The date coincides with Kargil Vijay Diwas, observed annually on July 26 to mark the conclusion of the 1999 Kargil conflict. The organisers have said this year's edition is themed "Shakti aur Shaurya" and dedicated to that occasion.

The awards are positioned as a recognition platform for women working in fields including entrepreneurship, leadership, education, social service, art, and culture. The letter states that honourees this year have been drawn from among women with roughly 10 to 12 years of work in their respective fields.

The organisers say more than 1,000 nominations were received nationally for this season and that the shortlist of 21 was arrived at through a jury process. 

The organisers' Season 9 presentation lists three award streams: Entrepreneurs and Brands, covering categories such as Woman Startup of the Year and Woman Business Leader; Leaders and Achievers, covering Woman Achiever of the Year and Woman Rising Star; and Impact and Inspiration, covering Woman with Social Impact and Woman Motivational Icon.

Nominations, according to the same document, are open to peers and colleagues, companies, non-governmental organisations, educational institutions, and members of the public. Self-nominations are also accepted and, the document states, encouraged.

The WEAA platform has operated in Jaipur since at least 2016. The organisers' presentation states that eight seasons have been completed to date, with editions held in Jaipur, Mumbai, Pune, and Delhi, as well as at overseas venues. These figures are as supplied by the organisers and have not been audited by Sangri Today.

The award falls within a growing circuit of privately organised recognition events in Jaipur. Several similar ceremonies have been held in the city over the past year, including wedding and lifestyle industry awards and regional pageant finales.

Mumbai  :  After emerging as one of the most-watched Marathi originals on Ultra Jhakaas OTT, Saubhagyawati Sarpanch is back with a bigger, bolder second season. The trailer and poster of the much-awaited Marathi web series were unveiled today, promising a gripping blend of village politics, power struggles, social issues, and women-led leadership. The new season will premiere exclusively on Ultra Jhakaas OTT from July 24, 2026.

The first season struck a chord with audiences for its inspiring story of Awali, an ordinary village woman who rose to become Sarpanch and challenged deep-rooted social norms. Season 2 picks up where that journey left off, with Awali facing her toughest test yet with introduction of character called Nana, her political rival as political conspiracies, misinformation, fractured relationships, and the growing water crisis threaten both her leadership and the future of her village.

The newly launched trailer hints at a high-stakes battle where power clashes with integrity, personal ambition collides with public welfare, and every decision carries lasting consequences. As trust begins to erode, Awali must once again prove that true leadership is built not on authority, but on courage, honesty, and resilience.

Headlined by Devika Daftardar in the lead role, the series also stars acclaimed Marathi actors Kishore Kadam, Milind Shinde, Ashwini Kulkarni, and a strong ensemble cast. Directed by Santosh Kolhe, Saubhagyawati Sarpanch – Season 2 continues to blend emotionally engaging storytelling with socially relevant themes rooted in rural Maharashtra.

Speaking about the new season, Sushilkumar Agrawal, Founder & CEO, Ultra Media & Entertainment Group, shared "The overwhelming response to the first season reaffirmed that audiences are embracing Marathi stories that are authentic, meaningful, and entertaining. With Season 2, we have expanded the narrative with higher emotional stakes and relevant issues such as grassroots governance, water conservation, and women-led leadership. We believe the new season will resonate with audiences across Maharashtra and the global Marathi diaspora."

With successful originals like IPC, Raakh, Khotachiwadi, 8 Waajun 13 Minite, and now the return of one of its flagship franchises, Ultra Jhakaas OTT continues to strengthen its position as a leading destination for original Marathi entertainment.

Founded by Shravya Reddy and Abhinay, Aviate Aero Academy has spent over 10 years building a training environment that goes beyond conventional coaching. The academy, headquartered in Narayanaguda, Hyderabad, has successfully guided 350+ students toward commercial aviation careers, with alumni now flying as first officers and captains with India's top airlines, including IndiGo, Air India, SpiceJet, and Akasa Air.

A Decade of Purposeful Aviation Training

When Shravya Reddy and Abhinay co-founded Aviate Aero Academy, the goal was never to build just another coaching centre. It was to create a structured, mentorship-led ecosystem where students who had completed their 12th standard could get a clear, honest, and career-focused roadmap to the cockpit.

"We saw too many talented students walk into aviation with the right dream but the wrong guidance," said Shravya Reddy, Co-Founder, Aviate Aero Academy. "Our mission from day one has been to close that gap — with structured DGCA preparation, real career counselling, and the kind of personalised mentorship that gives students the confidence to succeed in their first attempt."

The academy's core service portfolio spans DGCA Ground Classes, Commercial Pilot License (CPL) Guidance, Flying Training Assistance, Type Rating Guidance, and comprehensive Aviation Career Counselling — making it one of the few institutions in Hyderabad to offer a fully integrated pilot training support system under one roof.

What Sets Aviate Apart in India's Aviation Training Landscape

India's aviation sector is experiencing unprecedented growth. With Indian carriers projected to operate over 1,200 aircraft by 2027 and the country requiring more than 13,000 new pilots by 2030, according to data from CAPA India, the demand for qualified, DGCA-cleared commercial pilots has never been higher.

Yet, the gap between aspiration and structured preparation remains one of the most critical challenges facing aviation education in India today.

Aviate Aero Academy has consistently addressed this gap through a pedagogy built on conceptual understanding rather than rote preparation. The academy's DGCA Ground Classes cover all six examination subjects: Air Regulations, Navigation, Meteorology, Technical General, Radio Telephony, and more — with a curriculum designed specifically to achieve first-attempt success rates that significantly exceed national averages.

"DGCA is not just an exam. It is the foundation of a pilot's technical credibility for the rest of their career," said Abhinay, Co-Founder, Aviate Aero Academy. "At Aviate, we train students to understand why every answer is correct — not just which answer to mark. That is the difference between passing a paper and becoming a safe, competent aviator."

Hyderabad's Growing Role in India's Aviation Education Ecosystem

Hyderabad's aviation infrastructure, anchored by the Rajiv Gandhi International Airport and the expanding Telangana aerospace corridor, has positioned the city as a natural hub for aviation training and career development in South India.

Aviate Aero Academy has been a key contributor to this ecosystem. With a student base drawn from across Hyderabad, Bengaluru, Chennai, Mumbai, and Tier-2 cities across India, the academy has emerged as a nationally relevant institution with deep Hyderabad roots.

The recognition for 2026 reflects not just the academy's training outcomes but its growing influence in shaping how aspiring pilots in India approach their career preparation, from post-12th eligibility planning to Type Rating guidance for CPL holders targeting specific airline fleets.

Empowering the Next Generation — Including India's Women Aviators

Aviate Aero Academy has also been a consistent advocate for gender diversity in Indian aviation. Female student enrolments at the academy have grown steadily year on year, a trend the co-founders attribute to deliberate outreach and a training environment built on equal mentorship.

India already ranks among the world's highest for female commercial pilot representation. Aviate's co-founders believe structured, accessible training is the engine that will sustain and accelerate that momentum.

"When a young woman walks into Aviate and sees a clear, achievable path to the cockpit — that moment is exactly what we built this academy for," said Shravya Reddy.

About Aviate Aero Academy

Aviate Aero Academy is a Hyderabad-based aviation training institution founded by Shravya Reddy and Abhinay. With 7+ years of experience and 350+ pilots trained, the academy specialises in DGCA Ground Classes, CPL Guidance, Flying Training Assistance, Type Rating Guidance, and Aviation Career Counselling. Aviate serves students aged 18–30 and their families, offering structured mentorship and career-focused training across all stages of the commercial pilot journey.

Written and directed by Ravi Gautam, Soch – A Perception is an Indo-German co-production that masterfully blends psychological suspense with a deeply relevant social narrative. Led by National Award-winning actor Anjali Patil, the ensemble cast also features Mukti Ravi Das, Silpi Dutta, Muzammil Bhawani, Bhavani Bashir Yasir, Ritika Sharma, Gauri Webster, and Dayal Prasad, each contributing to the film's emotionally layered and compelling storytelling.

At the heart of the film is Priyanka Negi, portrayed by Anjali Patil, a determined police officer investigating the mysterious disappearance of a social activist in a remote Himalayan village. As the investigation unfolds, the narrative navigates the complexities of gender discrimination, communal tensions, and identity politics, seamlessly weaving together the intensity of a psychological thriller with thought-provoking social commentary.

Produced by Jennifer Pengel and Rahul Sharma under the banner of Webfilmland Productions, the film has steadily earned recognition across the international festival circuit for its compelling performances, layered screenplay, and impactful direction. The Berlin triumph marks yet another milestone in its growing journey of international acclaim.

The winners were selected by an esteemed international jury chaired by German actress Stefanie Masnik. The jury also included Ecuadorian filmmaker Wilson Burbano Del Hierro, Iranian filmmaker Maryam Bahrololoumi, US-based filmmaker and poet Sumathy Ram, and German film critic Tino Hahn, reflecting the festival's global and multicultural perspective.

Winners – 14th Indo-German Film Week 2026

Feature Film Awards

- Best Feature Film: Soch – A Perception — Director: Ravi Gautam

- Best Film with Social Impact: Auto Queens — Director: Sraiyanti

- Best Director: Praveen Morchhale (White Snow)

- Best Debut Director: Rudrajit Roy (Pinjar)

- Best Actress: Amrutha Krishnakumar (Moham)

- Best Actor (Jury Award – Shared):

  - Aryun Ghosh (Adamya)

  - Raghav Vartak (Magazine)

- Best Child Actor: Orhan Hyder (Sarkeet)

- Jury Special Mention: Rango Bibaaho — Director: Amitabha Chaterji

- Audience Choice Award: 52 Blue — Director: Ali El Arabi

Documentary Award

- Best Documentary: Mahamantra – The Great Chant — Director: Girish Malik

Short Film Awards

- Best AI Film: Awaken — Director: Milind Damle

- Best Short Film: Karupy — Director: Kalainithan Kalaichelvan

- Best Animation Film: As A Man — Director: Soumitra Ranade

- Jury Special Mention: Avaraa Nivaara Chhoriyaan — Directors: Shefali Shah and Shivi Bhatnagar

Now in its 14th edition, the Indo-German Film Week has firmly established itself as one of the leading platforms for independent cinema, bringing together Indian and German filmmakers, critics, and audiences from across the world while fostering artistic collaboration and meaningful cross-cultural dialogue. This year's edition featured ten days of screenings, panel discussions, and filmmaker interactions at Berlin's iconic Babylon Theatre, reaffirming the festival's commitment to celebrating diverse cinematic voices.

For Soch – A Perception, the Best Feature Film honour further strengthens its international standing and underscores the growing global appreciation for Indian independent cinema. With Ravi Gautam's socially conscious vision and Anjali Patil's nuanced and compelling performance at its core, the film continues to earn widespread critical acclaim, establishing itself as one of the most noteworthy Indian independent productions on the contemporary international festival circuit. The recognition in Berlin not only celebrates the film's artistic excellence but also highlights the increasing global resonance of stories that challenge perceptions and inspire meaningful conversations.

https://www.instagram.com/ravigautamde?igsh=Y2dxcGF3cm1scXR5

The reading draws on the Akashic Records, described in spiritual traditions as an energetic record of a soul's past experiences and life patterns, to identify blocks that may be affecting a person's career growth or financial stability. Sessions require no prior background information or written questions from the client, a format Daksh has maintained since he began practicing.

Daksh, a two-time TEDx speaker, has worked with professionals, business owners, and senior executives across India who approach career transitions, business decisions, or financial uncertainty from a spiritual rather than purely analytical lens. His practice does not use tarot or Kundli-based methods.

According to Daksh, clients who book the career and finance track often arrive already holding a decision they have not yet acted on, rather than a completely open question. He said the session is typically less about producing a new option and more about clarifying which of the paths a client is already weighing carries the fewer unresolved blocks.

Daksh has said the reading is structured as a single sitting conducted in person or remotely, without follow-up worksheets or written reports, in keeping with the verbal, session-based format he uses across his Akashic Records offerings. He has said this keeps the format consistent regardless of which of the four tracks a client selects.

The career and finance reading is one of four Akashic Records offerings on his practice, alongside sessions focused on love and relationships, spiritual growth, and energetic clearance. Daksh has said clients occasionally combine two of these focus areas within a single Life Soul Path session when their concerns overlap.

Daksh has said the distinction he draws for clients is between a block that originates in current circumstances, such as a difficult employer or market conditions, and one he attributes to older, unresolved patterns the client may be carrying. He has said the reading is intended to help a client tell the two apart, rather than to predict a specific financial outcome.

Daksh has said career and finance clients frequently mention that they have already consulted a mentor, a financial advisor, or a career coach before booking, and are approaching the Akashic reading as an additional angle rather than a replacement for that advice. He has said he is generally comfortable with clients treating the session as one input among several rather than a final word on a decision. According to Daksh, the reading does not involve numerology, astrology charts, or Kundli-based timing calculations, which he has said sets it apart from other spiritual approaches to career and financial questions that some clients have tried previously. He has said clients occasionally ask whether the session can be repeated at set intervals, such as once a year, to track how a particular block has shifted, and has said this is possible but not something he actively recommends unless a client's circumstances specifically call for it.

“People often come to me at a crossroads in their career, not knowing whether the block is external or something they're carrying from further back,” Daksh said. “An Akashic reading helps separate the two.”

“I'm not telling someone which job offer to take,” Daksh said. “I'm telling them what I see sitting underneath the decision they're already leaning toward.”

About Psychic Medium Daksh

 Daksh Kakkar, known professionally as Psychic Medium Daksh, is a Delhi-based evidential spirit medium and Akashic Records reader with over ten years of practice. He is a two-time TEDx speaker and has been featured in Times of India and Pinkvilla, among other publications. He can be reached through psychicmediumdaksh.com.

Contact Information

Psychic Medium Daksh
Website: psychicmediumdaksh.com
Instagram: https://www.instagram.com/psychic_medium_daksh/
Email: info.pmdaksh@gmail.com
Location: Delhi, India

Noida (Uttar Pradesh) [India] : As India's startup ecosystem evolves, the workplace has become more than just an office—it is emerging as a strategic advantage that influences innovation, talent, investor confidence, and sustainable business growth.

Every successful startup is remembered for its breakthrough product, visionary founders, or landmark funding round. Yet behind every success story lies a series of strategic decisions that rarely receive the same attention. One of the most overlooked is the choice of workspace.

At Nukleus Office Solutions Limited, we have observed a fundamental shift in the way entrepreneurs approach this decision. The conversation is no longer centred on finding an office—it is about creating an environment that enables businesses to innovate, collaborate, and scale with confidence. As businesses evolve from early-stage ventures into high-growth enterprises, the workplace increasingly becomes a reflection of their ambition, culture, and long-term vision.

The Workplace Has Quietly Become a Competitive Advantage

The dynamics of entrepreneurship have changed significantly over the past decade. Today's founders operate in an environment where speed, adaptability, and execution matter as much as innovation itself. Investors are placing greater emphasis on operational maturity, customers expect seamless experiences, and attracting skilled talent has become one of the biggest competitive challenges for growing businesses.

