New Delhi [India], September 16 : Clean to Green Society™ (C2G) strengthened its environmental education and outreach efforts during August 2026 through a series of initiatives engaging students across schools and higher educational institutions in Delhi, Puducherry and Gurugram. From creative engagement and awareness sessions to an e-waste collection drive and an educational visit to a live waste-management facility, the programmes were designed to help young people understand environmental responsibility and translate learning into practical action. The initiatives addressed key themes including e-waste management, waste segregation, recycling, responsible disposal, resource conservation and circular-economy practices, while encouraging students to recognise the role that everyday choices can play in building a cleaner and more sustainable future.

As part of the outreach, a Drawing Competition was organised at DAV Public School, Sector 7, Rohini, Delhi, on August 13, around the occasion of Independence Day. Students were encouraged to creatively connect the idea of national responsibility with environmental protection, responsible waste management and the vision of a cleaner and greener India. The activity offered students an opportunity to express their understanding of sustainability through art while reinforcing the message that environmental responsibility is an important part of responsible citizenship.

A Training and Awareness Session was conducted at Societe Progressiste Government Aided High School in Puducherry on August 12. The session introduced students to e-waste management, waste segregation, recycling and responsible disposal practices, with an emphasis on how students can contribute to environmental protection through sustainable everyday behaviour.

In Delhi, another Training and Awareness Session was organised at Government Co-ed Secondary School, Block 2, Geeta Colony, on August 13. Students were sensitised to the importance of e-waste management, segregation, recycling and responsible disposal, and were encouraged to carry these practices beyond the classroom into their homes and communities. The programme sought to inspire young participants to become sustainability ambassadors who can influence responsible behaviour among those around them.

Taking the engagement a step further from awareness to action, Clean to Green conducted a Training and Awareness Session along with an E-Waste Collection Drive at ICFAI Business School (IBS), Gurugram, on August 11. Students were engaged on responsible e-waste management, segregation, recycling, circular-economy practices and the safe disposal of end-of-life electronic products.

The collection component enabled participants to connect what they learned during the awareness programme with an immediate, practical sustainability action. Engagement with students at a business school also provided an opportunity to introduce future professionals and decision-makers to concepts of resource efficiency, responsible consumption and circularity that are becoming increasingly relevant to businesses and institutions.

A major highlight of the month's outreach was an educational exposure visit by 55 students of Salwan Girls Senior Secondary School, Rajender Nagar, Delhi, to the RLG Mandoli Aggregation Centre on August 19 under the Clean to Green initiative.

Designed as an experiential learning programme, the visit connected classroom concepts with the functioning of a live waste-management facility. Students received practical exposure to different stages of waste management, including segregation, sorting, handling, storage and aggregation, while also learning about responsible recycling and the onward journey of collected waste.

The programme was conceived around the learning approach “See it. Understand it. Practice it.”, enabling students to observe operational processes instead of learning about sustainability only through textbooks. The educational focus included e-waste and battery waste management, responsible consumption and disposal, resource conservation and circular-economy thinking.

The visit was also aligned with the emphasis of the National Education Policy 2020 on hands-on, experiential and competency-based learning, providing students an opportunity to understand how environmental concepts translate into real-world systems and processes.

“Environmental awareness becomes meaningful when it leads to responsible choices and action. Through these engagements, our effort is to help young people understand why sustainability matters and how waste segregation, responsible disposal, recycling and resource conservation work in practice. Schools and educational institutions have an important role in shaping habits early, and when students carry these learnings into their homes and communities, the impact extends beyond the classroom. At Clean to Green Society, we want to create opportunities that enable young people to see, understand and participate in building a more responsible and circular future,” said Ms. Radhika Kalia, President, Clean to Green Society.

