Regional Indigenous Incubator for the Amazon: results and lessons learned from the pilot program (20

REGIONAL INDIGENOUS INCUBATOR FOR THE AMAZON Results and Lessons Learned from the Pilot Program (2023–2025)

1

CONTENTS I.

THE PROGRAM

4

II. THE PROGRAM… AT A GLANCE

12

III. OUR SHARED PATH

20

IV. PROGRAM PILLARS

28

V.

40

KEY IMPACT

VI. LESSONS FROM THE TERRITORY

50

VII. THE 13 INDIGENOUS-LED ENTERPRISES

56

THE PROGRAM

An initiative that strengthens the Indigenous economy in the Amazon Basin through an innovative governance and enterprise incubation model led by Indigenous organizations.

4

EXECUTIVE SUMMARY Across the Amazon Basin, Indigenous communities are advancing economic models that protect their territories while creating opportunities for their families and communities.

The Regional Indigenous Incubator for the Amazon pilot program (2023–2025) set out to test an incubation and governance model led

by Indigenous organizations to strengthen institutional capacities, establish clear mechanisms for identifying and supporting Indigenous-led enterprises, facilitate access to appropriate financing, and strengthen business capacities among Amazonian Indigenousled enterprises.

Supported by IDB Lab, within the framework of the IDB Group’s Amazonia Forever regional program, and the Gordon and Betty Moore Foundation, the initiative was implemented together with the Coordinator of Indigenous Organizations of the Amazon Basin (COICA), the National Organization of Indigenous Peoples of the Colombian Amazon (OPIAC), the Confederation of Indigenous Nationalities of the Ecuadorian Amazon (CONFENIAE), the Interethnic Association for the Development of the Peruvian Rainforest (AIDESEP), and NESsT.

“My dream is that one day the Amazon will say: the bioeconomy is truly viable, and people can make a living from it; and not that we wake up tomorrow to find the forest gone.”

Yuli Rodríguez, founder of BioIncos, (Colombia)

This document presents the main results, learnings, and perspectives from this pilot experience.

It is intended for partners, investors, Indigenous organizations, and Indigenous-led enterprises interested in understanding the scope of the initiative, the model implemented, and the opportunities it opens for strengthening Indigenous-led enterprises in the region.

The program strengthened governance capacities for incubation and accompanied 13 Indigenous-led enterprises with financing and technical assistance, reaching more than 1,700 families and supporting the conservation of 84,200 hectares of forest.

Craft-making at Chunaky Baru, Colombia.

Amazon region of Madre de Dios (Kotsimba Eco Lodge, Peru).

5

WHY SUPPORT INDIGENOUS-LED ENTERPRISES? Indigenous-led enterprises are productive models that build on community knowledge and practices to make sustainable use of the biodiversity and resources the forest offers — fruits, fibres, oils, other non-timber forest products, natural landscapes, and more — to generate economic value while preserving ecosystem balance.

The Opportunity The bioeconomy market is growing globally, driven by demand for natural, traceable, low-impact products and services from fair value chains.

This creates increasing market opportunities for Indigenous-led enterprises and allows their positive impact to continue growing.

Ecotourism in the Amazon (Painu, Colombia).

6

However, these enterprises face structural barriers to accessing financing adapted to their realities, technical assistance, and market opportunities that would allow them to strengthen and scale their models.

A PILOT MODEL TO STRENGTHEN INDIGENOUS- “Indigenous LED ENTERPRISES Peoples, through

To support well-being in the Amazon, the program worked to strengthen Indigenous economy programs and strategies. It did this by building the capacities of Indigenous entrepreneurs and expanding the support available to enterprises, helping them contribute to the livelihoods of Amazonian Peoples. The program also supported community-based models that conserve territories, value community knowledge, protect biodiversity, and strengthen local economies.

our cultural traditions and heritage, have not only lived alongside nature, we have coexisted with it. Our relationship with our resources, our territory, our Mother Earth, our Pachamama is symbiotic and harmonious.”

HOW IT WORKED IN PRACTICE

— Valerio Grefa, leader of CONFENIAE

We launched an incubation and governance model led by Indigenous organizations to strengthen community-based enterprises in the Amazon. Together, we co-designed governance models that ensure national organizations representing Amazonian Indigenous Peoples can take a leading role in managing the incubators.

THE PROGRAM’S FOCUS

The program followed a learning-by-doing approach. As Indigenous organizations strengthened their capacities, enterprises received incubation support, patient capital adapted to local realities, and continued follow-up throughout the process.

Strengthening capacity building & governance models

+

Transparent, standardized incubation process

+

Flexible, and responsive financing

=

Scaling Indigenousled enterprises in the Amazon

Why a pilot program?

We built the incubator as a learning space where the model could be tested, adapted, and improved. Its pilot nature reflects the program’s goal of generating evidence on which support models work best in Amazonian Indigenous contexts, and how they can be adapted, replicated, or scaled in the future..

Fishing activities (Kotsimba Eco Lodge, Peru).

7

Coffee harvest (Kanuja, Peru).

What does it mean to incubate and accelerate Indigenous enterprises?

Business incubation is a step-by-step process of technical and capacity-building support that helps turn an idea or initiative into a sustainable enterprise. It strengthens both the business model and the organizational structure, doing so in ways that are closely aligned with the cultural context and territorial realities of Indigenous communities.

Acceleration is a more advanced stage of support that helps established Indigenous-led enterprises scale their business models, broaden their market reach, and access capital — while respecting and strengthening their identity and impact in the territory.

Post-harvest guayusa processing (Ally Guayusa, Ecuador).

8

“Based on ancestral knowledge, we have been able to transform our products and add value to them.”

Aurora Tunay (Ruku Kawsay)

Wooden handicrafts (Chunaky Baru, Colombia).

WHY THIS REGION? The Amazon brings together a unique combination of biodiversity, knowledge, and productive practices, making it especially relevant for the development of enterprises linked to biodiversity.

Across this territory, Indigenous communities have shown for decades that it is possible to live in harmony with the forest. Drawing on ancestral knowledge, they have developed productive systems that coexist with nature and create economic opportunities for their families and communities.

At the same time, the region still needs expanded opportunities for sustainable economic development and stronger productive alternatives that help sustain forests and generate more stable livelihoods for the communities that live there.

In this context, when Indigenous communities strengthen their enterprises, they not only create more secure income; they also open new economic opportunities for future generations.

“Many young people here in the Amazon migrate to big cities because of the lack of jobs.

Sometimes they even move to other countries.

We don’t want that. We want employment here, in our own territory, in our own community.”

— Gerardo Chongo (founder of Sacha Waysa, Ecuador)

Tour of the “El Venado” Indigenous Reserve (Asozhonm, Colombia).

9

GUIDING PRINCIPLES

Sustainability

Building on centuries of Indigenous knowledge, protecting the forest sits at the center of the program.

This approach seeks to maintain the balance between sustainable resource use and ecosystem conservation, with responsibility to present and future generations.

This requires strong, stable, well-managed, and autonomous organizations that can continue leading their own processes beyond funding cycles.

Intercultural dialogues

The program is grounded in respectful exchange among cultures that actively listen and engage as equal partners. Indigenous Peoples’ knowledge, forms of organization, and worldviews are central to this process. Rather than applying incubation models designed for other contexts, the program adapted them to local economic, social, and cultural realities through co-creation.

Participation of women and youth

The program promoted the participation of women and youth in training spaces, decision-making processes, and activities linked to enterprise development. To support this, the pilot introduced concrete practices designed to broaden their participation. Participating enterprises adopted policies and good practices to promote women’s equitable participation and ensure that at least half of decision-making committee members were women. Young people were also involved in digital marketing training so they could take on specific roles within Indigenous-led enterprises. As a result, women and youth expanded their participation in the enterprises and strengthened their capacities to take on new roles within their communities.

“I want Indigenous women, young women and girls, to believe in themselves.

Life is not easy, but it’s not impossible for us to start our own ventures and support ourselves.”

— Lida Medina (founder of AMITLI, Colombia)

10

Brazil nut harvesting (AFIMAD, Peru).

Daniel Martínez / WWF Perú

Daniel Martínez / WWF Perú

Martín Huaypuna, founder of AFIMAD, Peru.

A SEED OF WELL-BEING When Martín Huaypuna, founder of AFIMAD, recognized the commercial potential of the huicungo (muru-muru) seed, he saw an opportunity. After conducting research and building connections at an Amazon Expo, with the support of the program, he and his partners started a new production line. Women play a central role in this activity. As Martín explains, “Women harvest huicungo in each community. They collect it, dry it, peel it, and bring it to us so we can market it through AFIMAD.” To organize this work, the women formed huicunguera committees, and the income generated goes directly to the women. They manage their earnings and decide how to invest them.

