hailed her as a “trailblazer,” noting how her success has inspired a new generation of girls in Malegaon to pursue medicine. Local educators and community leaders credit her story with boosting enrollment in STEM programs among Urdu-medium students, a demographic historically sidelined in higher education.
Social media has amplified Ansari’s narrative in recent days, transforming it into a viral emblem of empowerment. On X (formerly Twitter), posts celebrating her milestone have garnered thousands of engagements. One user, Shirin Khan (@ShirinKhan_13), shared: “Dr. Mariyam Ansari, who achieved a historic milestone from a modest Urdu-medium school in Malegaon, is now India’s first Muslim woman to become a neurosurgeon. Let’s celebrate and highlight all their wins.” The post, featuring an image of Ansari in her white coat, amassed over 1,800 likes and 200 reposts within hours. Another contributor, M. Shaikh (@Mragibshaikh), posted: “Dr. Mariyam Ansari: Urdu-medium se India’s first Muslim woman neurosurgeon tak! Malegaon ki beti ne dikhaya, sapne koi limit nahi maante.” These digital echoes underscore a broader conversation on intersectional challenges faced by Muslim women in India, from socioeconomic barriers to cultural expectations.
Ansari’s rise resonates deeply in Malegaon, a city that has weathered economic hardships and communal tensions yet fosters a vibrant cultural ethos. Her story draws parallels to other local luminaries, such as the amateur filmmakers chronicled in the 2024 Bollywood film Superboys of Malegaon, which portrays the town’s hyperlocal creativity and community spirit. While Ansari remains private about her personal life, her public persona – through interviews and community talks – emphasizes mentorship. “I want every girl in Malegaon to know that our backgrounds don’t define our futures,” she reportedly told a local gathering last year.
As India grapples with healthcare disparities, particularly in specialized fields like neurosurgery, Dr. Ansari’s expertise could not be timelier. With an aging population and rising neurological disorders, her contributions promise to bridge gaps in underserved regions like her hometown. Experts predict she may soon lead initiatives to introduce advanced medical training in Urdu-medium schools, fostering a pipeline of diverse talent.
Dr. Mariyam Afifa Ansari’s odyssey from Malegaon’s weaving looms to the operating theater is more than a medical milestone – it’s a testament to the transformative power of perseverance. In an era demanding inclusive progress, her legacy urges us to invest in every child’s dream, no matter the starting line.
Kurnool, a historic district in the Rayalaseema region of Andhra Pradesh, serves as a gateway to understanding the evolving educational dynamics in southern India. Once the capital of Andhra State from 1953 to 1956, Kurnool today grapples with developmental challenges, including education, amid a backdrop of rural-urban divides and socioeconomic disparities. With a population exceeding 4 million as per the 2011 census, the district’s literacy rate stands at approximately 59.97%, below the state average of around 67.35%. This figure highlights persistent issues such as low enrollment in higher education, especially among marginalized communities, and infrastructural gaps in rural areas. However, amid these challenges, Muslim institutions have emerged as pivotal players in fostering educational access and community empowerment, contributing significantly to societal upliftment through targeted programs and inclusive initiatives.
Kurnool’s educational ecosystem encompasses a mix of government, private, and minority-run institutions, ranging from primary schools to universities. The district hosts over 600 colleges and numerous schools, reflecting efforts to expand access. Key higher education institutions include the Indian Institute of Information Technology, Design and Manufacturing (IIITDM) Kurnool, Rajeev Gandhi Memorial College of Engineering and Technology, and Rayalaseema University, which offer programs in engineering, management, and sciences. On the school front, government junior colleges like Govt Junior College (Boys) Kurnool and private entities such as Vasavi Mahila Kalasala cater to secondary education.
Despite these advancements, challenges persist. Rural areas face a “conundrum of literacy and skills,” where population growth outpaces educational infrastructure, leading to high dropout rates and skill mismatches. The district’s literacy rate has shown gradual improvement from 54% in 2001, but disparities remain stark, particularly for females (49.78%) and socioeconomically disadvantaged groups. Enrollment in higher secondary grades is uneven, with gross enrollment ratios lagging in underrepresented communities. Initiatives like those from NGOs such as Vibha aim to transform rural education, focusing on English literacy and foundational skills in villages like Kanimerla. Overall, while Andhra Pradesh strives for universal literacy, Kurnool’s scenario underscores the need for inclusive strategies to bridge gaps in access and quality.
