Pathways to Scale (P2S), Rwanda
Pathways to Scale (P2S) is a young women-focused, 5-year program, delivered by World University Service of Canada (WUSC) as the prime implementer, in collaboration with Seedstars and funded by the Mastercard Foundation. P2S seeks to improve the well-being and resilience of young rural women in Rwanda, Ethiopia, Nigeria, and Ghana through increased access to dignified and fulfilling work resulting from impact-driven enterprise support growth. The program seeks to unlock 108,000 work opportunities for young women, through supporting up to 13,000 women-led/owned enterprises with business development services, technical assistance, and access to finance. To ensure effective last-mile delivery, WUSC is currently seeking expressions of interest from qualified local organizations in Rwanda that are well-positioned to provide outreach, capacity building, and ongoing support to selected program participants, who in total will be 217 women-led/women-owned enterprises in Rwanda. Kindly submit your Expression of Interest (EOI) by completing this form
Consent & Data Use
By submitting this form, you acknowledge and agree that:The information provided will be used to assess your organization’s fit for the Pathways to Scale (P2S) program, including internal segmentation for program design, potential partnerships, and technical support planning.Your responses may be shared with Mastercard Foundation, Seedstars and WUSC (World University Service of Canada), who are implementing the P2S program.Only authorized members of these organizations will have access to your responses.Your data will be stored securely and used exclusively for the purposes of partner assessment and due diligence for the duration of the program.You may be contacted for clarifications, additional documents, or next steps in the partner onboarding or due diligence process.If you have any questions or would like to request the deletion of your data, please contact:p2s@wusc.ca
Please confirm your agreement:
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I have read and understood the data use terms above and consent to share this information for the stated purposes.
Basic Organizational Information
Organization Name
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Name of Primary Contact Person
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First Name
Last Name
Role/Title
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Email Address
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example@example.com
Phone Number
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Please enter a valid phone number.
Format: (000) 000-0000.
Organization Website
LinkedIn Profile (organization or key contact)
Has your organization ever worked with the Mastercard Foundation?
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Yes
No
Not sure
Please provide:
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Rows
Program Name
Year(s) of involvement
Brief description
Which Districts are the participants located
link to any supporting documents or reference pages
Program 1
Program 2
Program 3
Program 4
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A. Entrepreneurs you have worked with
To ensure that we match you with the right type of entrepreneurs through this program, we’d like to understand the typical profile of the businesses you support. Since we’re working across a range of entrepreneur types, from informal entrepreneurs to mature enterprises, this information helps us ensure you are paired with the entrepreneurs you are best positioned to support effectively.
Please estimate the percentage of your portfolio (entrepreneurs you’ve supported in the last 12–18 months) that fall into each of the following categories. For purposes of P2S, the definition of business enterprise by annual revenue is as per the below.
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Rows
% of ESO Allocation
Segment: Nano. Typical Annual Revenues: Up to
$6,500 (RWF 9 Mn). Description: Informal micro-entrepreneurs, often women in rural areas running home-based or survival businesses (e.g. petty trade, subsistence farming). Little or no record keeping. Goal is sustaining household income. Able to absorb loan sizes below $500
Segment: Micro-Growth. Typical Annual Revenues: $6,500 – $60,000 ( RWF 9 Mn – 87 Mn). Description:Small businesses with modest but stable income (e.g. poultry, tailoring). 1–15 employees. Focused on local markets. Growth is incremental and reinvestment is cautious. Able to absorb loan sizes between $500 - $4,500
Segment: Small & Dynamic, Typical Annual Revenues: $60,000 – $325,000 (RWF 87 Mn – RWF 471 Mn), Description:Formal micro or small businesses (e.g. agro-traders, small manufacturers). 5–50 employees. Operate in structured industries and aim for expansion via systems or market growth. Able to absorb loan sizes between $5,000 - $15,000
Segment: Medium-Growth, Typical Annual Revenues: $325,000 – $650,000 (RWF 471 Mn – RWF 942 Mn), Description: More established enterprises (e.g. agro-processing cooperatives). 8–100 employees. Create new solutions for niche markets. Profitable, regionally strong, and growth-focused. Able to absorb loan sizes between $25,000 - $75,500
Segment: High-Growth, Typical Annual Revenues: Over $650,000 (RWF 942 Mn), Description: Ambitious, scalable businesses with innovative models (e.g. tech startups, logistics, fintech). 10–250+ employees. Often VC-eligible or preparing for national/international scale. Able to absorb loan sizes between $100,000 and $300,000.
Which type of entrepreneur do you feel best suited to support? Refer to the previous question for definitions of the various segments. (Please note that this selection influences the questions in the next section, by segment.)
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Nano
Micro-Growth
Small and Dynamic
Medium- Growth
High-Growth
How many entrepreneurs has your organization supported in the past 18 months?For this question, "supported" refers to entrepreneurs who received sustained and meaningful engagement - not just one-off training or events. This includes individuals who: Participated in multi-week or cohort-based programs, Received personalized coaching, mentoring, or advisory support, Accessed financial readiness support, including preparation for loans or investments, Were tracked for outcomes, performance, or business growth.
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If possible, count only unique individuals rather than repeat engagements.
What percentage of these entrepreneurs were women?
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What percentage fell into the following age groups? (Answers should total ~100%)
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Percentage
Ages 18–35
Ages 36–45
Ages 46 and above
What percentage were based in the following locations?(Answers should total ~100%)
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Rows
Percentage
Rural or peri-urban areas
Urban areas
At what stage are the entrepreneurs you typically support when they begin your program? (Please select all that apply - applies to any type of business, from informal nano to high-growth startups)
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Idea-stage – No business yet; exploring or developing a business idea
Early-stage operational – Business has started but revenue is irregular or unstable
Established and stable – Business earns consistent revenue but is not yet actively growing
Actively growing – Business is expanding (e.g. new customers, hiring, new markets); may be preparing for funding
Scaling – Business is mature and ready for larger-scale expansion or investment
Does your organization have a particular focus on supporting any of the following groups or themes? (Select all that apply)
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Women-led businesses
Youth-led businesses (18–35)
Rural entrepreneurs
People with disabilities
Displaced or displacement-affected individuals
Social enterprises
Climate-smart or green businesses
None in particular
Other
Do you have any reports, data, or documentation that show your organization’s impact or describe the types of entrepreneurs you support? (This could include case studies, outcome reports, evaluation documents, or impact briefs.)