The impact is visible in concrete improvements in daily life: better food for children, and families now able to cover school supplies and education-related expenses. “The financial stability that comes from the huicungo line is palpable in the communities,” says Martín. Economic diversification has allowed families to move beyond dependence on a single annual Brazil nut harvest toward two business lines that are “environmentally friendly” and “directly contribute to forest conservation”. “Our communities have been transformed. Housing has improved. Family economies are stronger. People can purchase goods and invest in their children’s education.”

Read more stories like this at nesst.org

11

THE PROGRAM… AT A GLANCE

A summary of the program’s key figures, milestones, and achievements in strengthening organizations, incubating local enterprises, and expanding economic opportunities for Indigenous Peoples.

Ally12 Guayusa

13

Indigenous-led enterprises accelerated

USD

3

1,749

countries

families impacted

$738K

in funding mobilized for Indigenous-led enterprises

84,200 hectares of forest under conservation, restoration, and sustainable use practices

Sectors:

agribusiness, non-timber forest products (NTFPs), ecotourism, handicrafts, and textiles

26

publications and audiovisual assets

“It means a lot that the reality of our work – Indigenous and community-based tourism led by our peoples – is being recognized. We’re proud to share the results we’ve achieved and the new infrastructure that we’ll open soon.”

— José Yahuarcani (Legal Representative, Painu, Colombia).

Work activities (Kemito Ene, Peru).

13

KEY PROGRAM OUTCOMES: Indigenous organizations — COICA at the regional level, and OPIAC (Colombia), CONFENIAE (Ecuador), and AIDESEP (Peru) at the national level — led the development of a regional incubation model. The model integrates nationally based Indigenous incubators into a shared structure designed to channel investment more effectively toward Indigenous enterprises across Amazonian territories.

Indigenous leaders strengthened leadership capabilities and expanded their participation in national and international forums.

All participating institutions integrated approaches related to women’s participation and sustainability across their incubation models and enterprise management practices.

The 13 participating Indigenous-led enterprises gained direct access to tailored capital and credit, as well as hands-on technical assistance and dedicated support for communication and market positioning.

“Tourism has improved our lives. We have found a way to make use of what Mother Nature has given us — while caring for her.”

Ecotourism route in the “El Venado” Indigenous Reserve (Asozhonm, Colombia).

14

— Jhon Durante (President of Asozhonm)

COLLABORATION IN PRACTICE The program is the result of committed partners who collaborated to combine design and planning with specialized technical support, financing, and in-person support.

NESsT and COICA (Coordinator of Indigenous Organizations of the Amazon Basin) are the driving institutions behind the pilot since its design phase. Together, they developed and implemented the regional governance model and guided the overall coordination of the pilot across countries.

The national Indigenous organizations—the National Organization of Indigenous Peoples of the Colombian Amazon (OPIAC), the Confederation of Indigenous Nationalities of the Ecuadorian Amazon (CONFENIAE), and the Inter-Ethnic Association for the Development of the Peruvian Rainforest (AIDESEP)—were responsible for co-designing, piloting, and managing the incubators at the national level.

15

ACCELERATED ENTERPRISES

ASOZHONM

BioIncos

Sacha Waysa

Ally Guayusa

AMITLI

Ruku Kawsay Chunaky Baru

Asotexkich Painu

Kemito Ene AFIMAD Kanuja Kotsimba Eco Lodge

16

Colombia Ecuador Peru

AMITLI

Producing, transforming, and selling fariña (wild cassava flour), alongside traditional Amazonian cuisine.

Painu

Community-based ecotourism offering hiking, lagoon tours, wildlife watching, cultural experiences, and lodging.

Chunaky Baru

Producing and selling handicrafts made from wood, seeds, and natural fibers, rooted in the Tikuna and Cocama cultures.

BioIncos

Producing and marketing natural oils made from wild Amazonian fruits (cacay, burití, seje) for the cosmetics and personal care industries.

ASOZHONM

Community-based tourism centered on accommodation, food, and cultural experiences.

Ruku Kawsay

Producing and marketing organic guayusa (fresh and dried leaves, bottled beverages) using ancestral agroforestry systems (chakras).

Sacha Waysa

Community tourism and agritourism offering cultural visits, traditional gastronomy, music, dance, and lodging.

Ally Guayusa

Producing, processing, and selling guayusa and other Amazonian products such as jungle peanuts, macambo (white cacao), and bananas.

Asotexkich

Producing and manufacturing artisan textile garments inspired by Kichwa cultural identity.

Kemito Ene

Producing and marketing fine aroma cacao (beans and derivatives) and coffee (beans and ground/roasted).

Kanuja

Sustainable cultivation of coffee and cacao, including value-added products such as chocolate and roasted coffee.

AFIMAD

Marketing non-timber forest products, including Brazil nuts and muru-muru seeds.

Kotsimba Eco Lodge

Community tourism services offering guided tours, gastronomic experiences, and lodging.

17

“Investments in Indigenous enterprises have a significant impact on conserving the Amazon’s rich biodiversity and improving the economic well-being of its Indigenous communities.”

— Chad Sachs (CEO of NESsT).

“By supporting NESsT, we aim to equip Indigenous Peoples and Local Community-led businesses in the Amazon with the financial and business resources they need to grow their business and impact.”

— Maria DiGiano (Program Officer, Gordon and Betty Moore Foundation)

“It has been shown that Indigenous Peoples are the ones keeping the Amazon standing. That’s why it’s so important to weave together Indigenous and non-Indigenous perspectives, so we can truly build an Indigenous economy for the Amazon.”

— Fany Kuiru (General Coordinator, COICA)

18

“Our vision is to be autonomous and independent, and for the international financing mechanisms we hear about to reach our Peoples directly. Strengthening these mechanisms is key for us to grow economically and to reinforce our work as an Amazonian Indigenous movement.”

— Oswaldo Muca (General Coordinator, OPIAC)

“Through the incubators, we want to continue passing down knowledge from generation to generation, especially on conservation and ancestral wisdom. We also want to show that this knowledge can help us build economies that economically viable and essential for conservation.”

— María José Andrade (Leader of Indigenous Economy, CONFENIAE)

“Our approach is to provide training and support so enterprises can strengthen their marketing, access new markets, improve their management, and innovate their products. This is what helps them truly take off.”

— Nelsith Sangama (Leader of Indigenous Economy, AIDESEP)

19

OUR SHARED PATH

We conceived this program as a process built through ongoing dialogue and exchange, with clear lines of action and specific criteria from the outset to advance toward its objectives.

20

THE FIRST STEPS The program emerged as a joint initiative between NESsT and COICA, with the support of IDB Lab. Its core goal was to establish a mechanism through which Indigenous organizations could autonomously design and manage their own incubators – or broader Indigenous economy programs – strengthening governance and putting into place traceable processes to identify and support Indigenous-led enterprises.

NESsT contributed technical expertise in business incubation, acceleration, and enterprise evaluation. COICA brought the strategic vision needed to guide an Indigenous Amazonian model. OPIAC in Colombia, CONFENIAE in Ecuador, and AIDESEP in Peru were key to giving the program national relevance in each country. Workshops involving all these actors were essential to jointly define the structure of the governance and incubation models.

“Our aim is to contribute to this journey and lay the groundwork for incubators that support Indigenous-led enterprises. Strengthening these programs is a concrete way to improve local livelihoods and contribute to the conservation of territories.”

—Mauricio Verkooijen (Country Director, NESsT Peru)

Indigenous entrepreneurs during the Indigenous-led Enterprise Knowledge Exchange Workshop in Lima, Peru (2025).

Tourism route at Kotsimba Eco Lodge, Peru.

21

LEARNING AND CAPACITY BUILDING A central component of the program has been strengthening capacities and fostering meaningful learning within communities. This was achieved through in-person national and regional workshops and virtual learning spaces where leaders and technical teams deepened their expertise in areas such as incubation, acceleration, monitoring, governance, and sustainability.

“The lessons I take away from the workshop are truly valuable. Sharing experiences with entrepreneurs from different countries — and realizing, through this work, the many skills I‘ve developed as a representative — has been very meaningful.”