In this landscape, the workplace has evolved into a strategic business asset. It is where ideas are refined, teams collaborate, investors evaluate opportunities, and clients experience a company's professionalism for the first time. Increasingly, the environment in which people work influences how effectively organisations perform.

"The future of work will not be defined by the size of an office, but by the value it creates for the businesses within it. When entrepreneurs are free to focus on innovation rather than infrastructure, growth becomes inevitable."

— Ajay Singhal, CEO

Agility Is the New Business Currency

Business growth today is rarely linear. A startup may double its workforce after a successful funding round, expand into new markets within months, or adapt its business model to respond to changing customer needs. Traditional office models, built around long-term leases and fixed infrastructure, often struggle to support this pace of change.

This is why managed workspaces, flexible office spaces, and enterprise workspaces have become integral to modern business strategy. They enable organisations to scale efficiently, optimise operational costs, and preserve capital for innovation, talent acquisition, and market expansion. More importantly, they provide the flexibility businesses need to remain competitive in an increasingly dynamic market.

Designing Workspaces That Grow with Businesses

The expectations from workplaces have evolved far beyond desks and meeting rooms. Modern businesses seek environments that combine enterprise-grade technology, thoughtfully designed collaboration spaces, premium meeting facilities, hospitality-led services, and seamless operational support. These elements do more than enhance convenience—they improve productivity, strengthen organisational culture, and elevate the overall workplace experience.

A well-designed business environment also plays an important role in shaping external perceptions. Employees are more likely to engage with organisations that invest in quality workplaces, clients associate professional environments with credibility, and investors often view operational readiness as an indicator of long-term potential. In many ways, the workplace has become an extension of a company's brand.

Building Businesses That Last

The journey from an idea to an IPO is defined by thousands of decisions that rarely make headlines. Choosing the right workplace is one of them. While products evolve, technologies advance, and markets continue to change, businesses will always depend on environments that encourage innovation, collaboration, and resilience.

At Nukleus Office Solutions Limited, we believe that workspaces should do far more than accommodate businesses—they should empower them. By creating future-ready business environments that evolve alongside startups, SMEs, and enterprises, we aim to support organisations through every stage of their growth journey.

Because while every successful company begins with an idea, it is the environment in which that idea is nurtured that often determines how far it can go. The future will belong to businesses that invest not only in innovation and talent, but also in workplaces designed to transform ambition into lasting success.

The evening commenced on a traditional and auspicious note with chief guest Gopal Ram Birda, Additional Director General of Jawahar Kala Kendra, lighting the ceremonial lamp. He was accompanied by chief patrons Basant Jain, Nirmala Jain, and Meenakshi Solanki, along with social worker Dinesh Saini and the dedicated organizers — Arvik Bairathi, Archana Bairathi, and Vipin Bairathi. A soulful Ganesh Vandana performance set a devotional tone, perfectly capturing the festive spirit that defined the night.

What truly stole the spotlight was the remarkable performance by child star Arvik Bairathi. The young talent lit up the stage with high-energy dance routines on popular tracks “Dhoom Machale” and “Tan Tana Tan.” His sharp moves, infectious confidence, and natural stage presence earned thunderous applause and whistles from the delighted crowd, proving that genuine talent knows no age.

Adding emotional depth to the glamorous affair was show-stopper Namya Tanwar, whose heartfelt speech on environmental conservation resonated deeply with everyone present. She reminded the audience that protecting the planet is a shared responsibility that begins with the younger generation. Her words brought many to the edge of tears, blending seamlessly with the evening’s theme of blending style with substance.

According to organizer Archana Bairathi, the competition spanned three engaging rounds where participants not only showcased their fashion sense and ramp-walking skills but also delivered powerful messages centered on saving the environment, promoting cleanliness drives, and highlighting the importance of planting trees. “Our aim is to build confidence, personality, and creative thinking in children from a very young age,” she shared, emphasizing the show’s larger mission beyond mere entertainment.

One of the most charming segments of the night was the Mummy-Kids round, where mother-child pairs walked the ramp together, displaying adorable chemistry, enthusiasm, and playful energy. Their joyful bond brought smiles and warmth to the auditorium, turning the segment into one of the most memorable highlights of the evening.

The Heritage Kids Fashion Show Season 5 grand finale stood out not just for its glamour but for its meaningful approach. In an era where children are often seen only as future leaders, this event celebrated them as present-day change-makers. Through fashion, dance, and spoken words, these young participants demonstrated that creativity and social awareness can go hand in hand.

The successful organization of the event reflects the commitment of the Bairathi family and their team in providing a nurturing platform for Jaipur’s young talents. As the applause faded and proud parents beamed, one thing became clear — these little stars are not just walking the ramp today; they are preparing to make a significant impact tomorrow.

The evening reinforced the belief that when children are given the right stage, they shine brightly while also carrying forward important messages for society. Events like HKFS continue to play a vital role in building a more confident, conscious, and creative next generation in Rajasthan’s cultural capital.

New Delhi [India]: Healthcare technology often focuses on the next breakthrough, whether it is artificial intelligence, advanced diagnostics or connected care. Yet, some of the biggest challenges in healthcare are far less complex. They lie in ensuring that patients follow prescribed treatments, healthcare providers can support them effectively, and systems work reliably in everyday clinical settings.

For Kinshuk Kocher, these realities became clear long before he began evaluating healthcare startups in the United States. As the co-founder of Caredose, a medication management platform launched in India in 2017, he spent years working closely with patients, pharmacies and healthcare providers to address one of healthcare's most persistent challenges: medication adherence.

Today, as Director of Investment Operations and Special Projects at Cedars-Sinai Technology Ventures (CSTV) in Los Angeles, Kocher helps evaluate and support promising health-tech companies. While his role has evolved from founder to investor, the questions that guide his decisions remain rooted in the lessons he learned while building Caredose.

Solving a Problem That Affected Everyday Healthcare

Medication non-adherence is a global healthcare challenge. Patients living with chronic conditions such as diabetes, hypertension and cardiovascular diseases are often required to manage multiple medicines every day. Missing doses, taking incorrect medicines or following inconsistent schedules can lead to avoidable complications, hospitalisations and increased healthcare costs.

When Kocher and his team started Caredose, they recognised that improving adherence required more than simply reminding patients to take their medicines. The experience had to become simpler, more organised and easier for both patients and healthcare providers to manage.

"One of the biggest lessons we learned was that healthcare problems are rarely solved by technology alone," says Kocher. "You have to understand how patients, caregivers, pharmacists and providers actually interact with the system before you can build something that genuinely improves outcomes."

Caredose developed a medication management platform that organised medicines into clearly labelled dose packs, helping patients follow their prescribed schedules more easily while also supporting pharmacies and healthcare providers with a structured dispensing process that led to an increase in patient retention & revenues..

Building Trust Through Operational Excellence

Developing the solution was only one part of the journey. Scaling it required building reliable operational systems that could work across different patient populations, healthcare providers and pharmacy networks.

Over four years, Caredose managed more than one million medicine doses across India. The platform helped improve medication adherence rates from below 50 per cent to more than 80 per cent among provider partners. It also established partnerships with organisations including Apollo Pharmacy and Max Hospitals while receiving support from institutions such as the World Health Organization (WHO), USAID and the Gates Foundation.

These milestones reflected not only technological capability but also the importance of designing healthcare solutions that fit naturally into existing clinical workflows.

For Kocher, the experience reinforced an important principle that continues to influence his work today.

"The real challenge isn't simply building good software," he says. "It's designing solutions that people are willing and able to use consistently in real clinical environments."

From Founder to Health-Tech Investor

Following Caredose's successful exit, Kocher joined GSK in a senior digital health role before moving to Cedars-Sinai Technology Ventures, the investment and innovation arm of one of the United States' leading academic health systems.

At CSTV, he has helped lead more than US$20 million in institutional investments across over ten healthcare companies and has evaluated more than 500 startups through the Cedars-Sinai Accelerator+ programme.

Although the scale of his work has changed, the perspective he brings remains grounded in firsthand operating experience.

Rather than focusing solely on the sophistication of a product or technology, Kocher looks closely at whether founders truly understand the healthcare environments they are trying to improve.

"The strongest founders are the ones who spend time understanding how care is actually delivered," he explains. "That means observing clinical workflows, listening to providers, understanding patient behaviour and identifying where existing processes break down. Those insights are difficult to replace with market research alone."

Looking Beyond Technology

Healthcare innovation continues to attract unprecedented levels of investment, but translating innovation into routine clinical practice remains one of the industry's biggest challenges.

Having worked as both an entrepreneur and an investor, Kocher believes that successful healthcare companies combine technical innovation with a deep understanding of people, processes and healthcare delivery.

His experience building Caredose demonstrated that meaningful innovation often comes from improving everyday healthcare experiences rather than introducing entirely new technologies. Whether the challenge involves medication management, digital therapeutics or clinical decision support, adoption ultimately depends on how well solutions fit into the realities of patient care.

This perspective now shapes the way he evaluates emerging healthcare companies.

Instead of asking only whether a technology is innovative, he asks whether it solves a genuine clinical problem, supports healthcare providers and creates measurable value for patients.

A Perspective Shaped by Experience

Kocher's professional journey spans two very different healthcare ecosystems, from building a health-tech company in India to supporting innovation within one of America's leading healthcare institutions. That combination provides a practical understanding of both entrepreneurial challenges and institutional healthcare adoption.

For him, the transition from founder to investor has not been about leaving one role behind for another. It has been about applying the lessons learned while building Caredose to help identify the next generation of healthcare innovators.

"The biggest lesson Caredose gave me is that healthcare innovation starts with understanding people," says Kocher. "Technology plays an important role, but lasting impact comes from solving real problems for patients and providers in ways that fit naturally into the way care is delivered."

That philosophy continues to guide his work today as he supports founders building solutions designed not just to advance healthcare technology, but to improve healthcare itself.

About Kinshuk Kocher

Kinshuk Kocher is Director of Investment Operations & Special Projects at Cedars-Sinai Technology Ventures in Los Angeles. He previously co-founded Caredose, a medication management platform focused on improving adherence for patients with chronic conditions. He holds an MBA from the University of Oxford.

Mumbai (Maharashtra) [India], July 6: Every business owner in Mumbai has a version of the same story.

You hand a few lakhs to someone who promises growth. The dashboard fills up with impressions and reach and a graph that points upward. Everyone on the call sounds pleased. Then the month ends, you check your bank account, and nothing has moved. The money is gone. The customers never came.

If that has happened to you, you are not bad at business. You just paid for the wrong thing. And it is worth understanding why, because one performance marketing agency in Churchgate has built its entire reputation on doing the opposite.

A number that should not be possible

Start with a travel brand called Ghat Travels.

They had a small budget, the kind most agencies quietly ignore. Adsmagnify put 1.3 lakh rupees behind their Meta ads. Not crores. Not a war chest. About what a mid sized brand spends on a single event.

That spend came back as 22 lakh rupees in revenue.

Read that again. One rupee in, roughly seventeen out. The campaign pulled 2,744 genuine enquiries, the kind that pick up the phone, not the kind that bounce off a landing page. A 17.16x return on ad spend is the sort of figure people assume is a typo. It is sitting in their case studies, with the math shown.

Here is the uncomfortable part for the rest of the industry. That result did not come from a bigger budget. It came from spending a small one correctly.

Why most ad money disappears

The reason is boring, which is exactly why nobody talks about it.

Most campaigns are built to look busy, not to sell. They chase the cheap metrics, reach and views and engagement, because those numbers are easy to grow and easy to put on a slide. None of them pay rent. A brand can win every vanity metric and still lose money on every sale.

Adsmagnify works backward from the only number that matters, which is revenue. The targeting, the creative, the offer, and the follow up all get built to push a stranger toward a purchase. When one piece lags, they fix the piece instead of blaming the algorithm. It is unglamorous work. It also happens to be the work that pays.

You can see the pattern repeat across very different businesses. Ghat Travels turned 1.3 lakh rupees into 22 lakh and 2,744 leads. CottonKing saw a 400 percent sales surge and a record purchase day. A D2C brand held a 7x return over eight months at a lean 3 percent MER. A bakery cafe doubled its return in the very first month.

Four industries. Four budgets. The same job done properly.

The kind of team that answers on WhatsApp

There is a human reason clients stay, and it has nothing to do with software.

When something goes wrong at most agencies, you file a ticket and wait. At Adsmagnify you get a person. There is a dedicated point of contact, reporting that a non marketer can actually read, and a team that replies on WhatsApp like a colleague rather than a vendor. For B2B and SaaS clients, that relationship has translated into an average lead increase of 127 percent.

This is why brands that could hire anyone have not left. Excel Entertainment, Whistling Woods, Frozen Bottle, Cotton King, and ITM Institute of Design and Media have all trusted the team with their money. Being a recognised Meta and Shopify partner does not hurt either, since it gives the agency early access and a direct line when a winning campaign needs to scale before the moment passes.

Eight years, 300 brands, one stubborn rule

None of this is new. The agency has been running campaigns since 2016, has worked with more than 300 brands, and has put over fifty crore rupees of ad spend to work. Collectively that effort has generated more than 51 million dollars in revenue for clients.

What is interesting is what they do with that experience. Instead of hoarding it, they teach it. Adsmagnify runs an academy with a shadow internship that puts students on live accounts, not pretend ones. An agency only does that when it is genuinely confident in its own playbook.

The whole operation runs out of a single office at G12, Pil Court, near GST Bhavan in Churchgate. They take on a limited number of new clients each month and run a short discovery call first, which is their polite way of saying they only sign brands they can actually help.

If you have ever watched an ad budget vanish with nothing to show for it, that filter is the most reassuring thing about them.

You can look through the full set of services and case studies on the website, or read the reviews and find the office on their Google Business Profile.

Frequently asked questions

What makes Adsmagnify different from other Mumbai agencies? The team optimises for revenue rather than vanity metrics like reach and impressions. Every campaign is built to drive sales and qualified leads, and the reporting reflects that.

What kind of results has Adsmagnify delivered? A 17.16x return for Ghat Travels, a 400 percent sales surge for CottonKing, and 7x return over eight months for a D2C brand, among others. Clients have generated more than 51 million dollars in revenue.

Where is Adsmagnify based? G12, Pil Court, near GST Bhavan, Churchgate, Mumbai 400020.

What services does Adsmagnify offer? SEO, Google Ads, Meta Ads, and creative work including graphic design and video editing.

How do I start working with them? Visit the website to book a discovery call. The agency reviews fit before taking on any new client.

Vanshika Nunia was adjudged first runner-up, followed by Shagun Rathore as second runner-up, Suhani Jain as third runner-up, Niharika Mathur as fourth runner-up, Kusum Soni as fifth runner-up, and Lakshita Godara as sixth runner-up.