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Yes
No
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B. Reach & Relevance
Micro-growth Entrepreneurs
Typical Annual Revenues: $6,500 – $60,000( RWF 9 Mn – 87 Mn). Description: Small businesses with modest but stable income (e.g., poultry, tailoring). 1–15 employees. Focused on local markets. Growth is incremental and reinvestment is cautious. Able to absorb loan sizes between $500 - $4,500. These questions help us understand how closely your organization is connected to micro-entrepreneurs in your context, especially women in rural or low-income areas.
How do you typically access the Micro-growth entrepreneurs you support? (Select all that apply)
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Direct relationships through local staff or presence in rural communities
Through existing community-based groups (e.g. cooperatives, savings groups, women’s associations)
Through digital outreach or social media campaigns
Through referrals from other organizations or networks
Other
Can you describe how you engage these communities or groups in practice?
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In which areas do you have the strongest on-the-ground presence?
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Primarily rural and peri-urban
Mixed rural and urban
Primarily urban
Mostly digital, not location-based
Please list all specific districts where your micro-enterprise support is concentrated. This information is crucial for our assessment, as it helps us match you with suitable participants.
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How would you describe the nature of your organization’s relationship with micro-entrepreneurs in your target areas?(Select the option that best reflects your current level of engagement and rapport.)
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We have long-term, consistent relationships and are regularly approached by micro-entrepreneurs for support or advice
We have moderate engagement, and trust is improving through ongoing work and visibility
We have limited direct relationships or mostly interact through intermediaries
We have minimal or no active engagement with micro-entrepreneurs at this time
How have you built trust with this segment? Can you share a specific example?
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To what extent is your support model intentionally designed for the needs of micro-entrepreneurs?
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Highly adapted - We intentionally design content, delivery methods, and support structures specifically for micro-entrepreneurs (e.g. low literacy, informal records, localized examples)
Moderately adapted - Some elements are tailored to micro-entrepreneurs, but much of the content is general
Lightly adapted -We use general content with little customization
Not adapted - Our programs are not designed with this group in mind
What specific features, tools, or delivery methods in your program are designed to make it accessible or effective for micro-entrepreneurs?
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What percentage of your support activities for micro-entrepreneurs are delivered through the following channels? (Give your best estimates)
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Percentage
Primarily in-person - Most of our activities are delivered face-to-face, with staff presence in the field or community hubs.
Hybrid with strong in-person component - We use a mix, but in-person support remains central to our approach.
Hybrid with mostly digital delivery - We blend approaches, but most of the engagement happens online.
Fully digital - Our programs are delivered entirely online (via apps, SMS, Telegram, or web platforms)
Do your materials and delivery methods account for the literacy, language, or cultural context of micro-entrepreneurs? This will help us understand where additional support may be useful to improve accessibility.
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Fully adapted - We consistently localize our materials across all key dimensions (language, literacy level, and cultural context, including examples and tone).
Partially adapted - We localize or simplify in one or two key areas (e.g. translated materials or visual aids), but not all.
Lightly adapted - We use basic simplification techniques, but most content remains general or standardized
Not adapted - Our content is formal, technical, or designed for literate/digitally fluent audiences without modification
What specific adaptations have you made to improve program accessibility for this group?
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Are your program materials and support delivered in the languages commonly spoken by your target entrepreneurs?
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Yes - Fully translated and delivered in local or commonly spoken languages
Partially - Some key content or sessions are adapted into local languages
Minimally - Only informal interpretation or basic translation is used
No - All materials and delivery are in English or one official language only
Which languages do you use in program delivery and materials? Please list all that apply.
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Approximately how many micro-entrepreneurs has your organization provided sustained support to in the past 18 months? This includes entrepreneurs who received ongoing engagement such as multi-week cohort-based programs, financial readiness support, or regular coaching - not just one-off trainings or large-scale events
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1,500+
1,000–1,499
750–999
500–749
200–499
Fewer than 200
Of the total above, what percentage were:
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Rows
Percentage
Women
Youth (18–35)
Based in rural or semi-urban areas
Can you briefly describe the nature of support these entrepreneurs received? (e.g., type of program, length, delivery format, intensity of engagement)
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What type of mobile devices do most of the micro-entrepreneurs you support use? (Select the best estimate based on your current or recent programs)
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The majority (>75%) use smartphones
A balanced mix of smartphones and feature phones
Mostly feature phones with limited smartphone use
Primarily no personal device or only basic feature phones
Have you adapted your delivery model based on this device access?
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Yes
No
If yes, how is it adapted?
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How do you primarily reach and engage micro-entrepreneurs in your program? (Select all that apply)
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Direct outreach through local field staff or agents
Existing community-based structures (e.g. women’s groups, cooperatives)
Referrals from NGOs, local leaders, or partners
Digital outreach (e.g. WhatsApp broadcasts, SMS, social media)
Which methods have been most effective for engaging women in rural areas, and why?
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What is the most common industry or livelihood area your micro-entrepreneur beneficiaries work in? (Select the ones that best represents your portfolio)
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Agriculture and Agri-Trade
Retail, Petty Trade, or Market Vending
Food Processing, Tailoring, or Home-based Production
Services (e.g. beauty, mobile money, repair)
Construction or Trades (e.g. carpentry, welding
Hospitality or Food Services
Transport or Logistics
Waste Collection or Recycling
Creative Industries (e.g. art, design, photography, music)
Fisheries or Aquaculture
Education or Childcare (e.g. informal schools, tutoring, daycare)
Other
Can you select where in the supply chain the Agriculture and Agri-Trade entrepreneurs operate?
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Input supplier (e.g. selling seeds, fertilizer, vet supplies)
Smallholder producer (crops, livestock, fish)
Aggregator / bulk buyer
Off-taker or market trader
Processor (e.g. drying, milling, oil extraction)
Transporter / logistics provider
Retail market vendor
Other
Can you select where in the supply chain the Retail, Petty Trade, or Market Vending entrepreneurs operate?
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Wholesaler / bulk buyer
Retail shop owner (e.g. kiosk, provision store)
Market vendor / table trader
Reseller / mobile vendor (door-to-door, roadside)
Input buyer (sourcing from distributors or shops)
Other
Can you select where in the supply chain the Food Processing, Tailoring, or Home-Based Production entrepreneurs operate?
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Home-based food processor (e.g. maize flour, cassava flour, sorghum flour, chili sauce, peanut butter, yogurt, fruit juice)
Tailor / dressmaker / shoemaker
Crafts producer (beads, soap, candles, woven items)
Cottage manufacturer (small-scale soap, detergent, etc.)