About Clean to Green Society™

Clean to Green Society™ (C2G) is a purpose-led non-profit organisation working to advance environmental awareness, responsible resource management and circular-economy participation across India. Launched in 2017, C2G works across awareness and behaviour change, responsible collection and recycling-linked engagement, CSR programme implementation, research, advisory, impact assessment and institutional partnerships.

Its work includes Information, Education and Communication programmes, collection-linked initiatives, CSR programme design and implementation, research and knowledge development, monitoring and evaluation, social and environmental impact assessment, stakeholder engagement and sustainability learning resources.

Since inception, C2G has reached more than 50 lakh people through 9,116+ activities across 152+ cities in 28 states and 8 Union Territories, supported by an above-the-line media reach of over 5 crore.

Ahmedabad (Gujarat) [India] : I have sat across the table from some of Gujarat’s most ambitious developers. Brilliant projects. Stunning renders. Competitive pricing. And yet—unsold inventory is piling up.

The product was never the problem. The communication was.

Gujarat’s residential real estate market in 2025–26 is at one of its most exciting inflexion points in a decade. But the developers who will win are not just the ones building the best homes—they are the ones telling the best stories.

The Market Reality: Opportunity vs. Sentiment

Let us start with the facts. Housing demand in Ahmedabad surged by 21.4% year-on-year in early 2026, with SG Highway, Bopal, and SP Ring Road emerging as prime demand drivers. Average ticket sizes continue to rise steadily across micro-markets.

Yet, a sharp contrast remains: developers cut back on new project launches in mid-to-late 2025 due to market sentiment hesitation and buyer caution. The buyers are active, and liquidity exists. The missing link is confidence, communication, and conversion. That is a marketing problem—and it is 100% solvable.

Mapping Gujarat’s Real Estate Expansion Hubs

Before you market, you must understand the geography of demand across Gujarat’s prime corridors:

• West Peripheral (Shela, Shilaj, SP Ring Road): Dominates new supply driven by proximity to the Sanand industrial hub and outer ring road access.

• Northern Corridor (GIFT City, Vaishnodevi, Science City): Expanding rapidly off the back of GIFT City’s global financial growth and nearby mega-infrastructure projects, delivering 20%+ rental yield momentum.

• SBD / Commercial Arteries (SG Highway, Sindhu Bhavan Road): Driving high-end residential and commercial demand through metro connectivity and corporate hub proximity.

The Core Shift: Buyers in 2026 are not buying square footage alone. They are buying proximity to metro lines, GIFT City jobs, and lifestyle upgrades. Developers must market the ecosystem, not just the apartment.

5 Strategic Marketing Shifts for Developers

1. Stop Advertising. Start Educating: Modern buyers in Ahmedabad, Vadodara, and Surat research projects online long before calling a sales office. Winning developers publish useful market guides, RERA breakdowns, and locality reports instead of relying purely on display ads.

2. Market the Micro-Market First: Locations like Shela, Shilaj, and Nikol have shown massive 5-year capital appreciation, yet buyers lack local market data. Developers should publish location intelligence reports to frame buying as a smart wealth decision.

3. Target the NRI & Premium Segment Intentionally: With luxury properties seeing 15–20% appreciation, NRIs represent a major growth driver. They require remote confidence built via 3D virtual site tours, direct WhatsApp relationship management, and structured FEMA guides.

4. Build a Full Digital Funnel: Over 70% of Indian homebuyers begin their search digitally. Developers must replace outdated offline-only channels with an end-to-end digital journey:

Search Discovery ➔ Video Content (YouTube/Reels) ➔ High-Converting Landing Page ➔ WhatsApp/CRM Lead Nurture

5. Turn RERA Transparency into a Brand Asset: Delivery delays remain a primary buyer concern. Proactively displaying RERA compliance, monthly video progress updates, and delivery track records builds instant market trust.

The Affordability Advantage: Ahmedabad vs. Top Metros

Among India’s top metropolitan cities, Ahmedabad remains one of the most value-rich real estate markets:

The Value Proposition: “What commands ₹2+ Crore in Mumbai or Bengaluru yields larger living spaces, superior amenities, and equal growth potential at ₹80 Lakhs to ₹1.2 Crore in Gujarat.”