The Role of Muslim Institutions in Uplifting Societies
Muslim institutions in Kurnool play a crucial role in addressing educational inequities, particularly for minority communities, which constitute a significant portion of the population (with Urdu as a major spoken language at 15.21%). These institutions not only provide formal education but also foster social mobility, economic empowerment, and cultural preservation. By offering affordable or free education, coaching for competitive exams, and support for Urdu-medium students, they help mitigate barriers like poverty, early marriage, and gender discrimination.
A key player is the Centre for Educational Development of Minorities (CEDM), established in 1994 and operating a regional center in Kurnool at Osmania College Campus. CEDM implements government schemes for minorities, including Muslims, through programs like NEET coaching, Group 2 exam training, and specialized support for Urdu-medium students. These initiatives include bilingual study materials, faculty assistance, and career guidance, aiming to level the playing field and build confidence among minority youth. By evaluating and developing policy frameworks, CEDM contributes to broader community upliftment, enhancing access to professional opportunities and promoting inclusivity.
Islamic schools and madrasas further bolster this effort. Prominent ones include Madrasa E Farooqiah, Jamia Nizamia, Azaan International School, Islamia Model High School, and Spring Fields School, which emphasize quality education infused with Islamic values. These institutions often serve underprivileged sections, providing holistic development that combines academics with moral education, thereby aiding in societal integration and reducing dropout rates among Muslim children.
Organizations like the Students Islamic Organisation (SIO) Andhra Pradesh actively engage in advocacy and events, such as the “Intellectuals & Professionals Meet” under the Andhra Education Movement in Kurnool. These gatherings discuss the current educational situation, the role of professionals in student upliftment, and utilizing institutions for community development, fostering innovative approaches to academic excellence.
Impact on Muslim Girls and Broader Community
A focused study on Muslim girls in Kurnool reveals the transformative potential of these institutions. Challenges like early marriage (affecting 80.3% of respondents) and economic barriers are significant, yet professional education is seen as a pathway to social mobility (92.3% agreement) and economic empowerment (92.0%). Urban areas show better access, with reduced gender discrimination and religious support for education, as Islam is viewed as equitable (90.3%). Institutions addressing these through scholarships and infrastructure can enhance equity, leading to greater participation of Muslim women in national development.
Broader impacts include reduced child labor and improved literacy among Muslims, who historically lag in elementary education in districts like Kurnool. By promoting cultural empowerment and shifting community perspectives, these institutions contribute to sustainable societal progress.
Kurnool’s educational scenario, marked by progress amid challenges, is enriched by the dedicated efforts of Muslim institutions. Through targeted education, coaching, and community engagement, entities like CEDM and local Islamic schools are instrumental in uplifting marginalized societies, fostering empowerment, and bridging divides. As Andhra Pradesh advances toward higher literacy and inclusivity, strengthening these institutions will be key to realizing equitable development for all.
Last Friday, just as Americans were winding down for the weekend, the White House dropped a shock-and-awe measure affecting many leading US businesses. On that day, President Donald Trump signed a proclamation announcing a staggering $100,000 fee on H-1B visa for each employee hired under the programme, effective September 21. This H1-B proclamation could be extremely problematic for the technology industry in the US and India and strains the already strained relationship between the two great nations. even further.
The H1-B proclamation sparked 24 hours of absolute mayhem. Microsoft and other major employers urgently advised their H-1B workers abroad to return before the deadline and instructed those still in the US to avoid international travel. By Sunday evening, perhaps bowing to business pressure and the turmoil unleashed, the White House clarified that the fee would not apply to current H-1B visa holders or petitions filed before September 21. Sunday’s clarification, through an H-1B FAQ posted on the White House website, offered some relief to existing visa holders, but it also carried ominous signals about what lies ahead.
The FAQ noted that the administration is preparing further reforms to the H-1B programme. Among them, the department of labour will launch a rulemaking process to “revise and raise the prevailing wage levels in order to upskill the H-1B program and ensure that it is used to hire only the best of the best temporary foreign workers.” Prevailing wage levels have long been at the heart of the H-1B debate. Under the current system, employers can classify jobs into four wage tiers, with the lowest tier often set well below the median market rate. Critics argue this framework incentivises companies to hire foreign workers at “entry-level” wages, even for jobs requiring significant skills, thereby undercutting US workers and holding down salaries across the industry.