Speaking about the event, Miss Rajasthan Director Ekta Jain highlighted the competitive spirit of the competition. Out of 6,500 aspiring participants from across the state, the top 28 finalists showcased their modelling passion and confidence on the final stage. The evening featured dazzling lights, exquisite attire, powerful performances, and insightful interactions with the judges.

The event was graced by Chief Guest Jagdish Chandra, CMD of First India and Bharat 24. Eminent dignitaries including Suresh Mishra, Pawan Goyal, Sandeep Jain, Rakesh Soni, Mukesh Saini, Ravindra Singh, CP Rathore, Hukum Singh, Dr. Vivek Runthta, Dr. Ritu Agarwal, Rakesh Rathi, Dr. Dinesh Gupta, Naval Shekhawat, Alok Sharma, Surendra Kalra, Manish Tambi, Himesh Agarwal, Anshul Jain, Vasu Jain, Kirti Jain, and Manjeet Singh lit the ceremonial lamp to inaugurate the programme.

The grand jury comprised Mukesh Mishra, Ekta Jain, Dr. Arvind Agarwal, Mitali Kaur, Jasmine Rana, Priyan Sen, and Arshad Hussain.

Organised by Fusion Group in collaboration with Ruvi Digital, the event was spearheaded by Yogesh Mishra and Nimisha Mishra. The organisers shared that the top 28 finalists began with an opening act wearing outfits from Niwara College of Designing. Fourteen selected models then presented semi-bridal and bridal collections by JKJ Fashion. The top seven contestants dazzled in gowns designed by renowned designer Madhuri Chetwani from Dresszilla.

Jewellery partners Parampara The Jewels and Shiv Jewellers, represented by Hukum Singh Rajputi, added traditional royal elegance with their exquisite pieces. Makeup and makeover for the finalists were expertly handled by Madhur Yadav of Majestic Makeovers, while fashion choreography was directed by Shahrukh. Popular host Rakesh Sharma kept the audience engaged throughout the evening.

In addition to the main title, 28 special awards were presented to recognise outstanding performances in various categories:

• Miss Rajasthan 2026 Talented: Kusum Soni
• Miss Rajasthan 2026 Best Personality: Vanshika Nunia
• Miss Rajasthan 2026 Confident: Akshita Tanwar
• Miss Rajasthan 2026 Sparkling Smile: Shagun Rathore
• Miss Rajasthan 2026 Ramp Walk: Shruti Nayak
• Miss Rajasthan 2026 Photogenic: Niharika Mathur
• Miss Rajasthan 2026 Internal Beauty: Niharika Rathore
• Miss Rajasthan 2026 Best Hair: Anmol Shekhawat
• Miss Rajasthan 2026 Iconic Eyes: Anushka Mathur
• Miss Rajasthan 2026 Radiant Skin: Jyoti Choudhary
• Miss Rajasthan 2026 Congeniality: Meghna Choudhary
• Miss Rajasthan 2026 Style Icon: Suhani Jain
• Miss Rajasthan 2026 Beauty with Brains: Pragya Choudhary
• Miss Rajasthan 2026 Vivacious: Prachi Hinduja
• Miss Rajasthan 2026 Multimedia: Aradhya Madan
• Miss Rajasthan 2026 Timeless Beauty: Lakshita Godara
• Miss Rajasthan 2026 Body Beautiful: Divyanshi Jangid
• Miss Rajasthan 2026 Fitness Freak: Komal Verma
• Miss Rajasthan 2026 Rising Star: Palak Sharma
• Miss Rajasthan 2026 Top Model: Janhvi Kumawat
• Miss Rajasthan 2026 Glamorous: Asha Jangid
• Miss Rajasthan 2026 Best in Speech: Shreeja Gupta
• Miss Rajasthan 2026 Dynamic Diva: Varsha Sharma
• Miss Rajasthan 2026 Charismatic: Neha Hansrajani
• Star of Miss Rajasthan 2026: Shruti Kumari
• Miss Rajasthan 2026 Beauty with Cause: Astha Bhutani
• Miss Rajasthan 2026 Ravishing Beauty: Khushi Dhinwa
• Miss Rajasthan 2026 Eloquent: Shubhangi Sharma

The 28th edition of Miss Rajasthan successfully blended traditional charm with modern elegance, providing a prestigious platform for young women to showcase their talent and confidence. The winners are now set to represent Rajasthan on bigger national and international stages.

Kolkata (West Bengal) [India] : Prime Car Care, Kolkata’s foremost Paint Protection Film installation studio, has recorded a significant surge in bookings through 2025 and into 2026, as premium car owners across Kolkata, Jamshedpur, and Guwahati increasingly seek certified, process-driven PPF over the cheaper, unverified alternatives that have long dominated the regional market.

The growth mirrors a broader national trend. India’s automotive PPF segment recorded 28 percent year-on-year expansion in 2025, driven by rising premium vehicle ownership and growing consumer understanding that original factory paint directly impacts resale value. In the region, however, the surge in demand has exposed a persistent gap: most installations are carried out in uncontrolled environments, with uncalibrated processes and no manufacturer-backed warranties, leaving car owners with protection that frequently fails within the first year.

What Professional PPF Installation Actually Means

Prime Car Care’s installation process is built around preventing the most common causes of PPF failure. Every job begins with a full paint inspection followed by mandatory pre-installation correction, a step most studios skip entirely. The film is computer-generated to precise, vehicle-specific patterns, eliminating on-vehicle blade cutting, which is the leading cause of clear coat damage at unverified studios. All work takes place in a purpose-built, dust-controlled bay, where contamination, the primary driver of bubbling and premature film failure, is actively managed. At handover, each customer receives a manufacturer-registered warranty: documented, traceable, and valid.

“Every car that leaves our bay has gone through a documented, precision process from paint inspection and correction to computer-cut film and a registered warranty at handover. That rigour isn’t incidental to what we do. It is what we do.”

— Ashu Agarwal, Prime Car Care

The Resale Value Case for Getting It Right

Original, unrepainted factory paint commands a 10 to 15 percent premium in India’s used car market, according to data from Cars24 and OLX Autos. PPF is designed to protect that premium, but poor installation can itself become the source of paint damage, invalidating the very investment it was meant to secure. Film applied without pre-correction, cut on-vehicle, or fitted in an uncontrolled environment frequently causes more harm than it prevents.

Prime Car Care’s scope covers all three primary coverage tiers: partial zone protection, full front, and full body, across vehicle segments from daily-use sedans to luxury SUVs. Every consultation begins with an assessment of paint condition, driving profile, vehicle value, and ownership timeline, so coverage is tailored to the individual rather than sold off a standard package. 

“The PPF market in East India has grown fast, but so has the volume of substandard work. Car owners are paying for protection and receiving film that yellows within a year or damages paint on removal. We exist to give this market a reference point, an installation standard that is transparent, documented, and built to last.”
— Rhea Rachel, Prime Car Care

About Prime Car Care

Prime Car Care is Kolkata’s leading Paint Protection Film installation studio, specialising in certified, precision PPF across all vehicle segments. Headquartered in Kolkata and serving customers across the region, including Jamshedpur and Guwahati, the studio operates a purpose-built, dust-controlled installation bay with computer-generated film cutting, mandatory pre-installation paint correction, and manufacturer-registered warranties on every job. As the only LLumar Authorised Fitment Centre in East India, Prime Car Care brings manufacturer-certified installation standards to a market where credentialled expertise has historically been limited.

Website: www.primecarcare.in

• Digital lending in India has simplified the loan application and approval process.

• Borrowers can apply for digital personal loans from anywhere using smartphones or computers.

• Paperless documentation and digital verification reduce processing time significantly.

• Technologies such as AI, automation, and analytics help lenders make faster decisions.

• Digital platforms enhance transparency by providing clear loan terms and repayment details.

• Responsible lending practices help borrowers access suitable loan amounts based on their financial profile.

• The future of digital lending in India is expected to expand credit access across diverse customer segments.

The rise of digital platforms, advanced analytics, artificial intelligence (AI), and secure digital verification systems has significantly improved the lending ecosystem. As a result, digital personal loans have become a preferred financing solution for individuals seeking convenience, speed, and transparency.

India’s Shift Toward a Digital Lending Ecosystem

India's financial landscape has undergone a remarkable transformation driven by digital adoption, increasing internet penetration, and government-led initiatives supporting financial inclusion.

Growing Adoption of Digital Financial Services

Consumers today are increasingly comfortable using digital channels for banking, payments, investments, and credit-related services. Mobile banking applications, digital wallets, and online financial platforms have become an integral part of everyday financial management.

This widespread digital adoption has created a strong foundation for digital lending in India, enabling lenders to deliver financial products more efficiently while improving accessibility for borrowers across urban and semi-urban regions.

Changing Consumer Expectations for Faster Credit Access

Modern consumers expect financial services to be fast, convenient, and accessible around the clock. Traditional loan application processes involving extensive paperwork and lengthy approval timelines are gradually giving way to streamlined digital experiences.

Borrowers increasingly seek instant access to credit for expenses such as medical emergencies, education, travel, home renovation, debt consolidation, and other personal requirements. Digital lending platforms are helping meet these expectations through simplified and technology-driven processes.

What Is Digital Lending and How Does It Work?

Digital lending refers to the process of offering loans through online platforms using technology-driven workflows from application to disbursal.

Understanding the Digital Lending Process

A typical digital lending journey involves the following steps:

1. Online loan application submission.

2. Digital identity verification.

3. Automated eligibility assessment.

4. Credit evaluation using data-driven models.

5. Loan approval and offer generation.

6. Digital acceptance of loan terms.

7. Direct disbursal of funds to the borrower's account.

This end-to-end digital approach reduces manual intervention and significantly improves turnaround times.

Key Technologies Powering Digital Loan Applications

Several technologies enable seamless digital lending experiences, including:

• Artificial Intelligence (AI)

• Machine Learning (ML)

• Data Analytics

• Application Programming Interfaces (APIs)

• Digital KYC solutions

• Automated underwriting systems

• Secure authentication frameworks

Together, these technologies help lenders process applications quickly while maintaining security and compliance standards.

How Technology Is Reshaping the Personal Loan Journey

Technology has transformed every stage of the personal loan lifecycle, from application and verification to approval and customer support.

Paperless Documentation and Digital Verification

One of the most significant advancements in digital personal loans is the reduction of paperwork. Borrowers can now submit documents electronically and complete identity verification through digital channels.

This paperless approach not only saves time but also enhances convenience by allowing users to complete the process remotely.

Faster Loan Processing and Approval Decisions

Automation has dramatically reduced the time required for loan assessments. Advanced systems can analyse applicant information, verify credentials, evaluate creditworthiness, and generate lending decisions within a short period.

For example, leading lenders offer personal loans up to ₹30 lakh with interest rates starting from 11% per annum, flexible repayment tenures up to 72 months, and digital application journeys designed for faster approvals and disbursals, subject to eligibility and credit assessment. 

Seamless Customer Experience Through Mobile Platforms

Mobile-first lending platforms allow borrowers to:

• Check eligibility.

• Upload documents.

• Track application status.

• Calculate EMIs.

• Access loan-related information.

These features provide a seamless and user-friendly borrowing experience, enhancing customer satisfaction.

Key Benefits of Digital Personal Loans for Borrowers

The growing popularity of digital personal loans can be attributed to several borrower-centric advantages.

Convenience and Accessibility

Borrowers can complete the entire application process from the comfort of their homes without visiting a branch. This convenience is especially valuable for busy professionals and individuals residing in locations with limited physical banking access.

Quick Access to Funds

Technology-driven workflows enable faster approvals and quicker disbursals compared to traditional lending models. Faster access to funds can help borrowers address urgent financial requirements efficiently.

Enhanced Transparency During the Application Process

Digital platforms often provide clear visibility into:

• Interest rates

• Processing charges

• Repayment schedules

• EMI calculations

• Loan tenure options

This transparency empowers borrowers to make informed financial decisions before accepting a loan offer.

Technologies Driving Innovation in Digital Lending

The rapid evolution of digital lending in India is largely powered by innovative technologies that improve efficiency and customer experience.

Artificial Intelligence and Data Analytics

AI and analytics help lenders evaluate large volumes of data quickly and accurately. These tools support:

• Credit risk assessment

• Fraud detection

• Customer profiling

• Eligibility evaluation

By leveraging data-driven insights, lenders can make more informed lending decisions while improving operational efficiency.

Automation and Digital Workflows

Automation eliminates repetitive manual processes, reducing turnaround times and enhancing accuracy. Automated workflows support document verification, application processing, underwriting, and customer communication. As a result, borrowers benefit from a faster and more streamlined lending journey.

Secure Digital Authentication and Verification Systems

Security remains a critical component of digital lending. Advanced authentication technologies help verify borrower identities while protecting sensitive financial information. Secure verification systems contribute to trust and confidence in digital lending platforms.

The Role of Responsible Lending in the Digital Era

While technology improves efficiency, responsible lending remains essential for sustainable credit growth.

Assessing Borrower Eligibility Through Data-Driven Insights

Modern lending systems use multiple data points to assess repayment capacity and determine suitable loan eligibility. These assessments help align loan offerings with borrowers' financial profiles and obligations. Responsible credit evaluation supports healthier borrowing and repayment outcomes.

Promoting Transparency and Informed Borrowing Decisions

Responsible lenders provide borrowers with clear information regarding:

• Interest rates

• Processing fees

• Repayment obligations

• Foreclosure terms

• Applicable charges

Transparent communication helps borrowers understand the total cost of borrowing and make well-informed decisions.

Factors Borrowers Should Consider Before Applying for a Digital Personal Loan

Although digital borrowing is convenient, borrowers should evaluate their financial situation carefully before applying.

Understanding Loan Terms and Repayment Obligations

Before accepting a loan offer, borrowers should review:

• Interest rate structure

• Processing charges

• Loan tenure

• EMI commitments

• Prepayment and foreclosure conditions

A thorough understanding of these terms can help avoid repayment challenges later.

Evaluating Financial Needs and Repayment Capacity

Borrowers should determine the exact amount required and assess their ability to repay comfortably. Choosing an appropriate loan amount and tenure can help maintain financial stability throughout the repayment period.

The Future of Digital Lending in India

The future of digital lending in India appears highly promising as technology adoption continues to accelerate across the country.

Continued Innovation in Customer Experience

Lenders are expected to further enhance customer journeys through:

• Intelligent automation

• AI-powered assistance

• Personalised loan offerings

• Improved mobile experiences

• Faster decision-making systems

These innovations will continue making digital personal loans more efficient and accessible.

Expanding Access to Credit Across Diverse Borrower Segments

Technology has the potential to extend credit access to underserved and emerging borrower groups. As digital infrastructure strengthens, lenders can reach broader customer segments while maintaining responsible lending practices.

This expansion is expected to play a significant role in shaping the future of digital lending in India and supporting greater financial inclusion.

Conclusion

Technology is redefining the way borrowers access credit, making personal loans faster, more convenient, and increasingly transparent. From paperless applications and digital verification to AI-driven assessments and seamless mobile experiences, digital lending in India continues to transform the borrowing journey.