— Lida Medina (Founder of AMITLI, Colombia)

“The main objective of this workshop was to exchange experiences and knowledge among entrepreneurs from the three Amazonian countries—Ecuador, Peru, and Colombia. This created opportunities for greater learning and a deeper understanding of the challenges and opportunities they each face.”

— María José Andrade (Leader of Economy and Community Development, CONFENIAE)

Group activities at the Knowledge Exchange Workshop in Lima, Peru (2025).

22

The workshops were complemented by direct technical assistance to all 13 enterprises.

This support covered key areas such as financial management, digital marketing, women’s participation, social and environmental impact measurement, strategic planning, and organizational strengthening.

Training session at ASOZHONM, Colombia.

“Tambores de selva” “Tambores de selva” (Jungle Drums) is a digital learning platform developed by COICA to strengthen capacity building within Amazonian Indigenous organizations. In this project, we used it to deliver training modules for the incubators. This helps ensure that training does not depend only on in-person sessions, but remains permanently available for internal use.

The training included six sessions across two modules. The first focused on the early stages of incubation: enterprise identification, evaluation, and selection. The second module centered on long-term implementation: monitoring, management, and enterprise sustainability.

23

EXPANDING PARTICIPATION Indigenous youth are taking on roles of responsibility in enterprises such as Chunaky Baru and Painu (Colombia) and Sacha Waysa and Ally Guayusa (Ecuador). Through digital marketing and communications, they are complementing the work of older generations and adding value within the enterprises.

Indigenous women are playing central roles in enterprise management and community leadership. Examples include AMITLI in Colombia, an association made up of 96% women, Asotexkich in Ecuador, where 85% of members are women, and AFIMAD in Peru, where women lead the collection of huicungo fruit.

“What started out as a small initiative has grown into something much bigger, and I’m delighted with what we’ve achieved. Now we want to grow it even further.”

— María López (Founding partner of Asotexkich, Ecuador)

Community tourism that protects the forest in Sacha Waysa, Ecuador, and Painu, Colombia.

24

Workers with Ally Guayusa products.

Glenda Andy, founder of Ally Guayusa, Ecuador.

SEEDS FOR THE FUTURE Youth play a central role in the day-to-day operations of Ally Guayusa. Founder Glenda Andy shares how.

“Young people in our community manage our organization’s Facebook and Instagram pages and our website. They also support us with accounting. When older members arrive at workshops and struggle to complete forms or production records, young people step in and help them with documentation and technical sheets. They are the ones who record, organize, and finalize the information.”

These young people have also become essential for internal communication. “We share information with local youth in our WhatsApp group, and they pass it on to their parents,” Glenda explains. When distance limits in-person meetings, a single message sent to a young person’s phone ensures that decisions reach the wider community.

What Glenda values most, however, is the shift in confidence. Previously, she notes, “young people in our community had no voice or vote and they spoke with fear.” Through training and practical experience—supported by the program—they have gained autonomy. Today, they create content independently, present projects with confidence, and show a strong understanding of business management.

Read more stories like this at nesst.org

25

PUTTING THE PILOT INTO PRACTICE 2023

2024

MAR

APR

MAY

JUN

JUL

AUG

SEP

OCT

NOV

DEC

JAN

FEB

MAR

APR

MAY

Project launch

Initial agreements with national Indigenous organizations

Co-design of incubation governance models

Selection of first enterprises

Identifying additional Indigenous-led enterprises

This spread shows how the pilot was put into practice: from the initial agreements and co-design of governance models to the identification, selection, and support of enterprises. It highlights the stages and decisions that made coordinated progress possible across actors, and offers useful reference points for adapting this type of process in other contexts.

26

JUN

JUL

2025 AUG

SEP

OCT

NOV

DEC

JAN

FEB

MAR

APR

MAY

JUN

JUL

AUG

SEP

OCT

NOV

DEC

What made progress possible - Coordination among actors - Clear criteria for decisionmaking - Capacity building - Ongoing enterprise support

Due diligence and selection process for new enterprises

Training program for Indigenous Organizations

National and regional workshops with Indigenous Organizations

Knowledge exchange workshop with Indigenousled enterprises

Ongoing enterprise monitoring and support

27 27

PROGRAM PILLARS

The program is built on an intervention strategy that brings together different components to strengthen the autonomy of Indigenous organizations and support the growth of Amazonian enterprises.

28

The following components gave shape to this strategy and made it possible to put it into practice throughout the pilot.

Component 1: GOVERNANCE MODELS Indigenous governance refers to the practices and customs unique to each Indigenous People — the ways communities organize and make decisions regarding community life, territory, and natural resources. It is a central element of Amazonian social structure, rooted in values, customs, norms, and the guidance of political and spiritual authorities.

It shapes how leaders are chosen, how conflicts are resolved, how production is organized, how territory is protected, and how collective action is coordinated. Its overarching purpose is to ensure community well-being and the transmission of cultural knowledge, while maintaining balance between human needs and the spiritual and material relationship with nature.

“It is important that we, as Indigenous People, can lead our own financing processes.”

— Valerio Grefa (Leader of CONFENIAE)

Group activity at the Indigenous-led Enterprise Knowledge Exchange Workshop in Lima, Peru (2025).

Fariña processing (AMITLI, Colombia).

29

A Collective Approach: Governance Models for Incubation As part of the program, specific governance models for incubation were developed through a participatory process with COICA and the Indigenous organizations of each country. This collaborative effort strengthened leadership, capacities, and institutional frameworks.

Using a general structure informed by NESsT’s technical and financial experience, as well as sector best practices, we defined decision-making spaces, hierarchies, and key processes for selecting and supporting enterprises. We also established indicators and selection criteria such as community legitimacy, environmental sustainability, women’s inclusion, territorial impact, business maturity, and financial capacity.

“I am leaving this event with what feels like a second family.

I’ve met people from different Amazonian countries who have shared their knowledge and experiences with me. I am taking that learning back to my country and my organization to strengthen our work.”

— Gerardo Chongo (founder of Sacha Waysa, Ecuador)

Delegates from NESsT, COICA and the three national Indigenous organizations—OPIAC, CONFENIAE, and AIDESEP (2025).

30

Each national organization then adapted the model to its own context, organizational structure, and institutional vision—primarily during national workshops. As a result, OPIAC (Colombia), CONFENIAE (Ecuador), and AIDESEP (Peru) developed tailored models that incorporate local characteristics and terminology, reflect their institutional identity, and ensure the representation of grassroots members in its processes. These models have been integrated into existing organizational structures (e.g., Indigenous economy programs) and aligned with how each organization manages internal processes and engages with communities.

Today, for OPIAC in Colombia, the incubator is no longer an external project; it has become part of its institutional strategy for economic strengthening. OPIAC’s leadership in international forums reflects its growing role in promoting Indigenous, sustainable economic models.

Technical visit to ASOZHONM, Colombia.

The presence of these governance models also strengthens investor confidence and provides a solid foundation for future regional expansion.

Presentation during the Indigenousled Enterprise Knowledge Exchange Workshop in Lima, Peru (2025).

31

Inside the Governance Model: Committee Roles and Responsibilities Although each country’s governance model has its own characteristics and terminology, the program established a shared committee structure with clearly defined roles. This framework ensures the incubator operates with transparent processes, promotes community participation, and incorporates independent technical input.

Function: Defines the overall strategy of the incubator and makes decisions on enterprise selection, financing mechanisms, and strategic partnerships.

Indigenous Economy Committee

Advisory Committee

Technical and Operations Committee

32

Members: Indigenous organization leader (or delegate), economy lead, and incubator lead. May also include representatives from other organizational areas, affiliated groups, or strategic partners.

Function: Collects input from external experts on shortlisted enterprises. It does not make final investment decisions but provides recommendations to the Indigenous Economy Committee.

Members: External experts from relevant sectors, incubator leads, and local leaders from the entrepreneurship ecosystem. Additional guests may also be invited as needed.

Function: Implements the strategy defined by the Indigenous Economy Committee and oversees dayto-day operations. Responsibilities include enterprise sourcing, technical assistance, reporting, and operational documentation. This committee does not make strategic decisions.

Members: Incubator leader, portfolio managers, and operational staff. May also include representatives from other organizational areas, regional or local teams, and strategic partners.

Clarity and Structure

They clearly define how decisions are made — who is involved, in which forum, under what criteria, and at what stage.

Sustainability and Continuity

Reliability

They introduce technical criteria — such as business maturity, sales data, and repayment capacity — reducing the risk of arbitrary decisions and strengthening overall decision-making.

The model extends beyond the pilot phase, leaving well-defined roles and processes in place to support continued operation over time.

