In a world where boardrooms still grapple with truly addressing gender, sexual orientation, caste, race, and ability in the professional landscape, a 15-year-old changemaker is refusing to wait for permission. Abeer Kapur, Founder and CEO, Trusted Inclusive Futures Network (TIFN), is leading a bold movement to reimagine workplace inclusion—not as a performative checkbox, but as a culture built on empathy, accountability, and systemic change.
In this compelling interview with TheCSRUniverse, Abeer reflects on the experiences that shaped his journey from launching a blog at age four to creating a national platform for inclusive transformation. He shares the vision behind TIFN’s pioneering Inclusivity Charter, the challenges of being a teenage founder engaging with corporate India, and the deep impact of his work with the transgender community.
From his formative experiences at Columbia, Wharton, and MIT to organizing India’s first transgender-inclusive job fair, Abeer’s story is a testament to the power of young voices to ignite real change. As TIFN builds momentum through grassroots partnerships, skilling initiatives, and corporate engagement, this conversation offers a rare glimpse into what authentic, youth-led leadership in DEI looks like—grounded in purpose, informed by lived realities, and unafraid to demand more.
Read on as Abeer Kapur speaks to TheCSRUniverse about courage, culture, and what it takes to build a future where inclusion is not an exception, but the norm.
Q. At just 15, you're leading a national conversation on workplace inclusion. What was the moment or experience that sparked the creation of Trusted Inclusive Futures Network (TIFN)?
A. To begin with, I’d like to thank you for the opportunity to have this conversation on such a prestigious platform. I don’t believe there was a single moment that led to the conception of the TIFN Foundation. It was a series of events and conversations I witnessed from the age of four that began to shape my thinking and sparked a deep desire to help change how people treat one another. I even started a blog back then called “The Boy Who Will Change the World.” Today, I believe the TIFN Foundation has the power to shift mindsets and reimagine how we show up for one another, at work and in our wider communities.
Q. Starting something like TIFN at 15 takes courage. What has been the hardest moment so far; and what kept you going when things felt overwhelming?
A. When I first thought about starting this foundation, I was a naive 13-year-old with a big dream, believing the world would show up for a kid who just wanted to make a difference. But the constant rejection I faced while trying to get companies to sign our Equality & Inclusivity Charter was a humbling experience. I remember my mentor, Aakash Uncle, telling me, “For every 100 companies you approach, maybe one will sign. Just keep your head down and believe in yourself and your cause.” That stuck with me. It’s what kept me going.
Q. How does TIFN’s Inclusivity Charter differ from typical DEI policies we see in corporate India? Can you share the core principles behind the framework?
A. That’s a great question, and I’m really glad to answer. Most DEI policies in corporate India tend to stay broad and performative. They often speak about diversity in sweeping terms, without really digging into the systems and the structures that need changing. The TIFN Inclusivity Charter is different because it was never meant to be a checklist of a PR statement. It was built piece by piece, in conversation with the people it serves. It’s bold, specific, and is unafraid to ask companies for more than just good intentions. This Charter doesn’t stop at hiring targets or inclusive language. It maps out a complete cultural shift internally in companies’ workspaces. From rethinking how job ads are written to training interviewers, it sets standards for what inclusion should actually look like in action. It outlines clear responsibilities for leadership, transparent progress reporting, and makes room for ongoing feedback from employees. It’s not a static document, but is rather designed to evolve, just like the movement it is a part of.
Q. Your work places a special focus on transgender inclusion. What drew you to center this community, and what structural or systemic barriers do you think still stand in the way of equitable employment for trans individuals?
A. I’ve been visiting shelters and homes since I was four, through my mom’s work with the Angels Network. As I got older, I began leading my own initiatives with some of these homes. During one project with MITR Trust, I had a powerful conversation with Ms. Rudrani Chhetri, who shared the deep struggles and social exclusion the transgender community faces, especially when trying to gain skills or find work. That conversation stayed with me and eventually became the heartbeat of this foundation.
One major barrier is ongoing discrimination in hiring. Many transgender people are judged or rejected because of their identity. Even if they get the job, workplaces often lack basic inclusive policies, like using correct pronouns, having gender-neutral restrooms, or offering health coverage for gender-affirming care. Legal protection also isn’t consistent, so many have little support if they face harassment. On top of that, early discrimination often limits their access to education and job opportunities. Real change means more than just hiring. It requires inclusive policies and a true shift in workplace culture.