As innovation advances, digital personal loans are expected to become even more accessible, helping individuals meet their financial goals with greater ease and efficiency. Borrowers should continue to evaluate loan terms carefully and choose solutions that align with their repayment capacity and financial objectives.

Experience a seamless borrowing journey with the Planet app by L&T Finance, designed to offer quick, easy, and secure loan access anytime, anywhere.

That's the real problem in 2026. Not markets. Not inflation. Tax structure.

Something shifted, and most people missed it

Go back three years. Debt mutual funds still had indexation. Long-term equity gains above one lakh were taxed at 10 percent, which felt manageable. If you sold a flat you'd held for twelve years, you could use indexation to shrink the taxable gain considerably. And if you were good about 80C, 80D, HRA, and the rest, your net tax outgo was something you could plan around with reasonable confidence.

That version of India's tax system is mostly gone now.

Debt funds lost indexation in 2023. The damage didn't show up on people's radar immediately. It does now, when you sit with a calculator and compare what the fund statement says versus what you actually pocket after tax. Long-term capital gains on equity moved to 12.5 percent.

Real estate indexation was removed, which quietly broke the logic behind a lot of "hold it long and the tax will be manageable" property strategies. And a growing number of salaried people switching to the new income tax regime are discovering that it trades away most of the deductions they spent years building their planning around.

None of this is a secret. It's all been reported. But there's a large gap between reading about a policy change and actually understanding what it does to your specific portfolio.

The waiting game is expensive

Here is what actually happens when tax rules change and investors don't respond. They wait. Not because they're irresponsible. Because they're busy, because it feels complicated, because they assume the next budget will fix something, or because they're quietly hoping an advisor will raise the alarm before it becomes urgent.

Meanwhile, every month that passes without a structural review is a month where the old plan keeps running. Accumulating tax drag. Building up positions in assets whose tax treatment has worsened. Missing windows where losses could have been harvested. Missing the right years to book gains at lower thresholds.

There's also a very specific trap that educated investors fall into. They know their portfolio well at the surface level. They track NAVs, they follow the market, they know which funds outperformed last year. But they've never run the actual number on post-tax, post-inflation return. Not for the whole portfolio. When someone finally runs that number for them, it's often a genuinely uncomfortable conversation.

Three places where the current environment is biting hardest

This isn't about fear. It's about specifics.

The first issue is asset location. Where something sits, and in whose name, has always mattered. But it matters more now because the gaps between tax treatments have widened. The same asset in your hands versus a spouse with lower income versus an HUF structure can produce meaningfully different outcomes. This requires mapping the full household picture and thinking through structure deliberately. It's not complicated once you do it. The problem is most people never do.

The second issue is rebalancing paralysis. There are investors right now holding funds they don't believe in, sitting on underperforming positions they haven't touched, specifically because they're afraid to trigger a capital gains event. That's understandable. But it's often the worse choice. Staying in the wrong asset to avoid a tax hit can cost more than the tax itself, especially when there are legitimate ways to harvest losses, stagger gain-booking across financial years, and use annual exemption limits to reduce the burden.

The third issue is succession. India has quietly seen a jump in families thinking seriously about wills, trusts, and nomination clarity. Some of it is demographic. Some of it is that digital financial records have made people more conscious of what happens when someone dies without clear documentation. The tax treatment of inherited assets, gifted money, and jointly held investments has its own rules. Getting it wrong doesn't just create a tax problem. It creates a family problem.

What good advice actually looks like

There's a version of financial advice that's really just product distribution with a glossy deck attached. A meeting, some charts, a fund switch recommendation, and a follow-up call three months later. That's not planning.

Planning starts with someone understanding your complete picture before they say anything. Your income, your family structure, your asset mix, your goals, your actual tax situation for this year, not a generic assumption about your bracket. Then it works backward from where you want to end up and builds something that accounts for tax at every step, not just at the moment of purchase.

That's exactly what a qualified wealth management consultant brings to the table. Not a product recommendation. A complete picture, worked through carefully, by someone who does this every day and tracks regulatory changes as part of the job so you don't have to.

What 2026 is really asking investors to do

India's tax system is not heading toward simplicity. Every indicator points the other way. More formalisation. More transaction tracking. A broader base. The investors who come through this period well won't necessarily be the wealthiest ones. They'll be the ones who adapted when the environment shifted, structured things properly, and had someone in their corner who made it their job to stay ahead of the changes.

If your financial plan was built more than two years ago and hasn't been reviewed since, there's a real chance it was built for a tax environment that no longer exists.

That's not a crisis. It's just a problem with a solution. And the earlier you find that solution, the more options you have.

About Alpha Capital

Alpha Capital is an India-based wealth management firm working with individuals, business families, and professionals who are serious about long-term financial strategy. The firm covers portfolio structuring, tax planning, succession advisory, and investment management across asset classes.

The sighting has fuelled speculation that the Indian cricket captain could be set to join the Swiss watchmaker as its first ambassador from India, a move that would represent a major milestone for the brand’s journey in the country.

Over the last few years, luxury brands have increasingly turned towards athletes to tell stories of excellence, resilience and achievement. Few personalities fit that narrative better than Iyer, whose rise in Indian cricket has been defined by perseverance, leadership and a relentless pursuit of excellence.

The timing has certainly caught the attention of both watch enthusiasts and cricket fans alike.

Over the years, Tushar Kawale has carved a niche for himself through a variety of performances across mediums. He made his debut as a lead actor with the Marathi feature film Janma Runn (2024), earning appreciation for his screen presence and performance. His filmography further includes projects such as Thoda Tuza Thoda Maza, The Legend of Michael Mishra, and Aathwa Rang Premacha.

Beyond films, Tushar has become a familiar face on Indian television through popular shows including Sasural Simar Ka 2, Shakti, Tulsi Humari Badi Sayani, Molkki and others. He has also expanded his digital footprint with the Zee5 Marathi web series Liftman.

Now, with Navya Chakra, the actor is looking forward to presenting audiences with a gripping cinematic experience. Directed by Amit Dixit and written by Rohit S. Yadav, Navya Chakra unfolds against the backdrop of a series of brutal murders spread across multiple states—crimes that appear unrelated at first, with no visible link between victims or killers. As fear and confusion grip the nation and media attention intensifies, the investigation takes a chilling turn.

Speaking about the release, Tushar Kawale said,

“Every project teaches you something new, but Navya Chakra has been a particularly rewarding experience. The film combines suspense, emotion, and mystery in a way that keeps you engaged throughout. As an actor, I am always looking for stories that challenge me and allow me to explore different shades of performance. I am excited for audiences to watch the film and experience the journey we have created.”

The actor further added,

“I have been fortunate to work across films, television, and OTT platforms, and each medium has helped me grow. My focus has always been on taking up meaningful work and continuously evolving as a performer. Navya Chakra is another important milestone in that journey, and I hope audiences connect with it.”

Industry insiders have increasingly taken note of Tushar Kawale’s consistent growth and versatility, with the actor successfully navigating multiple formats and languages. As he continues to expand his repertoire, Navya Chakra arrives at a time when his career is witnessing steady momentum.

Produced by Amit Dixit, Ankita Goyal, and Ayush Jain, with Ajit Padwalkar as Co-Producer, Navya Chakra features Jitendraa Bohara, Tushar Kawale, Jessica Yadav, Pratiksha Singh, Kshitij Pawar, Sandhya Gemawat, Kailash Chaudhary, Sandeep Rawal, in pivotal roles.

Navya Chakra releases in cinemas on June 26, 2026.

Watch Trailer - https://youtu.be/Y11Zsw6DzZU?si=hbtAEWFw7pA1vo26

New Delhi [India], June 25 : India is entering one of the most significant wealth and leadership transitions in its business history. Across industries, founders who built successful enterprises over the past three to four decades are now confronting a challenge that is very different from building businesses: ensuring that those businesses continue to thrive across generations.

For many promoters, the transition is not simply about handing over operational control. It involves addressing questions of leadership, governance, ownership, family alignment, and long-term legacy. While businesses can often be structured through systems and processes, family transitions involve people, relationships, and emotions, making them significantly more complex.

It is within this context that Soumik Bandyopadhyay has built a distinctive advisory practice focused on helping business families navigate these critical transitions.

Looking Beyond Succession

One of the central themes in Soumik Bandyopadhyay’s work is the belief that succession planning is often misunderstood.

Many promoters view succession as identifying the next leader or transferring ownership. However, according to Soumik, leadership transition is only one component of a much larger process.

A successful generational transition requires families to think about continuity at multiple levels. It involves clarifying roles, creating governance structures, aligning expectations, preparing future leaders, and ensuring that decision-making frameworks can survive beyond any one individual.

In many family enterprises, discussions around succession begin too late. By the time the topic becomes urgent, family dynamics and leadership expectations may already be deeply entrenched. Soumik’s approach encourages families to start these conversations much earlier, allowing time for alignment and preparation.

Bridging Two Very Different Perspectives

One of the recurring challenges within family businesses is the difference in outlook between generations.

The founding generation often carries memories of building the business through uncertainty, sacrifice, and personal risk. Their decisions are shaped by experience and a strong instinct for preservation.

The next generation enters the business under very different circumstances. They are often globally educated, technologically aware, and exposed to new industries and investment opportunities. Their focus may be on innovation, diversification, and growth.

Neither perspective is inherently right or wrong. The challenge lies in creating a framework where both can coexist productively.

A significant part of Soumik’s advisory work involves helping families bridge this gap. Using professional tools and structures, he focuses on creating structured conversations that allow different viewpoints to be heard and understood; rather than positioning generations against one another.

This process often helps families move from disagreement to alignment.

Creating Structures That Outlast Individuals

Throughout his career, Soumik has consistently emphasized the importance of institutionalizing family enterprises.

Many successful promoter-led businesses rely heavily on the judgement, relationships, and leadership of the founder. While this can drive rapid growth, it also creates dependency.

As businesses become larger and more complex, this dependency becomes a risk.

Soumik advocates for governance mechanisms that reduce reliance on individuals and strengthen reliance on systems. This includes establishing family councils, governance frameworks, ownership structures, and decision-making protocols that can continue functioning across generations.

The objective is not to reduce the founder’s influence. It is to ensure that the business remains stable even when leadership transitions occur.

In his experience, businesses that invest in governance early tend to navigate transitions more effectively than those that rely solely on informal arrangements.

Addressing the Human Side of Wealth

One aspect that distinguishes family business transitions from corporate leadership changes is the emotional dimension involved.

Questions of succession often intersect with questions of identity, control, trust, and recognition. Family members may have different perceptions of fairness, responsibility, and opportunity.

According to Soumik, many conflicts within business families are not caused by financial disagreements alone. They often stem from communication gaps and unspoken or perceived expectations.

This is why his work frequently involves facilitating discussions that allow families to address sensitive issues openly with the context of governance structures. These conversations may involve leadership roles, ownership structures, future aspirations, or differing risk appetites.

By creating a neutral environment for such discussions, families are often able to address challenges before they evolve into larger conflicts.

Preparing the Next Generation for Stewardship

A recurring theme in Soumik’s work is the distinction between inheritance and stewardship.

In many family businesses, the next generation is expected to inherit leadership responsibilities. However, inheritance alone does not automatically create readiness.

Future leaders must develop the ability to make decisions, understand risk, manage stakeholders, and lead through uncertainty. They also need to appreciate the values and principles that contributed to the business’s success in the first place.

Soumik often encourages families to expose younger members to governance discussions early. This allows them to understand not only how decisions are made, but also why they are made.

Such exposure helps build confidence, accountability, and long-term perspective.

Rather than viewing leadership transition as a single event, he sees it as a gradual developmental process.

Balancing Growth and Preservation

As Indian businesses become increasingly global, promoters face a new challenge: balancing entrepreneurial ambition with long-term preservation.

The next generation may seek expansion into new markets, technologies, or investment opportunities. At the same time, the family may need to preserve wealth, maintain stability, and manage risk.

Soumik’s advisory approach focuses on creating structures that allow both objectives to coexist.

Through governance frameworks and family office structures, businesses can create pathways for innovation while maintaining oversight and accountability. This reduces the likelihood of conflict between growth-oriented and preservation-oriented perspectives.

The result is often a more balanced approach to long-term value creation.

The Growing Importance of Family Offices

As wealth becomes more diversified and family structures become more complex, family offices are playing an increasingly important role in supporting generational transitions.

For Soumik, a family office is not merely an investment platform. It is a governance platform that helps families manage the relationship between wealth, ownership, and continuity.

Through family office structures, families can create systems for decision-making, risk management, communication, and succession planning. These structures help ensure that family wealth is managed with the same discipline and foresight that helped create it.

As more Indian promoters recognize the importance of institutionalizing wealth management, the role of family offices is likely to become even more significant.

A Focus on Continuity

At the heart of Soumik Bandyopadhyay’s work is a simple belief: building wealth and sustaining wealth are two very different challenges.

Many entrepreneurs spend decades creating successful businesses. However, preserving those businesses across generations requires a different set of skills, structures, and conversations.

Through his work with Indian business families, Soumik helps promoters prepare for that reality. By focusing on governance, communication, leadership development, and long-term planning, he supports families in creating continuity that extends beyond individual leaders.

As India enters a period of significant intergenerational wealth transfer, these conversations are becoming increasingly important.

For many promoters, the future of the business will not be determined solely by market conditions or growth opportunities. It will be determined by how effectively they prepare the next generation to carry the legacy forward.

In that journey, structured guidance, thoughtful governance, and early preparation can make all the difference.

Ahmedabad (Gujarat) [India], June 24: Under the leadership of its visionary Founder and CEO, Mr. Dhruvin Shah, the dynamic digital streaming platform JOJO App has successfully transformed the regional entertainment industry. Since storming onto the scene, the Ahmedabad-headquartered company has quickly bridged the gap between high-quality storytelling and regional representation, establishing itself as the world's premier digital destination for global Gujarati-speaking audiences.

Driven by entrepreneurial instinct rather than typical corporate formulas, Dhruvin Shah has led parent company MCOM18 into a highly successful era of digital transformation. Rather than trying to mix multiple languages or recycle common Bollywood tropes, Shah has maintained a strict, hyper-focused commitment to culturally rooted, Gujarati-first entertainment. His multifaceted background as an entrepreneur, actor, and creative producer has allowed JOJO App to accurately match the precise tastes, humor, and nuances of its viewers.

Through tactical and creative expansion, Shah has successfully scaled JOJO from a local startup into an international ecosystem. Today, the platform connects over 52 lakh users across 177 countries, serving a crucial slice of home to the global diaspora in regions like the US, UK, Australia, and Africa. To make premium entertainment universally accessible, JOJO App primarily operates on a free, ad-supported model, giving everyone a front-row seat to massive libraries of movies, web series, music videos, and regional theater.