What Strong Governance Models Make Possible Legitimacy and Ownership

Traceability

They establish clear processes and decision points, making actions transparent and easy to follow.

Strong ownership among participating organizations helps ensure institutional support and buy-in.

Efficiency

They enable resources to be directed more efficiently toward Indigenous enterprises.

Strengthening these governance models has supported Indigenous-led organizations to manage capital, accompany enterprises effectively, and sustain long-term technical and financial partnerships.

33

Component 2: ENTERPRISE INCUBATION With governance models in place, Amazonian Indigenous organizations were able to implement a structured and reliable incubation process to strengthen Indigenous-led enterprises.

This process followed the stages outlined below:

1

Preparation of the preliminary investment memo

Identifying enterprises

Feedback and recommendations

3

5

2 Gathering initial information (organizational status, production capacity, sales data, community context, territorial analysis)

4

Submission to the Advisory Committee

Scouting

Due diligence

Given the political and cultural dynamics of the Amazon, the program did not launch an open call. Instead, it used a proactive scouting strategy to directly identify Indigenous-led Amazonian enterprises with strong potential to join the portfolio. This approach combined technical business prospecting with organizational criteria defined by the Indigenous Organizations in Colombia, Ecuador, and Peru.

Together with the national Indigenous organizations, we carried out in-depth evaluations of all shortlisted enterprises to assess their suitability for the program.

This included on-site visits by technical teams to verify operations and confirm that each enterprise met the established criteria. This process helps ensures transparency and that decisions are based on enterprise performance, impact, and potential. In this way, resources are directed to businesses with strong prospects for growth, long-term sustainability, and meaningful contributions to community well-being and conservation.

34

Once investment was approved, the incubation process provided tailored support to help each enterprise consolidate its business model.

Preparation of the final investment memo

7

6 In-depth evaluation (due diligence) • Field visits • Territorial and organizational verification • Financial model refinement

Impact metrics review, performance evaluation against objectives

8 Investment decision: defining the amount and combination of non-refundable and refundable funds

Investment memos We prepared technical documents to consolidate the findings from each evaluation process and set out financing recommendations. These memos served as a basis for informed decision-making by the committees and Indigenous organizations, helping define the amounts and types of support each enterprise would receive in line with the program’s principles.

10

9 Start of incubation/ acceleration: ongoing support, monitoring, annual performance memos, and possible reinvestments

“For us, the incubator strengthens entrepreneurship.

With this support, we can work, seek markets to sell our products, and improve living conditions for our producers.”

— Oscar Salazar Grefa (Ruku Kawsay, Ecuador)

35

Finding the Right Financing Financing needs in the Amazon The program worked with Indigenous-led enterprises at an intermediate stage of growth: no longer early-stage initiatives reliant on grants, but not yet ready to take on conventional bank loans with rigid conditions. They needed access to capital, but faced significant barriers in the Amazon, where financing options are scarce and available terms are often poorly suited to their realities.

A tailored hybrid financing model We designed a hybrid financing model tailored to the capacity of each enterprise. The model combines grants and refundable grants. The logic is simple: non-refundable grants provide operational support without adding pressure, while refundable funds act as a learning tool that builds financial discipline and entrepreneurial skills—reducing the risk of harmful indebtedness.

In this way, the program created financing products adapted to each enterprise’s possibilities..

“NESsT’s support was fundamental for us because we were coming out of a difficult period brought on

by COVID. We lost many customers, and our production levels also dropped.”

— Luis Cuadros (Office administrator, Kemito Ene, Peru)

Grants

Refundable grants

• Designed to strengthen organizational capacity and improve production conditions • Non-refundable, as funds are not intended to generate immediate revenue • Serve as support to strengthen social and environmental impact

• Intended for working capital and commercial activities • Refundable, as funds support revenue-generating operations • No interest is charged, and repayment is flexible based on each enterprise’s capacity • Serve as a safe mechanism for financial learning

36

What changed?

Throughout the program, enterprises improved their operating capacities, developed greater ability to manage financing, and made gradual progress toward economic autonomy and business sustainability.

Why patient capital matters Patient capital is designed for enterprises that need time to consolidate and achieve sustainable results. Unlike traditional investment, it does not seek quick returns. Instead, it offers longer timelines, flexible conditions, and strategic support.

This allows enterprises — especially those with social or environmental missions — to strengthen their business models and grow responsibly, without pressure to deliver immediate financial returns.

“We want to improve our quality of life, to grow, and to not be exploited by middle-men. We want our art to be sold and for tourism to visit us.”

— Adner Acosta (Legal representative of Chunaky Baru, Colombia)

Funds mobilized for Indigenous-led enterprises in the Amazon:

Total: USD $738K USD $531K in financing for Indigenous-led enterprises, structured as $352.5K in refundable grants and $178.5K in non-refundable grants.

USD $207K additionally leveraged for enterprises that took on additional environmental conservation commitments.

Cacao processing (Kemito Ene, Peru).

37

Component 3: COMMUNICATION, VISIBILITY, AND PARTNERSHIPS FOR GROWTH Promoting greater participation by Indigenous leaders and entrepreneurs in spaces for exchange, coordination, and decisionmaking is key to strengthening the Indigenous bioeconomy and broadening its opportunities for growth. Their presence in these spaces helps make experiences visible, share learnings, strengthen networks, and connect enterprises with new opportunities for collaboration and investment. In a context where Indigenous communities remain underrepresented in many of these spaces, the program sought to contribute to more active and direct participation through the following actions:

Supporting Indigenous entrepreneurs to attend national and international forums, strengthening their voices and presence Sharing program results and learnings with Indigenous communities, strategic partners, and the wider public Promoting the visibility of entrepreneurs, Indigenous-led enterprises and incubation programs Connecting regional networks and international alliances to expand opportunities for collaboration, investment, and long-term sustainability

“We traveled to Brazil, to Manaus, for a discussion where we shared that Amazonian women in Colombia also have enterprises.

I participated as a panelist to tell my story... and to learn from other ventures and see what I could adapt to my own.”

— Lida Medina (Founder of AMITLI, Colombia)

Over the course of the program, direct logistic and strategic support has allowed Indigenous entrepreneurs to travel to, attend, and speak at key events such as the Biodiversity COP 16 in Cali, Colombia, the Amazon Bioeconomy Summit in Manaus, Brazil, and the Pan-Amazonian Bioeconomy Network in Leticia, Colombia.

Amazon Bioeconomy Summit in Manaus, Brazil (2025).

38

Building visibility During the pilot program, the Indigenous organizations — COICA, AIDESEP, OPIAC, and CONFENIAE — developed their own strategic communication plans and produced content on the 13 accelerated enterprises. In total, 26 publications and communication assets were created through digital campaigns to strengthen visibility and market positioning.

These actions achieved a dual purpose: they expanded market visibility for enterprises while positioning Indigenous incubators as innovative models of local economic development rooted in cultural identity. This strengthened their recognition as key actors in Amazon conservation.

​​ community tourism center “A without social media or a website cannot reach the markets it needs. Entrepreneurs have made significant progress in digital management.”

Andrea Molestina (NESsT Portfolio Manager, Ecuador)

Communication is a key tool for making experiences visible, sharing learnings, and expanding opportunities for dialogue and coordination with partners, donors, and the private sector.

Video production for AFIMAD, Peru.

39

KEY IMPACT

The program has generated visible positive results. Beyond institutional strengthening for incubation and access to financing, it has fostered trust, coordination, and leadership, and generated a new understanding of how each enterprise can contribute to community well-being and the sustainable use of the Amazon.

40

NEW APPROACHES TO LEARNING AND DECISION-MAKING 1. Language as a tool for local ownership In workshops, entrepreneurs adapted technical terms into expressions aligned with their worldviews. This strengthened local understanding and encouraged organizational adoption of key concepts within their territories.

“The leaders of OPIAC, for example, don’t say ‘economy committee’—they say ‘abundance committee.’ For them, ‘economy’ is associated with scarcity, while ‘abundance’ refers to using and caring for the richness that nature provides.”

— Ricardo Díaz (NESsT Acceleration Lead, Peru)

Group activity with Indigenous entrepreneurs at the Knowledge Exchange Workshop in Lima, Peru (2025).

Cacao farmer (Kanuja, Peru).

41

2. How enterprises are identified and supported NESsT and the Indigenous organizations developed a flexible approach to identifying and selecting enterprises, tailored to the political and territorial structures of each community. Instead of open calls, they focused on active outreach through local networks, respecting Indigenous governance and collective decision-making. Compared to more conventional approaches, this led to stronger legitimacy, better territorial representation, and closer alignment with each organization’s priorities.