This is not the first attempt to recalibrate wages. In 2020, during Trump’s first term, the department of labour issued an interim final rule that substantially raised the required wage levels for H-1B and other employment-based visas. The measure faced immediate backlash from industry groups, universities, and employers who argued that it would make hiring foreign talent prohibitively expensive. Multiple federal courts struck down the rule, citing both procedural flaws and substantive concerns that it exceeded the agency’s authority.
The H1-B FAQ also outlined forthcoming rulemaking by the department of homeland security to overhaul the H-1B lottery system. Under the proposed change, priority would be given to higher-paid, higher-skilled applicants over those at lower wage levels. This marks a sharp shift from the current lottery system, which is largely randomised. It signals the administration’s intent to reshape the programme into one that favours elite earners, a move that could dramatically alter the demographics of future H-1B cohorts.
While the timing of the H1-B proclamation surprised many, the policy direction should not have. For months, rumours had circulated among tech insiders and immigration experts that the administration was preparing a crackdown. The H-1B visa programme has long been a lightning rod in America’s immigration debate. For critics, it represents a threat to US job security, with accusations that companies exploit the system to import low-wage workers — particularly from India — to undercut American employees.
This is not the administration’s first assault on high-skilled immigration. Earlier, the White House tightened F-1 student visa rules, making it harder for international students to pursue US education, which is a critical pipeline feeding into many H-1B jobs. Together, these moves threaten to shut down avenues that have consistently brought the best and brightest from abroad to America’s universities and companies.
Friday’s proclamation, if it withstands legal challenges, will strike hardest at Indian professionals and ripple through India’s IT sector, which relies heavily on H-1B talent to serve US clients. Indian nationals account for more than 70% of all H1-B recipients. As noted, the timing also compounds the strain on US-India relations. Coming just weeks after the administration slapped a 50% tariff on Indian goods, the H-1B proclamation represents a second blow.
With US companies as its largest clients, India’s IT sector stands to lose heavily, both economically and in terms of workforce morale. The diplomatic fallout is equally troubling: Tariffs and visa restrictions together have driven bilateral ties between the US and India to their lowest point in years.
The new policy is not only a setback for India but also a self-inflicted wound for America’s own innovation ecosystem. The role of H-1B workers in powering Silicon Valley’s meteoric rise is undeniable. Nearly every US tech CEO acknowledges that the programme has fuelled growth and value creation.
There is definitely a need to improve the US H1-B programme. But instead of reforming the system, imposing a six-figure fee amounts to gutting it. Even America’s “Fab Five” tech giants, with trillion-dollar market caps, would balk at paying $100,000 per employee on top of already high compensation costs. The likely outcome: Diminished global competitiveness and a surge in outsourcing. US companies are already expanding their global capability centers in India, a trend that this policy could accelerate. Ironically, a measure billed as protecting American jobs may end up exporting even more of them.
The H-1B programme has long been a golden goose for America, fuelling innovation, job creation, and global leadership in technology. To kill it with punitive measures would be self-destructive.
Nestled along the banks of the Girna River in the Textile Hub of Malegaon, The Al Jamia Mohammediyah Education Society (JMES) continues to thrive as a pioneering educational complex that harmonizes Islamic Teachings with Modern Sciences. Established nearly five decades ago, this 70 acre campus serves thousands of students through a network of schools, colleges, and technical institutes. At its helm is Maulana Arshad Mukhtar, son of the visionary founder Maulana Mukhtar Ahmed Nadvi, whose leadership perpetuates a legacy of integrated Islamic and Modern Education aimed at empowering India’s Muslim youth, whilst preserving cultural and religious values.
The Legacy of JMES: A Model of Integrated Education founded in 1975 by the Late Renowned Indian Islamic Scholar and Author, Maulana Mukhtar Ahmed Nadvi, JMES was born from a bold revision of the centuries old Dars-e-Nizami syllabus, blending traditional Islamic Studies with Contemporary Subjects of English, Maths and Science to prepare the students for Global Challenges. Inspired by the historic Mansoora locality in 9th Century Baghdad, JMES quickly became a benchmark for Madrasa Modernization in India. It also gave JMES the unofficial name tag of Mansoora. Maulana Mukhtar Ahmed Nadvi’s passing in 2007 left a profound void, but his son, Maulana Arshad Mukhtar, seamlessly took the reins as President of JMES, expanding the vision with renewed vigour.