Packaging and labeling business
Retail seller of handmade goods
Other
Can you select where in the supply chain the Services (Informal and Formal) entrepreneurs operate?
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Hairdresser / barber
Phone or electronics repair technician
Mobile money / recharge seller
Laundry / dry cleaning service
Freelance photographer / printer / event helper
Other
Can you select where in the supply chain the Construction & Artisan Trades entrepreneurs operate?
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Brick/block maker
Carpenter / tiler / painter
Plumber / electrician / welder
Material reseller / informal hardware vendor
On-site day laborer or subcontractor
Other
Can you select where in the supply chain the Hospitality & Food Services entrepreneurs operate?
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Street food vendor
Caterer for local events
Guesthouse / rural lodge operator
Input buyer (e.g. local markets, small farmers)
Delivery or market seller of cooked food
Other
Can you select where in the supply chain the Transport & Logistics entrepreneurs operate?
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Motorcycle rider / tricycle driver (bajaj/three-wheelers)
Goods transporter (e.g. produce, firewood, scrap)
Bike delivery agent (e.g. food, packages)
Aggregator transporter (e.g. from farm to market)
Other
Can you select where in the supply chain the Waste Collection & Recycling entrepreneurs operate?
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Plastic or metal waste picker / collector
Scrap metal or bottle trader
Sorter / processor of recyclable materials
Supplier to larger recycling companies
Other
Can you select where in the supply chain the Fisheries or Aquaculture entrepreneurs operate?
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Fingerling or input supplier (e.g. fish feed, hatcheries, fingerlings)
Small-scale fish farmer (pond operators, Lake Kivu fisheries)
Fish harvester or catcher (e.g. artisanal fishers, lake-based fishing)
Fish trader / seller (selling fresh or smoked fish locally)
Fish processor (e.g. smoking, drying, freezing)
Transporter / cold chain logistics (fish delivery or storage)
Retailer or market vendor (selling fish in local markets)
Other
Can you select where in the supply chain the Education or Childcare entrepreneurs operate?
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Owner of informal or low-cost school (primary/secondary)
Private tutor or mobile educator (home visits or community-based)
Daycare or crèche operator (including home-based care centers)
Vocational or after-school instructor (e.g. digital skills, crafts)
Learning materials vendor or supplier (books, uniforms, stationery)
Transport or school shuttle provider
Food or canteen vendor for schoolchildren
Other
To what extent is your support model intentionally designed to engage and retain women entrepreneurs, especially in rural or underserved areas?
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Highly gender-responsive - We intentionally design our support to meet the needs of women entrepreneurs. Examples: use of female field staff or trainers, gender-tailored outreach or messaging, session timing/location adapted to caregiving roles, child-friendly spaces, women-only cohorts, or structured peer support.
Moderately responsive - We apply some gender-sensitive adjustments in our programming, but not consistently. Examples: occasional engagement with women’s groups, flexible scheduling in some locations, basic tracking of women’s participation, or simplified materials that are somewhat inclusive.
Minimally responsive - Women are welcome and do participate, but we do not intentionally adapt our design or delivery to their needs. Examples: no targeted outreach to women, no adjustments in format or delivery, materials and facilitation are the same regardless of gender.
Not responsive at all - We use the same program design for all entrepreneurs and do not consider gender in our outreach or delivery. Examples: no data on women’s participation, no specific actions taken to address gender barriers.
What are 1–2 things your team does to help women, especially in rural or low-income areas, access and succeed in your program?
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Do you track or measure any outcomes related to women’s engagement or success (e.g. % completing the program, income growth, business survival)?
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Yes, we consistently track and analyze gender-disaggregated outcomes across programs
Yes, we collect this data in some programs but not systematically across all
Partially, we track participation (e.g. % women enrolled), but not outcomes
No, we don’t currently track gender-specific participation or outcomes
Do you have any gender-focused reports, evaluations, or program documents to share? Kindly link here. (Examples: gender audit, impact report, evaluation findings, or curriculum adjustments.)
Reach & Relevance: Micro-Entrepreneurs Percentage Score
Small & Dynamic
Typical Annual Revenues: $60,000 – $325,000 (RWF 87 Mn – RWF 471 Mn). Description:Formal micro or small businesses (e.g. agro-traders, small manufacturers). 5–50 employees. Operate in structured industries and aim for expansion via systems or market growth. Able to absorb loan sizes between $5,000 - $15,000
Where are the small businesses you support primarily located? (Select the option that best describes your core footprint)
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Primarily in rural, semi-urban towns and secondary cities
Mix of urban, peri-urban, and semi-urban areas
Primarily in large cities/metropolitan areas
Fully digital (not location-bound)
Please list key districts where your small business support is concentrated. This information is crucial for our assessment, as it helps us match you with suitable participants.
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How do you typically access or recruit the small businesses you support? (Select all that apply)
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Direct outreach through field teams, consultants, or offices
Referrals from aggregators, cooperatives, lead firms, or trade associations
Networks of alumni or previous program participants
Broad digital or social media campaigns
Other
Can you describe how you typically identify or recruit entrepreneurs into your programs?
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Are you connected to any part of the supply chain or ecosystem where small businesses operate?
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We are deeply embedded - we actively collaborate with anchor firms, buyers, cooperatives, or aggregators who directly engage small businesses
We have some partnerships or access through adjacent actors (e.g., service providers, input suppliers), but not directly with buyers or aggregators
We have minimal exposure - we occasionally interact with small businesses but not through structured supply chain actors
We are not currently connected to any relevant supply chain or ecosystem
Please name any specific industry, firm, or value chain partner you work with to engage small businesses.
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How tailored is your program design and delivery to the needs of structured small businesses?(Choose the option that best describes your current model)
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Highly tailored - We offer support specifically designed for small, growth-oriented businesses (e.g. HR systems, compliance, market expansion, finance strategy)
Moderately tailored - We adapt some parts of our program (e.g. examples, case studies, coaching) but it’s not fully customized
Lightly adapted - We use general entrepreneurship content that is only occasionally relevant to structured small businesses
Not tailored - Our program was designed for a different audience
What are 1-2 examples of ways your program content or structure is specifically designed for small businesses?
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How would you describe your organization’s ongoing relationship with small businesses in the districts where you operate? (Select the option that best describes your level of engagement based on actual interaction patterns)
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We have long-term, recurring engagement with small businesses - many return for follow-on support, and we maintain regular contact through alumni activities, mentorship, or data tracking
We maintain relationships during program delivery and offer some follow-up, but do not systematically track or re-engage most entrepreneurs
We interact with small businesses mostly during program delivery, with limited follow-up or deeper relationship
We typically work with other actors (e.g. trainers or lead firms) and have little direct interaction with small businesses themselves
How do you maintain relationships with entrepreneurs after your program ends?