The Developer’s Execution Roadmap

[PRE-LAUNCH] ➔ Publish micro-market research | Feature RERA metrics | Set up 3D tours

[ACTIVE SALES] ➔ Weekly site update videos | Run Meta/Google funnels | Collect buyer testimonials

[POST-HANDOVER] ➔ Build resident communities | Launch referral programs | Publish case studies

Final Word

Gujarat’s residential market is fundamentally strong. While other major Indian metros face demand fluctuations, Ahmedabad has sustained stable growth. But structural strength alone does not sell units. Transparency, visibility, and narrative build real estate leaders.

About the Author

Jyoti Keswani is Senior VP at Sheetal Infrastructure Pvt Ltd. A PhD Scholar in Management and an alumna of Indian Institute of Management Ahmedabad (IIMA) and Narsee Monjee Institute of Management Studies (NMIMS), she specializes in organizational strategy, People management, and Brand and Marketing in real estate.

Tapah [Malaysia] : The Sai Baba Peace Torch brought a powerful message of peace, unity and humanity to Tapah, Malaysia, as more than 500 Sai devotees gathered for a special ceremony dedicated to promoting harmony across communities and nations.

The ceremony was attended by Hitesh Rajpal, Deputy High Commissioner of India to Malaysia, and Malaysian Minister Dato’ Sivakrishnan Sivaram. The event was led by Aushim Khetarpal (Aushimji), Head of the Shirdi Sai Baba Peace Foundation, who was invited by Datuk SP Kannan (Kannan Baba) and the South Malaysian Sai Baba organisation to bring the Peace Torch to the gathering.

The ceremony witnessed an emotional response from devotees as the Peace Torch was carried through the gathering. Several devotees came forward to touch and hold the torch, while others stood with folded hands. The deeply emotional atmosphere reflected the significance attached to the torch as a symbol of peace, compassion, and universal brotherhood.

Speaking on the occasion, Aushimji reiterated the Foundation’s core philosophy, “Spirituality is Humanity.”

“This torch is not about one religion or one nation. It belongs to humanity. Whether Christian, Tamil, Parsi, Muslim or Hindu, before anything else, we are human beings,” said Aushimji.

He further highlighted the emotional connection witnessed during the ceremony, saying, “When people from different backgrounds come together, and tears flow simply by touching a symbol of peace, you realise that peace is not merely an idea. Peace is an emotion. Humanity does not need a passport, a religion or a language.”

The participation of Hitesh Rajpal, Deputy High Commissioner of India to Malaysia, underlined the longstanding cultural and spiritual ties between India and Malaysia. The presence of Dato’ Sivakrishnan Sivaram further added to the significance of the gathering, bringing together representatives of India and Malaysia alongside devotees in a shared expression of peace and harmony.

The Sai Baba Peace Torch is part of the Shirdi Sai Baba Peace Foundation’s international peace initiative and has travelled across borders carrying its message of peace, service and compassion. Its journey has included associations with institutions and humanitarian landmarks such as the United Nations, South Africa, the Mahatma Gandhi Foundation, the Mother Teresa Foundation, the Vatican and Amma.

Following its Malaysia chapter, the Peace Torch is scheduled to continue its international journey towards the World Peace Palace in The Hague, Baba Mundi and the Vatican, before travelling onward to South Africa. The torch is subsequently expected to return to India for the grand finale of the Foundation’s international peace initiative, planned for April next year.

The Tapah gathering marked another significant chapter in the journey of the Peace Torch, bringing together people from different backgrounds around a common message of peace and humanity.

The Shirdi Sai Baba Peace Foundation continues to promote the belief that spirituality is not confined by religion, nationality or geographical boundaries, but is ultimately rooted in humanity and the shared aspiration for a peaceful world.