3. Innovation in production and technology The program supported Indigenous-led enterprises to diversify their production and develop added-value products in response to market demands and climate challenges. Many introduced new technologies – such as solar energy and fermentation equipment – while developing new processes and products. These changes strengthened efficiency, resilience, and competitiveness, showing that the Indigenous-led enterprises can grow while maintaining sustainable and environmentally responsible practices.

Packaged processed guayusa (Ruku Kawsay, Ecuador).

42

Guayusa processing plant (Ally Guayusa, Ecuador).

“I have an innovative product — a product that does not exist anywhere else in the world — and we hope it will succeed. It is a derivative of the Brazil nut. I am excited, and I am sure this will strengthen AFIMAD.” — Martín Huaypuna (Founder of AFIMAD, Peru)

Cacay selection (BioIncos, Colombia).

Yuli Rodríguez (co-founder of BioIncos, Colombia).

UNLOCKING THE VALUE OF THE FOREST When Yuli Rodríguez and Oscar Weck, founders of BioIncos, decided to purchase cacay from local Indigenous communities, they were met with deep skepticism. Cacay was a wild fruit, mostly eaten by animals and a few local families; no one saw it as having economic value.

Offering to pay for something that had always been “free” raised doubts, yet Yuli and Oscar persisted. They spent a week in one community, set up a small stand, and made a simple offer: “Bring us a bag of cacay seeds, and we‘ll pay you for it.” After a few days, one man arrived with a small bag, testing their word. When they paid him on the spot, everything began to shift. More bags followed. Then more families. Trust started to grow.

That small moment revealed a powerful idea: value can be unlocked by connecting what already exists to a market that recognizes it. It is not only about generating income; it is about showing that the forest can sustain a dignified economy while remaining forest.

Read more stories like this at nesst.org

43

MOMENTS OF PROGRESS Indigenous voices in global bioeconomy conversations The program successfully positioned the Indigenous bioeconomy in key global spaces, including the Impact Investor Dialogue Table held in Belém during the Bioeconomy Amazon Summit (2023). The participation of COICA, NESsT, and Indigenous-led organizations helped ensure Indigenous voices were heard directly by strategic partners and investors.

CONFENIAE launches “CON AMAZONÍA” In Ecuador, CONFENIAE integrated the incubator into its institutional structure and launched CON AMAZONÍA — a brand that promotes Amazonian economies and represents a major step forward in showcasing and advancing Indigenous entrepreneurship.

AFIMAD secures first “Declaraciones de Manejo” (DEMA) for sustainable forest use In Peru, AFIMAD obtained the first State-issued Declaración de Manejo (DEMA) for the sustainable use of huicungo (muru-muru). This milestone links forest management with value-added production, showing how Indigenous-led enterprises can combine conservation, innovation, and income generation.

Women leading Asotexkich In Ecuador, Asotexkich formed a board made up entirely of women, making it a strong example of women’s participation in the management and leadership of an Amazonian enterprise. As entrepreneur Diana Tanguila explains, the goal is to “grow as Indigenous women and succeed in international business.”

“I teach [our members] so that they learn and work to strengthen our women’s association.”

— María Cerda (Member of Asotexkich, Ecuador)

Garment making (Asotexkich, Ecuador).

44

Fariña production (AMITLI, Colombia).

Lida Medina, founder of AMITLI, Colombia.

THE WOMEN BEHIND AMITLI’S GROWTH AMITLI is not only one of the productive and sustainability engines of its region; it is also a space where women have strengthened their participation in enterprise management and in different roles within their community. This was reinforced by training workshops organized through the Regional Indigenous Incubator for the Amazon, which promoted women’s participation and helped build capacities among rural Indigenous women, a group that often faces barriers to accessing training opportunities.

The path was not without challenges. As founder Lida Medina recalls, the women entrepreneurs faced criticism and accusations, including claims that they wanted to “abandon their husbands.”

Today, when her 14-year-old daughter tells her, “Mom, one day I want to be like you,” Lida feels that all the effort has been worth it. Her daughter now has an Indigenous leader as a role model who travels, speaks for her community, builds an organization, and shows in practice how entrepreneurship can expand opportunities for women’s participation, work, and development.

Read more stories like this at nesst.org

45

EXPANDING THE MODEL ACROSS THE AMAZON The program is already creating momentum around Indigenous-led entrepreneurship and opening opportunities to adapt the model in other Amazonian territories. While the current phase focused on Colombia, Ecuador, and Peru, Indigenous organizations from Venezuela (Regional Organization of Indigenous Peoples of Amazonas – ORPIA) and Bolivia (Confederation of Indigenous Peoples of Bolivia – CIDOB) were also engaged. Their teams took part in trainings, exchanged learnings, and began exploring how to adapt the model to their own contexts. This strengthened regional exchange and laid the groundwork for future expansion.

Their involvement also served as a process of observation and capacity building, embedded within the governance structure of the regional incubator led by COICA, with the potential for deeper integration over time. Ultimately, this approach strengthens the wider Amazonian network of Indigenous-led enterprises and creates the conditions for the model to grow across the region.

“This meeting has been important for us – it helped us to connect with partners who want to support Indigenous-led entrepreneurship and strengthen the Indigenous economy.”

— Ania Arana (Vice President of ORPIA, Venezuela)

Participation in international events helps share the model and connect with new partners.

In the photos: the Amazon Bioeconomy Summit in Manaus, Brazil (2025), and the 16th Conference of the Parties (COP 16) on Biodiversity in Cali, Colombia (2024).

46

Visit to the forest (Sacha Waysa, Ecuador).

Gerardo Chongo (founder of Sacha Waysa, Ecuador).

GROWING WITH THE FOREST Gerardo Chongo, founder of Sacha Waysa, shares that this Indigenous-led enterprise and its community have restored more than 19 hectares of forest and are now witnessing the return of biodiversity. “The fauna is coming back,” he says. “Birds we hadn’t seen before are returning, and so are the wild animals… We are proud to see wildlife thriving.”

Here, caring for the forest is directly linked to generating income for the community. When tourism creates opportunities for everyone, it becomes more than a business: it becomes a way to care for memory, value traditions, and protect the forest on which the community depends.Today, every visitor is invited to plant a tree. More than a symbolic gesture, it makes them part of the forest’s regeneration, leaves a living mark in the community, and reminds them that conservation is also a shared responsibility.

Read more stories like this at nesst.org

47

THE WIDER IMPACT OF INDIGENOUS-LED ENTERPRISES Amazonian Indigenous-led enterprises not only drive individual economic growth; they also strengthen community cohesion and support conservation.

An external study conducted for this program by the consulting firm SISTME, examined how these enterprises reinforce local governance while protecting the forest. Their contribution lies in recognizing and managing the forest as an economic, social, and cultural resource.

Here are some of the identified benefits.

Kotsimba Eco Lodge team, Peru.

SOCIAL BENEFITS Strengthened community leadership Greater inclusion of women and youth in decision-making and production processes Renewed ancestral knowledge and stronger intergenerational transmission

More stable sources of income Strengthened organizational autonomy and decision-making within communities Greater community motivation through environmental results

More representative and resilient governance structures

“When you make sustainable use of native tree species that have historically been part of the ecosystem, you begin to coexist with the ecosystem—not destroy it.”

— Yuli Rodríguez (founder of BioIncos, Colombia)

48

ENVIRONMENTAL BENEFITS Sustained low-impact production practices Production diversification that reduces pressure on the forest Reduced deforestation while supporting soil regeneration and maintaining forest cover in critical areas Stronger biodiversity conservation and ecosystem services

In most enterprises, reduced deforestation or no deforestation was recorded.

Positive evidence of reforestation was also found in direct association with the enterprises Sacha Waysa in Ecuador, and Kotsimba and AFIMAD in Peru.

(SISTME. Analysis of the relationship between Amazonian Indigenous enterprises, governance, and land conservation.)

“We want visitors, our own community, and the children who come after us to see these animals – to hear, feel, and experience the territory.

That is why we came together: to preserve it, to set an example, and raise awareness within our community.”

— José Yahuarcani (legal representative of Painu, Colombia)

Forest under sustainable-use practices in Madre de Dios (Kotsimba, Peru).

49

LESSONS FROM THE TERRITORY

50

The program generated important lessons that lay the foundation for future action. These insights help ensure continuity, open new opportunities, and scale the impact of Indigenous-led enterprises across the Amazon.