Today, the campus hosts a diverse array of institutions under JMES, including Maulana Mukhtar Ahmed Nadvi Technical Campus (MMANTC) for Engineering and Polytechnic, Mohammediyah Tibbia College and Assayer Hospital (MTC) for Unani Medicine, Asma Khatoon Junior College (AKJC), Afaque Academy (State Board School with Madrasa), SAAMAR International Islamic School (SIIS, affiliated to IGCSE Cambridge Board), Al Mukhtar Academy (International Curriculum with Islamic Studies), Mahad Usman bin Affan (Centre for Hifz along with Schooling), College of Arabic Language & Islamic Studies (CALIS), Kulliya Ayesha Siddiqua and Kulliya Fatima Zahra (Girls Education) and a SIEMENS Centre of Excellence. The institutes are spread across Malegaon, Bengaluru and Mau Campuses and are registered and affiliated to the respective state boards, Directorate of Technical Education (DTE), All India Council of Technical Education (AICTE), Savitribai Phule Pune University (SPPU), Maharashtra University of Health Sciences (MUHS), Misnistry of AYUSH, Mantralaya and other regulatory bodies.
JMES frequently organises National and International Conferences with presenters and participants from Asia, Africa and Europe contributing in its success. MTC, the Unani college, Government-recognised since 1984, excels in Medical Training, with Alumni securing top honours from MUHS regularly.
Community Engagement remains central, with medical camps, village adoption, mega blood donation drives and NSS activities conducted regularly.
Timely career guidance workshops, parenting seminars and anti-substance abuse programs help in the development of the youth.
National Holidays are celebrated with much ado, fostering a sense of social responsibility and national pride to contribute in nation building.
As admissions for 2025-2026 open, JMES reaffirms its commitment to holistic development, producing graduates who balance faith, ethics, and professional skills.
Key Institutions at JMES, MMANTC Engineering and Polytechnic offering Degrees and Diplomas in Computer Engineering, Civil Engineering, Electrical Engineering, Electronic & Telecommunications Engineering, Mechanical Engineering and Textile Engineering focus on STEM innovation and women’s participation with over 6 patents filed in Academic Year 2024-2025 only, MTC, renowned for its COVID Response and contribution of its BUMS alumni in pandemic management along with the miracle of Malegaon, the Mansoora Kaadha which acted as major medical relief during the harrowed hours of 2020.
The expansive JMES model not only educates, but also symbolises the fusion of Islamic Principles with India’s Progressive Ethos, serving as an inspiration for educational reforms nationwide.
Maulana Arshad Mukhtar: Carrying Forward a Vision of Empowerment through Education
Maulana Arshad Mukhtar, a philanthropist, industrialist, and educationist, assumed leadership of JMES in 2007, building on his father’s foundational work to propel Jamia Mohammediyah into a national force for Muslim upliftment. Described as an “able and equally ambitious” successor, he has championed the integration of Madrasa education with mainstream systems, arguing that “the route to empowerment of Indian Muslims goes through linking Madaris with mainstream education system.”
Central to his vision is addressing the needs of the 96% of Muslim Students in secular institutions who risk losing touch with Islamic Principles. In a landmark 2017 Educational Conference at Mansoora Malegaon, Arshad Mukhtar unveiled plans to establish integrated schools across India, starting with a flagship in Malegaon (Āfaque Academy). These schools aim to select top performers for advanced preparation in higher, professional and technical education, ensuring they remain grounded in faith while excelling in sciences and technology. “Our founder’s vision was to empower the youth of India through quality technical education”, he emphasized, highlighting the need to preserve timeless cultural values amid rapid modernisation.
It is pertinent to note that many of the alumni of JMES, both boys and girls, have gone on to establish primary education centres in the rural landscapes of India and are helping in this journey of nation building through education.
Under the stewardship of Maulana Arshad Mukhtar, JMES has prioritised inclusivity, particularly for girls and rural youth, through initiatives like STEM conferences promoting women’s participation and revised syllabi that qualify students for elite programs, such as Graduation from Jamia Islamia Madinah in Saudi Arabia where hundreds of JMES alumni have secured education and more than 18 have gone on to top the merit list.
