LB Shrestha was born in February 1961 as son of a successful trader. But his father didn't forget the good side of life and so he produced seven children, four sons and three daughters. L.B himself arrived as the third son.
With the "competition" at home he always tried to be the best. He finished his S.L.C when he was just 13 years old and you can be sure with highest marks. Thereafter he started to study Science as his original idea was to become a Doctor. But then his father's blood in him directed him early on to get involved in business and he changed his study to economics, which he finished as BBA .

In the early age of 17/18 he was already fully involved in business and when his father's business activities expanded to the then newly created Bangladesh, he was at the forefront.
While the business with Bangladesh started on the export side in 1979 the building of import contacts needed a bit longer and started in 1981/82 Guided by his father, whom he adored, he learned very fast the nitty gritties of trade and was able to make his first own real money very early.
Besides of his father, whom he wanted to impress with his abilities, it was his strong desire to show to the world, that the Newari community was a strong one, which led him to the creation of his first industrial activities when he was just around 25. May be a little influenced by his wife also.
Coming from the trade it was easy for him to go from there to the development of industrial activities since 1986/87. One part of his new activities focused on trade related value addition. On the other side he saw a booming real estate market in the late 1980th which led him to start the production in that sector as well.
While basically a good idea it proved later on not as convincing as it could have been, if our young gentleman at that time would have known how to manage and delegate. But being near to his father and his eldest brother only, it seems he never was able to trust someone else to do things in the right way. (besides of his wife, which he married mid 80s) This meant that he always had to be involved himself limiting his own chances for business development.

While himself very intelligent in the brainy way, he was not extremely creative and so he trusted the government to the point, that when government was pushed to privatization it was good to join the ballgame. In addition he was very skilled to solve bottlenecks before they became insurmountable. So even though he didn't have the money to acquire the first real big industrial complex Harrasidhi, which was going to be privatized by the government in the early 90's he managed to acquire the same.

After having practically learned the difficulties of arranging money in a bigger extend he looked in the direction of working closely with partners in the financial sector, helped by the liberalization policy of the government. The first partner was a leading bank from Bangladesh with which he started to cooperate and whose Nepali offspring became Nepal Bangladesh Bank. Seeing that a bank is not only a liquidity provider but also a money spinning institution he got excited and created with the help of Sri Lankan partners the nowadays NCCB. But that was not enough. Believing at that time in the ability of the capital market to create needed equity funds he created two Finance Companies as well.

The financial institutions helped him in the cooperation with other banks to extend his activities further. Driven by his need to create continuously something new he renovated a beautiful building in Sanepa which has become nowadays a very attractive club and started to built up his first hydro power project. Financed? Well the market is convinced that this was mainly by loans for everything.

After having solved most of the problems of the early stage in hydro power and seeing that insurance can be an exciting business, especially if you are able to direct business actively to the insurance company, he created in 2000 his own insurance company.

After the initial stage hydropower investment became a full time job as all thinkable problems groped up. In addition his second bank NCCB demanded also his full time to restructure.
And although an extremely lot of works had to be done by him, he managed to arrive at a situation where things now seem to start to stabilize. But mind you. His restless spirit looks even now again to new horizons, which may between others cover the hydropower sector and the health sector.
This time it won't be easy for him to arrange all the necessary works on his own. So it will be interesting to observe if it is possible for him to change his personality from a lonely warrior to a successful team worker. It's a bit late for the personality change. But if that is possible his group will not stop growing further. Let's see.

What can we learn out of it?

== competition at home can be a good learning factor to reach business success
== changing the route of life, if you discover you may be on the wrong way, is not shaky but sometimes necessary.
== Being hard working needs to be accompanied by other mental factors as well, if full success is to be expected..
== If you are in trade successful, going into backward integration is basically the starting point of becoming a “big” entrepreneur.
== Confidence in oneself is a basic need to become able to trust others. Confidence in oneself is not coming from outside confirmation, but from finding your inner strength.
== A strategic vision is the most important ability if you want to become successful in a bigger way.
== If you intend to become a bigger entrepreneur your companies should have synergy effects, otherwise you are bound to land in difficulties.