LESSONS LEARNED

Strengthening Indigenous-led economies requires tailored, intercultural support, the building of trust, and a clear long-term commitment. Any initiative seeking to engage must integrate these principles from the design stage.

Greater effectiveness is achieved when processes align with the political, cultural, and territorial priorities of Amazonian Peoples. Regional grassroots organizations should be involved at every possible stage. Balanced participation between political and technical teams strengthens the relevance, legitimacy, and continuity of decisions.

Business management tools and practices are most effective when adapted to Indigenous contexts, using culturally grounded language, methods, and concepts. This approach fosters ownership of processes and active community participation.

“Support has been key to implementing new techniques, improving working conditions for our artisans, and contributing to their quality of life. We have been able to innovate, and today we create with greater strength.”

Working session at the Conference of the Parties (COP16) on Biodiversity, Cali, Colombia (2024).

— Adner Acosta (Legal Representative, Chunaky Baru, Colombia)

Community tourism experience (ASOZHONM, Colombia).

51

MAIN CHALLENGES AND RESPONSES During the pilot program, several context-specific challenges emerged that could have affected results.

In response, we applied strong mitigation measures and all partners coordinated closely. Below we outline most relevant challenges and how we addressed them.

“We created the enterprise Kotsimba Eco Lodge and began a radical change in our community. We know it is longterm work—that is why we need to apply for every possible fund.”

— Jorge Almirón (General Manager of Kotsimba Eco Lodge)

1. Distance, cost, and price volatility The vast distances across Amazon territories make it difficult to bring products to the market, increasing costs and slowing down operations. At the same time, fluctuating market prices can affect income stability and put pressure on enterprise liquidity.

Response: Ongoing technical support focused on diversifying production, increasing value addition, and identifying opportunities in specialized markets.

2. Limited diversification and market access In some areas, enterprises rely on a narrow range of products tied to seasonal cycles and have limited access to local markets. This reduces income in off-season periods and weakens overall business stability.

Response: Close follow-up with enterprises, combined with support to strengthen business management; update financial planning; and training in financial management and incubation monitoring.

3. Coordinating growth across partners As activities expand, coordination challenges may emerge between partners that affect alignment and decision-making.

Response: A focus on open and transparent communication; clear agreements on roles and responsibilities around incubation management; and regular meetings to align expectations.

4. Access to complementary financing The absence of new sources of financing – from donors, local projects, or other funding sources – can interrupt technical and financial support to enterprises, affecting sales, job creation, and environmental and social outcomes.

Response: The program connected enterprises with new projects and donors interested in continuing the investment.

52

Pressures on natural resources and ecosystems from different economic activities in the region

The region’s exposure to climate variations

The presence of illicit activities

Other factors to consider in the Amazonian context

Institutional and regulatory limitations that make it harder to support these processes over time

The potential impact of infrastructure projects on ecosystems and local livelihoods

Limited transportation, communication, and market access Limited formal land tenure

“I am proud to say that my daughter has nothing to do with illicit crops. She doesn’t even know the coca plant. I am already changing my family’s future, at least within the legacy I’ll leave behind.”

— Yuli Rodríguez (Founder of Bioingredientes Amazónicos, Colombia)

53

CHARTING THE NEXT PHASE OF GROWTH The Regional Indigenous Incubator for the Amazon has laid a strong foundation for a sustainable, replicable model that promotes Indigenous entrepreneurship while protecting the Amazon. The success of the pilot phase is clear: Indigenous organizations have strengthened their governance, a diverse portfolio of enterprises has consolidated its growth, and women’s participation and sustainability approaches have been integrated throughout the program. To continue growing and expanding the program’s impact,the following priorities will be key: Expand support to more enterprises and territories, reaching new organizations and Amazonian regions. This will diversify Indigenous bioeconomy sectors and extend the benefits achieved so far.

Strengthen national and regional committees, establish stable accountability mechanisms, and promote the active participation of women and grassroots leaders in decision-making. This will help address internal tensions in a timely way and strengthen cohesion in the development of the initiative.

Update methods and business support tools to respond to market shifts, climate pressures, and community priorities. Cultural and intercultural adaptation must remain a central feature to ensure ownership by Indigenous organizations.

Mobilize additional sources of investment — public, private, national, and international — to ensure continued access to capital and long-term technical support.

Continue strengthening local capacities in management, monitoring, and institutional coordination so Indigenous organizations can manage their incubators and regional coordination autonomously,.

54

“With the support we received, we established our lodge and launched an initiative to connect with tour operators who can promote and sell our travel packages across Peru and beyond.”

— Jorge Almirón, (General Manager of Kotsimba Eco Lodge, Peru)

Cocoa harvesting (Kemito Ene, Peru).

Luis Cuadros (Office administrator at Kemito Ene, Peru).

A FAIRER PRICE As Luis Cuadros, accountant at Kemito Ene, explains, certifications are an important tool for improving family income. “We currently hold organic certification, and we are also pursuing Fair Trade certification. This adds value to the price we can pay producers.”

Thanks to these certified practices, Kemito Ene is able to sell its cacao to buyers who recognize its premium value. Luis explains it simply: when the cooperative secures better prices, it can share part of that value with its members, helping ensure producers receive fairer and more stable incomes. This also affects territorial management: certified cacao and coffee have become competitive and safer alternatives to coca cultivation. In this way, Kemito Ene shows how a profitable and sustainable alternative can create greater opportunities for communities.

At the same time, Kemito Ene encourages its producers to adopt agroforestry practices. Shadegrown cacao reduces burning and deforestation and ensures trees remain standing. This is an especially important practice in a territory that borders three protected natural areas: the Otishi National Park, the Avireri Biosphere, and the Asháninka Communal Reserve.

Read more stories like this at nesst.org

55

THE 13

INDIGENOUS ENTERPRISES

56

57

AMITLI Official name: Asociación de Mujeres Indígenas Trabajadoras de La Libertad

Country: Colombia Location: Mitú, Vaupés

Main activity: Production and sale of fariña and other traditional foods An Indigenous, all women-led organization that produces traditional foods and strengthens cultural identity, family income, and territorial conservation.

58

Type of organization AMITLI is a Indigenous, women-led association made up of 29 women and one man from the Cubeo, Desano, Tucano, Siriano, and Yuturi Peoples. Their work supports family economic autonomy while preserving ancestral knowledge in a remote region of the Colombian Amazon with limited infrastructure and few formal employment opportunities.

Activities The association produces and sells fariña.

This coarse flour is made from bitter cassava that is grown in chagras — a traditional Indigenous farming system that promotes crop rotation and biodiversity.

Each member of AMITLI produces fariña at home, while the association sells it collectively to reduce costs, standardize quality, and expand market access.

AMITLI also prepares and sells traditional dishes at local fairs and events, increasing cultural visibility and generating additional income for families.

Use of funds Construction of a fariña collection and processing center, opening of a traditional restaurant in Mitú, and development of a three-year strategic growth plan.

30 members,

96% women 4 Indigenous women to be formally employed by 2027

100% women leadership Collective protection of approximately

45 hectares through sustainable traditional agriculture

59

Painu Official name: Asociación Intercomunitaria Painu

Country: Colombia Location: Leticia, Yahuarcaca lake system

Main activity: Community tourism and cultural–environmental conservation An Indigenousled community tourism initiative that promotes the transmission of Indigenous knowledge, culture, and stewardship of the territory.

60

Type of organization Painu is an Indigenous association created more than ten years ago to strengthen livelihoods among the Ticuna, Cocama, and Yagua communities of the Yahuarcaca lake system. Its mission is to protect the territory, preserve ancestral knowledge, and create sustainable income opportunities amid growing environmental pressure and urban expansion.

Activities The association involves around 40 people and offers responsible community-based tourism services including cultural, adventure, and wellness experiences for national and international visitors. Activities include guided tours, environmental and traditional medicine workshops, music and dance performances, oral histories, and Indigenous gastronomy.

Painu also works with community elders to document sustainable land-management practices and strengthen cultural identity.

Women also play an active role in leadership and in sharing culinary and medicinal knowledge.

Use of funds Construction and equipping of a new cabin to host up to 12 additional visitors; strengthening digital marketing efforts; and improving social and environmental monitoring systems.