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Approximately how many structured small businesses (5–50 employees, formal or semi-formal) has your organization provided meaningful support to in the past 18 months? This refers to entrepreneurs who received more than one-off trainings — such as cohort-based programs, personalized coaching, growth support, or financial readiness services.
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200+ small businesses
100–199 small businesses
50–99 small businesses
Fewer than 50 small businesses
Please describe the type of support these businesses received and how you typically track their progress
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How do you deliver your support to small businesses?
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Hybrid with strong in-person component (mentors, hubs, site visits)
Balanced hybrid (equal mix of live and digital)
Mostly digital (webinars, online tools, remote coaching)
Fully digital (automated, self-paced platforms)
Have you adapted your delivery model to suit structured small businesses with teams?
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Yes
No
If yes, please explain how
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Do the small businesses you support have any operational or supply chain connections to rural or semi-rural areas? (Select the best fit)
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Yes – Many of our small business beneficiaries operate from or source inputs/sell products to rural or semi-rural areas
Some – A portion of our portfolio engages rural supply chains or customers, but most are based in towns or cities
Few – Most operate exclusively in urban settings with no rural ties
None – Our portfolio is fully urban and not connected to rural areas
Can you give an example of a small business in your portfolio that operates at the rural–urban intersection (e.g. aggregators, processors, or distributors)?
What are the most common industries your small & dynamic entrepreneur beneficiaries operate in? (Select all that apply)
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Agro-processing and agri-trade (e.g. packaged food, input dealers, produce aggregation)
Manufacturing or light industry (e.g. textiles, furniture, chemicals, small machinery)
Wholesale and retail trade (e.g. formal distributors, retail chains, branded outlets)
Business services (e.g. tech repair, cleaning, logistics, marketing)
Construction and real estate (e.g. contractors, building suppliers, finishing works)
Hospitality and tourism (e.g. restaurants, guesthouses, event companies)
Transportation and delivery (e.g. logistics SMEs, courier services)
Creative industries (e.g. fashion brands, media, crafts with export potential)
Health, wellness, or education (e.g. private clinics, fitness centers, learning centers)
Other
Please describe where in the value chain your Agro-processing and Agri-Trade beneficiaries typically operate
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Input distributor (e.g. fertilizers, seeds)
Agriculture(e.g. coffee farming, tea production, horticulture, beekeeping and honey processing)
Produce aggregator / bulk buyer
Processor / packager (e.g. coffee, grains)
Off-taker or regional distributor
Cold chain / storage services
Branded or packaged retail seller
Other
Please describe where in the value chain your Manufacturing / Light Industry beneficiaries typically operate
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Raw materials buyer
SME manufacturer (e.g. soap, textiles, chemicals)
Subcontractor for large firms
Assembler/equipment repair
Branded end product producer
Other
Please describe where in the value chain your Wholesale / Retail Trade beneficiaries typically operate
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Regional wholesaler/stockist
Multi-branch retail business
Distributor of imported goods
Agent for multinational or FMCG brands
Other
Please describe where in the value chain your Business Services beneficiaries typically operate
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Tech/IT support for SMEs
Logistics and last-mile delivery
Creative or branding agencies
Accounting, legal, or advisory firms
Other
Please describe where in the value chain your Construction & Real Estate beneficiaries typically operate
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Subcontractor for mid-sized builds
Finishing works (e.g. tiling, painting, plumbing)
Materials or equipment supplier
Real estate developer or agent
Other
Please describe where in the value chain your Hospitality & Tourism beneficiaries typically operate
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Hotel, lodge, or guesthouse operator
Catering or events firm
Tour operator or guide company
Hospitality supply chain vendor
Other
Please describe where in the value chain your Transport & Delivery beneficiaries typically operate
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Fleet operator or vehicle leasing firm
Inter-city goods transport
Delivery management or logistics tech
Urban courier service
Other
Please describe where in the value chain your Creative / Fashion / Export beneficiaries typically operate
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Fashion brand with structured production
E-commerce craft seller
Export-oriented artisan
Content creation or media agency
Other
Please describe where in the value chain your Health, Wellness, or Education beneficiaries typically operate
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Private clinic or lab
Fitness or wellness center
Vocational or learning institution
Edu-tech service provider
Other
Please describe any industry-specific support you provide (e.g. value chain linkages, access to buyers, export compliance, sector certifications)
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To what extent is your support model intentionally designed to engage and retain women-led small businesses?
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Highly gender-responsive - We intentionally design our support to meet the specific needs of women leading small, growing businesses. Examples: tailored outreach to women-led SMEs, targeted access to finance or investment-readiness support, women-led peer networks or mentoring, coaching adapted to gendered leadership barriers, delivery formats that account for time/mobility constraints, and disaggregated tracking of business outcomes by gender.
Moderately responsive - We apply some gender-sensitive adjustments to engage women-led small businesses, but not consistently across all activities. Examples: general inclusion of women-led businesses in outreach, some participation in leadership or growth programs, occasional female mentors/trainers, or partial disaggregation of growth outcomes by gender.
Minimally responsive - Women-led small businesses are included in our programming, but we don’t adapt the design or delivery specifically for them. Examples: outreach is gender-neutral, all businesses receive the same content and delivery, no gender-specific tracking or support strategies.
Not responsive at all - We use the same program design for all small businesses and do not consider gender-specific barriers in engagement or delivery. Examples: no insight into participation or outcomes by gender, no targeted inclusion strategies, no adaptations in program structure or leadership engagement.
What are one or two ways you ensure that women-led small businesses can effectively access and benefit from your programs?
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Reach & Relevance: Small and Dynamic Percentage score
Medium Sized Companies
Typical Annual Revenues: $325,000 – $650,000 (RWF 471 Mn – RWF 942 Mn), Description: More established enterprises (e.g. agro-processing cooperatives). 8–100 employees. Create new solutions for niche markets. Profitable, regionally strong, and growth-focused. Able to absorb loan sizes between $25,000 - $75,500. These questions help us understand how closely your organization is connected to Medium-Sized Companies in your context, especially women in rural or low-income areas.
How closely do the businesses you currently support align with the medium-sized enterprise definition?
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Employ 10+ staff
Generate Br9.7M+ annual revenue
Registered and tax-compliant
Operate in multiple locations or markets
Serve national or export markets
Please give 1-2 examples of businesses in your portfolio that meet this profile.