Q. Reports suggest a disparity between what companies claim and what marginalized employees actually experience. Why do you think inclusion remains largely symbolic in many corporate settings?
A. In many companies, inclusion remains symbolic because the focus is often on optics rather than real impact. While organizations may publicly support diversity, they sometimes fail to address the everyday challenges marginalized employees face or to create truly inclusive environments. Genuine inclusion requires ongoing commitment, cultural shifts, and active efforts beyond statements and initiatives
Q. Your work with organisations such as Mitr Trust focuses on skilling and placement for transgender talent. Could you share a specific success story that illustrates how these collaborations translate into long-term corporate retention, not just hiring?
A. At the moment, we’re a fledgling startup still finding our footing. We’ve conducted several community engagement workshops and successfully completed a few skilling programs for members of the transgender community. However, translating that into actual job placements remains a challenge. That’s why we’re hosting a job fair on July 25th to connect talented transgender job seekers with employers who value real inclusion. The event will feature qualified candidates with strong resumes, small business owners showcasing their work, and a fashion showcase by India’s first transgender modelling agency, BOLD. We’re honoured to have the support of powerful and respected individuals and my mentors Mr. Aakash Chaudhry and Mr. Faisal Patel, who have generously agreed to attend the event and lend their voices to this cause.
Q. As a young founder, how do you approach leadership, especially when engaging with senior executives or stakeholders in the corporate and policy space?
A. As a young founder, I lead with honesty and respect. When engaging with senior executives or policymakers, I focus on listening, learning, and showing up with a clear vision and purpose. I may be young, but I believe passion, preparation, and authenticity can build strong connections and open doors.
Q. You’ve participated in prestigious pre-college programs at Columbia, Wharton, and MIT. How did those experiences influence your thinking about business, ethics, and systems change?
A. Each program offered a unique lens that helped me see business not just as a path to profit, but as a powerful tool for impact. At Wharton, I was introduced to the idea that the next generation of leaders must rethink traditional business models to address systemic challenges. That mindset shift taught me that business can and should drive meaningful change. Columbia gave me a strong foundation in finance, but it also highlighted the ethical responsibilities behind financial systems. Who they serve and who they often leave out. It pushed me to think deeply about equity and transparency. In the MIT program, the focus was on action and leadership. We were encouraged to solve real-world problems with practical, scalable solutions, and to lead with empathy. I learned that leadership isn’t about control. It’s about listening, being flexible, and supporting others. Overall, these experiences taught me that real change takes ethical thinking, awareness of how systems work, and a commitment to designing solutions that improve lives.
Q. As TIFN grows, how do you plan to support and fund its work? Will it be through grants, CSR partnerships, or offering services to companies?
A. As TIFN grows, we plan to support our work through a mix of grants from government bodies, foundations, and philanthropic organizations, CSR collaborations, individual and corporate donations, and by offering services like inclusion workshops and policy consulting to companies. We have also developed internship modules and plan to engage volunteers to reduce operational costs and expand our outreach. This blended approach will help us stay sustainable while staying true to our mission.
Q. Beyond placement numbers, which three indicators best capture the systemic change TIFN seeks, and how often do you publicly report progress?
A. 1. Workplace Inclusion: This is measured by how comfortable and supported employees from marginalized communities feel in their roles.
2. Policy Adoption: This includes tracking the number of organizations implementing inclusive policies beyond hiring.
3. Community Empowerment: This is assessed through increased access to skills training and leadership opportunities within the transgender community.
Transparency is essential in any nonprofit. If we want people to support us, we have to be honest and accountable. That’s why TIFN Foundation will report its progress quarterly.
Q. If we revisit this conversation five years from now—when you turn 20—what systemic shift in India’s corporate DEI landscape would make you say, “Yes, TIFN moved the needle”?
A. If we revisit this conversation five years from now, I’d say TIFN truly moved the needle if inclusive hiring isn’t just a checkbox but a way of life, if individuals from marginalized communities are not just being hired, but thriving in leadership roles, and if inclusive policies become the norm, not the exception. That would signal real change. I’d also love to see companies take inclusion as seriously as they take profits. That’s the kind of shift TIFN is aiming for.
Q. What advice would you give to other young people who feel strongly about a cause but don’t know how to begin building change?
A. To every teenager reading this, never doubt yourself. Don’t let limited mindsets limit your potential. Your ideas matter. Believe in yourself, believe in your cause, and stay strong in the face of rejection. And if you’re wondering whether you can make a difference, the answer is yes. Start small. Start now. Start with your heart.
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