40 Indigenous people

50% of the management team

directly involved

made up of women by 2026

945 hectares of Amazon

Expected average of 81 visitors/

forest protected

month

61

Chunaky Baru Official name: Asociación de Artesanos Pájaro Carpintero y Pájaro Mochilero “Chunaky Baru”

Country: Colombia Location: San José Community, Ticuna–Huitoto Indigenous Reserve, Leticia, Amazonas

Main activity: Production and sale of traditional handicrafts made from wood and natural fibers An Indigenousled artisan association transforming fallen forest wood and ancestral knowledge into sustainable livelihoods.

62

Type of organization Chunaky Baru is an Indigenous-led association founded nearly twenty years ago by master artisans to strengthen livelihoods among the Ticuna, Huitoto, and Cocama communities. Its work preserves cultural and artistic traditions while promoting sustainable resource use and fair income opportunities.

Activities The association purchases handicrafts from small producers at fair prices. These include figurines, utensils, and ceremonial pieces made primarily from palo sangre wood sourced only from naturally fallen or end-of-cycle trees. It also sells jewelry and accessories made from chambira fibers and native seeds, at local markets and national fairs. In parallel, Chunaky Baru runs several community initiatives including forest restoration efforts to replant Amazonian trees and training programs for young artisans, ensuring both resource sustainability and the transmission of traditional knowledge.

Use of funds Strengthening financial and digital management; improving impact measurement systems; training new artisans; and restoring an additional 10 hectares of palo sangre forest.

30 artisans and small producers supported 40 hectares of forest restored by 2027

476 hectares of forest under sustainable use practices

At least 4 new artisans

annually

63

BioIncos Official name: Bioingredientes Amazónicos (BioIncos)

Country: Colombia Location: Amazonian Piedmont; Villagarzón, Putumayo

Main activity: Production of natural oils from wild Amazonian fruits for the cosmetics industry The first enterprise authorized to harvest cacay in an Indigenous reserve, creating income opportunities linked to conservation.

64

Type of organization BioIncos is a social enterprise that works with Indigenous communities and farming families to transform wild Amazonian fruits into natural oils primarily for the cosmetics sector. Its model supports income generation, recognizes collective territorial ownership, and contributes to the conservation of highbiodiversity corridors through fair, long-term partnerships.

Activities The company sources wild Amazonian fruits — mainly cacay — through a network of more than 170 suppliers, around 100 of whom belong to the Inga, Pasto, and Embera Chamí peoples. BioIncos provides training in harvesting and post-harvest practices to help improve fruit quality and increase family income. In addition to cacay, the company works with burití and seje oils, helping diversify production and create more stable income opportunities. BioIncos also promotes agroforestry systems to restore degraded areas of forest within Indigenous territories.

Use of funds Expansion into international markets; promotion and positioning of burití and seje oils; strengthening traceability and certification standards; and ongoing technical support for farming families.

80% of internal staff are women 683 Indigenous collectors supported by 2025

533 hectares under conservation agreements in an Indigenous Reserve

37 hectares restored through agroforestry systems

65

ASOZHONM Official name: Asociación de Autoridades Tradicionales del Resguardo Indígena El Venado (ASOZHONM)

Country: Colombia Location: El Venado Indigenous Reserve, Cerros de Mavicure, Guainía

Main activity: Community tourism and cultural– environmental conservation A community tourism model that protects sacred Amazonian territories while creating income and strengthening cultural identity.

66

Type of organization ASOZHONM is an Indigenous association established in 2018 to manage tourism within El Venado reserve, home to the sacred Mavicure Hills. The organization coordinates guides, host families, and community service providers, ensuring tourism income is distributed fairly and contributes to territorial protection and cultural preservation.

Activities The association offers responsible tourism experiences, including guided hikes to the Mavicure Hills, river transport, lodging and catering, and cultural workshops. Guides share the spiritual history of the territory, ancestral knowledge, and practices for caring for the ecosystem. Through these activities, more than 70 people can now earn a dignified income, reducing dependence on extractive activities such as mining. ASOZHONM also helps ensure that tourism development aligns with Indigenous values, community priorities, and biodiversity protection.

Use of funds Strengthening operational and financial management; construction of new cabins and improving tourism services; training in hospitality, guiding, and administration; and consolidation of sustainable community tourism practices.

100% of the workforce is Indigenous

50% women’s participation

More than 70 people with

80% of family income

monthly incomes above

generated through

the poverty line

sustainable tourism

across all tourism roles

67

Ruku Kawsay Official name: Asociación Wayusa Ruku Kawsay

Country: Ecuador Location: Archidona, Napo province

Main activity: Production and sale of guayusa and its derivatives An Indigenousled guayusa enterprise revitalizing ancestral agriculture while creating sustainable income opportunities and conserving the forest.

68

Type of organization Ruku Kawsay is an Indigenous association founded in 2017 that brings together members from 14 Kichwa communities to grow, process, and sell guayusa — an ancestral plant known for its energizing properties and profound cultural value. Ruku Kawsay’s model promotes economic autonomy while strengthening traditional agriculture linked to the forest.

Activities The association cultivates guayusa using the chakra agroforestry system, a traditional farming method that grows crops alongside native species to maintain soil fertility and biodiversity. Ruku Kawsay sells fresh guayusa leaves to a domestic exporter and also produces teas and natural beverages, for local shops and eco-resorts. It works with 375 Indigenous producers, paying fair prices and providing technical assistance and training, helping preserve ancestral knowledge while strengthening a sustainable value chain rooted in Kichwa identity.

Use of funds Organic, Good Agricultural Practices, and Chakra Seal certifications, professionalization of administrative and commercial management; and development of market expansion strategies.

100% Indigenous leadership

in management positions

300+ hectares

Greater economic resilience for

under the chakra agroforestry system

Over 50% women

375 Kichwa families

69

Ñukanchi Sacha Waysa Official name: Asociación de Servicios Turísticos Sacha Waysa

Country: Ecuador Location: Archidona, Napo province

Main activity: Community tourism and sustainable artisan production A community tourism model where income is managed collectively and handicraft sales directly support women artisans.

70

Type of organization Ñukanchi Sacha Waysa is an Indigenous-led association of 25 Kichwa families working to preserve culture and strengthen the local economy through responsible tourism. Its approach highlights daily life, traditional agriculture, and ancestral ceremonies, promoting cultural pride and sustainable territory management.

Activities The association offers ecotourism and cultural experiences that immerse visitors in the Kichwa worldview. Guests participate in ceremonies, cooking activities, visits to sacred sites and waterfalls, and hands-on workshops about sustainable agriculture.

The association also sells handicrafts made from fibers, seeds, ceramics, and wood, with income directly benefiting women artisans.

This model strengthens family economies, supports forest conservation, and promotes the transmission of cultural knowledge across generations.

Use of funds Improvement of tourism infrastructure and equipment; strengthening financial and commercial management; implementation of market strategies.

70% of family income comes from community-based tourism

100% Indigenous management

Over 50% women

8 hectares restored

in leadership positions

by 2025

71

Ally Guayusa Official name: Asociación de Producción Agropecuaria Ally Guayusa

Country: Ecuador Location: Kichwa territories in Archidona–Napo and surrounding areas

Main activity: Production, collection, and marketing of guayusa and other agroforestry products

An Indigenous agroforestry model that sustains community economies at scale while protecting cultural identity and biodiversity.

72

Type of organization Ally Guayusa is a Kichwa association founded in 2018 that brings together around 100 small producers—nearly half of them women.

Members cultivate guayusa and other Amazonian products using agroecological practices and ancestral knowledge. The association guarantees fair prices and stable market access, strengthening the community economy and reducing dependence on intermediaries.

Activities The association grows and markets guayusa, jungle peanuts, macambo, and plantain using the chakra agroforestry system, which supports biodiversity, soil regeneration, and sustainable land use. Ally Guayusa collects and processes products for local, national, and international buyers, including markets in Latin America and Europe. It holds organic certifications and actively preserves traditional knowledge. Its model creates decent income opportunities for women and youth, while demonstrating that Indigenousled agroforestry chains can scale sustainably.

Use of funds Working capital for raw material, organic and Good Agricultural Practices certifications, strengthening financial and traceability systems, and market diversification and expansion.

100% Indigenous management

45% women producers

60% of family income

100+ hectares

from sustainable farming using the chakra system

managed using regenerative agroforestry and restoration practices

73

Asotexkich Official name: Asociación de Producción Textil Mujeres Kichwas de Arajuno

Country: Ecuador Location: Arajuno, Pastaza province

Main activity: Production and sale of traditional Kichwa textiles and garments A womenled textile association preserving ancestral Kichwa traditions while creating stable income opportunities for women.