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How do you typically reach and recruit medium-sized enterprises? (Select all that apply)
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Through sector associations, Chambers, lead firms, or anchor buyers
Through referrals from investment networks or DFIs
Through alumni who scaled up from earlier programs
Through targeted calls or private invitations
Through broad digital outreach or public ads
Other
Which of these methods have proven most effective in attracting medium-sized firms?
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Where are the medium-sized businesses you support typically located?
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Primarily in rural, semi-urban and secondary cities
Mix of cities, regional towns, and rural areas
Primarily urban/metropolitan areas
Mostly digital/virtual, not location-specific
List the top 5 towns/cities where your medium business clients are concentrated.
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What are the main industries of the medium-sized businesses you support? (Select all that apply)
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Agro-processing, manufacturing, or logistics
Services, construction, or trade
Hospitality, education, health, or ICT
Other
Do you provide sector-specific support, networks, or compliance guidance? If so, how?
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How would you describe your level of trust and engagement with medium-sized enterprises?
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We have long-term, trusted relationships and offer high-touch support (e.g., mentoring, strategic advising)
We support them during programs and maintain some post-program engagement
We engage during delivery but rarely follow up afterward
We mostly engage through partners or intermediaries
How do you stay connected with medium enterprises after program completion?
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Roughly how many medium-sized businesses have received sustained support from your organization in the past 24 months?
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50+
25–49
10–24
Fewer than 10
Describe the type and duration of support these businesses received (e.g., consulting, finance readiness, export support).
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Do the medium-sized businesses you support have strong linkages to rural ecosystems (e.g., supply chains, workforce, sourcing)?
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Yes - Many work closely with rural producers, suppliers, or customers
Some - A portion of clients have rural ties
Few - Most operate in urban ecosystems only
None - No direct connection to rural or peri-urban economies
Can you share an example of a medium business with strong rural supply chain linkages?
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Reach & Relevance: Medium-sized businesses Percentage score
High-Growth Companies
Typical Annual Revenues: Over $650,000 (RWF 942 Mn), Description: Ambitious, scalable businesses with innovative models (e.g. tech startups, logistics, fintech). 10–250+ employees. Often VC-eligible or preparing for national/international scale. Able to absorb loan sizes between $100,000 and $300,000. These questions help us understand how closely your organization is connected to High-Growth Companies in your context, especially women in rural or low-income areas.
To what extent does your organization actively engage startups or high-growth companies in your programming?
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High focus - Our core target includes early/growth-stage startups and scale-ups
Moderate - We work with a mix of startups and SMEs
Low - We engage startups occasionally, but they’re not our focus
None - We don’t currently work with high-growth companies
Please share 1–2 examples of high-growth companies you’ve supported in the past 2 years (including sector, business model, and outcomes)
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How do you typically identify and engage high-potential ventures for your programs?
*
Direct outreach through founder networks, hubs, or alumni
Referrals from investors, accelerators, incubators, or universities
Open calls with targeted digital outreach
General digital campaigns or partnerships with ecosystem actors
What has been your most effective method for recruiting high-potential companies into your programs?
*
Where is your reach strongest when it comes to engaging high-growth companies?
National or regional presence across multiple innovation hubs
One major city or ecosystem (e.g., Kigali, etc.)
Remote-first, digital-only programs
Limited or no presence in key startup ecosystems
Which high-growth sectors do you most commonly support? (Select all that apply)
*
Agritech
Fintech
Healthtech
Edtech
Mobility/logistics
E-commerce
Cleantech/Energy
Manufacturing/Hardware
Creative/Digital media
Other
Please describe any industry-specific experience or networks you leverage to support startups in these sectors.
*
Which stages best describe the startups you support? (Select all that apply)
*
Idea-stage with MVP
Post-MVP, pre-revenue
Early traction (revenue, users, pilots)
Growth-stage (scaling nationally/regionally, raising Series A+)
Do you segment your programs based on company maturity or traction? If so, how?
*
Have any startups you’ve supported achieved any of the following? (Select all that apply)
*
Raised >$50k from angels, VCs, or accelerators
Scaled operations across multiple cities or countries
Secured major B2B contracts or institutional partnerships
Created 20+ jobs or significant market traction
Please highlight 1–2 standout ventures you’ve supported and their outcomes (e.g. funding, job creation, expansion).
*
To what extent is your programming tailored to high-growth venture needs?
*
Highly tailored - We offer investment readiness, data rooms, pitch coaching, OKR tracking, growth metrics, and matchmaking
Moderately tailored - Some support includes growth strategy, investor materials, or cohort-based mentorship
Lightly adapted - We use general entrepreneurship content
Not tailored - Our support is not suited for high-growth needs
What tools, services, or features do you offer that are specifically valuable to high-growth startups?
*
How strong is your network of capital providers that support high-growth ventures?
*
Strong relationships with active angels, VCs, or impact investors
Regular introductions to capital partners through pitch days or deal rooms
Occasional investor engagement, but no formal network
No structured investor connections
Can you share examples of startups that secured funding through your support or referrals?
*
Reach & Relevance: High-Growth businesses Percentage score
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Next
C.Capacity-Building Capabilities
Micro-Growth Entrepreneurs
Typical Annual Revenues: $6,500 – $60,000 ( RWF 9 Mn – 87 Mn). Description: Small businesses with modest but stable income (e.g., poultry, tailoring). 1–15 employees. Focused on local markets. This section focuses on how your organization helps Micro entrepreneurs, particularly those who are women-led, informal, or lower-income, engage with different types of financing options. These might include micro-loans, group-based lending, grants, or informal sources of capital. We’re interested in understanding the types of support you provide before, during, and after the financing process, and how embedded this is in your overall programming. Please answer based on your experience with financing in the Rwandan context, especially for amounts typically under RWF 6.6 Mn (loans ranging from $500–$4,500).
Roughly how many micro-entrepreneurs that you supported in the last 18 months successfully accessed external capital? (Please provide a number, not a percentage. We’re looking for a numerical estimate.)
*
What types of capital did they access most frequently? Please briefly describe the most common funders, lenders, or financial products
*
What was the average ticket size these companies received (In USD)?
*
What types of financing have the micro-entrepreneurs you support successfully accessed in the last 18 months?
*
Commercial micro-loans (e.g. from commercial banks, agency banks)
Cooperative or group-based loans
MFI or microfinance loans ((e.g., Urwego Bank, Zigama CSS, Duterimbere IMF, or Umurenge SACCOs))
Grants (e.g. NGO, donor programs)
Informal loans (e.g. family/friends, local savings clubs, community lenders)
None – we haven’t facilitated access to capital
Do you include financial literacy or loan readiness components in your program?