Further solidifying its massive market reach, JOJO OTT recently completed a strategic integration onto Dish TV’s VZY app platform, seamlessly bringing its premium content library directly onto millions of television screens nationwide. Looking to the future, Dhruvin Shah continues to pioneer new creative boundaries for the brand by rapidly introducing tailored sub-verticals, including JOJO Kids, JOJO Bhakti, and JOJO Games, ensuring a comprehensive, modern entertainment experience for all generations.

About JOJO App:

JOJO App is India's fast-growing regional OTT platform, particularly known for delivering premium Gujarati movies, web series, plays, and original content to a global audience. With a user-friendly interface and best-in-class streaming technology, JOJO App is rapidly becoming the leading entertainment destination for Gujaratis worldwide.

Mumbai (Maharashtra) [India], June 24: The upcoming 1st Radiant Para Cricket League India, commencing on August 5 in Agra, is being positioned as far more than a sporting tournament. Conceived as a platform for extraordinary individuals with different abilities, the league seeks to demonstrate that talent, determination and excellence know no physical barriers.

The initiative gains further significance through a landmark three-year strategic association between Orient Tradelink Limited and Radiant Sports Management for sponsorship, branding and commercial development of the World Para Cricket League. The tournament will feature six competitive teams comprising some of India's most inspiring para cricketers and is expected to emerge as one of the country's most impactful sporting properties dedicated to differently abled athletes.

According to Aushim Khetarpal, the vision behind the initiative is simple yet powerful: to create platforms where individuals are celebrated for their abilities rather than defined by their limitations.

This philosophy is mirrored in his much-discussed film Children of God, produced under the banner of Aum Entertainment Private Limited. The film recently achieved international recognition through its screening at the Cannes Film Market 2026, bringing an important message of humanity, acceptance, compassion and equality to a global audience. The film advocates dignity and equal rights for members of the LGBTQIA+ community and is scheduled for a grand release in August 2026. The Cannes Film Market screening marked an important international milestone for the project and Indian independent cinema.

Adding further prestige to the occasion is the presence of Aarti Khetarpal, internationally recognized singer, performer, anchor and media personality, who represented the project on the global stage. Over the years, Aarti Khetarpal has built a reputation as a multifaceted entertainer, earning recognition for her work across music, live events, television and international platforms. Her participation symbolized a new generation of Indian talent carrying forward messages of inclusion and social responsibility.

The World Para Cricket League also serves as a significant precursor to another major cinematic venture associated with the movement — the feature film "Chal Jeet Le Ye Jahan," inspired by the lives, struggles and triumphs of para cricketers. Scheduled for release later this year, the film is expected to bring the inspirational journeys of differently abled sportspersons to mainstream audiences while reinforcing the message that courage and determination can overcome every obstacle.

Together, the World Para Cricket League, Children of God and Chal Jeet Le Ye Jahan form a powerful trilogy of purpose-driven initiatives united by a common belief: every individual deserves equality, respect, visibility and opportunity.

At a time when the world continues to grapple with divisions and stereotypes, these initiatives seek to create a culture of acceptance through the universal languages of sport and cinema.

For Aushim Khetarpal, the mission extends beyond entertainment or competition. It is about building a movement that celebrates humanity in all its diversity and inspires society to recognize that true strength lies in inclusion.

At its core, PARADOX is more than a film—it is an immersive experience designed to provoke inquiry and contemplation. Rooted in ancient wisdom and Eastern philosophy, the narrative draws inspiration from revered texts such as the Upanishads, Yoga Vasishta, Bhagavad Gita, and Tripura Rahasya, along with the teachings of Lao Tzu. These traditions collectively point toward a deeper truth—one that transcends the dualities experienced during waking and dreaming states. Through this lens, Preetham Tiwari crafts a narrative that encourages audiences to question the nature of consciousness itself.

The film's structure reflects this philosophy through an intricate, infinite loop. The end of one dream seamlessly transitions into another waking state, only to reveal that this "reality" itself is part of someone else's dream. This cyclical pattern continues endlessly, dissolving conventional notions of beginnings and endings, and leaving the viewer suspended in a paradoxical space where reality itself becomes fluid and uncertain.

PARADOX is a labor of passion and precision, with Preetham Tiwari taking on multiple creative roles, including writing, direction, editing, and visual effects (VFX). This holistic involvement has allowed for a cohesive artistic vision, ensuring that every frame contributes meaningfully to the film's philosophical exploration.

The project also benefited from collaboration with a talented team of professionals whose expertise elevated the film to a global standard. The cast features Kalesh Ramanand, whose performance brings emotional depth to the film's abstract themes. Cinematography by Eswaran Thangavel captures the film's layered realities with visual elegance, while the music and sound design by Sterlin Nithya enhance the immersive, almost meditative atmosphere that defines PARADOX.

The film's unique concept and execution have resonated strongly with international audiences and critics alike. To date, PARADOX has won more than 20 awards across film festivals in over 15 countries, marking it as a standout work in the global short film circuit. Its success underscores a growing appetite for cinema that challenges perception and engages with deeper philosophical questions.

50 official selections / 24 awards across 17 countries. Key honors include:

·Best Director (Preetham Tiwari) – Art Film Awards, Future of Film Awards, plus multiple honorable mentions

·Best Micro Short Film – Hollywood Gold Awards, Gold Award (Milan Film Festival), Paris Film Awards, and over a dozen more

·Best Super Short Film – Paris Film Awards, Honorable Mention (London Film Awards)

·Best Thriller Short – Goldstar Movie Awards

·Best Mystery Short – Honorable Mention (INDIE Short Awards), Nomination (INDIEX Hollywood)

·Best Concept – Nominee, FFTG Awards New York

·Best Editing – Onyko Film Awards

·Best Production – Silver Mask Film Festival

·Best Cinematography – Finalist, Canadian Cinematography Awards

·Best Sound Design – Silver Award (ISA Awards Hollywood)

·Additional: Best Short Film, Best Silent Film, Best Story

Beyond PARADOX, Preetham Tiwari has an extensive body of work, having contributed as writer, editor, director, and VFX artist on more than 10 short films. This diverse experience has helped refine a distinctive storytelling voice—one that merges technical skill with conceptual depth.

Building on this momentum, Preetham Tiwari has also completed a full-length feature film script intended for Hollywood production. This project falls within the suspense, horror, and thriller genres and is currently in a production-ready state. The script underwent a rigorous development process, taking nearly five months to complete, followed by an additional eight months of review and restructuring to meet international standards.

A significant milestone in this journey was the opportunity to have the script reviewed by Oscar-winning Hollywood producer Steve Longi. With his expert guidance, the screenplay was refined and elevated, positioning it as a compelling project for global audiences. Steve, best known for producing Hacksaw Ridge, has over two decades of experience and has collaborated with acclaimed actors such as Robert Downey Jr., Sigourney Weaver, Rooney Mara, Whoopi Goldberg, Kat Dennings, Zach Galifianakis, Rebel Wilson, Anton Yelchin, and Ray Liotta. His insights and mentorship have been deeply inspirational in shaping Preetham Tiwari's creative path.

The filmmaker is now actively seeking producers interested in developing a moderate-budget suspense/horror/thriller feature in Hollywood. With a proven track record of award-winning storytelling and a production-ready script shaped by industry expertise, this project presents a promising opportunity for collaboration.

Ultimately, PARADOX stands as a testament to the power of cinema to explore profound questions about existence, perception, and reality. It is not merely a film to be watched, but an experience to be felt—one that lingers in the mind, encouraging viewers to reflect on the infinite loop of existence itself.

For inquiries, collaborations, or production opportunities, interested parties are encouraged to connect and explore the possibilities of bringing this unique cinematic vision to a wider audience.

Mumbai (Maharashtra) [India], June 20 : ORA Land, the land development arm of ORA Group, has announced Indian cricket star Surya Kumar Yadav as the brand ambassador for BluBay, its flagship 60-acre plotted and villa development in Karjat.

The announcement brings to conclusion the much-discussed #T60Life social media campaign launched by Surya Kumar Yadav in May this year. The campaign, which generated significant engagement across digital platforms, has now been revealed as part of ORA Land's larger vision for BluBay and its philosophy of "T60 Life" — a concept that promotes a balanced lifestyle centred around wellness, nature, experiences, and long-term value creation.

BluBay is being developed as an integrated lifestyle destination in Karjat, one of the fastest-growing micro-markets within the Mumbai Metropolitan Region. The project comprises 325 premium plots spread across 60 acres and features over 60 lifestyle amenities, extensive green spaces, recreation zones, and access to 150 acres of adjoining forest land.

Among its key attractions is India's first 60,000 sq. ft. manmade lagoon with white sand beaches, designed to offer a resort-style living experience. The project has been planned to cater to both end-users seeking second homes and investors looking to participate in the growth story of the Mumbai 3.0 corridor.

Commenting on the association, Ms. Unnati Varma, Director, ORA Land by ORA Group, said, "When Surya first spoke about stepping into something bigger, it resonated deeply with the philosophy behind #T60Life. BluBay is not just a real estate project; it is a lifestyle movement that encourages people to reconnect with what truly matters. Surya's journey as an athlete, achiever, and inspiration to millions mirrors the aspirations of today's generation, who are increasingly seeking balance, wellness, and meaningful experiences alongside success."

Karjat has emerged as a key investment destination owing to major infrastructure developments such as the Navi Mumbai International Airport, Mumbai Trans Harbour Link (MTHL), Panvel-Karjat Rail Corridor, and the proposed multimodal connectivity projects that are expected to significantly improve regional accessibility and drive long-term capital appreciation.

For ORA Land, the association is expected to strengthen brand visibility and help position BluBay among aspirational homebuyers, investors, and professionals seeking lifestyle-led real estate opportunities beyond Mumbai's urban core.

Surya Kumar Yadav's association with BluBay aligns with the project's central proposition—that within 60 minutes of Mumbai, residents can access a destination that combines nature, leisure, connectivity, and investment potential. Through the T60 Life philosophy, ORA Land aims to create a differentiated positioning for BluBay as both a lifestyle and wealth-creation opportunity within the evolving Mumbai 3.0 landscape.

For FYC Professional, a New Delhi-based skincare brand under Yavi Cosmetics Private Limited, this gap between product availability and skincare understanding represents an opportunity in Indian beauty.

The company recently expanded into personal care with FYC Personal Care, a range designed around routines rather than standalone products. According to the brand, the move was not about adding another line to a crowded market. It came from years of observing how consumers buy skincare without always understanding how to use it correctly.

Learning from the Professional Beauty Industry

Founded by Neha Aggarwal and Neeraj Aggarwal under Yavi Cosmetics Private Limited, FYC Professional has built a growing presence in India's professional salon and beauty industry. The brand has served beauty professionals, salons, skincare experts, retailers and distributors across India, establishing credibility through quality products and consistent performance.

This close association gave the company clear insight into consumer behaviour. Product awareness was rising, but skincare understanding was not keeping pace. Consumers often purchased products based on trends, influencer recommendations, discounts or claims. Many skipped sunscreen, while others combined active ingredients without understanding how they work together.

Professional skincare works differently. Every treatment follows a sequence: cleansing prepares the skin, hydration restores balance, targeted treatments address concerns, repair supports recovery and protection shields the skin from environmental stress. Results come not from one miracle product, but from a complete system.

Building for Routines, Not Trends

Instead of building only around viral ingredients, FYC structured its personal care range around common skincare concerns and daily routines. The range includes Face Wash, Toner, Serum, Day Cream, Night Cream and Sunscreen, designed to work together as part of a day-to-night regimen.

The formulations feature actives such as Amino Peptides, Ceramides, Hyaluronic Acid, Bakuchiol, Seabuckthorn, Rice Water and Ginseng Extract. These ingredients are incorporated based on the role they play within a skincare routine, not trend value alone.

A Made in India Approach to Quality

As a Made in India brand, FYC Professional combines professional expertise with quality-focused formulation practices suited to Indian consumers and evolving skincare needs. The company's approach balances efficacy with accessibility, with emphasis on quality ingredients, consumer relevance and everyday use.

This reflects the same principles that helped FYC build trust within India's professional beauty industry: reliability, consistency and performance.

A Landmark Expansion

FYC Professional marked a major milestone on 12 April 2026 with the launch of its FYC Personal Care range at Ramada by Wyndham, Sonipat, Murthal. The event brought together salon professionals, distributors, beauty retailers, skincare enthusiasts and members of the media, marking the brand's expansion from professional skincare into the everyday personal care segment with the aim of making salon-grade experiences accessible to a wider audience.

At the Beauty & Spa Exhibition, celebrity makeup artist Bhumika Bahl showcased the FYC Personal Care collection, guiding attendees through the skincare regimen and explaining the role of key ingredients such as Amino Peptides, Ceramides, Bakuchiol, Rice Water, Ginseng, Hyaluronic Acid and Seabuckthorn. She highlighted the importance of routine-based skincare and proper skin preparation as the foundation of healthy, radiant skin.

A Journey of Growth

What began as a professional beauty brand has evolved into a growing skincare company with a diverse portfolio of more than 200 products across professional and personal care categories.

Over the years, FYC Professional has expanded through salon partners, beauty retailers and distributors, building credibility through consistent product performance and long-standing industry relationships. Its personal care expansion is a natural extension of the philosophy that has guided the brand since its inception: effective skincare should be built on understanding, consistency and quality.

Founders' Vision

Speaking about the brand's philosophy and future direction, founders Neha Aggarwal and Neeraj Aggarwal said:

"Over the years, we have seen consumers invest in skincare without the guidance needed to make informed choices. People do not necessarily need more products; they need clarity on what their skin needs and how products should work together.

At FYC Professional, our vision is to bridge professional expertise with everyday skincare through quality formulations that simplify routines and empower better decisions. We want to move beyond selling products and become a brand that builds confidence through understanding and consistency."

Looking Ahead

As India's beauty market becomes increasingly competitive, FYC Professional believes meaningful differentiation will come from solving real consumer challenges, not just launching more products.

The future of skincare may not depend on helping consumers discover yet another product. It may depend on helping them understand the products they already have access to. In a market overflowing with choices, that understanding could become the industry's most valuable offering.

The session is part of an intensive one-month grooming calendar during which national and international experts are training the selected finalists across multiple domains — from ramp walk and personality development to formal dining protocol.

What the Finalists Learned

According to Miss Rajasthan Director Ekta Jain, Negi's session covered the core conventions of formal dining: the correct method of holding and using a knife and fork, how to hold a wine or water glass, the importance of avoiding the addition of extra salt to food at the table, and the etiquette of keeping mobile phones away during meals. Negi also guided the finalists on the appropriate conduct expected at formal lunch and dinner settings — skills that are often tested at national and international pageant events.

"Miss Rajasthan provides direct entries for national and international pageants, and our girls consistently make Rajasthan proud on bigger platforms," organisers Yogesh Mishra and Nimisha Mishra have previously stated. The grooming curriculum is designed with precisely that competitive standard in mind. 

