August 29, 2025

The Evolution of Microfinance in India 

Microfinance is one of the most interesting financial innovations of the modern era. It was born from a simple but urgent question: why can’t the low-income people access loans from regular banks? For decades, the answer was clear—small loans to people without collateral were seen as too risky, too costly, and unprofitable for traditional banks. Microfinance emerged to close this gap, and its history in India can be traced through four major phases.


The Era of State-Led Credit (Pre-1990s)

After Independence, rural lending in India was dominated by moneylenders, who controlled about 70% of credit, while banks contributed less than 1%. To change this, the government nationalised major banks in 1969, promoted cooperatives, and established Regional Rural Banks (RRBs) in 1975. By 1981, formal institutions accounted for over 60% of rural credit—a remarkable turnaround.

However, this model relied heavily on subsidised loans, such as the Integrated Rural Development Programme (IRDP) launched in 1980. With very low interest rates and weak repayment discipline, millions of defaults occurred, and many borrowers began to see loans as government grants. A loan waiver in 1989 further undermined credit culture, leaving banks convinced that lending to low-income households was unsustainable. This marked the end of the subsidy-driven approach and set the stage for new models in the 1990s.


Rise of Self-Help Groups (1990s)

The 1990s brought economic reforms and a new approach: sustainability over subsidy. This shift gave rise to the Self-Help Group (SHG) model. Small groups, often 10–20 women, pooled their savings and lent to each other. Over time, they built financial discipline and trust, which allowed banks to lend larger sums to the group as a whole.

This solved two of banks’ biggest concerns—lack of collateral and unreliable repayment—through “social collateral.” The SHG-Bank Linkage Programme launched in 1992 with National Bank for Agriculture and Rural Development (NABARD)’s support and delivered excellent repayment rates. By the late 1990s, SHGs had become a recognised part of India’s financial system, with government programmes and NGOs scaling the model nationwide.

At the same time, Microfinance Institutions (MFIs) began to emerge. These were dedicated organisations lending directly to the low-income households, often as non-profits. They proved that efficient, disciplined lending to low-income households was possible, breaking the myth that they were “unbankable.”


The Boom and the Crisis (2000–2011)

The 2000s were a period of explosive growth. Commercial banks, impressed by repayment rates, began channeling funds to MFIs. Many MFIs converted into for-profit Non-Banking Finance Companies (NBFCs), attracting private equity and global attention. The UN declared 2005 the “Year of Microcredit,” Muhammad Yunus received the Nobel Peace Prize in 2006, and SKS Microfinance went public in 2010.

But rapid growth had consequences. Mission drift set in as institutions prioritised scale over client relationships. Households became over-indebted as multiple MFIs lent to the same borrowers, and reports of coercive recovery practices emerged. The flashpoint came in Andhra Pradesh in 2010, when the state government imposed severe restrictions on MFIs. Repayment rates plummeted, and the industry collapsed in its largest market.

This crisis forced regulators to act. In 2011, the Reserve Bank of India (RBI) created a new regulatory category, the NBFC-MFI, capping interest rates while setting clearer rules for the sector.


The New Normal (2012–Present)

In the aftermath of the crisis, repayment culture was damaged, and many MFIs struggled. A national Microfinance Institutions Bill was introduced in 2012 but lapsed without passing. Still, RBI regulations provided stability, and the sector gradually rebuilt itself.

The SHG model also evolved. NABARD launched “SHG-2” in 2012, introducing flexible credit products and pathways for successful entrepreneurs to graduate into larger Joint Liability Groups.

The most significant milestone came in 2014, when the RBI allowed MFIs to act as Business Correspondents for commercial banks. This expanded their role beyond lending: MFIs could now offer savings accounts, remittances, insurance, and pensions on behalf of banks, effectively becoming a last-mile link that the big banks could not build on their own.

Today, microfinance in India is no longer just about small loans. It has matured into a crucial pillar of financial inclusion, connecting millions of low-income households to the broader financial system.


What’s next

The journey of microfinance in India has been anything but linear. From heavy-handed state-led programmes, to grassroots Self-Help Groups, to a commercial boom followed by crisis, and finally to today’s more regulated and integrated system, the sector has constantly evolved.