*
Yes - we offer structured training and personalized support for financial readiness
Partially - we include basic financial concepts or pre-loan awareness
Minimal - we touch on financial topics but without structure or follow-up
No - we do not currently include finance in our programming
Do you cover cashflow planning, recordkeeping, repayment coaching, or how to compare loan offers?
*
Do you help micro-entrepreneurs build basic records or reconstruct informal financial data to apply for financing?
*
Yes – we help track or reconstruct sales, expenses, and cashflow (even if informal)
Sometimes – only for selected entrepreneurs or specific programs
Rarely – we encourage it, but don’t support directly
No – we do not help with financial record preparation
Do you currently collaborate with any financial institutions or capital providers to help micro-entrepreneurs access financing?
*
Yes - we have formal partnerships (MOUs, structured referrals, linked programming)
Somewhat - we have informal relationships or refer entrepreneurs occasionally
No - but we’re exploring partnerships
No - we don’t work with funders or lenders currently
Can you list 1–3 institutions (e.g. MFIs, commercial banks, NGOs, grant-makers) you've worked with to support micro-entrepreneurs?
*
Do you offer support to micro-entrepreneurs after they receive financing (e.g. coaching on how to use funds, track expenses, or repay)?
*
Yes - we provide structured post-financing support (e.g. coaching sessions, repayment tracking, business guidance)
Somewhat - we check in informally or offer ad hoc advice
Limited - only when challenges arise or upon request
No - we do not engage post-disbursement
Can you describe one example of how you supported a beneficiary after receiving a loan or grant?
*
Do you support micro-entrepreneurs to form or join group lending models as a pathway to finance?
*
Yes - We actively help them form or strengthen lending groups and facilitate access to capital
Sometimes - We encourage group lending but don’t directly support formation or linkages
Rarely - Only engage with groups if they already exist
No - We do not engage with lending groups
Do you support micro-entrepreneurs in developing informal strategies to manage risk (e.g. diversification, saving groups, insurance, financial shock planning)?
*
Yes - Risk management is part of our curriculum or coaching
Partially - It’s discussed informally or integrated in some sessions
Rarely - We only mention it without structured support
No - We don’t address this topic
What are some practical tools or examples you’ve used to help entrepreneurs plan for risk?
*
How frequently does your organization help micro-entrepreneurs connect to buyers, off-takers, or larger customers?
*
Regularly and proactively - It’s a core part of our model
Occasionally - We make connections when opportunities arise
Rarely - Only in exceptional cases
Never - We do not engage in market linkage
Can you share an example of a successful buyer or off-taker connection you’ve supported?
*
Do you support entrepreneurs to join cooperatives, associations, or aggregators to improve their access to markets?
*
Yes - We actively facilitate entry into groups or collective selling models
Sometimes - We encourage it or partner with cooperatives
Rarely - Entrepreneurs may join on their own, but we don’t focus on it
No - This is not part of our model
Which groups or aggregator partners do you work with most?
*
How do you support entrepreneurs to improve their products and pricing for market success?
*
We provide regular training or 1:1 coaching on packaging, branding, and pricing
We include product/pricing topics in some of our programs
We sometimes provide informal tips or peer sharing
We do not provide this type of support
What’s one improvement you've supported that made a product more marketable?
*
Which channels do the micro-entrepreneurs you support primarily use to reach customers?
*
A mix of structured (e.g. coops, aggregators) and informal channels
Mainly traditional local markets or direct sales
Mostly resale or street vending with limited organization
We don’t have visibility on how they sell
Do you help entrepreneurs diversify or formalize their market channels?
*
Do you have evidence that your programs help entrepreneurs access better markets or increase their sales?
*
Yes - We track and report on market access outcomes (e.g. income, volume, new buyers)
Somewhat - We observe changes and document a few case studies
Limited - We hear anecdotes but don’t monitor it
No - We don’t assess market access or sales impact
If available, can you share any data or stories that demonstrate a shift in sales or market access?
Does your organization help micro-entrepreneurs access specialized expertise or technical training relevant to their industry or sector?
*
Yes - We regularly connect them with experts, trainers, or demonstrations in their field (e.g. agronomy, soap-making, tailoring)
Sometimes - We offer sector-specific training for selected groups or programs
Rarely - We touch on sector topics but don’t offer deep technical support
No - We don’t provide sector-specific technical expertise
Please list 1–2 sectors where you’ve provided specialized technical assistance (e.g. poultry, cassava, tailoring, agro-processing)
*
Do you use practical, field-based, or hands-on approaches to deliver technical expertise?
*
Yes - We organize field visits, demo plots, or hands-on sessions regularly
Sometimes - We include some practical demonstrations or field components
Rarely - Mostly theoretical or classroom-based support
No - We do not provide field-based or hands-on exposure
Can you describe one example of a hands-on or field-based learning experience you facilitated?
*
Do micro-entrepreneurs in your program have access to mentors or sector professionals?
*
Yes - We connect entrepreneurs with relevant experts or coaches for personalized support
Sometimes - We provide occasional access to external mentors
Rarely - Mentorship is informal or inconsistent
No - We don’t provide access to technical mentors
What types of mentors or sector experts do you typically involve in your programming?
*
Do you help micro-entrepreneurs improve the quality or compliance of their products or services?
*
Yes - We support them with certification processes, quality standards, or testing
Sometimes - We share guidelines or help informally improve quality
Rarely - We encourage improvement but don’t provide structured help
No - We don’t work on quality or certification
Please describe any examples where you’ve helped an entrepreneur improve their product or meet a specific standard
*
How do you make technical expertise accessible to micro-entrepreneurs who may be informal or have limited education?
*
Fully adapted - We simplify content, use local language, visuals, and practical formats
Partially adapted - Some use of visual tools or local translation
Minimally adapted - Mostly verbal explanation or peer-led
Not adapted - Content is technical or delivered in formal/English formats
What are 1–2 examples of how you simplify technical training for informal or lower-literacy entrepreneurs?
*
Capacity-Building Capabilities: Micro-Entrepreneurs Percentage score
Small & Dynamic
Typical Annual Revenues: $60,000 – $325,000 (RWF 87 Mn – RWF 471 Mn), Description:Formal micro or small businesses (e.g. agro-traders, small manufacturers). 5–50 employees. Operate in structured industries and aim for expansion via systems or market growth. Able to absorb loan sizes between $5,000 - $15,000
Approximately how many small businesses you supported in the last 18 months secured any form of capital?