“Spirituality is Humanity.”

About Shirdi Sai Baba Peace Foundation

The Shirdi Sai Baba Peace Foundation is dedicated to promoting peace, harmony, compassion and humanity through spiritual and humanitarian initiatives.

The seller base is expanding fast

• Meesho’s transacting seller base stood at 1.04 million, up 81% year-on-year, with Tier 2-and-smaller towns making up 45% of it

• Flipkart says AI tools integration helped drive 80-85% growth in new seller onboarding from Tier 3, 4 towns this year compared to last

• Meesho’s content-commerce push saw a three-fold increase in order volumes during 2024 testing and reached 14.5 million users in a year — enough traction for the company to launch Creator Club this week, a dedicated platform pairing creators directly with sellers

StudioBackdrops has done this before

The company’s own sales mix has swung with the broader D2C wave, by its founder’s account:

• Pandemic era: the business was 90% online, 10% offline, and saw 600-800% revenue growth as creators built home studios

• Post-2023: as revenge-buying faded and e-commerce traction slowed, the company shifted to a B2B model

• Today: 70% B2B and 30% online, running through more than 200 dealers across Tier I, II and III cities, including remote cities.

Founded with a bootstrapped ₹1.5 crore by Archisman Misra, StudioBackdrops now stocks over 6,500 SKUs, including its in-house brands Indus — which has captured 70-75% of the Indian seamless backdrop market — and AriesX, its lighting and studio solutions line that is competing with international giants. The company has reported 40% year-on-year growth.

On why the company is now investing in mentorship rather than just equipment, Archisman Misra said, “India’s creator economy is moving beyond the pursuit of better gear. The real gap today is know-how, understanding the right setups, making smarter equipment investments, avoiding common mistakes and learning the workflows that often take years to develop. That thinking is behind SBD Creators, the company’s new nationwide mentorship program, which aims to onboard at least 100 creators by the end of 2026 across all 28 states, with content in regional languages including Assamese, Bengali, Marathi, Gujarati and more.

The company says it can already reach 20,000+ PIN codes nationwide, including a custom shipping route it built to get equipment to a photographer in the Andaman and Nicobar Islands, logistics that lines up with where Meesho and Flipkart say their own new sellers are increasingly coming from. 

For more information, please visit: https://studiobackdrops.com/

Bengaluru (Karnataka) [India], September 8: Arrowhead, a Bengaluru-based enterprise voice AI company, has announced results from its deployment with digital lending platform Kissht. Within two months of launch, Arrowhead’s AI voice agents began handling 40% of all inbound customer support calls received through Kissht’s Ring app.

The deployment currently covers loan application rejection queries and requests related to mandate or No Objection Certificate cancellations. Approximately 88% of these calls are resolved without human intervention.

“Within the first two months, the bot was handling 40% of our entire inbound volume,” said Suraj Shetty, Head of Customer Experience, Learning and Development at Kissht (Ring). “Of those calls, around 88% are getting handled without needing a human at all.”

Unlike many voice AI deployments that begin with outbound sales or engagement use cases, Arrowhead and Kissht introduced the technology directly into inbound customer support. The initial deployment focused on queries that can involve customer frustration, sensitive financial information and regulatory considerations.

A Focused Deployment With Defined Guardrails

The AI agents were initially trained to handle two specific categories of calls: queries concerning rejected loan applications and requests involving mandate or NOC cancellations.

The scope of the deployment was kept deliberately focused. The AI agent operates only within these predefined call categories. If a customer refers to the Reserve Bank of India during a conversation, the call is immediately transferred to a human specialist without the AI attempting to respond further.

Arrowhead’s technology has also been integrated with Kissht’s dialler and customer relationship management system. This allows relevant customer information and application status to be retrieved before the call is connected. As a result, customers are not required to repeatedly verify basic information or explain the same issue after a transfer.

