Interacting with women in a small community in Bihar helped Tejashwini realize that these conversations could determine the direction of an entire organization. It started with the topic of menstruation, and then the women began to share other problems. ASHAs workers explained what needs exist in the villages. As the issues grew, the scope of work expanded.
Today, the MurariJoti Foundation (MJWF) has reached about 3500 people. The organization works with approximately 1500 women and has distributed over 500 menstrual cups. However, the most significant aspect of this journey is not the numbers, but the fact that the work began not with a large project or funding, but with a simple conversation.
Such efforts are very important for understanding the healthcare needs of women in Bihar. Alongside the work of the Bihar government in health and awareness, women like Tejashwini, working on the ground, are driving change forward.
Recently, YourStory interviewed Tejashwini, the founder of the MurariJoti Foundation (MJWF). She spoke about the importance of direct communication with women in villages and small communities to understand their healthcare needs and provide them with accurate information.
Tejashwini's social work was not a decision made overnight; it began in her childhood. Her youth was spent in hostels in Bihar and Darjeeling. Her family gave her freedom of choice and the opportunity to ask questions. Attention was paid to understanding the body and mind, meditation, sports, and studies.
An event occurred around the age of 12 or 13 that changed her worldview. The daughter of a woman who worked in their home sought help while under stress due to domestic violence. Tejashwini advised the mother to let the girl stay with them. The mother asked her, 'If you want to change someone's life, what strength must you have to do it?' At that moment, Tejashwini could not fully grasp the question, but with age, its meaning became clearer.
Tejashwini states: 'Empathy alone is not enough to give someone strength. You also need knowledge, understanding, resources, and opportunities. If you support someone, you must be competent enough to make real changes in their life when needed.'
Tejashwini studied mass communication. During quarantine, when she spent almost a year with her family, she witnessed many mental health issues around her. She felt that people were struggling but couldn't talk about what they were going through.
It was then that the desire arose to seriously study psychology. She received a Master's degree in Psychology from the University of Essex. After that, in London, she worked on issues related to violence against women. As an independent domestic violence advocate, she helped women experiencing domestic violence and other difficult situations. During this period, she had to interact with doctors, police, schools, health services, and immigration-related people. This experience helped her understand that a woman's safety and health cannot be viewed in isolation.
Tejashwini explains: 'The circumstances of women there were different, but many issues were the same: how safe a woman is, how well she understands her body, and how independently she can make decisions about her life.'
Returning to Bihar in 2023, Tejashwini met Sajni, a woman who worked in her home. The conversation touched upon menstruation, and the topic of menstrual cups came up. Sajni heard about them for the first time. Later, she asked for a menstrual cup for herself and her daughter.
For Tejashwini, this was a small but important experience. She realized that information that was ordinary to her could be completely new to another woman. After this, she started talking to ASHA workers. A pilot study followed. The foundation of MJWF gradually took shape.
Initially, Tejashwini continued to work in London, covering the organization's expenses with her own income. Her conviction was that it was first necessary to understand what the community needed. In March 2026, she returned to India and started working full-time at MJWF. In July 2026, the organization also received the Grassroots Work Award from Goonj.
Today, MJWF's partners include the University of Essex and the British medical innovation company 10zyme, as well as the Medical College of Bhagalpur and the Bihpur Primary Health Centre.
MJWF's activities were not limited to menstruation. ASHAs workers pointed out the need for conversations with girls in schools. Following this, the initiative arose to help boys understand menstruation and female health. Then, the community identified other problems. People reported cases of diabetes, hypertension, and cervical cancer. Subsequently, medical camps for non-communicable diseases (NCD) were organized, where free screening was conducted. Participants were provided with information about free medicines and services available in government hospitals.
Tejashwini notes that the expansion of MJWF's activities did not happen according to a predetermined plan. She explains: 'One need led to another. The community told us that diabetes and hypertension were also serious problems. That's when the medical camps started. We also learned that many people didn't even know about the availability of free medicines in government hospitals.'
Working in rural areas, the biggest challenge was not resources, but trust. Initially, people asked why someone from outside was coming to them. Discussing topics like women's health and the body was not easy. The team did not rush, but constantly returned to the community. After a few months, people began to recognize them. Conversations became easier, and trust strengthened.
The situation is changing now. In many places, people are starting to ask their own next questions. According to Tejashwini, this is the most important stage for any social organization: when the community starts raising its own questions instead of waiting for outsiders to arrive.
In addition to health, MJWF is now exploring opportunities in education, employment, and entrepreneurship for women. However, Tejashwini does not want to impose any fixed model on the community. Her approach is to first understand the problem, then conduct research, and only then find a solution.
Tejashwini says: 'I do not want to decide what the future of the community should be. My job is to first listen to the people, then conduct research to understand the problem, and only after that do we build what is truly needed.'
This aspect distinguishes the story of MJWF from other social organizations. It did not start with a grand roadmap and did not have a ready-made model. There were conversations, there were questions, and there was a willingness to listen.
Today, the scope of these questions has expanded: from menstruation to non-communicable diseases, from health to education and employment. But the core idea remains the same: first listen. Then understand. Then act.
For Tejashwini, success may not come on the day MJWF reaches the largest number of people. A more important day will be the one when the community begins to recognize its own needs and can make its own decisions. In conclusion, Tejashwini says: 'If one day they no longer need us, that might be the greatest success of our work.'