*
What was the average ticket size these companies received(In USD)?
*
What types of financing have these small businesses accessed through your support?
*
Commercial loans (e.g., SME-focused banks)
Grants (e.g., donor programs, competitions)
Equity investment (e.g., angel, VC, impact funds)
Revenue-based or asset-backed financing
DFIs, accelerator funds, or structured debt
Blended finance or technical assistance with capital
None
Do you help businesses prepare for funding?
*
Yes - Financial modeling, decks, pitch practice, due diligence prep
Somewhat - Training and awareness, basic readiness
Minimal - Informal or peer-led learning only
No
How do you support internal capacity to manage finances post-funding?
*
Accounting setup, cost tracking, pricing systems
Use of digital accounting tools
Budgeting & cashflow tools
Payroll or compliance systems
Do you collaborate with financial institutions or investors?
*
Yes - MoUs, co-investment programs, shared pipelines
Informal referral relationships
Exploring partnership
No collaboration to date
Do you provide business guidance after a firm receives financing?
*
Yes - Strategic use of capital, repayment coaching, growth monitoring
Informal check-ins
Ad hoc only
No
Do you connect businesses to anchor firms, distributors, or corporate buyers?
*
Yes - Consistent and proactive B2B match-making
Somewhat - Limited to select businesses or sectors
Rare or ad hoc
None
What support do you provide to improve sales capacity and market readiness?
*
Structured support on brand strategy, storytelling, packaging
Sales channels planning and pricing strategy
Training on digital sales tools or CRM
None
Do you facilitate structured exposure or collective marketing efforts?
*
Yes -Trade shows, e-commerce enablement, or shared platforms
Some businesses only
Rare or passive
None
Do you help businesses meet regulatory or buyer requirements?
*
Yes - e.g. RSB standards, Rwanda FDA compliance, EAC export standards,
We guide or refer businesses for this
Limited knowledge or capacity
None
Do you track if businesses increase market share, buyers, or sales post-program?
*
Yes - With data systems or follow-up indicators
Case studies or feedback loops only
Anecdotal
None
Do you connect businesses to technical experts in their industry?
*
Yes - Strong roster or partnerships (e.g. agro-processing, tech, creative)
Some exposure to relevant experts
Minimal access
None
Do you help businesses formalize systems like HR, compliance, procurement, etc.?
*
Yes - Core part of our work
Training or templates only
Rare or ad hoc
None
How do you provide advisory or leadership development?
*
Matched mentors and executive coaching
Peer-learning or informal advisor networks
Minimal interaction
None
Do you help businesses adopt new tech or innovate offerings?
*
Yes - Digital tools, product design, innovation training
Some light exposure
Minimal
None
Capacity-Building Capabilities: Small & Dynamic Percentage score
Medium Companies
Typical Annual Revenues: $325,000 – $650,000 ((RWF 471 Mn – RWF 942 Mn), Description: More established enterprises (e.g. agro-processing cooperatives). 8–100 employees. Create new solutions for niche markets. Profitable, regionally strong, and growth-focused. Able to absorb loan sizes between $25,000 - $75,500
Approximately how many small businesses you supported in the last 18 months secured any form of capital?
*
Follow-up: What were the top sources (e.g., banks, DFIs, equity, grants)?
*
What was the average ticket size these companies received (In USD)?
*
What types of financing needs do your medium-sized business clients typically face?
*
Working capital
Asset purchase / equipment finance
Inventory or trade finance
Investment capital (equity or quasi-equity)
Expansion capital (growth debt, mezzanine)
None - We don’t support with financing for this group
How do you typically support entrepreneurs to prepare for or access these financing types?
*
Do you provide structured investment readiness support for medium enterprises?
*
Yes – We offer tailored support such as financial modeling, due diligence preparation, or term sheet negotiation
Partial - We offer general guidance or group-based sessions
Minimal - We provide ad hoc tips or templates
No - We don’t provide financial capability support for this group
What topics or support formats do you use (e.g. financial dashboards, pitch support, investor matching)?
*
Do you partner with any lenders or investors to support financing for medium companies?
*
Yes - We maintain formal relationships with banks, DFIs, or investors
Partial - We connect companies on request
No - But we plan to
No partnerships or referrals in place
List any capital providers you have worked with (banks, VC/PE funds, DFIs, local investors, etc.).
*
Do you continue supporting companies after financing is secured?
*
Yes - Through ongoing strategy or finance coaching
Somewhat - Informal follow-up or reporting support
Rarely - Only when issues arise
Not at all
How do you support medium-sized businesses with market growth?
*
We provide dedicated advisory on new customer segments, geographies, or channels
We support B2B/B2G contracts, certification for new markets, or export readiness
We offer basic market research or peer learning
We don’t offer market access services for this group
Give an example of how you helped a company grow its markets or improve its go-to-market strategy.
*
Do you facilitate connections to large buyers or anchor firms?
*
Yes - We have structured partnerships or industry-specific matchmaking
Somewhat - Occasional referrals or introductions
Rarely - Indirect or informal exposure only
No - We don’t support these linkages
Do you help companies refine their offerings for target markets?
*
Yes - We support product-market fit analysis, branding, packaging, value addition
Sometimes - Support offered in specific programs
Rarely - support is offered once in a while
No - We don’t offer product upgrading for this segment
What tools or experts do you use to deliver this support?
*
What access do your beneficiaries have to deep sectoral expertise?
*
We provide tailored technical or operational advisory (e.g. agribusiness, health, manufacturing)
We offer some access through coaches or partners
Limited - General business support, not sector-specific
None -We don’t provide technical expertise
Please name the key sectors in which you have built capacity or expert linkages.
*
Do you connect your medium-sized businesses to external advisors or mentors?
*
Yes - Formal mentoring programs or advisory board models
Sometimes - Mentor matching or limited expert engagement
No structured mentorship
Not applicable
How do you identify, vet, and manage mentor relationships?
*
Do you help companies strengthen governance or operational capacity?
*
Yes - We support legal structuring, governance practices, HR, internal systems
Somewhat - We provide toolkits or templates
Not directly - We refer them out
No such support
What are the most common institutional challenges you see in this segment?
*
Capacity-Building Capabilities: Medium Companies Percentage score
High - Growth Companies
Typical Annual Revenues: Over $650,000 (RWF 942 Mn), Description: Ambitious, scalable businesses with innovative models (e.g. tech startups, logistics, fintech). 10–250+ employees. Often VC-eligible or preparing for national/international scale. Able to absorb loan sizes between $100,000 and $300,000.