One of the principal technical challenges during development was reducing the delay between conversational turns.

“When we started, latency was around one second. We built our own small language model and brought that down to around 500 milliseconds, which is among the lowest in the industry,” said Devyani Gupta, Founder of Arrowhead.

Reducing this delay was particularly important for creating a more natural interaction during sensitive customer conversations. Faster response times help reduce interruptions, awkward pauses and the impression that the customer is interacting with a conventional automated system.

Approximately 30% Lower Average Handle Time

According to operational data from Kissht, the AI voice agents are completing calls approximately 30% faster than human specialists handling comparable queries.

“The bot’s average handle time is running about 30% lower than our human agents,” said Shadab, Product and Build Owner at Kissht.

“If the same cost per minute is assumed, that translates into an approximately 30% saving on every call resolved entirely by the AI agent,” Gupta added.

The reduction in average handle time is in addition to the operational benefits created by resolving approximately 88% of calls within the selected categories without human involvement.

Kissht has stated that the efficiency improvement has not resulted in a decline in the customer experience measured during the deployment.

“That is what I would want another CX head to understand,” Shetty said. “We reduced handle time, but the customer experience held steady.”

Extending Support Beyond Regular Working Hours

The deployment has also allowed Kissht to address customer calls received outside the working hours of its support specialists.

Approximately 20% of the company’s inbound support volume is received between 8 PM and 8 AM. Before the introduction of the AI voice agents, many of these calls remained in the queue until the following working day.

“Around 20% of our inbound volume comes between 8 PM and 8 AM. Earlier, that became a queue waiting for the next day,” Shetty said.

Arrowhead’s AI agents now provide round-the-clock coverage for the supported query categories. The same operational policies, escalation rules and guardrails apply to calls received during and outside regular support hours.

A Collaborative Implementation Approach

Arrowhead and Kissht attributed the speed of the rollout to close collaboration between their respective product, customer experience, and engineering teams.

The implementation process included daily stand-up meetings from the beginning of the engagement. Arrowhead’s team also reviewed live customer conversations to understand how callers described their concerns, where conversations became difficult, and when human intervention was necessary.

Kissht’s implementation team worked directly with Arrowhead’s founders and engineers throughout the deployment. This allowed feedback from customer calls to be incorporated into the system without relying solely on periodic reviews or conventional support-ticket processes.

The two companies used this feedback to refine conversational flows, improve response speed, and strengthen the rules governing transfers to human specialists.

EMI and Repayment Support Agent Under Development

Following the initial deployment, Arrowhead and Kissht are developing an AI agent for EMI and repayment-related queries.

The next phase is expected to cover payment confirmations, auto-debit outcomes, duplicate deductions, late-fee status, foreclosure requests, NOC timelines, and CIBIL-related timelines.

Because these conversations involve transaction-specific information, the new agent is being developed with stricter controls. One of its core instructions is described as “money facts, absolute,” meaning the system must not independently calculate, estimate or round financial information.

The expansion represents a significant progression from handling defined service queries to managing conversations in which an inaccurate response could directly affect a customer’s understanding of a payment or financial obligation.

Kissht said the decision to proceed with the repayment use case followed the operational performance of the first deployment and the ability of the system to maintain customer experience while reducing handling time.

Deployment Highlights

About Kissht

Kissht is an Indian digital lending platform that provides consumer credit through its Ring app. Its offerings include personal loans, business loans and loans against property, with a focus on serving India’s underserved and emerging middle-class consumers.

About Arrowhead

Arrowhead develops enterprise-grade conversational AI voice agents for organisations managing customer interactions at scale. Headquartered in Bengaluru and backed by Stellaris Venture Partners, the company primarily works with banking, financial services and insurance organisations across inbound customer support and outbound engagement. Arrowhead develops its own low-latency speech and language technology for multilingual conversations in India.