The mission, however, has remained the same: to provide financial tools that empower low-income people to build better lives. As technology advances and new models emerge, the story of microfinance is far from over.

July 31, 2025

Purpose, Principle, Progress: Rizanth’s Vision for Sejaya

Rizanth Francis, CEO of Sejaya Micro Credit Limited, in conversation with Arya Murali, Gojo’s Impact Lead.

Arya: Rizanth, thank you for taking the time today. To start us off, could you briefly share your career journey and how you first entered the microfinance industry?

Rizanth: Sure. Before entering this industry, I actually saw myself more as a social worker. After graduating, I worked abroad for a while, but following the 2005 tsunami, I returned to Sri Lanka and found an opportunity in relief work with a leading international NGO. Later, I joined a microfinance institution which was run by the same international NGO. Since then, I’ve stayed in the sector—and over time, I’ve found it challenging, but at the same time, truly interesting. I started my career as a mere loan officer and ended as the CEO of the MFI.

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Arya: Wow, so you’ve been in this field for nearly two decades. How has the relevance of microfinance in the context of Sri Lanka evolved in this period? 

Rizanth: When I look back 10 or 15 years, the microfinance industry was much “purer”—fewer players, mostly NGOs or cooperatives, and no talk of over-indebtedness or unethical practices. But as the industry grew and became more lucrative, finance companies saw it as a blue ocean market opportunity to expand their existing business. Unfortunately, due to a lack of entry barriers, many entered the space without the same commitment to ensure client protection, and the sector became saturated and exploited with multiple lenders. Around 2016–2017, the industry entered a dark era where bad collection practices and multiple lending options led the entire industry to face over-indebtedness. 

Due to instability in the political environment, some politicians pushed for debt forgiveness programmes for cheap political gains, asking MFIs and other financial institutions to write off loans, which significantly disrupted the sector and put many small MFIs out of the market.

In the past decade, Sri Lanka faced a series of economic shocks, too—economic downturns, the COVID-19 pandemic, and a severe financial crisis. These challenges weakened the banking sector and led to high loan defaults. As traditional banks became more risk-averse, MFIs stepped in to fill the gap, especially in rural areas with limited banking access. MFIs began providing small loans, compulsory savings, and financial literacy training to low-income individuals and micro-entrepreneurs. This support helped strengthen the informal sector, promote GDP growth, and bring more stability to the economy. The role of MFIs has been indispensable during this period of transformation.

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Arya: It’s interesting to see how the industry has changed over time and how MFIs stepped in to support the more vulnerable clients. With so many unregulated lenders in the market, how does being one of the four Central Bank-regulated MFIs affect Sejaya’s work, and what does that mean for client protection, especially when clients may be borrowing from multiple sources?

Rizanth: That’s a really important point, Arya. Being one of the four microfinance institutions regulated by the Central Bank definitely gives us an edge in the field. When you're regulated by the government and certified by the Social Task Force for following globally recognised practices, it signals that you follow strong ethical standards and practices that protect clients’ interests.

However, even with that trust, client protection remains a major challenge in our context. There are numerous unregulated moneylenders who operate informally and attract clients with quick and easy loans. The reality is, many clients still borrow from multiple sources, sometimes from more than five (formal and informal) lenders, just to meet urgent cash needs. We’ve even seen people take loans at annual interest rates as high as 60%, simply because they had no other options.

At Sejaya, we take this risk seriously. One of our biggest challenges was not having access to a credit bureau to check clients’ credit histories. We worked with the Central Bank and Finance Ministry to gain access, and we’re now in the process of getting access to credit bureau checks into our loan approval process, which will be granted to us by the end of this calendar year.

Until this is fully in place, we’ve trained our loan officers to do thorough local credit checks. They gather information not just from clients, but also from centre leaders and peers to understand existing borrowings. While informal, this approach helps us lend more responsibly.

At the end of the day, our primary goal is to protect our clients from falling into over-indebtedness and unethical practices while ensuring they can still access the financial services they need.