Maulana Arshad Mukhtar’s approach extends to community welfare, including Unani healthcare advancements that blend ethical training with employability skills. His father’s belief-that education alone grants a “vision of the future” guides these efforts, positioning JMES as a resilient pillar in India’s diverse educational landscape. As challenges like curriculum divides persist, Maulana Arshad Mukhtar’s forward thinking leadership ensured JMES not only honours its heritage but actively shapes an empowered, unified tomorrow for Muslim youth.
In present-day world, discussions of progress revolve mainly around economic growth and technological innovation. Nevertheless, the voices that call us back to compassion, service, and responsibility towards the less fortunate carry a timeless significance. One such important voice is that of Mr Abdul Rahim, the Founder Trustee of The Sirri Saqti Foundation (TSSF), a Kolkata-based NGO that has steadily built its identity as a catalyst for social development over the past decade and a half.
What started as a simple breakfast initiative in 2009 has since blossomed into a comprehensive movement. Today, TSSF addresses a spectrum of pressing human needs—including hunger, healthcare, education, and livelihood—while also tending to spiritual development. The distinction of TSSF lies not only in the diversity of its programs but also in the philosophy that underpins them: service without judgment, compassion without conditions, and growth rooted in both material and spiritual well-being.
At the heart of this journey is Mr Abdul Rahim, a determined man who changed a moment of deep inspiration into a mission that continues to impact lives. His professional experience (he is a Chartered Accountant) and leadership skills have led to the birth of various programs known for their sustainability and long-term impact. Under his guidance, TSSF has pioneered innovative models such as the Chapter Model, which decentralizes leadership, empowers local members, and creates social leaders who can drive meaningful change in their neighbourhoods. This unique structure has nurtured a new generation of leaders equipped with skills, values, and resilience required for social transformation.
In a detailed, exclusive interview with Danish Reyaz, Founder Editor of Maeeshat Media, Abdul Rahim opens up about the inspiration that shaped his mission of founding TSSF. From the first hesitant step to his subsequent initiatives, and the philosophy that continues to drive his work and the organization, he speaks at length. He reveals the reason behind the name of his NGO, advocates for the need to nurture local leadership, and emphasizes human development alongside the broader aim of social development.
More than an interview, it is a reminder that in a world often overshadowed by indifference, small acts of service, when pursued with sincerity, can blossom into powerful movements of change.
Before we begin, could you please share a brief overview of your professional background and qualifications?
I am a Chartered Accountant with expertise in Accounting, Law, and Finance, and I hold an MBA in Finance and HR from XLRI. I began my career as a partner at AVD Associates before joining IPE Global Pvt. Ltd., where I was promoted in 2010 and have since been serving as Chief Knowledge Officer (CKO).
Beyond my corporate role, I am the Founder Trustee of the Kolkata-based NGO, The Sirri Saqti Foundation (TSSF), and Director of Pearlwood Ventures Pvt. Ltd. I also hold a diploma in Arabic Language and Literature.
Your academic credentials are quite strong and it seems you have a successful career as a Charted Accountant, then how did you gravitate towards social service?
While my professional journey as a Chartered Accountant brought me financial stability, respect, and recognition in society, I always felt something was missing. Deep down, I knew that personal success alone does not define a meaningful life. I kept searching for a deeper purpose and soon realized that a life lived for others is the true life. This understanding inclined me toward social work quite early in my career. However, despite my earnest desire, I didn’t initially know how to begin in a specific manner.
So, was there a particular moment when you recognized your true calling, which prompted you to start your own initiative in this regard?
This happened in 2009. My firm used to work with the government of India’s developmental schemes. So, I was sent to Odisha to oversee the implementation of the National Rural Employment Guarantee Scheme (NREGS) on the ground. I was working in a remote, poverty-stricken village when an old man approached and enquired me what we were doing.
Accordingly, I explained to him about the government scheme of providing employment to the rural people to improve their economic condition. To this, he replied with something for which I didn’t have an answer.
He said, “Look, I am an old man. I can’t do physical work. So, what is the use of this scheme (NREGS) to an old person like me?” It was a fact, I realized. Nevertheless, I asked him how he thought the government should help him. He replied that all he wanted was for the government to provide him with two goats, which he could rear and, in the future, earn profit from them.