The 28th Edition: Scale and Structure

Organisers confirmed that 28 finalists have been selected following multiple rounds of auditions from across Rajasthan. According to the organisers, all 28 finalists are residing in Jaipur for the duration of the finale month. The nine-day activity block includes grooming, training, dedicated expert sessions, and sub-title events — a format consistent with the pageant's established structure in previous editions. 

Miss Rajasthan is recognised as the state's oldest beauty pageant. It is registered with the Government of India and is headquartered in Jaipur. Last year's 27th edition — held at B.M. Birla Auditorium — saw Twinkle Purohit crowned Miss Rajasthan 2025. 

Grand Finale on July 4

The organisers have confirmed that the Grand Finale of Miss Rajasthan 2026 will be held on July 4 at B.M. Birla Auditorium, Jaipur. The evening will feature fashion showcases by multiple partners: JKJ Fashion will present traditional designs, while Shiv Jewellers will display traditional and Rajputi jewellery, and Parampara The Jewels will showcase diamond jewellery collections. The event is being held in association with V Sarovar Portico, Jaipur.

A Platform That Has Produced National Contenders

The pageant has served as a launching pad for numerous participants from Rajasthan, many of whom have gone on to careers in film, television, and the international pageant circuit. Past alumni include Akanksha Choudhary, first runner-up at Miss Rajasthan 2023, who later became a Miss Universe India 2025 national finalist, and Vaishnavi Sharma (Miss Rajasthan 2023), who was selected as Femina Miss India Rajasthan 2024. 

The table etiquette session underscores the pageant's effort to go beyond physical presentation and prepare contestants for high-stakes formal environments at home and abroad.

Further grooming sessions with additional subject matter experts are scheduled over the coming days ahead of the July 4 grand finale. The competition, story, and training calendar continue to develop.

Also Read: Sowmya CM Shines as Miss Globe India 2024, Ready to Compete on Global Stage in Albania

The program's growth is not incidental. It reflects a structural inadequacy in how formal education has approached data science - and how industry-focused training has moved to fill that space.

The limits of the university model

Data science curricula at most Indian universities are built around theoretical competence. Students learn the mathematics of machine learning, the principles of statistical inference, and the logic of data pipelines - but rarely leave with the operational fluency that hiring managers now expect as a baseline.

The tools that define day-to-day data science work - cloud platforms, containerisation, model versioning, production deployment frameworks - are frequently absent from university syllabi, or treated as elective extensions rather than core requirements. The result is a well-documented gap between graduate output and industry readiness, one that has driven significant demand for post-university upskilling.

Training Basket's Full-Stack Data Science program was built to address precisely this gap, not by supplementing academic learning, but by replacing the parts of it that consistently fail working professionals and career-switchers.

Curriculum architecture

The program is structured across three tracks - Foundation, Specialisation, and Career - with a total duration of approximately six months.

The Foundation Track spans 30 weeks and is organised into six sequential modules. The first two modules establish technical fundamentals: Python programming, object-oriented programming, NumPy, Pandas, data visualisation with Matplotlib and Seaborn, database management, and statistics. Modules three and four move into machine learning - covering supervised regression and classification, ensemble learning, unsupervised methods, scikit-learn, EDA, feature selection, dimensionality reduction, cross-validation, hyperparameter tuning, time series, deep learning (TensorFlow, Keras, PyTorch, OpenCV), and neural network architectures including CNNs. Module five addresses natural language processing, including the attention mechanism. Module six - MLOps - covers GitHub, AWS, Docker, and Spark.

The decision to include production deployment and cloud infrastructure within the Foundation Track, rather than treating them as advanced electives, reflects a deliberate philosophy: that a data scientist who cannot ship a model is not fully equipped for the roles the industry is currently hiring for.

The Specialisation Track (two months) allows learners to focus on Data Engineering - covering data modelling, big data management, and MLOps fundamentals - with target career outcomes including ML Engineer, Data Engineer, Cloud Engineer, and NLP Engineer.

Delivery and learning infrastructure

The program is available in both online and offline formats, with weekday and weekend batches to accommodate working professionals. Every live session is recorded and made accessible through the institute's LMS, with access retained for two years post-enrolment. Individual doubt-clearing sessions are available to all enrolled students.

The faculty comprises practitioners with active industry experience. Lead instructor Sourav Kapil has over seven years in data science; Kuldeep Sharma and Tushar Khitoliya each bring five or more years of domain experience. The institute's emphasis on industry-active instructors is a deliberate departure from the academic teaching model, and one that learners have consistently cited in their reviews.

Placement outcomes

Training Basket operates Job Basket, a dedicated placement support division that provides resume preparation, interview coaching, and employer referrals. Alumni from the program have been placed in data roles at TCS, Wipro, Infosys, IBM, Samsung, Dell, Airtel, Ericsson, and Tech Mahindra, among others. Specific placed profiles documented on the institute's site include a Data Analyst at PepCoding, a Data Engineer at Absolutdata Analytics, and a Project Engineer at Wipro.

The significance of scale

A learner base of two lakh is, by any measure, an unusual figure for a private training institute. Beyond the headline number, it represents a program that has been subjected to sustained real-world testing - iterating on curriculum gaps, refining instructional approaches, and building an alumni network of sufficient density to carry independent referral value in the job market.

For comparison, most university data science electives operate at cohort sizes of a few hundred. The cumulative feedback loop available to a program at Training Basket's scale is categorically different, and the curriculum reflects it.

India's data talent gap

India's demand for data science professionals is growing across sectors - financial services, healthcare, manufacturing, logistics, and technology - at a pace that formal higher education has not been structured to match. The pipeline of candidates that industry requires cannot be produced by university programs alone, whether on grounds of scale, speed of curriculum update, or proximity to production-grade tooling.

Industry-trained professionals, equipped with current tools and evaluated by employers on demonstrated capability rather than institutional affiliation, are increasingly the norm rather than the exception in data hiring. Training Basket's enrolment figures suggest that a significant portion of India's aspiring data professionals have reached the same conclusion.

About Training Basket: Training Basket is a Noida-based hybrid IT training institution offering certification programmes across Data Science, AI/ML, Cloud Computing, DevOps, Networking, Cyber Security, Web Development, and Digital Marketing. Founded by Nayan Verma and Rishabh Raj, the institute serves students and working professionals through instructor-led & LMS-supported programmes with dedicated placement assistance. | trainingbasket.in

The global gathering of industry leaders, technology enthusiasts, investors, and enterprise stakeholders to debate about the latest advancements in the sphere of AI, digital transformation, and emerging technologies is an excellent platform to showcase the prowess of India's technological capabilities.

Under the able guidance of its Managing Director Shreya Parasrampuria, SB Infowaves has carved out a niche for itself as a reliable partner that can assist enterprises with their innovative requirements pertaining to artificial intelligence, custom software development, cloud computing technologies, intelligent automation, mobile applications, and digital transformation.

With a promising start already made at London Tech Week 2026, SB Infowaves looks to capitalize on the Paris VivaTech conference to further cement its presence globally.

With more organizations across the globe making their moves towards integrating AI and digitalizing themselves, the involvement of this organization at VivaTech comes at a time where there is an increasing need for scalable and safe software solutions that are built for the future.

The gathering of all the technology experts around the globe in Paris is indeed an opportune moment to showcase India’s flourishing technological companies at the global level.SB Infowaves' participation in the Paris VivaTech 2026 event is much more than just a visit to yet another international tech conference. With Ms. Shreya Parasrampuria heading the delegation from the company, the trip is poised to become an important step towards building the Indian reputation on the global stage of AI and software development.

Bengaluru (Karnataka) [India], June 12 : In an era defined by venture capital dependency, one Bengaluru founder is rewriting the rules of building a global AI product company — entirely on his own terms.

There is a question that every serious enterprise technology buyer eventually asks before committing to a long-term platform partnership: will this company still exist in five years?

It is not a trivial question. The Indian SaaS landscape is littered with well-funded, well-publicised platforms that grew fast, burned faster, and left enterprise clients mid-migration. While institutional funding has its place for rapid consumer scaling, enterprise B2B infrastructure demands a different kind of operational durability - one where growth is funded directly by customer success

Vadeesh Budramane has never raised a rupee of external funding. And AlgoShack, the Bengaluru-based AI product company he founded in January 2018, has never needed to.

The company today employs more than 300 professionals, has sustained 55 percent compound annual growth for four consecutive years, holds two published patents with four more in progress, and operates its flagship AI Augmented Autonomous Testing platform — algoQA — across enterprise clients in Medical Devices, Banking and FinTech, Retail, and Enterprise Software verticals globally. Its enterprise Net Promoter Score is 94. Its SaaS NPS is 81.

There is no investor board. There are no quarterly fundraise narratives. There is no cap table managing the strategic direction.

There is just the product, the team, and the outcomes.

The Strategic Clarity That Funding Can Obscure

The venture capital model imposes a specific kind of cognitive load on founders. Every major decision — pricing strategy, market expansion timing, product roadmap sequencing, hiring pace — must be filtered through the lens of what the next funding round requires. Growth metrics are optimised not for client outcomes but for investor legibility.

Budramane has operated without that filter for seven years.

"When you do not have investors to answer to, your only accountability is to your clients and your team," he has said. "That is not a simple accountability. In many ways it is harder. But it is a cleaner one."

That clarity has produced measurable strategic consistency. AlgoShack has not pivoted its core product thesis in seven years. algoQA was conceived as an AI Augmented Autonomous Testing platform — not AI-assisted, not AI-enhanced, autonomous — and it has been built and scaled on that singular architectural conviction. While competitors have rebranded, repositioned, and restacked their offerings to match whatever narrative the market rewarded that quarter, AlgoShack has deepened the same platform.

The results validate the approach. According to CB Insights, running out of capital is associated with nearly 70% of startup failures, making it the most common factor behind venture-backed startup shutdowns. Meanwhile, many analysts argue that bootstrapped companies tend to prioritize customer needs, profitability, and sustainable growth earlier than venture-backed startups because they rely on revenue rather than external capital.

AlgoShack's numbers tell the same story. Up to 80 percent cost savings for clients. 10X productivity improvement. More than 3X ROI. Up to 90 percent automation coverage. These are not projections designed to attract the next funding round. They are delivery outcomes that drive an enterprise NPS of 94 — the metric that has compounded AlgoShack's growth more reliably than any marketing programme.

Building a 300-Person Team Without Venture Capital's Playbook

Scaling an engineering organisation to 300 people without the salary premium war chest that funded competitors deploy requires a different kind of talent strategy. AlgoShack's answer has been culture, mission, and visible growth trajectory.

More than 37 percent of AlgoShack's engineering team are women — a figure that reflects deliberate hiring philosophy rather than a diversity initiative. The company holds a Glassdoor rating of 4.6 — a score that most VC-funded engineering firms with far larger HR budgets would find difficult to match. AmbitionBox rates it 4.2. Google Reviews 4.5.

These numbers are not incidental. They are the direct consequence of a company that has never had to make the cultural compromises that funding pressure routinely demands — rapid headcount expansion ahead of cultural cohesion, incentive structures misaligned with long-term product quality, leadership decisions driven by exit timelines rather than engineering excellence.

AlgoShack's team of 1,500+ person-years of industry experience and 500+ person-years of internal platform knowledge is the deepest institutional asset the company holds. It was built slowly, intentionally, and without the churn cycles that characterise fast-funded engineering organisations.

The IP Discipline of a Company Building for Decades

Perhaps the clearest signal of AlgoShack's long-term orientation is its intellectual property strategy.

Two patents covering core algoQA innovations were published in April 2026. Four additional patents are in progress. In a market where speed-to-funding often takes precedence over long-term IP investment, this represents an unusual and deliberate choice.

Patents are not filed by companies building for the next funding round. They are filed by companies building for the next decade. The filing cost, the legal complexity, and the 18–24 month publication timeline are investments that only make sense if the company intends to be the market leader in its category for years, not quarters.

AlgoShack is ranked 27th globally among more than 900 test automation companies by Tracxn. It holds ISO 9001:2015 certification, IEC 62304 attestation, and ISO 14971 attestation — credentials that make algoQA one of the few AI Augmented Autonomous Testing platforms in India cleared for regulated medical device software environments.

What Strategic Clarity Actually Looks Like

There is a version of AlgoShack's story that could have been told differently. Raise a Series A. Double headcount in 12 months. Expand geographically before the product is ready. Optimise for press coverage over delivery outcomes.

That story has been told many times in Indian tech. It rarely ends well for clients.

Budramane chose a different story — one where the platform's credibility is built patent by patent, certification by certification, client outcome by client outcome. Where a 94 NPS speaks louder than a funding announcement. Where entering the US market happens when the product is globally ready, not when an investor's portfolio thesis demands it.

In a category being rapidly reshaped by AI Augmented Autonomous Testing — where algoQA competes directly against VC-backed global platforms — strategic clarity is not a philosophical preference.

It is the competitive advantage.

Vadeesh Budramane is the Founder and CEO of AlgoShack Technologies. algoQA is India's leading AI Augmented Autonomous Testing platform, ranked #27 globally among 900+ automation companies. www.algoshack.com

Cyclists join from C-Scheme, Mansarovar, Vaishali Nagar, Malviya Nagar and Vidhyadhar Nagar as Jaipur celebrates AU Jaipur Cyclothon.

Jaipur: The grand AU Jaipur Cyclothon 2026 witnessed an overwhelming response as thousands of cyclists, fitness enthusiasts, students, corporate professionals and citizens participated in one of Jaipur's largest cycling initiatives, celebrating fitness, sustainability and community spirit. The event marked the culmination of a week-long campaign dedicated to promoting cycling culture, environmental conservation and healthy lifestyles.

Organised by Sanskriti Yuva Sanstha, Jaipur Runners Club and Indian Institute of Event Management and Research (IIEMR) with the support of AU Small Finance Bank and Eternal Hospital, the cyclothon brought together participants from diverse age groups and backgrounds, all united by the common message of healthier living and sustainable mobility.

The event was hosted from various locations across the city, i.e. Mahaveer Public School, C-Scheme, AU Small Finance Bank branches at Mansarovar, Vaishali Nagar, Malviya Nagar and Vidhyadhar Nagar. The participation from different corners of Jaipur reflected the growing popularity of cycling as a fitness activity and an environmentally sustainable mode of transport.

The event Flag Off by. Shri Shailendra Sharma, Commissioner of Income Tax, Shri. Jyoti Satija, IG, RPF, Master Ji Sultan Ram, Head of Swadesh banking, AU Small Finance Bank, Dr. Sanjeev Sharma, Chairman – Interventional Cardiology, Eternal Hospital, Mr. Samir Gandhi, Vice President – Finance, NAV India, Shri Praveen Tijaria, President, Jaipur Runners Club, Shri Ravi Goenka, Co Founder, Jaipur Runners Club, Shri Rajesh Agarwal, Chairman, Cityvibes, Shri Sudhir Jain, Event Commitee Chairman, Capt. Shashi Kiran, Event Director and Shri Mukesh Mishra, Managing Director, IIEMR along with several distinguished guests, cyclists and fitness enthusiasts.

