Policies & Process Flow With Structure

By – World Designing Forum

World Designing Forum: Five-Year Strategic Plan & Organizational Framework

World Designing Forum (WDF) is envisioned as a world-class platform for fashion designers, blending creative excellence with business growth opportunities. It aims to be a nationwide (and eventually global) community where designers of all levels – Upcoming, Emerging, and Established – can exchange ideas and access resources for expanding their brand and sales. The recently registered National Designer Awards (NDA) initiative will be WDF’s flagship annual event to recognize top talent, while its “Hire A Designer” program will drive year-round engagement and revenue. Below, we outline a comprehensive organizational structure, governance policies, revenue model, corporate partnerships, and a five-year roadmap to establish WDF as a sustainable, prestigious forum for fashion innovation.

Vision and Objectives

WDF’s vision is to operate on par with leading international fashion bodiess, ultimately fostering a thriving ecosystem for designers across India. Over the next five years, WDF will focus on:

• Empowering Designers’ Growth: Providing designers with opportunities for exposure, sales, and skill development (e.g. through the Hire A Designer platform and the Apparel Hub in Agra). Only the best designers selected via competitions will gain exclusive access to these resources, ensuring high quality and value for participants.
• Nationwide & Global Reach: Organizing state-level fashion shows and events to unearth talent in every region, culminating in the annual National Designer Awards – a prestigious national showcase. Top designers from state competitions will compete at the national level, and WDF will further aim to host international fashion shows or fairs, bringing global recognition to Indian designers.
• Financial Sustainability with Social Impact: Operating with a hybrid model that combines revenue generation (sponsorships, grants, fees) with not-for-profit goals of community building. WDF International Pvt. Ltd. (the parent company) will retain 25% of generated funds as reserves/profit, while 75% is reinvested into WDF programs across national and state levels for the designers’ benefit. This ensures a balance between profitability and industry development.
• World-Class Governance: Establishing a robust governance framework with multiple committees and boards so that decision-making is collaborative and transparent. No single individual or entity will have unchecked authority – a system of checks and balances will guide all major decisions to prevent conflicts or mismanagement. The ultimate objective is to build WDF into a “World Class Organization” that can attract government grants, corporate partnerships, and run large-scale events with credibility.

Organizational Structure and Governance

To manage its expansive activities, WDF will institute a multi-tiered governance structure at both the national and state levels. The structure is inspired by successful industry associations and is designed to distribute responsibilities and prevent any one body from having sole control. Key components of the organizational structure include:

• WDF Board of Directors: The top governing board comprising founding members and key directors. They provide strategic direction and oversight. The Board of Directors coordinates with the other committees, approves critical decisions/policies, and ensures the organization stays aligned with its vision. They also act as custodians of the 25% reserve fund and ensure compliance with any legal or corporate requirements.
• Selection Committee/Board (National): A committee of 7 esteemed members (e.g. senior industry experts or founding members) that is responsible for initial selection and election facilitation. This Selection Committee works with the Board of Directors to appoint the inaugural National Core Committee members (32 in total) and also oversees the selection of designers in key programs. Essentially, they act as an impartial body to ensure merit-based selection – whether for committee positions or competition finalists.
• National Core Committee: The primary executive committee at the national levell, envisioned to have 32 members representing different states or zones across India. The Core Committee includes the key office bearers of WDF (President, Vice-President(s), Secretary, Joint Secretary, Treasurer/Finance Controller, etc.) as well as other members who may head various domains (e.g. Events, Membership, Marketing). The Core Committee’s term will run for one year starting April 1, 2026, after which it is refreshed through an election process. Its duties include executing WDF’s programs (like the National Designer Awards and Hire A Designer project), coordinating state committees, and making policy or budget proposals for board approval. Members of this committee are experienced professionals or designers selected for their contributions and regional representation. Notably, WDF categorizes its designer community and leadership talent into Upcoming, Emerging, and Established tiers, ensuring representation of fresh talent alongside veterans.
• National Advisory Board: A 21-member advisory council composed of senior industry figures, veteran designers, and perhaps representatives from academia or government bodies. The Advisory Board is not involved in day-to-day management but provides guidance on industry trends, ethical practices, and long-term strategy. They also have a special role in governance: for example, they participate in voting for the National Core Committee’s President (as detailed in the election process below). Members of the National Advisory Board are appointed jointly by the Selection Committee and the Board of Directors based on their stature and expertise, rather than by general election, to ensure WDF benefits from seasoned advice.
• Corporate Partnership Board: Representatives from prominent companies who are major sponsors or strategic partners of WDF. These could include fashion retail chains, cosmetic brands, apparel manufacturers, lifestyle brands, or technology partners that align with WDF’s mission. The Corporate Board gives industry partners a voice in the forum – they can advise on market needs, support initiatives like designer-industry linkages, and vote in certain decisions (e.g. electing the WDF President) to ensure the organization’s leadership has industry confidence. This also encourages deeper commitment from sponsors, as they become stakeholders in WDF’s governance. (For instance, WDF could include corporate members similar to how the CFDA allows Corporate Affiliates to join and contribute through industry programs.)
• General Assembly Board: Broad membership open to all registered memberss, designers, and perhaps regional representatives who wish to take part. From this large community, a smaller General Assembly Board (with positions like President, Vice President, Secretary) will be elected to represent the general members’ interests. The General Assembly Board serves as a grassroots democratic forum: it can raise issues or proposals upward to the Core Committee and Board, ensuring the voices of everyday designer members are heard. The President, VP, and Secretary of the General Assembly Board also participate in key votes (such as national elections) as representatives of the wider community. This structure is “open for all”, encouraging transparency and broad participation at the base level.
• State Chapters and Committees: WDF’s structure cascades down to every state. Each state will have its own State Core Committee (with roles analogous to the national core – e.g. State President, State VP, etc.) and possibly state-level advisory boards or committees if needed. These state committees will organize local programs such as the state-level fashion shows (for the Hire A Designer selections) and coordinate local designer engagement. State Presidents will report to or coordinate with the National President and follow national guidelines to ensure consistency. The state structure mirrors the national setup to a degree (for example, a state may also have a small advisory panel of local industry experts and a general assembly of members in that state). Regional/Zonal Committees might be formed as an intermediate layer to group states by zones (North, South, East, West) for better coordination, especially when executing multi-state initiatives. Ultimately, the national body will guide state chapters, but states have autonomy to run local events and implement WDF policies on the ground.
• Executive Committee (Office Bearers): Within the National Core Committee, an Executive Committee (perhaps 5–7 members) will consist of the top office bearers – e.g. the President, Vice President(s), Secretary, Treasurer (Finance Controller), and any other key roles like Event Director or Communications Head. This smaller team handles urgent decisions and day-to-day operational approvals, working closely with WDF’s administrative staff (if any). However, they remain accountable to the full Core Committee and Board of Directors for major actions.
  
  Each component of this structure has clearly defined roles and jurisdiction to avoid overlaps. Importantly, all bodies are interdependent – for any major decision (policy, financial expenditure, etc.), multiple entities must concur, ensuring no single committee or person holds absolute power. This federated model draws inspiration from other successful organizations.

Election and Decision-Making Processes

WDF’s governance emphasizes democracy, transparency, and checks-and-balances Elections and selections are structured to involve multiple stakeholder groups:

• Core Committee Elections: Before the start of each term (the first term begins April 2026), members of the National Core Committee can nominate candidates (including themselves) for the key officer positions – President, Vice President(s), Secretary, etc. Nomination is limited to Core Committee members only (ensuring candidates have proven commitment and experience within WDF). After nominations, an election is held to choose the President and other top officers. What’s unique is the electoral college drawn from various boards to vote for the President: the 21-member Advisory Board, the Selection Committee, the WDF Board of Directors, the 9-member Corporate Board, and the General Assembly Board’s President, Vice President, and Secretary all cast votes. This multi- group voting system means the elected President must earn confidence across industry veterans, sponsors, organizational founders, and the general membership representatives, which legitimizes their mandate. No one group can unilaterally install a leader – e.g. the industry Advisory Board holds significant votes, but so do the corporate partners and member representatives, balancing interests. The Vice President(s) and other positions might be elected similarly or appointed by the new President with approval from the Board – this can be detailed in the bylaws.
• Advisory Board Appointment: As mentioned, the National Advisory Board is not elected by mass vote; instead, new Advisory Board members are chosen by a joint decision of the Selection Committee and the WDF Board. This ensures that respected experts are brought in based on merit and can remain somewhat above internal politics. Their tenure could be multi-year (e.g. 2-3 years) to provide continuity. They do not hold executive power, but their vote in critical matters like leadership election gives them influence commensurate with their expertise.
• General Assembly Board Election: The General Assembly (all members) will periodically vote for their own President, VP, Secretary (and possibly other roles) in a open election where every registered member/designer has a vote. This is akin to an annual general meeting of members in other associations. Those elected serve as the voice of the community and also participate in higher-level votes as noted. This encourages transparency – general members know they have representation at the top decision table.
• State-Level Elections: : Similarly, at the state chapter level, designers and members in each state can elect a State Core Committee or at least a State President and key officers. These state leaders then coordinate with the national Core Committee. The National President can be considered the leader guiding all states, but state committees have their own elections so that local leadership is empowered and accountable to local members. State elections might occur before the national one so that newly elected state Presidents form part of the electoral college for national roles (if the framework allows state reps to vote in national matters – the user’s description doesn’t explicitly say state Presidents vote, but it mentions they work under the national President). In practice, WDF might give state Presidents a role in national decision forums for comprehensive input.
• Committee Meetings and Decisions: All committees (Core, Advisory, Corporate, etc.) will have defined meeting schedules (e.g. quarterly National Core Committee meetings, an annual General Assembly meeting, etc.). Decisions within committees typically follow majority vote among that committee’s members, except where higher approval is required. For example, the Core Committee can propose an initiative or budget, but if it exceeds a certain threshold or strategic impact, it must be approved by the Board of Directors. No single person can make unilateral major decisions – even the President should get consent from relevant committees or the Board for significant actions. This is in line with good governance: just as requiring two signatures on a check prevents any one individual from having sole financial authority, WDF’s policy will be to require dual (or multiple) approvals for major organizational decisions. For instance, a new sponsorship deal might need sign-off by the Corporate Board and the WDF Board; a change in event format might need Advisory Board consultation and Core Committee approval, etc. These procedures ensure collaborative decisionmaking.
• Checks and Balances: WDF will formally document its internal control policies to maintain accountability. Notably, any financial expenditure or fund allocation from WDF’s accounts will require triple approval: (1) a designated WDF Board member (or the Board as a whole) must approve, (2) the National Core Committee’s Secretary (the chief administrative officer) must approve, and (3) the Finance Controller/Treasurer must approve. This multi-step approval ensures that no single person can withdraw or spend funds unilaterally, guarding against misuse. This approach reflects standard nonprofit internal controls where at least two authorized signatures are required for transactions. Additionally, regular audits and transparent reporting to the Board and General Assembly will be conducted annually.
  
  Through these governance measures, WDF is structured to be inclusive yet controlled: every stakeholder (designers, experts, sponsors, administrators) has a seat at the table when it comes to leadership and major decisions. This reduces the risk of any faction dominating and helps preempt future conflicts or power struggles.

Financial Model and Revenue Streams

To achieve sustainability, WDF will implement a profit-generating yet mission-aligned financial model. The aim is to fund WDF’s programs and growth while also providing a return (25% of surplus) to the parent company and maintaining reserves for stability. Key revenue streams and financial policies include:

• Corporate Sponsorships: Sponsorship will be the primary revenue source, especially for large events like the National Designer Awards and fashion weeks in each state. In India, major fashion events often rely on title sponsors and multiple associate sponsors – for example, (Other’s) Fashion Week and the former Wills India Fashion Week are heavily financed by corporate sponsors, which cover venue, production, and marketing costs. WDF will seek similar partnerships. We will target a title sponsor for the National Designer Awards (e.g. a cosmetic brand or retail chain) and numerous co-sponsors (from beverages to automobiles – lifestyle brands eager to reach fashion audiences). According to industry reports, a single fashion week event can cost ₹2–8 crore to organize, and sponsorship is the main revenue stream for organizers. By securing robust sponsorship deals, WDF can underwrite event costs and generate surplus funds. In return, sponsors get branding opportunities such as logo placements, event naming rights, and association with high-profile designers and celebrities. (For instance, car maker Skoda showcased a model at LFW, and DHL, a logistics firm, sponsors fashion weeks to reach the trendsetting audience.)
• Government Grants and Support: WDF will actively pursue grants or funding under government schemes related to arts, culture, textiles, or entrepreneurship. The Ministry of Textiles, Ministry of Commerce & Industry, and state government cultural departments are potential sources. The Fashion Design Council of India has shown the way by collaborating with government ministries on fashion and textile initiatives. WDF can pitch itself as a national capacity-building platform for designers, aligning with governmental goals (such as promoting Indian handlooms, empowering artisans, or generating employment in fashion sectors). Achieving a world-class stature will make WDF eligible for grants or sponsorship from government-organized events. For example, if WDF hosts an international fashion fair, bodies like the Tourism Ministry or Export Promotion Councils might provide sponsorship or logistical support. We saw a glimpse of government involvement in fashion events when the Ministry of Textiles itself organized showcases like “Bharat Tex 2025” to promote handlooms. WDF will prepare proposals to demonstrate how its programs benefit the industry and communities, thereby justifying public funding or subsidies. Government backing not only provides funds but also credibility and wider reach (e.g. being under a government umbrella could attract more participants from remote areas).
• Designer Participation Fees: : Designers participating in WDF-organized fashion shows (especially the state-level shows and National Designer Awards finale) will contribute a participation fee or entry fee. This is a standard practice in fashion weeks; even prestigious events charge designers for the slot/stage, albeit sponsors often subsidize these costs. In the Indian context, sponsorships have allowed designer fees to be relatively moderate – designers at (Other) Fashion Week might pay on the order of ₹1–7 lakhs for a show, whereas doing a show abroad could cost tens of lakhs. WDF will follow a similar model: upcoming designers might pay a smaller fee to enter state competitions, and those selected for national shows might pay a higher showcase fee (possibly tiered if they share a show). For example, WDF could have a structure like: state fashion show entry ₹X per designer (to cover local venue costs), and for National Awards showcase, designers might pay a presentation fee (which can be partly offset if they win prizes or via sponsor scholarships). These fees not only generate revenue but also ensure designers are serious and prepared (investing in their slot). However, WDF will be cautious to keep fees affordable especially for new talent, perhaps using sponsor grants to underwrite costs for “Upcoming” category designers. The revenue from fees will supplement sponsorship income.
• Membership and Subscription Fees: As WDF grows its community, it can introduce membership fees for designers or corporate members to access certain benefits year-round. For instance, a designer membership might include access to WDF’s networking events, listing on the Hire A Designer app, use of the Agra Apparel Hub facilities, etc. Initially, the focus is on competition and selection, but eventually a tiered membership (Student Designer, Professional Designer, Corporate Affiliate) could provide a steady income. (By example, XXXX charges a nominal processing fee and annual fees for members, and CFDA has membership dues as well for its designers). WDF can similarly have an Annual Membership Plan for those who want to join the community without necessarily competing – providing industry insights, workshops, buyer meets, etc., for a fee. Corporate Affiliate membership (for brands, retailers, etc.) can be a sponsorship-lite model where companies pay an annual fee to be part of WDF’s network and events.
• Events, Exhibitions, and Services: Beyond fashion shows, WDF can host ticketed events like designer pop-up exhibitions, seminars, or an annual conference. Revenue from ticket sales or stall fees (for trade fair booths) can contribute. The Agra Apparel Hub itself might generate income if it includes co-working studios or retail space – for instance, charging rent or commission on sales made through the hub’s showrooms. Similarly, the “Hire A Designer” app could eventually implement a commission model (taking a small percentage of any client contract or sale facilitated through the platform), or offer premium listings for a fee. These are future monetization avenues aligned with the mission of boosting designer sales.
• Merchandising and Ancillary Streams: As the brand “National Designer Awards” gains prestige, WDF could attract partnerships to create licensed merchandise (e.g. a coffee table book featuring top designers each year, event merchandise, or designer collaborations that share profits). While minor compared to sponsorships, these add to the profit model.
• Funds Allocation & Reserves: All revenues collected by WDF (from sponsors, fees, grants, etc.) will be pooled under the WDF International Pvt Ltd financial management. In line with the user’s directive, 25% of all funds (or surplus after costs) will be kept by the parent company as a secure reserve or profit share. Maintaining a reserve is vital for long-term stability – financial experts recommend nonprofits hold at least ~25% of their annual expenses in reserve to handle emergencies or lean periods. This retained amount can cover organizational overhead, investments in growth (technology, marketing), and act as a cushion for any losses. The remaining 75% of funds are earmarked for the National Core Committee to deploy in WDF’s programs across the states. Practically, this could mean budgeting that money for next year’s events, grants to state committees to run local activities, prize money for award winners, and member services. The National Core Committee has discretion to decide how to use these funds to best fulfill WDF’s objectives – whether issuing portions to state chapters or launching national initiatives – but always with required approvals as per governance policy. Before any major expenditure from these funds, approval must be obtained from the WDF Board, the Core Committee’s Secretary, and the Finance Controller, as discussed earlier. This tripleapproval rule ensures financial prudence and consensus on spending. Additionally, annual financial reports will be presented to the General Assembly for transparency. To summarize the profit model: by combining sponsorships, government support, and participant fees, WDF will have diversified revenue streams much like successful fashion weeks and councils. Sponsorships will likely contribute the bulk of income (as observed, big brands are keen to sponsor fashion events for publicity), government grants can cover specific programs (e.g. training workshops or craft clusters), and designer fees/memberships ensure stakeholders have skin in the game. This model is both ambitious and realistic – for example, XXXX’s mission explicitly includes “mobilize resources through government schemes, corporate sponsorships, direct investments, etc.”, which aligns with WDF’s approach. With disciplined financial controls and a clear value proposition to sponsors and members, WDF can steadily grow its funds while fulfilling its mission.