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Arya: Overindebtedness is a serious challenge—and one that seems hard to fully control. But even in such a difficult operating environment, Sejaya is continuously working on innovation projects. One of which is Pasio—can you tell us about it?

Rizanth: Yes—Pasio is something I’m genuinely excited about. It’s a fantastic tool and an opportunity for our clients. Through the Pasio programme, we provide income-generating loans to young entrepreneurs between the ages of 18 and 35, along with business skills and digital training. We provide an online platform where they can build digital storefronts and start selling their products online.

What’s amazing is that around 90% of Pasio clients are women, and for many of them, this is their first time using any digital financial solution. It’s a huge step towards digital financial inclusion. 

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Arya: That’s powerful. Beyond Pasio, are there other ways Sejaya is using technology to better serve clients? And where do you see the broader microfinance market heading in the next few years?

Rizanth: Yes—we’ve also developed a client app that allows clients to view their loan details and repayment schedules. It’s a simple tool, but it makes a big difference in helping with their market opportunity and expanding their business beyond the provincial limits. We’re planning to expand its features in the future so that it becomes even more useful.

Looking ahead, the Sri Lankan microfinance market is set to become more tech-driven. We’ll see more MFIs adopt mobile apps, digital wallets, and online loan processing to improve accessibility and carry out loan collection via digital means to increase efficiency. 

Sejaya has strategically positioned itself to become a strong actor in the microfinance sector by embracing technology-driven financial solutions. As part of this forward-looking initiative, we’re actively exploring partnerships with telecommunications providers and technology-based solution companies as well. I’m personally excited about this opportunity!

Rizanth at a Pasio client visit / Taejun Shin

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Arya: It’s inspiring to hear how Sejaya is embracing innovation while staying grounded in community values. Before we wrap up, I’d love to end on a personal note. After all these years in microfinance, how would you describe yourself in three words, either as a professional or a leader?

Rizanth: If I had to put it simply, I’d describe myself as a socially oriented microfinance practitioner. I strongly believe that social impact and financial sustainability must go hand in hand. Unless you’re financially strong, you can’t achieve your social goals. We must be reasonable to clients and responsible for shareholder profit maximisation. It’s like two wheels on a car—you need both moving together.

But beyond that, I also like to say I’ve redefined the role of CEO. For me, CEO stands for Chief Encouraging Officer. I want to encourage people, challenge them, bring out their potential, and support them to succeed. I’ve done a lot in my career, worked internationally, and seen what I’m capable of. But here at Sejaya, I want to try the things I couldn’t before. I see myself as someone who clears the path ahead so others can follow. That’s the kind of leadership that inspires me now.

Arya: Wonderful! From protecting clients from over-indebtedness to ultimately empowering them through initiatives like Pasio, your philosophy of clearing the path for others definitely shines through. It sounds true to Sejaya’s mission of leaving no one behind. It has been a pleasure learning from your experience and vision! Thank you for your time, Rizanth.


About Rizanth
Rizanth possesses 17 years of experience in microfinance and 8 years in C-suite positions, including 2 years as a CEO. He holds both a Bachelor’s and a Master’s degree in Business Administration. He is a specialist in setting up business units and functional units, including Small and Medium Enterprises (SMEs), restructuring loss-making units, development of business processes and policies, product and business development, digital finance, grant management, risk management and administration and logistics.

June 27, 2025

As Pasio’s momentum builds across Asia, a new short film highlights the rise of rural entrepreneurs

Pasio, a youth-focused program supporting entrepreneurship through finance and digital learning, has since its launch empowered thousands of young entrepreneurs across India, Sri Lanka, and Cambodia with access to capital, digital tools, and business education.

Pasio has enabled access to over 90,000 loans across Sri Lanka, India, and Cambodia as of 31 March 2025, supporting youth-led ventures across farming, retail, floriculture, and more. The Pasio adventure extends to its digital journey through the offered mobile app, available in local languages, which has reached over 13,000 downloads, allowing users to manage their loan details and access emergency credit with ease. Through over 21,000 online shops, young entrepreneurs are now showcasing their businesses digitally, helping them reach new customers beyond their local markets. This digital journey is only completed through joining Pasio’s learning communities to connect with more than 14,000 youth across three countries, creating spaces to exchange ideas, learn from peers, and grow together.

