The Problem There has been a burgeoning interest in studies on women entrepreneurs in the past decade, but in most studies conducted thus far, the scope has remained narrow with the focus mostly on strategic perspective and not so much on the individual-level understanding of the entrepreneurs. Furthermore, the limited number of studies that have looked into novice women entrepreneurs are restricted to western hemisphere, and to our knowledge, no study has looked into narratives on how women entrepreneurs in India benefit from various developmental relationships over the course of their entrepreneurial journey. The Solution Using narrative inquiry, we explore the stories of six urban women entrepreneurs in India illustrating how and why they started their careers in entrepreneurship, the challenges they experienced along the way, and how the varied developmental relationships they nurtured over time supported them to cope with those challenges. The Stakeholders The article aimed at venture capitalists that extend support to women entrepreneurs and to women who are considering to pursue entrepreneurship. The findings can guide them to anticipate the challenges and opportunities commonly experienced by women entrepreneurs and appreciate the value of developmental relationships that help to sustain motivation to be entrepreneurs.

The Problem The Indian economy is one of the fastest growing in the world, but that growth is not accessible to all people. Women who exit the workforce and return face challenges that make staying more difficult. Challenges include poor perception of the likelihood of success, child care, time management, and work–family role balance. As a result, the process of returning to work demotivates many Indian women returnees (IWRs). The Solution The purpose of this article was to examine the cultural, social, and economic components of Indian women’s lives that may contribute to difficulties faced when returning to work after time away. We offer suggestions for the field of human resource development (HRD) to facilitate meaningful learning and development in the lives of these women and position hope as motivation for initiating change in the face of resistance. The Stakeholders The stakeholders of this issue are IWRs, the HRD professionals who may work with them, their communities, their partners and families, and the organizations that may employ them.

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