Which types of financing do you help high-growth companies prepare for or access?
*
Angel or seed-stage equity investment
Venture capital (VC) / institutional equity rounds
Growth loans or working capital loans from banks/NBFIs
Revenue-based financing / mezzanine capital
Venture debt / blended finance instruments
Grants (e.g. innovation, tech adoption, climate-linked)
Convertible notes / SAFEs
None - we don’t support financing for this segment
What types of capital have you seen the most success with?
*
Do you provide differentiated support depending on whether the company is pursuing debt or equity?
*
How many high-growth companies supported by your organization in the past 18 months have successfully secured external growth financing (equity or debt)?
*
What type(s) of capital did they raise or secure? (e.g. equity, bank loan, venture debt)
*
Follow-up: What was the average ticket size these companies received (In USD)?
*
Do you offer structured readiness support for companies pursuing different types of growth financing (e.g. equity, debt, venture debt)?
*
Yes - We deliver structured tracks tailored to each type (e.g. pitch coaching, financial modeling, debt prep)
Partially - We run one type of capital readiness program
Ad hoc - We advise on financing case by case
No - We don’t offer tailored capital readiness
Do you work with legal, compliance, or credit experts to prepare companies for lender due diligence or investment negotiations?
*
Do you have an active network of capital providers that includes both equity investors and loan providers?
*
Yes - We maintain warm relationships with both types and regularly facilitate introductions
Somewhat - We engage mostly with equity or mostly with debt funders
Informal - We refer on an ad hoc basis
None - We do not maintain capital networks
Please list 2–3 financial institutions or investors (VCs, banks, DFIs, venture lenders) that you’ve partnered with or referred ventures to.
*
Do you support companies after they receive capital (equity or loans)?
*
Yes - We provide coaching on fund utilization, KPI tracking, investor/lender reporting, and risk management
Somewhat - We check in informally or provide occasional troubleshooting
Limited - We advise only when challenges arise
No - We don’t offer post-finance support
Give one example of how you helped a high-growth company navigate post-investment or post-loan growth.
*
Do you support high-growth firms in refining GTM strategies or accelerating sales?
*
Yes - Dedicated sessions on sales funnels, customer acquisition, and growth metrics
Sometimes - Sales support is included in some programs
Rarely - We don’t focus on growth or sales acceleration
No - We do not provide this type of support
What are some tools or frameworks you use for this?
*
Do you help ventures build partnerships with large corporates or B2B clients?
*
Yes - We facilitate corporate pilots, procurement pathways, or enterprise sales
Somewhat - We make intros occasionally
Rarely - We provide tips but no access
No - Not part of our support model
Do you support high-growth firms to explore regional or international growth?
*
Yes - Through soft landing programs, export readiness, or international events
Somewhat - We offer information or lightweight support
Rarely - Limited support for cross-border scale
No - We focus only on local growth
Describe one example of how you’ve helped a company expand outside Rwanda.
*
Do your high-growth firms benefit from expert coaching, mentors, or advisory boards?
*
Yes - Structured mentorship pools with sector or founder-experience matching
Sometimes - We offer light-touch mentor access or informal networks
Rarely - Limited mentor engagement
No - No mentorship provision
What criteria do you use to recruit and match mentors?
*
Do you help scale-ups develop internal capacity (e.g. team, systems, boards)?
*
Yes - We support leadership development, governance design, and team hiring
Somewhat - We give advice but don’t embed it in programs
Rarely - Only upon request
No - Not part of our support offering
Do you offer product or tech advisory to digital/tech-driven scale-ups?
*
Yes - We provide UX, product-market fit, roadmap, or tech architecture support
Sometimes - Basic guidance or peer sharing
Rarely - No structured tech guidance
No - We don’t support tech ventures
What are the most common product or tech challenges you’ve supported?
*
Do you use structured tools to help startups measure and track business performance?
*
Yes - We co-design KPIs and use dashboards (revenue, churn, CAC, LTV, etc.)
Somewhat - We encourage tracking but use simple tools
Rarely - No structured metrics support
No - Not part of our programming
Capacity-Building Capabilities: High - Growth Percentage score
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Next
D. Operational capacities
These final questions help us understand more about your organization and the delivery capacity of your team, including your ability to provide weekly or bi-weekly in-depth support to entrepreneurs, starting from November 2025.
Your average annual budget (range) for the last 2 years?
*
Under $100,000
$100,000–$500,000
$500,000–$1M
$1M–$2M
$2M–$3M
$4M–$5M
Over $5M
How many full-time staff members does your organization currently employ (excluding interns or part-time volunteers)?
*
How many staff members currently provide direct support to entrepreneurs (e.g. coaching, mentoring, training, or field engagement)?
*
Are these staff currently engaged in other programs, or would they be available for dedicated support during other programs?
*
Based on your current team and delivery model, how many entrepreneurs do you realistically believe you could support with weekly or bi-weekly, hands-on coaching during a 12-24 month period starting in November 2025?
*
In which Provinces do you have a physical presence in Rwanda? Kindly scroll through the list and select all that apply
*
Kigali City
Eastern Province
Western Province
Northern Province
Southern Province
In which Districts do you have a physical presence in Rwanda? Kindly scroll through the list and select all that apply
*
Bugesera
Burera
Gakenke
Gasabo
Gatsibo
Gicumbi
Gisagara
Huye
Kamonyi
Karongi
Kayonza
Kicukiro
Kirehe
Muhanga
Musanze
Ngoma
Ngororero
Nyabihu
Nyagatare
Nyamagabe
Nyamasheke
Nyanza
Nyarugenge
Nyaruguru
Rubavu
Ruhango
Rusizi
Rutsiro
Rulindo
Rwamagana
Other
What would be required to increase this capacity? (e.g. new hires, operational funding, partners)
*
Kindly attach your financial proposal for the one-year implementation of the project. Please make a copy and complete the template here: http://bit.ly/4uD3oU7
*
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Is your organization legally registered?
*
Yes
No
Date of incorporation
*
-
Month
-
Day
Year
Date
Organization type
*
Please Select
Non-profit organizations (like NGOs, societies, and trusts)
Sole proprietorships
Limited company
Registration country
*
Please attach your certificate of registration
*
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Please acknowledge that you have read and understood the contents of the EOI document shared
*
Yes, I have
Total Percentage Score: Micro-Entrepreneurs Support
Total Percentage Score: Small & Dynamic Support
Total Percentage Score: Medium Sized Companies Support
Total Percentage Score: High-Growth Companies Support
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