Shri Shailendra Sharma, Commissioner of Income Tax said the enthusiastic participation witnessed across Jaipur reflects the growing awareness among citizens towards healthy lifestyles and sustainable living. He further emphasized that cycling can play a vital role in reducing pollution, improving public health and creating greener cities.

Addressing the gathering, Mr. Jyoti Satija, IG, RPF said that AU Jaipur Cyclothon has emerged as a people's movement that seamlessly connects fitness, environmental conservation and social responsibility. 

Shri Mukesh Mishra, Managing Director, IIEMR, said that the AU Jaipur Cyclothon 2026 campaign successfully connected thousands of citizens with the causes of health, sustainability and community engagement. He highlighted that the week-long initiative featured a World Bicycle Day Talk Show on Sustainable Mobility, a Mega Plantation Drive on World Environment Day, a BIB Expo and Cycling Awards Ceremony, culminating in the grand cyclothon. He thanked all participants, partners, volunteers and supporters for making the campaign a resounding success.

During the event, participants pledged to adopt active lifestyles, promote cycling culture, support environmental conservation and encourage responsible road usage. The cyclothon also served as a platform to raise awareness about reducing carbon emissions through greater adoption of non-motorised and sustainable modes of transport.

The organisers informed that the campaign witnessed enthusiastic participation from educational institutions, corporate organisations, cycling groups, resident welfare associations and community organisations, making it one of the most impactful cycling campaigns in the region.

The organisers expressed gratitude to AU Small Finance Bank, Eternal Hospital, NAV India, Cityvibes, ARL participating institutions, volunteers, cyclists and citizens for their support in making the event a grand success.

The programme concluded with a collective commitment to continue promoting cycling culture, healthy lifestyles and environmental sustainability, reinforcing Jaipur's emergence as a city committed to fitness, green mobility and community well-being.

The appointment marks an important milestone not only for Jitender Chawla but also for India's growing influence in the global marketing and business ecosystem. MMA Global is one of the world's leading marketing industry associations, bringing together marketers, brands, agencies, and technology leaders to recognize and promote innovation, creativity, and effectiveness in modern marketing.

As a jury member, Jitender Chawla will contribute to evaluating some of the most impactful marketing campaigns and brand initiatives from across Asia Pacific and global markets. The role reflects his extensive experience in helping businesses scale through strategic brand branding, lead generation, sales growth, public relations, and marketing excellence.

Over the years, Jitender Chawla has established himself as a respected business leader and entrepreneur focused on empowering startups, SMEs, and business owners. Through SMEBIZZ, he has actively supported entrepreneurs, industrial associations, professional forums, and social initiatives by providing platforms for networking, visibility, and business growth.

Speaking about the recognition, Jitender Chawla said, "It is an honour to be associated with MMA Global and contribute as a jury member for the MMA Smarties Awards. Marketing today is evolving rapidly, driven by technology, innovation, and changing consumer behaviour. I look forward to evaluating campaigns that not only demonstrate creativity but also deliver measurable business impact."

Known for his expertise in brand building and business development,Jitender Chawla believes that strong brands have the power to create meaningful change and long-term value. His professional journey has been centered around helping entrepreneurs build sustainable businesses through effective communication, marketing strategies, and customer engagement.

A TEDx speaker and mentor to numerous entrepreneurs, Jitender has consistently advocated the importance of branding as a business growth driver rather than merely a communication tool. According to him, every business has the potential to become a recognized brand when supported by the right strategy, execution, and market positioning.

Under his leadership, SMEBIZZ has emerged as a platform focused on strengthening entrepreneurial ecosystems and enabling business owners to access growth opportunities. The organization works closely with startups, SMEs, professionals, and industry stakeholders to foster collaboration, innovation, and market expansion.SMEBIZZ is a multi-faceted organization dedicated to educational advancement and entrepreneurial growth. Its core services include Education Consultancy, Career Counselling, PR & Media Services, Book Publishing, Doctorate, Events & Awards, Brand Building, and Digital Advertising Solutions.

Industry experts believe that appointments such as these highlight the growing recognition of Indian business leaders on international platforms. As global marketing continues to evolve, insights from entrepreneurs and business strategists with practical experience are becoming increasingly valuable in identifying campaigns that successfully balance creativity, consumer engagement, and business outcomes.

The MMA Smarties Awards are widely regarded as one of the most respected recognitions in the marketing industry, celebrating innovation, effectiveness, and excellence across categories. The inclusion of Jitender Chawla in the jury panel further reinforces the importance of entrepreneurial leadership and business-driven marketing perspectives in shaping the future of the industry.

With this international recognition, Jitender Chawla continues to strengthen his commitment towards supporting entrepreneurs, promoting business growth, and contributing to the advancement of marketing and branding practices at both national and global levels.

For more information, visit www.smebizz.group

With the rapid growth of the drone industry in India, the demand for high-quality and easily accessible UAV parts has increased significantly. UAV Marketplace aims to bridge the gap between manufacturers, suppliers, and end users by offering a centralized platform where customers can find a wide range of drone components such as flight controllers, motors, ESCs, frames, sensors, batteries, and other essential accessories required for UAV development and operations.

Traditionally, the UAV industry has faced challenges such as fragmented supply chains, inconsistent product availability, lack of standardization, and difficulty in sourcing genuine components. UAV Marketplace addresses these challenges by bringing verified suppliers and products under one platform, making the procurement process more efficient, transparent, and reliable for customers across different sectors including agriculture, mapping, surveillance, logistics, research, and industrial applications.

With a focus on improving accessibility and efficiency in UAV procurement, UAV Marketplace aims to enhance customer experience through a structured and technology-enabled marketplace model. The platform is designed to support drone manufacturers, startups, engineers, and hobbyists by reducing the time and effort required to source critical components. This allows users to focus more on innovation and development rather than supply chain limitations.

The company continues to grow its presence in the market by offering a wide range of UAV products tailored to customer needs. By collaborating with multiple suppliers and manufacturers, UAV Marketplace ensures that customers have access to diverse options across different price ranges and specifications. This approach helps improve flexibility and supports the growing demand for customized drone solutions in India.

In addition to product availability, UAV Marketplace is also working towards building a more organized UAV ecosystem in India. The platform is aligned with the increasing adoption of drone technology across various industries and aims to play a key role in strengthening the supply infrastructure required to support this growth.

A spokesperson from UAV Marketplace shared that the company is committed to building a reliable and scalable UAV supply network that supports India’s expanding drone ecosystem. The vision of the company is to simplify UAV procurement and make high-quality drone components accessible to everyone, from startups to established enterprises. The spokesperson also highlighted that UAV Marketplace aims to become a trusted partner in the UAV industry by focusing on transparency, efficiency, and customer satisfaction.

As the drone industry continues to evolve, UAV Marketplace is positioning itself as a key contributor to the digital transformation of UAV procurement in India. The company is actively working towards expanding its network, improving service quality, and introducing more advanced solutions to meet the growing demands of the market.

Website: https://www.uavmarketplace.in/
Instagram: https://www.instagram.com/uavmarketplace
Contact: support@uavmarketplace.in

New Delhi [India] : 27 years ago, he introduced a methodology that very few people had heard about in India. Over the years, he has trained 2,00,000 professionals, created 1,10,000 jobs, and helped one of India's largest steel companies script one of the most memorable turnarounds of India Inc. He did all of it without any advertising, just word of mouth from one business owner to another.

There is a moment in every significant business story where the most important decision happens quietly, without fanfare, in a way that only makes sense in retrospect.

For Ravi Gilani, that moment came in 1998. He had spent 21 years inside two of India's leading industrial organisations - Tata Motors and Eicher - accumulating the kind of operations knowledge that cannot be taught in a classroom. He had watched, at close range, how Indian companies managed their factories, their supply chains, their people, and their cash. He had seen the patterns - the effort, the discipline, the genuine commitment to improvement - and he had also seen what the effort was consistently failing to produce.

Then he encountered a book. A business novel, to be precise, written by an Israeli physicist named Eliyahu Goldratt. It was called The Goal. And what it described - the Theory of Constraints, a methodology built on the idea that every system has one binding constraint that limits its overall output - gave Gilani a framework for the pattern he had been watching for two decades.

In 1998, Ravi Gilani introduced the Theory of Constraints to Indian organisations. He became the first practising Jonah - the term TOC uses for a certified expert - in India. Dr. Goldratt personally trained him in supply chain management. That direct lineage from the methodology's creator to its Indian pioneer is a distinction no other consultant in this country holds.

What followed was not a rapid ascent. It was something harder and more consequential: 27 years of quiet, methodical, documented work inside the operations of Indian industry.

The Practice He Built

India's industrial space has undergone a significant transformation over the past three decades. From capacity-driven growth to efficiency-led expansion, businesses have experimented with multiple frameworks to improve performance. Yet, for many organisations, the gap between effort and outcome continues to persist. Delivery delays, excess inventory, and stretched cash cycles remain common challenges despite years of investment in systems and processes.

Ravi Gilani built Goldratt Bharat to address exactly that gap. Goldratt Bharat is a management consulting firm that collaborates with clients to increase their cash, profit, and sales - by an order of magnitude that is conventionally considered unachievable - through the application of Dr. Eli Goldratt's Theory of Constraints.

The language is deliberate. "Conventionally considered unachievable" is not marketing copy. It is a description of what happens when a company stops improving everything and starts fixing the one thing that actually matters.

During his consulting career, Ravi has worked with a diverse set of leading organisations across industries. His experience spans sectors such as steel, aerospace, packaging, automotive, infrastructure, pharmaceuticals, financial services, and consumer goods. It is the portfolio of someone who has spent nearly three decades inside the operational reality of Indian industry in almost every form it takes.

Clients have been able to improve their OTIF performance from less than 10% to over 95%, with a reduction in lead time by a factor of 2 to 6. These are not projections built into a consultant's pitch deck. They are outcomes documented across real engagements with named companies - outcomes that Ravi Gilani has presented at international forums for two decades.

The Method at the Centre of Everything

What distinguishes Goldratt Bharat from the management consulting mainstream is not the sophistication of the methodology. It is the discipline of the implementation.

Through Goldratt Bharat, Ravi Gilani built a consulting practice that emphasised outcomes over theory. His approach was not to introduce frameworks and exit, but to work closely with organisations in implementing change on the ground. Central to this approach is a structured weekly review mechanism that keeps organisations aligned on a few critical metrics. Goldratt Bharat's weekly review process is a disciplined cadence to drive ongoing improvement, with a focus on execution and identifying preventive and corrective actions. Every week, the goal is to be better than the past 13 weeks' moving average.

That last sentence is worth pausing on. Most Indian companies review performance monthly against annual targets. By the time a problem appears in the monthly data, it has been compounding for four to six weeks. Ravi Gilani's weekly review benchmarks current performance not against a static annual plan - which loses meaning as conditions change - but against a rolling thirteen-week average. The constraint surfaces in real time. The course correction happens before the problem becomes a crisis.

He is known for creating original concepts like Cash Velocity and Cash Score, benefiting many Indian companies through his weekly review process. He focuses on making organisations debt-free through innovative concepts. Cash Velocity and Cash Score are not borrowed frameworks from a business school textbook. They are concepts Ravi Gilani developed from direct engagement with the specific cash flow problems that Indian companies face - problems that the standard financial toolkit does not adequately diagnose.

The first ever presentation on Cash Constraint by Ravi Gilani at the TOCICO conference in Miami, USA in 2006 introduced a situation where a business has enough orders, manufacturing capacity, and reliable suppliers, but faces raw material shortages because suppliers do not supply unless paid upfront. The good news is that with the right measurements, it is possible to overcome a cash constraint in 13 weeks.

A cash constraint was resolved in 13 weeks. That is the headline that most business journalists would reasonably dismiss as implausible - until they see the documentation.

The Case That Defines the Practice

If there is a single engagement that captures what Goldratt Bharat does and what it has built over 27 years, it is their engagement with one of the largest steel companies in India.

When Ravi Gilani began working with Jindal Steel in 2015, the company was navigating one of the most difficult periods in the Indian steel sector's history. Global overcapacity, falling prices, and a debt load that had grown to ₹46,000 crore. The credit rating was D - default grade. The company had 42,500 employees and a market capitalisation that placed it far from the aspirational position its founders had envisioned.

Jindal Steel reduced its working capital by approximately ₹3,600 crore - or a little over half a billion dollars - within two years of TOC implementation. That was the beginning. Over eight years, what followed was one of the most documented private-sector turnarounds in Indian corporate history: net debt fell from ₹46,000 crore to ₹7,000 crore, sales grew nearly fourfold from approximately ₹13,390 crore in 2015-16 to ₹51,680 crore in 2022-23, operating profits surged from ₹2,441 crore to approximately ₹9,538 crore, the credit rating moved from D to AA, and employment grew from 42,500 to 55,600 people.

No restructuring. No capital infusion. No asset sales. A constraint was identified, a weekly review discipline sustained, and eight years of compounding improvement.

In the words of Mr. Naveen Jindal, Chairman, Jindal Steel, "Within our group, Mr. Gilani is revered as a living legend". The transformation was visible not just in the balance sheet but in how the organisation thought about itself and its performance.

The Recognition That Came Quietly

Ravi Gilani's contribution to the Theory of Constraints community has been recognised globally. He is the only Indian recipient of the TOCICO Lifetime Achievement Award - a recognition that reflects his role in advancing the application of TOC in real-world business environments.

Ravi has also served on the board of Theory of Constraints International Certification Organization (TOCICO) - shaping how TOC is developed, certified, and applied internationally, with India's experience at the centre of that conversation.

Over the years, he has trained more than 2,00,000 professionals and contributed to the creation of over 1,10,000 jobs through business transformations. These numbers reflect not just consulting success, but a broader influence on how organisations operate and grow.

He is a globally renowned expert in evaporating cash constraints, with over 51 years of industry experience - 21 years in operations and over 27 years in consulting - working with various Indian and transnational organisations across diverse industries, including engineering, automotive, aerospace, and more.

He has presented case studies at several international forums and industry bodies such as YPO, CII, EO, Halogen Singapore, PHDCCI, IEEMA, TOCICO, and TOC Practitioners Alliance. His work is known intensely within the organisations he has transformed. 

The Philosophy Behind the Practice

At the core of Ravi Gilani's work is a set of simple yet powerful ideas. The first is the importance of focus. In complex systems, not everything matters equally. Identifying what matters most and aligning efforts accordingly can unlock disproportionate results.

He enjoys striving for the impossible by challenging sacred assumptions and simplifying complexity. That description - challenging sacred assumptions - is not a branding line. It is a description of what happens in every Goldratt Bharat engagement. The sacred assumption that a struggling company needs to cut headcount. The sacred assumption that more technology will fix a decision-making problem. The sacred assumption that the constraint is external - in the market, in the competition, in the government policy - when it is almost always internal.

A passionate nationalist, he dreams of making Bharat the best place for the next generation to live and work.