I didn’t know how to answer him, so I turned to one of the government officers there to enquire if there was any scheme that could address the old man’s need. The officer replied that there was, in fact, a government scheme called the National Rural Livelihood Mission (NRLM), but it had just been passed and would take a long time before being implemented at the ground level. On hearing this, the old man responded, “Don’t you think I will be dead by that time?” There were signs of frustration and derision in his voice. His hopeless words struck me deeply, making me think that I should personally help this man. This moment marked the first step towards my social initiative.
How did this incident impact your thoughts about the needs of the poor?
The impact of this incident shaped my understanding of the immediate needs of poor people, which are often overlooked in the light of grand schemes and bigger goals. Often, the needs of the people are quite ordinary, and if addressed at the right time, they can be of immense help to them. Many people fall through the cracks of much-hyped policies and schemes. The need is to reach out to them with timely help, however small, to alleviate their problems.
How did your organization begin its journey, and what was the first social initiative it undertook?
At first, we started with breakfast distribution in 2009. People around me had hesitation doing it in the beginning, but I convinced them. Although we were only a few, we began with full sincerity and dedication. We carried it out through our own contributions, and after a while, small funds from here and there trickled in, keeping us afloat and helping us continue our mission.
People were initially dismissive of our effort, saying it was a waste of money since it wouldn’t make any real difference for the beneficiaries. Perhaps they were right in a narrow sense, but I knew that despite numerous schemes and policies at both government and private levels aimed at improving the economic conditions of the poor, the most basic problem such as hunger remained unaddressed. To many of us, hunger may seem unimaginable in modern times, yet it continues to persist across the country. The reality is quite stark: the Global Hunger Index 2024 ranks India 105 out of 125 countries, classifying its hunger level as “serious.” This shows that hunger is not a distant issue—it is here, and it demands urgent attention.
Let me explain it with an example. Once, a Chennai-based chef friend of mine went to visit his village ahead of his planned departure to the UAE for a lucrative job offer. But something happened that made him abort his plan. He saw an extremely poor old man by the roadside, so consumed by hunger pangs that he ate his own excreta. When my friend told me this, it shook me to the core. He felt ashamed that while he was serving delicious food in five-star hotels, people in his own village were sleeping hungry—and worse, someone like that old man was forced to eat his own excreta. My friend decided to cancel his plan of working as a chef in hotels and instead started preparing and distributing food to the needy in his village and adjoining areas. My motivation to start my own breakfast distribution program stemmed directly from this unfortunate incident that my friend narrated to me.
Besides the inspiration, what philosophy drove your breakfast distribution program?
We never judged people based on their needs—our program was open to all, irrespective of their religious affiliation. We went wherever we could find the poor and destitute and offered them food. Some accepted it with gratitude, while a few, out of self-respect, chose to refuse—and we respected that too. What mattered to us was the satisfaction of knowing that we were able to fill the stomachs of those who were hungry, without getting caught up in debates about whether such help made a big difference or not. For us, even that small act was a blessing, a way to express our gratitude to the Almighty for giving us the ability and opportunity to help others. It was the barkat of our maiden program that enabled us to expand our social work in other directions as well.
Following the breakfast distribution initiative, what was the next program of your organization?
At the Sirri Saqti Foundation, we believe that true development is incomplete without spiritual growth. With this aim, our next step was to organize a Hajj training camp, so that those embarking on this sacred journey with their hard-earned money could experience complete islah through it. What began in 2010 has, by Allah’s grace, continued every year, with people now eagerly awaiting the opportunity. Yet, the beginning was far from encouraging. In our very first camp, only 7 or 8 people turned up, even though we had set out 200 chairs in expectation. I was disheartened, but a mentor I had invited from Hyderabad reminded me of a powerful truth. He said, “Throughout history, thousands of prophets have come—many were never listened to, let alone followed—but that never lessened the value of their efforts or their noble status. Our duty is only to work with sincerity, leaving the results to Allah Subhanahu wa Ta‘ala.”
His words struck me deeply and gave me the strength to persevere. Over time, the program grew steadily, and today it draws hundreds of pilgrims who wish to understand the true essence of Hajj—not just its rituals, but its spirit of piety, humility, and contentment that can transform one’s life long after the pilgrimage ends.
To many, the name of your NGO may not sound familiar. How did you decide on naming it The Sirri Saqti Foundation (TSSF)?