Media Contact

Garv Jain
Founder’s Office, Arrowhead
Email: garv@arrowhead.team
Phone: +91 96095 21113
Website: arrowhead.ai

Bengaluru (Karnataka) [India] : AlgoShack Technologies, Bengaluru-based AI product company and creator of algoQA, its AI-augmented autonomous quality engineering platform, ranked 3rd globally among 742+ test automation companies by Tracxn, participated as Startup Partner in the Women Entrepreneurship Bootcamp held in August 2026, at SSM Cultural Hall, BIET, Namma Davanagere.

The district-level initiative brought together 120 selected girl students from five institutions across Davanagere, organized into 10 teams, for a day of intensive hands-on training in entrepreneurship spanning customer discovery, business model design, and pitch development. The program was convened under the Karnataka Digital Economy Mission (KDEM) and the IT, BT and S&T Department, Government of Karnataka, as part of the state’s broader push to expand entrepreneurial opportunity beyond metro hubs and into district-level talent pools.

AlgoShack’s involvement reflects the company’s growing focus on grassroots technology engagement, extending its presence beyond enterprise software quality into skill-building and innovation access for emerging talent in Karnataka’s smaller cities. As a bootstrapped company that has scaled to a 300-person team, AlgoShack has consistently positioned itself as an advocate for founders and builders who create value through discipline, innovation, and execution, a philosophy the company sees reflected in Davanagere’s next generation of women entrepreneurs.

“Entrepreneurship shouldn’t be limited by geography or access to networks,” said Ananya, Women Leader at AlgoShack. “These 120 students are proof that ambition and problem-solving ability exist everywhere. Our role is simply to show up, share what we’ve learned building a company from scratch, and back that talent with real exposure. Programs like this are exactly where India’s next wave of founders will come from, and we wanted AlgoShack to be part of that starting point.”

The bootcamp featured sessions on the entrepreneurial mindset and Karnataka’s opportunity landscape for women. It is followed by structured workshops on problem validation and business model development, closing with a peer-pitch challenge and a 60-day action plan for participating teams.

AlgoShack’s participation in the Davanagere bootcamp adds to its ongoing engagement with India’s innovation ecosystem, aligning with the company’s broader narrative of building global-standard technology from India, a message it has carried through its enterprise work in autonomous testing.

About AlgoShack Technologies

AlgoShack is a Bengaluru-based AI-native autonomous testing platform company, ranked 3rd globally among 742+ test automation companies by Tracxn. Its flagship product, algoQA, is an AI-augmented autonomous testing platform serving enterprises across MedTech, banking and fintech, digital commerce, and global capability centers. Bootstrapped and built on 35 years of engineering heritage, AlgoShack holds ISO 9001:2015 certification and MedTech compliance attestations under IEC 62304 and ISO 14971. The company recently expanded to Newark, Delaware, marking its entry into the US market.

The move reflects the agency’s growing proficiency and ambition, as it looks to scale its presence beyond Faridabad, build out its creative and social media capabilities, and meet rising demand from clients across sectors including healthcare, e-commerce, robotics, and BFSI.

DigiBirds360 Extends Its Reach with a New Pune Base

Since its founding in 2020, DigiBirds360 has grown into an award-winning, data-driven agency serving more than 100 clients, with a portfolio spanning SEO, PPC, web development, app store optimisation, and brand identity work. The agency’s move into Pune marks a deliberate step beyond its Faridabad roots, and it is actively working to bring on more collaborators and clients in the city as it builds out a local presence. With this expansion, DigiBirds360 is also establishing itself as a Digital Marketing Company in Pune, offering businesses in the region access to its wider range of digital, creative, and performance-focused capabilities.

As DigiBirds360 deepens its focus on brand storytelling and social-media-led campaigns alongside its performance marketing core, the appointment of a senior brand leader to spearhead this expansion marks a clear signal of intent.

