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No other national football player has represented Nepal more often than Biraj Maharjan. The 30-year-old, who made 73 international appearances for Nepal in his defending career spanning 13 years, debuted against Pakistan in 2008. Mahrajan was in the national squad that won gold at the 2016 South Asian Games and took home the trophies at the Bangabandhu Gold Cup (2016), AFC Solidarity Cup (2016), and Three Nations Cup (2021).

On the domestic front, Maharjan debuted with Sankata Boys SC in 2006. Further on, he has played for New Road Team (NRT), Three Star Club, Manang Marshyangdi Club, Machhindra FC, and Butwal-Lumbini FC. The veteran footballer has three Martyrs Memorial A-Division League titles under his belt—one each with Three Star (2012-13), Manang Marshyangdi (2018-19), and Machhindra (2019-20).

One of the most decorated Nepali footballers in recent times, Maharjan retired from national duties in 2021, the March 29 final of the Three Nations Cup against Bangladesh being his last appearance in red and blue. Coinciding with the ongoing Euro and Copa America tournaments, Pratik Ghimire caught up with Maharjan to talk about his post-retirement life and state of Nepali football.

How does it feel to hang up your national boots?

As I am still playing at the club-level, I don’t feel like I have retired. The previous month went well as we participated in the Nepal Super League (NSL). Right now, I am enjoying quality time with my family. Of course, I miss the national jersey, but we must accept that every beginning also has an end.

Biraj Maharjan thanks the supporters after Nepal beats Bangladesh 2-1 in Three Nations Cup final on March 29. It was also his last match in national jersey | Sunita Dangol

I will play a couple more seasons in the domestic league and then see what lies ahead for me. Even then, I am certain that I will be involved with football. I can’t think of life outside it.

Has a time come when Nepali players can survive solely by playing football?

Survival comes with recognition and recognition with opportunities. Earlier, we only had limited opportunities to prove ourselves. But now, it is much more convenient. Those playing for the national squad and the clubs are more financially stable, though aspiring players can still struggle.

The corporate sector should invest more in our young lads. Similarly, the government should categorize players and look after their well-being. They should be free from all forms of tension so that they can give their best on the field.

What kind of an impact will tournaments like NSL have on the national squad?

In my opinion, NSL or a similar league should have been in place at least half a decade ago. If that had happened Nepali football would have reached new heights by now. For instance, we can see how the Indian Super League helped the Indian squad. Besides the growth of good teams, these kinds of franchise-based leagues help boost the confidence of individual players. This in turn directly takes the national team forward.

Having said that, NSL still has a long way to go. I hope the organizers will resolve issues that surfaced in the inaugural edition. The league hasn’t been recognized by FIFA or AFC. The organizers should plan to get the recognition needed for the league to go international. 

The national squad recently got Abdullah Al Mutairi as the new coach. What do you think of his approach to the team?

Coach Abdullah Al Mutairi could have chosen a better team to coach, but he chose Nepal’s national team, considering its potential. Before taking charge, he had studied each player and their position. He has energized the squad with young players. That’s the best part of his approach. We may not have seen great results immediately, but Al Mutairi is preparing our team for a long and glorious run.

I had time to chat with him and found that he has a strong, positive spirit. We had seen his impact on the team within a few games—the attitude, mindset, and confidence level of players is high. I appreciate his efforts.

It’s often said the average height of Nepali players lets them down in international matches. They also appear physically weak.

For a player to deliver excellent performance, he must be physically, mentally, and tactically strong. We have always struggled with physical fitness, but these days we are much better. The national team as well as every club these days have qualified physiotherapists and they help maintain strength. After corporate investment in Nepali football, we have implemented essential diet plans and workouts and accordingly, performance has also improved. Besides, players have also realized it’s a necessity to spend quality time in the gym.

We can’t say it all boils down to it, but yes, the height disadvantage has contributed to many of our losses. In 2010, when we were playing Afghanistan during the SAF championship in Delhi, an Afghan player had jumped right over one of our defenders.

How have things changed after the infamous ‘match fixing’ scandal in 2015?

Those were the ‘black days’ of our football history and everyone—players, staff, and officials—was confused about the future. After the news broke, we were devastated, and it took a few months for us to recover. In between, we lost to Sri Lanka for the first time. Nothing was going well. But then coach Patrick Aussems entered the scene and helped revive the national team. Similar to what Al Mutairi is doing now, he refreshed the squad, provided exposure to young talents, and exuded a positive mentality, which we needed the most at that time.

For me, this was a turning point in our football. Every sector supported and helped us and soon, we won the Bangabandhu Gold Cup and the gold at the SAG. Our team has never looked back since.

For a long time, the SAF championship has been the gold standard for Nepal. When do you think the team can look for titles beyond this?

The SAF championship is like the World Cup to us. But I also think now is the time to aim for greater heights. We are in the third round of Asian Cup qualifiers this time and hopefully, our team will stage a good performance there.