Corporate Partnerships and Sponsor Benefits

To build a “big platform” that supports designers’ growth, WDF will actively associate with corporates across various relevant industries. These partnerships are a win-win: WDF gains financial support and industry connections, while corporates gain marketing exposure, brand enhancement, and access to fresh design talent. We will target partnerships in sectors such as:

• Beauty and Cosmetics: Given the fashion industry’s close ties with beauty, cosmetic brands are natural title sponsors (e.g. Lakmé’s long-running association with fashion week). A cosmetics partner could sponsor makeup and styling for shows, launch new products during WDF events, and enjoy constant brand visibility. For instance, a deal with Lakmé or L’Oréal would mean the brand’s name on event branding (e.g. “National Designer Awards presented by [Brand]”), product booths at venues, and leveraging designers to showcase creative looks. The benefit to the sponsor is brand positioning as a trendsetter; as noted, Lakmé has used fashion week to unveil new lines every season, which keeps it culturally relevant. WDF can offer similar opportunities to a cosmetics partner (like exclusive rights to do all backstage makeup, etc.).
• Fashion Apparel and Retail Brands: Major retail companies or apparel brands partnering with WDF could gain first access to emerging designers’ collections and co-create product lines. For example, the former Wills Lifestyle brand not only sponsored India Fashion Week but also launched a signature collection tied to it. Similarly, WDF could collaborate with a retail chain (say, Shoppers Stop, Lifestyle, Reliance Trends, or even online platforms like Myntra/AJIO) such that the winners of the National Designer Awards get their capsule collection launched in the sponsor’s stores. This integration of designers with retail drives sales for both parties. Corporate apparel sponsors also get to shape consumer perception – e.g. Van Heusen’s sponsorship of a men’s fashion week made it be seen as a fashionable workwear brand. We can cite this success to potential sponsors: partnering with WDF signals that a company is at the forefront of style, appealing to younger, fashion-conscious consumers.
• Lifestyle and Luxury Brands:WDF events will attract celebrities, influencers, and HNI audiences, making it a fertile ground for luxury product placements (cars, watches, jewelry, premium beverages, etc.). Past events saw car brands like Škoda showcasing vehicles on the runway, and even categories like mineral water (Himalayan) sponsoring designers to highlight eco-themes. We can package sponsorship deals that include experiences – for example, a luxury automobile brand might offer a grand prize (like a short-term car lease to the ‘Designer of the Year’), or a jewelry brand might sponsor an award category. Their benefit is aligning with glamor and gaining publicity through media coverage of WDF events which often highlight sponsors by default.
• Textile & Craft Organizations:Since WDF’s goals include promoting Indian fashion and possibly crafts, partnerships with textile companies or councils (e.g. Grasim for fabric, local handloom cooperatives, or organizations like Handloom Export Promotion Council) could be established. These partners benefit by connecting with designers who may use their fabrics or crafts, and by the promotion of their materials on big stages. WDF could for example have a “Best Sustainable Collection” award sponsored by an eco-fabric manufacturer, thereby pushing mutual goals (designer gets a prize, sponsor gets recognition for sustainability).
• Technology and E-commerce:The Hire A Designer app and other digital initiatives open doors to tech partnerships. An IT sponsor or an e-commerce platform could support app development and gain access to onboard the curated designers. For instance, a partnership with a platform like Amazon Fashion or Nykaa Fashion can be envisaged – Amazon was previously a title sponsor for a Page 11 of 18 fashion week in India, which gave it a pipeline to exclusive designer merchandise. If WDF’s top designers retail through a sponsor’s platform, the sponsor gets unique inventory and marketing buzz. Tech companies can also sponsor hackathons or digital campaigns around WDF (e.g. a design challenge sponsored by Adobe or a fashion illustration contest by an iPad manufacturer). These associations enhance a tech brand’s creative credentials.
• Academic and Professional Institutions:Fashion institutes, trend forecasters, or consulting firms might join as knowledge partners, contributing funds or resources in exchange for branding and access to WDF data or talent. For example, an institute might sponsor an “Emerging Student Designer” segment for visibility among prospective students.
  
