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Recently, I was traveling in Nairobi with a Miller Center delegation, accompanying Solar Sister entrepreneurs selling clean cookstoves, when we suddenly found ourselves caught in chaos as protests erupted in response to the Kenya Finance Bill 2024. Our group, including Santa Clara University President Julie Sullivan, watched as the streets were overtaken by disenfranchised youth who had gathered to voice their anger, in protests organized through platforms like TikTok and X (formerly Twitter). As tear gas filled the air and the situation escalated, Solar Sister, which empowers women to become clean energy entrepreneurs, provided safe shelter in their local office, reminding us that they are accustomed to such challenges, and that we were secure in their care.

As I sat with them, I thought about other Miller Center enterprise partners working in difficult environments around the world. For organizations like them, operating in conflict zones or regions experiencing extreme political and social unrest, the challenges can seem impossible. But their resilience in the face of adversity not only enables them to overcome these obstacles, it provides valuable lessons for other businesses and entrepreneurs everywhere. I’ll share some of those lessons below, as highlighted by three Miller Center partners operating in three different crisis zones.

Building a Lifeline for MSMEs in a Disrupted Market

FastBeetle is a digital logistics company located in Jammu and Kashmir, a Himalayan region that has been historically disadvantaged socially, politically and geographically. In August 2019, the Indian government revoked the special autonomous status of Jammu and Kashmir — which it had previously allowed to have its own constitution and manage its internal affairs — and imposed an extensive internet shutdown to prevent unrest and maintain order. The communications blackout was the longest in any democracy, lasting for months and severely impacting education, business and healthcare. 

Today, the region continues to experience instability marked by violent encounters between insurgents and security forces. The dangerous unrest, combined with poor road conditions and mountainous terrain (where distance is measured in time not space), have hindered the ability of micro, small and medium enterprises (MSMEs) to reach last-mile customers. As a result, many MSMEs have closed their shops and moved to start businesses elsewhere.

Co-founders Abid Rashid Lone and Sheikh Samiullah launched FastBeetle in late 2019, just two months after the internet shutdown and shortly before COVID-19 and its ensuing restrictions. Recognizing MSMEs’ need for stable logistics, FastBeetle created a platform to streamline courier and logistic services, connecting informal and small business owners with last-mile customers, as well as the broader global market. “This is our home. We understand this is a conflict region, but whatever happens, we have to do our job,” explained Lone.

Leveraging the latest digital technologies to ensure efficiency and reliability, FastBeetle can provide timely pickups and deliveries through a robust management system accessible via mobile app and web platforms. In addition to facilitating traditional deliveries, they support innovative initiatives like the direct delivery of fresh produce, such as Kashmiri apples, from farmers to consumers, cutting out unnecessary middlemen and ensuring fairer returns for producers. Serving over 500 businesses — 80% of which are women-owned — the company has enabled MSMEs to thrive, despite the challenging environment. 

For FastBeetle, the key to overcoming adversity lies in understanding the unique local challenges and developing a solution that leverages technology to overcome physical and political barriers. “If Option A didn’t work, we’d move to Option B. For us, it’s always been about finding a way forward,” said Lone. For entrepreneurs everywhere, the lesson is clear: Understanding the pain points of your community can unlock opportunities and turn challenges into strengths.

Navigating Political Chaos with Quick Adaptation

Myanmar’s 2021 military coup threw the nation into chaos, leading to civil unrest, economic disruptions and an uncertain future. The crackdown on widespread protests resulted in hundreds of deaths and thousands of arrests, exacerbating existing humanitarian issues and leading to increased displacement and unrest throughout the country. 

For the social enterprise ONOW, which was incorporated in 2016 to empower female migrants with financial education and entrepreneurial coaching, the crisis directly threatened its mission. Matt Wallace, CEO and co-founder, responded quickly to the volatile environment by implementing remote work strategies and leveraging secure communication channels. But for Wallace, the biggest challenge the company faced during the unrest was the banking system shutdown. “It was difficult to pay the team. The foundation of everything was crumbling,” he said. “For about two weeks, I wasn’t sure we would make it.” 

Even in the face of these significant challenges, ONOW worked closely with local partners to ensure that their solutions remained accessible and effective. “Our sustainability as an organization is a testament to our leadership team, and the partnerships and systems that we put into place,” Wallace explained. These collaborations not only strengthened their efforts but also deepened their understanding of the communities they serve.

ONOW’s ability to navigate political upheaval showcases the importance of preparedness. When challenges are unavoidable, as was the case in Myanmar, having contingency plans and the ability to pivot quickly can be the difference between survival and collapse. For organizations in any context, cultivating strong partnerships and investing in operational systems that can weather uncertainty is a crucial lesson.

Addressing the Invisible Wounds of the Refugee Crisis

While organizations like FastBeetle and ONOW focus on providing tangible solutions in regions of conflict, Humanity Crew, a global NGO based in the Middle East, focuses on the often overlooked and intangible mental health needs of refugees and aid workers in crisis zones. This includes support for those fleeing to countries like Greece and Poland, as well as for affected communities in areas like Morocco, Turkey, Israel and Gaza. With over 120 million people forcibly displaced globally, the emotional and psychological toll of fleeing war, persecution and natural disasters is immense. But despite the clear need for mental health care in these communities, it is frequently an afterthought in humanitarian aid efforts.

Founded in 2015, Humanity Crew has worked to fill this gap by providing mental health and psychosocial services to reduce the risk of trauma and enhance functional resilience in children and adults affected by disasters. As co-founder and CEO Maria Jammal explained at the 2024 Clinton Global Initiative, “We started Humanity Crew to bring mental health to the forefront of the humanitarian crisis.” Their services include trauma counseling, therapy and psychoeducation delivered by mental health professionals who understand the cultural contexts of those they serve. By focusing on mental health, the organization addresses the long-term well-being of displaced individuals, facilitating not only their recovery but also their reintegration into society. As Jammal put it, “We work to transform the individual’s narrative so that they become not just a survivor, but the hero of their own story.”

Humanity Crew’s work underscores the importance of addressing holistic needs during crises. While food, shelter and physical safety are vital, mental healthcare is equally critical — for both the affected populations and for the frontline workers who serve them. 

Resilience in Action

My experience in Nairobi serves as a reminder that the strength and resilience of social entrepreneurs are what drive lasting change. Even in the harshest environments, innovation and impact can flourish. These organizations didn’t just adapt to difficult situations — they thrived by turning challenges into opportunities to support vulnerable populations. Whether it’s creating logistics solutions in conflict zones, empowering women migrants or providing mental health support to displaced communities, they found ways to make a difference where others might have given up.

Resilience is not just about endurance. Even in the toughest conditions, businesses can have a lasting impact — lifting others, supporting communities and proving that the hardest challenges often lead to the most meaningful results.

Brigit Helms is Executive Director of Miller Center for Social Entrepreneurship at Santa Clara University.

Photo courtesy of Humanity Crew.