Japan is one of the strongest teams in Asia and they have the goal of winning the World Cup in the next 50 years. We could also set a timeline to qualify for the World Cup. This timeline could be a couple of decades long. If all sectors work together, this dream is not so far-fetched. Nepali football team is always thankful for the immense support from spectators and we know they will always root for us. This will motivate our team to do better in every match.

With over 16 years of operating experience, the F1Soft Group is one of the biggest technology companies in Nepal and a proven pioneer in fintech (financial technology). F1Soft has created an ecosystem of digital products and services, including the very first and the most popular eSewa and Fonepay services that started a digital revolution in the country.

Catering to growing the needs of Nepali customers, F1Soft has been facilitating consumers’ access to financial services and enabling their inclusion in the formal digital economy with a diversified portfolio of Digital Financial Services (DFS). A team of 700+ management and technology professionals, more than 10 years of research and innovations and thousands of clients, F1Soft is a major influencer of fintech services in the Nepali market.

Sunny Mahat for ApEx talks to Subash Sharma, CEO of F1Soft International Pvt. Ltd, about the growing opportunities of fintech services in Nepal and the effects of the pandemic.

How do you see the growth trajectory of fintech services, especially after the Covid-19 pandemic?

In the past year, especially after the pandemic, we have experienced an encouraging growth in digital payments. Our conventional way of conducting business has been disrupted. Every business has been looking to adapt to the new normal. People are actively looking at ways to continue and identify better ways to conduct their businesses.

This has created new opportunities for fintech companies to partner with businesses in multiple aspects. Our platforms, especially eSewa and Fonepay, have seen increased transactions that include bank-to-bank fund transfers, utility bill payments and QR payments.

But when you talk about fintech services and the industry, it is not limited to payments. F1Soft is looking to develop innovative products to target other aspects of financial services. Last year we launched Foneloan, a digital lending platform. This has already been launched with more than five banks. Customer interest in the product has been exciting. This shows our customer base is ready for multiple digital financial services. We as a company focused on fintech are looking to introduce multiple products based on customers’ interest and demands.

Like most technology companies in the country, does F1Soft also face the challenge of high employee turnover?

Yes, high employee turnover is a pressing issue among all technology companies in Nepal. Compared to the industry, we are better positioned to handle the impact. F1Soft is proud to say that our employee retention rate is one of the best in the industry. At F1Soft, we have been able to instill a sense of achievement in our employees and they are proud to see the impact their work has created in the country and the economy.

What could be done to stop the ‘brain drain’ of technology professionals?

‘Brain drain’ is a big issue not just for us but for almost all the developing economies. It is not necessary to always see this as a disadvantage. Often, we have seen people gathering experience and exposure on a bigger stage which can be a huge advantage back home if they ever decide to return or send projects or create partnerships between the local companies and their international business partners.

Stopping brain drain is not just an issue to be handled by individual companies but at the level of the national economy. If our economy can grow faster, we will create attractive opportunities for our young talents. This will definitely help us retain our talents.

What next for eSewa and Fonepay, both of which have had great success?

eSewa has been in the digital wallet and payment industry for the past 12 years. Compared to the days we started when there was no payment infrastructure, today we have a robust infrastructure for digital payments. eSewa is credited for taking the lead in this. Today, we have created an industry and there are multiple companies working in this space including the ones promoted by big business houses. Fonepay has entered the market at the right time to promote digital payments by creating a common network of banks/financial institutions and wallets, and by promoting interoperability.

Though we have already created a robust infrastructure, we have not been able to influence more than 5 percent of the transactions; 95 percent of the market is still untapped. Our immediate focus is to increase adoption and become more inclusive.

Do you think digital money will ever have a dominance over paper money in Nepal?

Honestly speaking, in an economy like ours, I don’t see digital payments completely replacing paper money in the near future. But what is certain is digital payments will continue to grow as they promote convenience and transparency. With the growing need for businesses to be more transparent and customers always looking for convenient ways to make payments, digital payment is on the way to becoming more preferred. If we observe current trends, we see digital payments becoming the dominant form of payment in five years. We see usage of cash decline for all forms of payments. The future is less-cash rather than completely cashless.

Udeep Shrestha, heir to the well-known Panchakanya Group, is a member of a new generation of Nepali business people taking over traditional, family-owned businesses and turning them into major corporate houses. Equipped with the right education, the young generation is adapting quickly to the globalized world and making every effort to put Nepal on the international map for trade, business and industry.

Shrestha, who now leads the decades-old multi-industry conglomerate, is also involved in facilitating and promoting entrepreneurship in Nepal. Sunny Mahat of ApEx caught up with him to talk about the country’s current economic situation and opportunities for entrepreneurs.

How is the Panchakankya Group adapting to the changing times and the economic volatility brought about by the pandemic?