As part of its ongoing commitment to financial inclusion and youth empowerment, Pasio has launched a captivating new short film showcasing the everyday journeys of young entrepreneurs in rural regions of India, Sri Lanka, and Cambodia. The video provides a glimpse into how youth are building small businesses and creating new income streams with the support of microloans, digital tools, and business training offered through the Pasio programme.

Rather than dramatic transformation stories, it highlights the steady, determined progress of young entrepreneurs as they navigate daily challenges, build confidence, and grow their businesses on their own terms.

Through this visual narrative, Pasio aims to elevate the voices of rural youth and bring greater visibility to their resilience, creativity, and potential.

Real Stories of Change 

Here are a few of the inspiring journeys featured in the campaign:

[India] – Hasumatiben, Esthetician
One of many similar stories is that of Hasumatiben, a 35-year-old beautician from Dahod, Gujarat, who runs a small parlour that helps support her family. She first heard about the Pasio Programme during a loan disbursement visit to the Prayas Financial Services Pvt Ltd branch, where a Pasio leader introduced her to the online shop and its WhatsApp community. Curious, she joined the group and began engaging with the shared resources, particularly tips on marketing and improving shop operations. Over time, these insights helped her expand her customer base and become more confident in managing her business. Beyond the skills, Hasumatiben says Pasio gave her something deeper - a sense of direction. Today, she continues to apply what she’s learned and encourages others in her community to explore the same path.

[Sri Lanka] – Charuka, Nursery Owner
Charuka, a 28-year-old entrepreneur from Ragala, Sri Lanka, wears many hats; she runs a tea shop, cultivates chili in a polytunnel, manages a flower nursery, and has recently begun selling gas under the brand Modern Agribusiness and Tea Shop. However, her journey was anything but linear. After leaving her job as an insurance officer due to illness, Charuka faced financial strain and uncertainty, especially with her sister’s education needing support. A small loan from Sejaya Micro Credit Ltd helped her open a tea shop with her mother. Later, through the Pasio Programme, she secured a second loan that allowed her to revive her flower nursery, invest in a polytunnel, and supply electricity to her store. With these changes came stability, confidence, and growth: her monthly income tripled. Today, Charuka is not only rebuilding her future but quietly reshaping the possibilities for young agripreneurs in her village.

[Cambodia] – Ry Sothea, Coffee Shop Owner 
Just steps away from the ancient stone faces of Bayon Temple in Siem Reap, Cambodia, 35-year-old Ry Sothea runs a coffee stall that has quietly become a favourite among temple workers, tuk-tuk drivers, and tourists. For years, she had dreamed of expanding her menu and improving her setup, but without formal access to credit, her plans remained on hold. That changed in 2023 when she joined the Pasio Programme through MAXIMA Microfinance Plc and received a small business loan. With the funds, she upgraded her equipment and introduced cold brew and coffee flavours that quickly gained popularity with younger customers. Daily sales rose, and Sothea soon repaid her loan and took out another to continue growing. Today, she’s saving to open a mini cafe and hopes to pass the business on to her niece; proof that even in the shadows of ancient temples, ambition has room to grow.

Together, these stories reflect the quiet determination of entrepreneurs using Pasio in ways that matter most to them, on their own terms.

About Pasio
Pasio is a global initiative by Gojo & Company, Inc. in partnership with the Education Above All Foundation (EAA), designed to support young entrepreneurs aged 18 to 35 through income-generating loans, digital tools, and business education. Pasio helps young people, especially in rural and underserved communities, to build sustainable livelihoods.
Currently active in India, Sri Lanka, and Cambodia, Pasio is implemented by Gojo’s group companies: Prayas Financial Services Pvt Ltd, Sejaya Micro Credit Ltd, and MAXIMA Microfinance. With a strong focus on digital literacy, Pasio aims to create an inclusive ecosystem where young entrepreneurs can thrive, build sustainable livelihoods, and lead positive change in their communities. 

Discover more at Pasio.io 

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