74

Type of organization Asotexkich is a women-led association founded in 2016, bringing together 27 artisans from six Kichwa communities. It has become a regional reference for preserving ancestral textile techniques while ensuring stable income and strengthening cultural transmission across generations.

Activities The association produces traditional garments such as maki kutuna blouses, skirts, shirts, and trousers, alongside school uniforms, sports kits, bags, accessories, and contemporary clothing inspired by ancestral designs. Products are made using artisan techniques, natural dyes, and symbols linked to Kichwa identity and collective memory.

Asotexkich supplies local communities, schools, and businesses while also creating spaces for technical and leadership training.

Its work expands women’s participation and helps preserve ancestral knowledge that is increasingly threatened by migration and the decline of traditional practices.

Use of funds Acquisition of machinery to increase production capacity; technical and leadership training; strengthening financial and commercial management; and expansion into new markets.

27 Indigenous families impacted

Projected incomes at 500%

83% women members

100% Indigenous management since 2021

above the poverty line by 2027

75

Kemito Ene Official name: Cooperativa Kemito Ene LTDA

Country: Peru Location: Ene River Basin, Satipo, Junín region

Main activity: Production and sale of organic cocoa and coffee through agroforestry systems

An awardwinning Indigenous-led cooperative combining agroforestry, Indigenous autonomy, and forest conservation.

76

Type of organization Kemito Ene is an Asháninka cooperative founded in 2011 that brings together more than 360 producers. Its work focuses on territorial protection, cultural preservation, and building sustainable livelihoods that reduce dependency on intermediaries and forest-damaging activities. The cooperative is guided by the Asháninka principle of kametsa asaike—living well in harmony with nature.

Activities The cooperative collects cacao grown under agroforestry systems that restore degraded land and protect forests surrounding the Asháninka Communal Reserve and Otishi National Park. Kemito Ene provides technical support in cultivation, harvesting, fermentation, and drying to support producers meet the standards of specialized national and international markets. Fair prices and direct purchasing help strengthen food security, health, education, and the longterm sustainability of communities in their territories.

Use of funds Expansion of production capacity; installation of fermentation and drying infrastructure on family farms; automation of quality control; producer training; strengthened financial management; and access to new markets and investors.

360 Asháninka producers supported 400 hectares under sustainable and organic production by 2025

100% increase in women in permanent positions by 2025

A cacao chain that keeps the forest standing

77

Kanuja Official name: Cooperativa Agraria Indígena Asháninka y Nomatsigenga Asi Omagaro – Kanuja

Country: Peru Location: Pangoa Valley, Junín region

Main activity: Production and sale of coffee and cacao under sustainable systems An Indigenousled cooperative creating fair market access while expanding opportunities for women and youth through sustainable agriculture.

78

Type of organization Kanuja is an Asháninka and Nomatsigenga cooperative established in 2019 and made up of more than 300 producers. Created to counter exploitation by intermediaries, it promotes direct sales and fair prices. As the commercial arm of an organization representing 57 communities, it plays a central role in local economic development, Indigenous autonomy, and opportunities for women and young people.

Activities Kanuja produces parchment coffee, dry cacao, artisan chocolate, roasted coffee, and baked goods through a community bakery.

Its production model uses wastewater filtration, ecological weed management, and is working toward organic and Fair Trade certifications. The cooperative also promotes women’s participation in production and trains Indigenous youth in business and commercial management.

Use of funds Working capital for direct purchasing; acquisition of processing machinery; preparation for Fair Trade certification; strengthening financial management; and financial education training for producers.

329 hectares under sustainable and

20% women producers

organic practices

by 2026

43 Indigenous youth employed across the value chain

79

AFIMAD Official name: Asociación Forestal Indígena de Madre de Dios (AFIMAD)

Country: Peru Location: Madre de Dios Region

Main activity: Sustainable harvesting, processing, and sale of Brazil nuts and huicungo fruit.

An Indigenousled bioeconomy enterprise that sources natural Amazon products without degrading the forest, generating stable livelihoods and community well-being.

80

Type of organization AFIMAD is an Indigenous-led cooperative that brings together Brazil nut and huicungo (muru-muru) fruit producers from 12 communities representing nine Indigenous Peoples. Created as an alternative to indiscriminate logging, it has become a leading example of forest conservation linked to decent incomes and economic autonomy for Indigenous families. The association operates with the support of FENAMAD (the Native Federation of the River Madre de Dios and Tributaries).

Activities AFIMAD sustainably harvests Brazil nuts — a highly nutritious Amazonian product — helping avoid deforestation and maintain ecosystem health. The association sells nuts and related products in domestic and international markets while providing producers training in harvesting, post-harvest management, business management, and organic and Fair Trade certification. The association also promotes forest conservation initiatives and complementary activities such as sustainable fishing and artisan production.

Use of funds Development of the huicungo value chain and income opportunities for 100 women collectors; strengthening forest management standards; obtaining legal extraction permits; improving governance; environmental impact measurement; and engagement with new investors.

336 Indigenous collectors supported

33% increase in women’s participation

12,742 hectares

Carbon-neutral drying system powered by Brazil

under sustainable management and organic certification

nut shells

81

Kotsimba Eco Lodge Official name: Kotsimba Eco Lodge SAC

Country: Peru Location: Kotsimba Native Community, Madre de Dios region

Main activity: Community tourism and Harakbut cultural experiences Harakbut community-led tourism that generates local income through cultural and nature-based experiences.

82

Type of organization Kotsimba Eco Lodge is a community-based ecotourism initiative founded in 2020 by 14 members of the Harakbut People. Its goal is to create sustainable income for the community’s 51 families while strengthening local autonomy and preserving cultural heritage.

The lodge combines tourism with storytelling, traditional cuisine, and the sharing of ancestral knowledge, fostering pride in Indigenous identity and supporting territorial governance.

Activities The lodge offers ecotourism experiences including forest hikes, birdwatching, waterfall visits, kayaking, wetland tours, and off-road excursions. Throughout these activities, Harakbut guides share stories, songs, culinary traditions, and cultural knowledge connected to the territory. Kotsimba receives thousands of visitors during peak seasons, generating direct and indirect employment, in addition to local income opportunities through the purchase of food and supplies from women producers in the community. Its model shows how tourism can both support active forest conservation and cultural revitalization.

Use of funds Professionalization of tourism management and hiring processes; strengthening digital marketing and partnerships with tour operators; improving infrastructure and safety standards; and developing a plan to expand visitor capacity from 40 to 120 guests daily.

66% of staff are Indigenous

72% of staff are women

11,782 hectares of forest

Creation of direct employment and strengthened community production chains

conserved and under community management

83

ACKNOWLEDGMENTS We extend our deepest gratitude to the Indigenous-led enterprises and communities of Colombia, Ecuador, and Peru for their trust, leadership, and participation throughout this pilot program.

We also recognize the dedicated work of the teams at COICA, OPIAC, CONFENIAE, AIDESEP, and NESsT, as well as the essential support of IDB Lab (Inter-American Development Bank) and the Gordon and Betty Moore Foundation..

84

ABOUT NESsT NESsT is a global philanthropy and impact investment organization founded in 1997. Its mission is to invest in enterprises that generate quality jobs for underserved communities while protecting the environment.

Since 2015, NESsT has been investing in the Amazon Basin through the NESsT Amazonía initiative. Its portfolio includes Indigenous-led cooperatives and associations, riverine communities, and technology companies providing services for the bioeconomy. NESsT provides flexible and patient capital alongside ongoing business assistance, and connects these local enterprises with sustainable markets and impact investors around the world.

To date, NESsT has invested USD 21 million in the Pan-Amazon region (Brazil, Colombia, Ecuador, and Peru) and has supported 108 enterprises in creating and maintaining more than 30,365 jobs, positively impacting the lives of 298,334 people.

NESsT AMAZONIA NESsT Amazonia is a regional program that strengthens sustainable value chains and improves livelihoods across the Amazon Basin by supporting small businesses, cooperatives, and associations linked to the bioeconomy. It accelerates and finances enterprises that develop forest management, agroforestry, and soil restoration practices, with actions that expand women’s participation in enterprises and their value chains.

At the same time, NESsT Amazonia mobilizes impact investment toward enterprises that strengthen local economies, combining technical assistance, patient capital, and market access with field research, partnerships, and impact measurement. Together, these efforts help consolidate inclusive value chains that protect biodiversity, generate decent jobs, and demonstrate that conservation and well-being can advance together.

nesst.org

85