It is an unusual thing for a management consultant to say. It is the kind of statement that, in the mouth of someone with a smaller track record, would sound like positioning. In the context of 27 years, 160 companies, 2,00,000 professionals trained, 1,10,000 jobs created, and a ₹39,000 crore debt reduction at India's most documented industrial turnaround, it sounds like something else entirely.

It sounds like what it is: the operating philosophy of someone who has spent nearly three decades treating Indian industry not as a market to serve but as a national project to build.

More than two decades after introducing the Theory of Constraints to India, Ravi Gilani's work remains more relevant than ever. The tools may evolve, but the fundamental question remains the same: what is the one thing that is limiting performance?

Goldratt Bharat is India's leading Theory of Constraints consulting firm, founded by Ravi Gilani in 1998. 

Media enquiries: Wing Communications - shiva@wingcomm.in | wingcomm.in

Bangalore (Karnataka) [India] : He helped launch one of the most complex healthcare IT systems in British history. Today, he is solving the problem that broke every software team he has ever worked with.

There is a moment in every engineer's career that defines everything that comes after it.

For Vadeesh Budramane, that moment came somewhere inside the NHS Lorenzo project - the United Kingdom's flagship electronic health record platform and one of the largest, most complex healthcare IT deployments in British history. As the delivery lead for the India team, Budramane sat at the intersection of everything that can go wrong when software quality is treated as a downstream concern rather than a foundational one.

Delays. Defects discovered too late. Test cycles that could not keep pace with a system of staggering complexity. The cost - in time, in resources, in risk to patient outcomes - was not abstract. It was immediate.

"That project taught me something that I have never been able to unlearn," Budramane says. "When software fails in a healthcare environment, the consequences are not just technical. They are human. And the root cause, almost every time, is the same: testing that started too late, ran too slowly, and broke the moment the system changed."

He carried that lesson with him through subsequent senior leadership roles at CSC India and other corporates, managing enterprise technology at a scale few Indian engineering leaders have experienced. But in January 2018, he stepped into something that three decades of corporate leadership had never quite prepared him for.

He started from scratch.

The Problem That Would Not Go Away

AlgoShack was founded on a single, stubborn conviction: that software testing was not merely underperforming - it was architecturally broken.

The tools that most enterprise engineering teams relied on had been designed for a world of quarterly releases, manual scripting, and stable application environments. By 2018, that world no longer existed. Agile sprints compressed delivery to two-week cycles. DevOps pipelines demanded continuous integration. Applications were updated not annually but daily. And yet, the testing model - scripted, manual, resource-intensive - had not fundamentally changed in fifteen years.

"We were applying 2005 thinking to 2018 problems," Budramane says. "The gap was not going to close with more engineers. It was going to close with a different architecture entirely."

That architecture became algoQA - AlgoShack's flagship AI Augmented Autonomous Testing platform. Not AI-assisted. Not AI-enhanced. Autonomous. The distinction is one Budramane draws deliberately and repeatedly.

Where conventional automation tools require engineers to write scripts, maintain locators, and manually update test suites when applications change, algoQA generates test cases from a simple application profile and self-heals when the system it is testing evolves. The result: up to 80 percent reduction in testing costs, up to 80 percent reduction in testing cycle time, and more than 90 percent test coverage - without a single line of manual scripting.

Building Without a Safety Net

What makes AlgoShack's story unusual in the Indian SaaS ecosystem is not the technology. It is the discipline.

In a funding environment where valuation milestones and venture capital rounds define the startup narrative, AlgoShack has grown entirely on the strength of its delivery outcomes. Fifty-five percent compound annual growth rate. Four consecutive years. Zero external funding. Three hundred plus professionals. A workforce where more than 37 percent are women in engineering roles.

"I was not interested in building a company that needed a fundraiser to prove its value," Budramane says. "I was interested in building a company whose clients would prove its value for us."

That client-outcome obsession is reflected in AlgoShack's enterprise Net Promoter Score of 94 - a figure that places it in the company of the world's most trusted B2B technology platforms - and a SaaS NPS of 81. Both figures are independently tracked and consistently maintained.

The company is also building its intellectual property foundation with unusual seriousness for an Indian product startup. Two patents were published as on  May 2026, covering core innovations in autonomous test generation and auto-healing architecture. Four additional patents are in progress.

The Frontier

Today, AlgoShack is ranked 27th globally among more than 900 test automation companies. The company holds ISO 9001:2015 certification alongside IEC 62304 and ISO 14971 attestations - credentials that make algoQA one of the few autonomous testing platforms in India cleared for deployment in regulated medical device software environments.

Enterprise clients across MedTech, Banking and FinTech, Retail and Digital Commerce, and Enterprise Software verticals have deployed algoQA at scale. The platform is rated 4.9 out of 5 on G2 and 5 out of 5 on SoftwareSuggest - independently, by the engineers who use it daily.

Vadeesh Budramane is 35 years into a career defined by the belief that software quality is not a phase in the development lifecycle. It is the lifecycle.

From the corridors of NHS Lorenzo to the engineering floors of a Bengaluru product company rewriting how the world tests software - the conviction has not changed.

The platform built to carry it has.

Vadeesh Budramane is the Founder and CEO of AlgoShack Technologies, a Bengaluru-based AI product company and developer of algoQA - India's leading AI Augmented Autonomous Testing platform. AlgoShack Technologies is headquartered in Bengaluru, India. 

Website: www.algoshack.com

Most founders have not.

That single gap, the distance between building a product and watching it function inside a real clinical environment, explains more health tech failures than any funding shortage, regulatory hurdle, or competitive threat combined.

I say this not as an observer, but as someone who has sat on both sides of the table. In 2017, I co-founded Caredose in New Delhi to solve medication non-adherence, a problem the WHO estimates costs the global healthcare system $637 billion annually. We built technology we were proud of. We raised capital. We partnered with institutes such as Max Hospitals, WHO, USAID, and the Gates Foundation. And then we walked into our first pharmacy chain and discovered that our elegant solution had one fundamental problem: it was designed around how we thought healthcare worked, not how it actually did.

That lesson took months to unlearn. It ultimately made Caredose better — we grew medicine adherence from under 50% to above 80% for our provider partners and achieved a successful exit. But the friction cost us time and resources we could not afford to waste. I have watched dozens of startups at Cedars-Sinai Technology Ventures, where I have now led over $20 million in institutional investments across 10+ companies. Our ambition is to ensure that they don’t make the exact same mistake, as it often leaves them without the runway to recover from it.

The Real Failure Mode: Technology-First, Patient-Last

The pattern is remarkably consistent. A founder identifies a genuine clinical problem. They build technically impressive software or hardware to address it. They secure pilots. The pilots produce promising data. And then— nothing. Adoption stalls, the hospital moves on. The startup runs out of money, wondering what went wrong.

What went wrong is almost always the same thing: the product was built to solve a technology problem, not a human behaviour problem.

Healthcare is not a rational system. It is an ecosystem of competing pressures, physicians managing 30-minute appointment windows, nurses following workflows designed decades ago, patients navigating fear and confusion alongside complex treatment regimens, and hospital administrators balancing budget cycles with clinical outcomes. A product that does not fit seamlessly into this reality, regardless of how good its algorithm is, will not be adopted.

At Caredose, we learned that getting a patient to take their medication on time was less about our IoT device and more about how the pharmacist explained it. The technology was 20% of the solution. The human trust layer was 80%.

Three Things Founders Must Do Differently

First, spend time in the workflow before you build for it. Not customer discovery calls, but actual observation. Sit in a hospital ward. Watch a pharmacy counter during peak hours. Understand where the friction lives before you decide where your solution fits.

Second, find your physician champion before you find your investor. In every health tech deal I have evaluated at Cedars-Sinai, the presence of an internal clinical advocate has been the single strongest predictor of adoption success. An investor can fund your technology. A physician champion can actually deploy it.

Third, treat patient behaviour as a design constraint, not a post-launch problem. Non-adherence, dropout, and low engagement— these are not user failures; they are design failures. Build the human trust layer into your product from day one, not as a feature update after your pilot.

What Must Change

India is producing exceptional health tech founders, technically rigorous, globally ambitious, and deeply motivated. What the ecosystem lacks is the infrastructure to help these founders stress-test their products against clinical reality before they go to market.

More hospital-founder partnerships. More operator-investors who have navigated both the startup and the clinical environment. More honest post-mortems from founders who built great technology that never reached a single patient.

The health tech problem worth solving in India is not a shortage of innovation. It is the last mile. And until we fix it, we will keep building brilliant solutions that fail quietly inside corridors the founders never walked.

Kinshuk Kocher is Director of Investment Operations & Special Projects at Cedars-Sinai Technology Ventures, Los Angeles. He is the co-founder of Caredose, a MedTech startup that created the simplest way of managing regular, chronic medication. He holds an MBA from the University of Oxford.

Mumbai (Maharashtra) [India] : Mumbai witnessed an emotional, glamorous, and star-studded evening at the grand Trailer & Music Launch of the much-awaited film “Hum Angrezon Ke Zamane Ke Jailor Hai”, regarded as the last film of legendary actor Asrani. The event was held at Aruba Bar & Experience and saw the presence of several renowned personalities from the entertainment industry.

The film stars an ensemble cast featuring Milind Gunaji, Zarina Wahab, Mushtaq Khan, and many others. Directed by Rakesh Sawant, the film is produced by Shweta Chauhan, Bhanwar Singh Pundir, and Rakesh Sawant.

One of the biggest highlights of the evening was the heartfelt tribute by Rakhi Sawant, who delivered a special, never-before-seen performance dedicated to Asrani Ji, celebrating his unforgettable contribution to Indian cinema. Her emotional act left the audience nostalgic and deeply moved.

The trailer received an overwhelming response from the media and attendees for its gripping narrative, powerful performances, and commercial entertainment value. The film revolves around a dark and intense murder mystery involving Thakur Vishwajeet Singh and Sawatei, whose family conflicts spiral into shocking crimes and suspenseful revelations. The investigation is led by Inspector Dev and Inspector Rana, taking audiences through a thrilling journey packed with drama, romance, action, music, and suspense.

Set against the scenic beauty of Uttarakhand, the film promises visually rich storytelling along with soulful music and emotional depth.

Director Rakesh Sawant said, “This film is extremely special and emotional for all of us because it carries the legacy and final performance of Asrani Ji. We wanted to create a complete entertainer while also giving audiences a memorable cinematic experience filled with suspense, emotion, and powerful performances.”

Producer Bhanwar Singh Pundir shared, “The response we received at the trailer launch has been overwhelming. It is a proud moment for our entire team to celebrate Asrani Ji’s incredible contribution to cinema through this film. Audiences will witness a perfect blend of thriller, entertainment, and emotion.”

Under the banner of Jaya Films and Gajanan Motion Movies, the film is produced by Shweta Chauhan, Bhanwar Singh Pundir, and Rakesh Sawant and directed by Rakesh Sawant.

The movie stars Asrani, Milind Gunaji, Zarina Wahab, Raksha Gupta, Muskan Verma, Vishnu Sharma, Abhinav Chauhan, and Mushtaq Khan.

“Hum Angrezon Ke Zamane Ke Jailor Hai” releases in cinemas on 12th June 2026.

Trailer link:  https://youtu.be/47x3HaalBAk?si=FY_SGLsxHi791uck

Indus Net Technologies, operating globally as INT. is that company. And after nearly three decades of building steadily, its relevance is becoming harder to ignore.

The Sectors That Cannot Afford to Get Technology Wrong

India's BFSI sector is undergoing its most consequential technology transition in a generation. The industry’s market cap is at ₹91 trillion ($1.1 trillion+), with India's fintech adoption rate standing at 87%, far above the global average of 67%. Digital payments alone may cross $10 trillion by 2026, driven by UPI, Aadhaar, and mobile penetration. Yet beneath these headline numbers, a structural gap persists. Indian BFSI entities currently allocate just 3 to 5% of revenue to technology, against global peers spending 8 to 10%. The platforms processing India's banking transactions are frequently running on architecture built for a different era.

Pharma faces a parallel reckoning. India's pharmaceutical sector, valued at nearly $65 billion, supplies approximately 20% of the world's generic medicines — and aspires to build a $130 billion market by 2030. The global pharma digital transformation market, valued at $18.4 billion in 2023, is expected to reach $45.2 billion by 2030, with 63% of pharma CEOs now citing digital transformation as a top priority for revenue growth. But HCP engagement platforms, pharmacovigilance workflows, and supply chain systems in most Indian pharma companies remain fragmented, legacy-dependent, and unready for the AI era.

These two sectors, high stakes, high complexity, and chronically under-digitised, are precisely where INT. has built its deepest delivery expertise.

What 28 Years of Enterprise Delivery Actually Looks Like

Founded in Kolkata in 1997 by Abhishek Rungta with a ₹50 investment and a conviction that Indian technology talent could serve global enterprises, INT. has grown into a 1,100+ professional enterprise operating across 45 countries from six global offices. It has delivered for IndusInd Bank, SBI General Insurance, DCB Bank, Bajaj Allianz Life Insurance, and Ageas Insurance (UK) in BFSI, and for Cipla in Life Sciences, among a 500+ client portfolio spanning Tesco, Honeywell, and Somax Inc. (USA).

The outcomes are not theoretical. A multilingual offline-ready portal built for SBI General Insurance delivered a 62% reduction in support requests and a 3x increase in claim tracker adoption among policyholders in Tier-2 and Tier-3 markets. A website redesign for DCB Bank produced a 70% improvement in mobile usability and a 40% reduction in bounce rate. For Bajaj Allianz Life Insurance, INT. automated the sales performance MIS process, eliminating manual reporting that had consumed dozens of hours of leadership time each week. For Ageas Insurance (UK), INT. built a mature product from scratch, now deployed at hundreds of sites across Europe.

These are not case studies. They are operating metrics inside India's most scrutinised financial institutions.

The Full-Stack Difference

What distinguishes INT. from the niche vendors that crowd India's enterprise technology market is the breadth of capability delivered under a single partnership. Leading pharma companies are now embedding AI, automation, and digital twins into every layer of the enterprise, connecting R&D, manufacturing, commercial, and supply chain into a single responsive network. INT.'s Life Sciences practice, anchored by its Cipla engagement, is precisely positioned to deliver that integration without the client managing multiple vendor relationships.

Recognised five consecutive times as a Great Place to Work, ranked in the Deloitte Technology Fast 50 and Fast 500 Asia Pacific, and now a pre-IPO company with DRHP filed in 2024, INT. is entering a new chapter, with the same foundational conviction Abhishek Rungta had in 1997: that technology is only worth building if it makes a measurable difference to the business it serves.

For India's banks, insurers, and pharma companies, that difference has been quietly compounding for nearly three decades.

INT. (Indus Net Technologies) is a full-stack digital transformation company headquartered in Kolkata, India. With 1,100+ professionals, 500+ enterprise clients across 45 countries. INT. delivers AI, Cloud, Cybersecurity, Digital Engineering, and Customer Experience solutions for BFSI, Life Sciences, and Retail enterprises. Learn more at intglobal.com.