Saroj RijalMy family has sold clothes in Narayangarh since 1991 — wholesale and retail. Over the years it has built a network reaching around 750 active retail shops across Mid-Nepal as of 2026. I keep the accounts. When my father travels, his whole workload lands on me: the ledgers, the payments, the phone that never stops.
In 2023 our family opened Trishakti Apparel, a garment factory across the river in Gaidakot. It currently supports around 100 people, directly and indirectly. In 2025, it completed its first export shipment, and I helped prepare the related paperwork.
Software arrived through my brother. He built Scan ERP to manage the workflow inside our own garment operation — and then something happened that neither of us planned. Other manufacturers saw it, wanted it, and started asking for it. What began as a fix for one factory turned into a product, and he now builds it under his own company, Navayantra Labs.
That's what pulled me in. Not the code — the proof that a real problem, solved properly, finds the people who have it. And from the accountant's chair I could see the deal I have watched shop after shop here quietly run on: the owner hands the books to one trusted person, and hopes. I could not find software that fit how shops like ours actually work — thinking in Miti dates, VAT and post-dated cheques.
So we started Sahara — support, in Nepali — on one idea: any staff member can make an entry, the owner is notified the second it lands, and every side of that entry shows up in the reporting. Trust, but reconciled.
Along the way a test showed green while debit and credit were reversed underneath it, and while checking the accounting output I found the system reporting a loss of Rs 2,050 where the expected loss was Rs 300. It became the rule I build everything on: a green test is not proof. If you only show wins, you're advertising. I'm keeping books.