Sirri Saqti was an early Sufi saint and mystic of 9th-century Baghdad. He was the maternal uncle and spiritual mentor of Junayd Baghdadi (Rahmatullah alaih). While Junayd is widely celebrated as one of the great exponents of Sufi thought, Sirri Saqti has remained a relatively lesser-known figure.
Frankly, I too did not know much about him. Perhaps I had come across his name in passing, or maybe not at all—at least, my mind had never consciously retained it. Then, one night, quite unexpectedly, I saw a dream about him. I could recall only fragments of it, yet when I woke up the next morning, the pious name Sirri Saqti was fresh on my lips and vivid in my mind. Curious, I searched the internet to learn more, and was astonished by what I discovered about his life and legacy.
He was among the earliest pioneers of Sufism, illuminating the spiritual path of love, asceticism (zuhd), and trust in Allah (tawakkul). He strongly emphasized giving alms to the poor and taught that sincerity (ikhlas) must be reflected not only in worship but also in service to humanity. His life was a true embodiment of love, compassion, and humility. One can know more about him visiting our website, saqti.org. I would like to add that initially the name of our organization used to be Saqti Foundation. We adopted the full name, The Sirri Saqti Foundation (TSSF) in 2012.
No doubt, the name of your organization signifies its religio-spiritual dimension. What other programs have you undertaken in this direction?
While the name reflects the religio-spiritual ethos of our organization, I would like to clarify that we function like any other NGO, with programs in education, health, livelihood, and more. At the same time, we place special focus on character building and nurturing a morally guided life in line with Islamic values. Importantly, all of our programs are open to everyone, regardless of religious identity, as our mission is to serve humanity as a whole. Only the religious nature programs are specifically meant for Muslims.
The need for these specific nature programs emerged from our observation that the youth in their quest for Duniya are seemingly drifting away from Deen, which often leaves them feeling unhappy and unfulfilled despite material gains.
Alongside our Hajj training, we also started a program on zakat to address the need for simple and accessible calculation methods, as zakat calculation often remains a complicated and confusing exercise. Different firqas follow different approaches when it comes to determining the zakat amount. We studied the matter comprehensively with an open mind, consulted various ulema, and then, through the use of technology, made it clear and easy for people to understand. Those who attend our program often admit that, for years, they had been calculating zakat incorrectly, but now they are able to pay the correct amount, which is usually more than before.
Then we started a program on the Seerat of Prophet Muhammad (Sallallahu Alaihi Wasallam) to familiarize people, especially the youth, with his character, actions, and teachings. We also organized a workshop called The Way of the Prophet, in which we taught about the noble practices of the Prophet (Sunnah), emphasizing not only their zahiri (apparent) aspects but also their batini (inner) meanings.
Another salient initiative was the launch of Heart in Bloom, a systematic program in collaboration with Islamic Voice aimed at cleansing the heart, based on the belief that all teachings, religious or modern, are meaningless unless our hearts are tender and compassionate. In the modern world, despite all kinds of progress, the lack of peace of mind has left us increasingly bitter, with hearts hardened and deprived of humility and empathy for others.
For the last 10 years, this program has been conducted regularly, both online and offline. While earlier such programs in the city were sporadic in nature, we have institutionalized it since the beginning to ensure that it is organized without fail.
oplus_0
As you mentioned, apart from these spiritually oriented programs, TSSF is also engaged in areas like health and education. Could you throw some light on these initiatives?
Our health initiative began in 2013 with the launch of RAAHAT Clinic, aimed at providing affordable healthcare to the poor through a nominal consultation fee and free or subsidized medicines. What started with a fee of just Rs. 10—now Rs. 70—has grown into a lifeline for the community, serving nearly 1.5 lakh patients so far.
To extend support beyond the clinic, we established a Medical Bank that lends essential medical equipment to patients in need. We also introduced a Blood Card service to make blood available during emergencies, supported by our regular blood donation camps. Going a step further, we created a Medical Support system that provides direct financial assistance for critical treatments, ensuring that no deserving patient is left without care simply because of money.
In conjunction with our medical initiatives, we are deeply committed to supporting the education of deserving students. This includes financial assistance for school fees, admission costs, and essential books. Beyond scholarships, we extend mentorship through career guidance and counseling. To prepare them for future pursuits, we also coach students in public speaking and personality development, helping them build the confidence and skills needed for long-term success.