  To make these collaborations attractive, WDF will offer tangible benefits to corporates, such as: • Prominent branding on all event collateral, media releases, and the WDF app/website (ensuring constant brand recall in the eyes of attendees and viewers). • Hospitality and networking opportunities: sponsors can get VIP access to gala events, meet designers and celebrity showstoppers, host VIP lounges or afterparties. • Content and IP rights: Sponsors could get rights to use event footage or winner endorsements in their own marketing. For example, a cosmetic brand could run a campaign “Look created at WDF fashion week using [their product]”. • Strategic alignment initiatives: WDF can co-create campaigns that serve sponsor goals, e.g. a sustainability sponsor could have a say in a “eco-fashion” theme at a show, or a tech sponsor might power an “AI design” contest. • Talent Pipeline: Perhaps most uniquely, WDF can promise sponsors a pipeline of fresh designers for collaborations. A retail sponsor might end up signing a few of WDF’s top designers for capsule collections (like how many Indian designers got store deals post fashion weeks). Sponsors effectively get first mover advantage on the next big names in fashion. In return, WDF’s community gains from corporate involvement through funding and opportunities. More sponsors mean bigger budgets and wider reach – as one sponsor put it, “more sponsors means bigger budgets” for fashion events, which translates to better production quality and more buyer/media attendance. Also, when large corporates and government bodies are associated, designers feel the platform is credible and worth participating in (attracting the best talent). It’s a reinforcing cycle: strong partners bring success, which in turn attracts more partners. WDF’s partnership strategy, taking cues Page 12 of 1 from how Lakmé, Wills Lifestyle, DHL, Van Heusen and others have successfully leveraged fashion platforms, will focus on creating similar success stories. (For example, after a few years, we could highlight that “Sponsor X” joined WDF and launched a new product line which became a hit, or “Brand Y” found a star designer through WDF who is now a famous label – illustrating the ROI for partners.) WDF will maintain a Corporate Affiliate Program where businesses can join the forum officially, contributing financially and participating in our Corporate Board. Through regular sponsor meetings and feedback, we ensure their objectives are met without compromising the creative freedom of designers – maintaining that fine balance between art and commerce, because “unless art and commerce meet, fashion cannot mean business”.

Five-Year Strategic Roadmap

WDF’s journey from 2025 onwards can be envisioned in phases with clear milestones each year. This five-year roadmap integrates our organizational development, event expansion, and financial growth trajectory:

Year 1 (2025-2026) – Foundation and Pilot

In the first year, the priority is setting up the organizational infrastructure and launching pilot programs. Key actions:

• Form the initial Selection Committee and have the Board of Directors in place. Together, they appoint the first National Core Committee (32 members, possibly interim) to start operations.
• Officially launch the National Designer Awards (NDA) announcement for 2026 and the “Hire A Designer” campaign. Begin organizing state-level fashion shows in as many states as feasible (even if scaled-down initially). The goal is to host at least a small competition or talent hunt in each zone if not all states, to identify designers for the first NDA.
• Roll out the beta version of the “Hire A Designer” App/Platform. Populate it with profiles of an initial set of designers (for example, the top 500 designers from existing networks or those who sign up early). Simultaneously, ready the Apparel Hub in Agra – setting up operational guidelines for designers who will use it (like studio space, sampling units, or a storefront for their collections).
• Focus on branding and outreach: conduct press conferences and use social media to introduce WDF and its vision to the public. We would leverage any media coverage (perhaps tie-up with a fashion media partner or even news coverage on channels like Aaj Tak, since a file was provided with that context) to build buzz.
• Revenue in Year 1 might rely on seed funding from WDF Intl Pvt Ltd and a few initial sponsors. We might not get big sponsorship in the very first cycle, but we aim to secure at least one title sponsor for the NDA event and a handful of category sponsors (perhaps local businesses for state shows). Also, initiate discussions with government ministries for endorsements (even if funds come later, getting events under, say, “Supported by Ministry of Textiles” would be helpful).
• Success metric for Year 1: Successfully hold the first National Designer Awards 2026 event (likely in Q1 2026) and select winners. The winners and top participants are onboarded to the Hire A Designer platform and given access to the Agra hub. We should have, by April 2026, a functional organization with committees in place, and the first batch of designers benefitting from WDF.