The past two years have been tough for most businesses, right around the world. At Panchakanya, we have taken most of our business activities online. We have also adopted digital documentation within the company and our dealer network, as far as practicable.

Similarly, we have reworked our minimum inventory level, receivable policy and cash flow cycle to make them as lean as possible.

Covid-19 is being seen as a threat to Nepali businesses. Do you also identify possible opportunities it might have created?

Yes, I guess every challenge brings with it an opportunity. The online space has now become the platform to be. With people being compelled to embrace mobile payments and more online buying, studying customer behavior and perception has opened countless opportunities in this arena. The past two years have been tough, but they have also led to a rapid adoption of e-commerce.

Similarly, with lower interest rates and an e-trading platform, the stock market has become more vibrant.

Do you think, after all these years, Nepali businesses can still blame ‘political instability’ for their failures or should businesses see it as just another threat?

Political instability is not something new in Nepal; it has been around for decades. As a result, I believe most businesses have already adjusted to the always-looming political uncertainty. Political instability may not be the only reason for business failure, but it is a reason that undermines and restricts the growth of most companies. It also discourages new investments. It may not be the primary reason a business fails but it is definitely the main reason many businesses may not at all start.

As the new NYEF chair, what are your plans to foster entrepreneurship among youngsters?

At NYEF, we have been utilizing the lockdown to enhance learning among our members and young entrepreneurs. Organizing these online learning sessions across our 10 chapters has allowed us to reach entrepreneurs around the country with valuable content.

NYEF, as the national host, is also currently organizing the Entrepreneur’s World Cup (EWC). The EWC is a global competition for startups with a cash prize of $500,000. NYEF is also closely working with ILO and the Ministry of Industry in developing the much-needed startup policy that will be a guideline for the use of the government’s recently declared challenge fund for subsidized loans for startups.

Further, we are working on developing an entrepreneurs’ portal. The online portal will have information every entrepreneur needs regarding registering, managing and growing a company. We feel this will be a good resource center for Nepali entrepreneurs.

It is also NYEF’s intent to be the voice for youth entrepreneurs in the country. To achieve the same, NYEF along with its chapters have been consistently communicating with all three levels of the government to address the challenges faced by startups and young entrepreneurs.

As a young businessperson yourself, do you think Nepal’s business community is accommodating and inviting for young people?

I think Nepal’s business community has always been inviting and encouraging to the youths. It is the bureaucracy, political uncertainty, challenges in access to finance and unclear policies and regulations that discourage the youth from coming back and doing business in Nepal.

It is important to understand that startups and new businesses are vital to the business ecosystem and key drivers of economic growth and sustainability.

The country is plagued by the Covid-19 pandemic. The health system has reached a critical stage where lack of oxygen and other health supplies has led to premature loss of life. In such a dire situation, the private sector has extended a helping hand to the government to manage the situation. Here’s an excerpt from conversation with Surendra Silwal, deputy managing director at Gorkha Brewery, a company that has stepped up to assist the government and the people to save lives.

What kind of support has Gorkha Brewery provided under its corporate social responsibility program to help those affected by the Covid-19 pandemic?
With support from Temasek Foundation, Singapore. and the Lotus Life Foundation, Gorkha Brewery has provided the government a variety of health products worth about Rs 250 million. The goods that arrived in Nepal on May 22 were handed over to Health Minister Hridayesh Tripathi on behalf of Gorkha Brewery the very next day.

We also expect additional medical supplies to arrive from Singapore in a few weeks. I would personally like to thank Benedict Cheong, chief executive officer of Temasek Foundation International, who played a vital role in providing the health care equipment.

What other activities is Gorkha Brewery conducting under its corporate social responsibility?
Under our CSR programs, we have run a myriad of different types of programs around the country. We run a school for children under Mukundapur Village Development project with the help of the Rotary Club. We provide all the expenses needed to run the school.

Apart from that, we have also been conducting free health camps at different times at the local level. We have been providing necessary assistance to other local schools from time to time. Similarly, we have provided and continue to provide necessary assistance for sports.

We also try to step in with whatever assistance possible during natural calamities and epidemics. 

What role can a private company like yours play to keep the country’s economy afloat? 
Our company, first of all, has contributed to keeping the country's economy afloat. In terms of production, we are producing something that would otherwise be imported. We are also trying to use local raw materials as much as possible. We try to reduce imports and that helps the economy. 

In addition, we are also creating thousands of jobs and also making huge contributions to the country’s tax revenues. 

Why do you think industries are failing to flourish in Nepal?
The role of the government is also important for the prosperity of industries. The government's policies should be industry-friendly to make industries and businesses flourish. We need long-term policies in our favor but we have a problem in this regard. Our policies keep on changing and we cannot keep up to them. There is too much bureaucracy and red tape that discourages industrialists both new and experienced.