In response to your current question, I would also like to add that as part of our social development program, we actively support livelihood initiatives. Through our Micro Business Support Program, we provide small, zero-interest investments to encourage entrepreneurship within the community. Similarly, under Zariya, we equip individuals, especially women, with skills and tools to achieve financial independence. For example, we provide training in tailoring and other essential skills, and if someone cannot afford a sewing machine, we help them purchase one.
Additionally, we extend pensions to families in dire need through our General Pension Support, and to those who are financially struggling but unable to receive zakat, we provide assistance under our Sadat Support Scheme. These efforts aim not only to provide immediate relief but also to restore dignity and ensure long-term stability for vulnerable households.
How would you describe the current reach and scale of TSSF’s work?
Today, TSSF has grown into a vibrant community with over 300 committed members and more than 50 generous donors who support our mission. While our direct beneficiaries exceed 300 individuals, the true impact of our work is much wider. We have touched the lives of lakhs of people through our health services, food distribution drives, livelihood programs, and training workshops. Wecurrently have three active chapters in Kolkata: TSSF Kolkata Cares (TKC), TSSF Kolkata South (TKS), and TSSF Kolkata East (TKE). All of them are doing commendable work, and we are working to expand our presence in other regions, with new chapters likely to be created soon.
What is the idea behind the Chapter Model?
Around 2018, we realized that many of our members had to commute long distances across the city to attend our programs and participate in activities. To address this, we decided to create leaders from within our members who could take responsibility for conducting TSSF’s activities in their own parts of the city. This need led to the introduction of the Chapter Model, which enabled them to focus on their immediate neighbourhoods, thereby creating greater impact and more meaningful outcomes.
To open a chapter, at least 20 members must come together, each contributing a nominal fee of Rs. 8,000 to TSSF. From among themselves, they elect a serving board of 5 members who will lead and manage the chapter. TSSF then registers the chapter, issues an affiliation certificate, and manages the funds contributed by the members, which remain accessible to the chapter for developmental work as needed. It works somewhat like a franchise model, providing ample flexibility for each chapter to implement its own ideas while staying aligned with TSSF’s core programs and activities.
How has the Chapter Model impacted your organization and its members?
The Chapter Model has helped us nurture social entrepreneurs and leaders at the local level who are driving meaningful change by engaging members and communities through Chapters. The Model has not only expanded our reach but also freed us to focus on designing new policies and programs, while the chapters carry out a wide range of activities on the ground. At the same time, this approach has helped strengthen TSSF’s brand value, something every organization needs for long-term sustainability. After all, we will not be here forever, but if TSSF grows into a strong brand with deep roots, it will continue to inspire action and remain a force for positive change long after us.
The model has also done a world of good to our members by giving them hands-on opportunities to learn and grow. With real responsibilities on their shoulders, they gain experience in managing social projects, handling legal aspects like accounts and returns, exploring innovative ways of fundraising, and executing a variety of activities.
TSSF is dedicated to building the abilities of its members by offering targeted training, workshops, and resources that prepare them for leadership in social development. Through SPEAK, members gain confidence in public speaking and learn the art of engaging storytelling—essential for creating lasting impact. At the same time, our Discover Yourself program, guided by renowned life coach and spiritual mentor Sadath Khan, helps them practice self-introspection, nurture inner peace, and align personal growth with spiritual values. By combining professional skills with personal transformation, we ensure that our members are equipped to serve society with both competence and compassion.
What are your future plans for your NGO?
To be honest, in an ideal world where every individual took responsibility for caring for those less fortunate, the very need for NGOs would disappear. But I know that is a utopian thought. The reality is that NGOs are essential—and so we continue to run ours. I don’t have any unrealistic or grandiose vision, but we take pride in the impact our efforts, however small, have made on people and society.
At present, we have no immediate plans to expand our work to other parts of the country. Going forward, we aim to strengthen and grow through the Chapter Model, deepening our presence in Kolkata and gradually beyond. Only after consolidating our foundation here, will we consider expanding into other regions.
That said, if individuals or institutions are inspired to adopt our model, we will gladly encourage it. With its minimal administrative costs and well-structured programs, the model we have developed is practical, scalable, and worthy of replication. Ultimately, our hope is that the spirit behind TSSF lives on through our members, through the communities we serve, and through anyone who chooses compassion over indifference.