Year 2 (2026-2027) – Expansion and Formalization

In year 2, WDF will refine and expand its programs based on lessons from year 1.

• Conduct the first official elections for the National Core Committee (for term starting April 2027, as the initial committee served one year). This will be a landmark internal exercise, involving the elaborate voting process with Advisory Board, Corporate Board, etc., thus fully activating the governance model. We aim to have all boards (Advisory, Corporate, General Assembly) constituted by this time to participate in the process.
• Scale up state-level operations: Ensure that by 2026’s end, every state (or at least a vast majority of states and UTs) has a functioning State Committee and has held a fashion show or selection event. These events can be branded under WDF (e.g. “WDF [State Name] Designer Hunt 2026”). We might introduce zonal fashion weeks – e.g. North, South, East, West – culminating from the state hunts, as a second filtering before national.
• Strengthen the Hire A Designer platform – incorporate feedback from year 1. This might include adding a feature for clients to post design gigs, integrating an e-commerce section for designers’ products, or hosting virtual fashion shows on the app. Increase the number of designers on the platform beyond the initial 500, possibly by offering the top performers from state events a place on it.
• Corporate partnerships: Having proven the concept with the first awards, aggressively pitch to more sponsors for the second year. Aim to bring on board at least one partner each in cosmetics, retail, and tech. Also, Year 2 is when we expect initial Government support to materialize (perhaps a grant from Ministry of Textiles to organize a special showcase for crafts as part of the NDA event, etc.). We might also align with international bodies (for example, invite a delegation from an international fashion council or participate in an expo abroad).
• Financial growth: With more sponsors and possibly modest membership fees introduced, increase revenue so that by end of Year 2, WDF covers its costs and generates a surplus (of which 25% goes to reserves). If Year 1 was partly investment mode, Year 2 should lean towards self-sufficiency.
• Success metric: Double the scale of the National Designer Awards 2027 – more designers (say 100 finalists vs 50 in 2026), more sponsors, and greater media coverage. Also, see tangible outcomes: e.g. a few designers from 2026 batch got retail deals or celebrity clients via WDF (stories we can publicize).

Year 3 (2027-2028) – Innovation and Elevation

By the third year, WDF should be an established name in India’s fashion industry. Now the focus is on innovation and elevating the platform’s prestige.

• Launch an International Collaboration: Perhaps an International Fashion Exchange Program where we tie up with a fashion week or council in another country. For instance, WDF could send a couple of top Indian designers to showcase in an overseas fashion week, and in return invite a few foreign designers to showcase at our National Designer Awards as guest entries. This raises WDF’s global profile.
• Initiate an event like “WDF International Fashion Summit”: A business conference on fashion entrepreneurship, inviting global experts. This can be sponsored by corporates and even government (for promoting India as a fashion innovation hub).
• Infrastructure growth: Consider expanding the physical infrastructure beyond Agra. If the Apparel Hub in Agra is successful (designers using it for manufacturing or sales), Year 3 might be time to propose another hub or collaborate with an existing garment park in another region. Also, upgrade the Hire A Designer app with AI-driven matchmaking to solidify it as a go-to resource for hiring designers.
• Financially: By Year 3, WDF might aim for a major government grant – for example, a grant to train 1000 young designers across India (skill development program) or to organize a special showcase for India@75 fashion celebration, etc., which infuses significant funds. Also, by this time membership numbers should grow, contributing steady subscription revenue.
• Governance: With maturity, review the governance processes for any tweaks. Perhaps increase the term of committees to 2 years if yearly elections are too rapid, or form new sub-committees like a Finance Committee or Ethics Committee as needed.
• Success metric: Recognition and awards. By the end of Year 3, WDF should ideally win recognition such as an industry award for contribution to fashion or be mentioned by government leaders as an example of a successful industry initiative. Also, the designers from WDF should start making headlines – e.g., WDF Award winners featuring in major fashion magazines or collaborations with big brands, showing the platform’s credibility.

Year 4 (2028-2029) – Consolidation and Global Outreach

In year 4, WDF consolidates its leadership position in India and reaches out further globally.

• Host an International Fashion Fair: Organize a major event in India under WDF’s banner, potentially in partnership with government and industry bodies. This could be like an expo where international buyers and designers gather, turning WDF’s annual event into a globally recognized fashion week or trade fair. It aligns with the objective to “hold International Fashion Show or Fair.”
• Monetization enhancements: If not done earlier, Year 4 is when WDF could start yielding profits to expand operations. The 25% retained earnings might be invested into creating a WDF Institute or Incubator for designers (for training, funded by surplus funds). Alternatively, consider a venture arm to invest in promising designer brands, creating potential equity-based returns that significantly boost WDF’s financial capacity while helping designers scale.
• Strengthen policy influence: Leverage WDF’s network to advocate for designers’ interests, such as lobbying for tax benefits for fashion startups or government grants to attend overseas fairs. While this may not directly generate revenue, it adds to WDF’s prominence and could lead to increased government support.
• Expand corporate partnerships: Explore collaborations with non-traditional sectors like technology giants interested in metaverse fashion shows or finance companies sponsoring entrepreneurial grants. With new tech innovations (AR/VR shows, sustainable fashion funding), WDF can lead in emerging areas with the support of forward-thinking partners.
• Success metric: By Year 4, the National Designer Awards (possibly rebranded as WDF Fashion Week) should be a fixture on the global fashion calendar. The aim is international media coverage and participation by foreign buyers and press. Financially, WDF should maintain a comfortable reserve fund—25% accumulations each year—equal to at least one year’s operating expenses, a hallmark of a stable and sustainable organization.

Year 5 (2029-2030) – Evaluation and New Horizons

In the fifth year, WDF will evaluate its initial journey and plan the next five-year strategy.

• Conduct a comprehensive impact assessment: Evaluate how many designers benefitted, sales generated through the platform, jobs created, etc. Use this data to attract even more backing, such as approaching international development funds or CSR arms of corporations for larger grants, citing our impact on livelihoods.
• Bid for hosting a renowned international event: Explore opportunities to host events like the “World Fashion Forum” or create a South Asian Designers conclave under WDF’s leadership in India.
• Consider structural expansion: Explore creating a WDF International Chapter or accepting members from other countries to truly become a “World” forum. Alternatively, franchise the model to other countries, such as helping set up a World Designing Forum – South East Asia, with WDF’s guidance to create a global network.
• Financial model refinement: After five years, analyze which revenue streams are strongest. For example, sponsorships and government grants might form 70% of income, designer fees 20%, and memberships 10%. Adjust strategies accordingly, such as introducing more membership benefits if membership is low or ensuring a strong ROI for sponsors to retain them long-term. The aim by Year 5 is to achieve not just sustainability but growth capital, with enough margin to invest in new initiatives or scale up successful ones.
• Leadership development: Ensure new leaders are rising through the ranks. After five years, some founding board members may step aside for new faces to keep the organization dynamic and prevent stagnation or closed circles.
• Success metric: By the five-year mark, WDF should be widely acknowledged as “India’s premier fashion designers’ forum.” It should ideally be financially self-reliant, profit-making while reinvesting 75% back into the community, and have a clear identity known for discovering top designers, producing high-quality fashion events, and driving the industry forward.

Throughout these five years, one core principle remains: every step must tie back to designer growth and industry development. The profit model is not pursued at the expense of designers’ interests but is built to fuel the platform that in turn benefits them. WDF will continuously involve its committees and boards to adjust plans annually, keeping the organization adaptive to new opportunities or challenges, whether from economic changes or technological shifts like digital fashion.

Conclusion

In conclusion, the World Designing Forum’s proposed structure and strategy position it for long-term success as a world-class organization in the fashion sector. By instituting a layered governance model with defined roles and checks, WDF ensures inclusive yet accountable management.

No single individual or entity can dominate decisions – consensus and oversight are built into policies, preventing conflicts and building trust among stakeholders.

The financial and profit model is robust, combining sponsorships, government funding, participation fees, memberships, and services. Allocating 25% of funds to reserves ensures sustainability, while reinvesting 75% towards designer development creates a virtuous growth cycle.

Crucially, outreach to corporate partners and government bodies not only brings in funding but knits the fashion ecosystem closer, allowing sponsors to gain brand value and designers to access new opportunities.

As the roadmap unfolds, WDF will expand, scale events, and innovate while staying grounded in community welfare. By year five, it will be a recognized global name empowering Indian fashion talent.

WDF is “one for all” in the design community – a forum uniting creative minds through smart policies, research, and partnerships. A balanced profit model and collaborative governance ensure trust, stability, and growth.

Finally, WDF’s evolution will be guided by learning from others, ensuring adaptability and resilience for decades to come, heralding a new era for fashion designers in India and around the world.