Tejaswini Phadke’s Career Journey in Brand and Content Leadership

Phadke joins DigiBirds360 with close to a decade of experience across content, branding, and communications, built across newsrooms, radio, fintech, and cultural-event platforms. Her career spans hands-on creative leadership as much as strategic brand-building, a combination the agency says was central to the hire.

Most recently, Phadke worked as a Brand & Communications Specialist with SwaraZankar on a project basis, where she led branding and communications for more than 28 corporate partners across large-scale cultural events, combining social media strategy with on-ground activations and vendor management. Prior to that, she spent three years as Brand & Communications Manager at Bajaj Finserv Direct Limited, where she led brand and communication strategy across digital and internal platforms and scaled the company’s LinkedIn presence from 17,000 to 54,000 followers, a growth of roughly 218%, while also building internal communication frameworks that strengthened the organisation’s employee value proposition.

Earlier in her career, as Brand & Content Head at Sakal Media, Phadke led brand communication and content strategy for the 3KM app and the broader Sakal Media portfolio, driving Instagram growth from 300 to 13,000 followers, an increase of nearly 4,200%, through strategic, campaign-led content. In that role, she also closed three brand deals by pitching and executing content-led brand films and managed a 15-member creative team responsible for delivering campaigns, video content, and scriptwriting, giving her direct experience leading creative output at scale.

Her career began in radio, where she worked as a Radio Jockey with Radio Mirchi (Times of India) and later Radio City (Dainik Jagran), roles that combined on-air hosting with social media management, data and music reporting, and coordination with influencers and celebrities across markets including Pune, Kolhapur, and Goa.

Educational Background and Professional Certifications

Phadke holds a Postgraduate Diploma in Management with a specialisation in Journalism & Mass Communication from Symbiosis, completed through distance learning, and a Bachelor’s degree in Performing Arts from Savitribai Phule Pune University.

She has also completed certifications in Google-certified digital marketing and AI-driven marketing practices, reflecting a continued focus on staying current with evolving tools in the content and creative space. She is fluent in English, Marathi, and Hindi, with working knowledge of Japanese.

DigiBirds360 Leadership on the Expansion

Commenting on the appointment and the agency’s expansion, CEO of DigiBirds360, Mohit Singh, said the move reflects how far the agency has come and where it intends to go next. “As DigiBirds360 scales, brand storytelling and social media have become as central to our client conversations as SEO or paid media. We were looking for someone who has actually built brand narratives from the ground up, managed teams, and shown measurable results doing it. Tejaswini’s track record, from scaling a fintech brand’s digital presence to growing a media brand’s social following nearly 42-fold, speaks for itself.

We are hiring Tejaswini to lead our scale-up in Pune and Mumbai. She will head a team of ten there, and we are actively acquiring more brands and clients from that region. We are also looking to build our own proper corporate office in the Pune location. This appointment, and this expansion, reflect where we see the agency heading next,” said Mohit Singh, CEO, DigiBirds360.

Tejaswini Phadke on Joining DigiBirds360 as Brand Manager

Speaking on her new role, Phadke said she was drawn to DigiBirds360’s data-driven approach to brand and creative work. “What stood out to me about DigiBirds360 is that brand building, social media, and performance aren’t treated as separate conversations here. Having spent my career building brand narratives across media, fintech, and cultural platforms, I’m looking forward to bringing that experience into an agency that backs every creative decision with data.

There’s a real opportunity to help clients tell sharper stories while staying accountable to the numbers that matter to their business, and I’m excited to be leading that charge as we build out DigiBirds360’s presence in Pune and Mumbai,” she said.

New Role and Responsibilities as Brand Manager

In her new role, Phadke will be responsible for shaping the brand and social media direction of client campaigns across DigiBirds360’s service lines, working closely with the agency’s SEO, social media, and paid media teams to ensure brand output is aligned with performance goals.

She has been brought on specifically to lead DigiBirds360’s scale-up in Pune and Mumbai. DigiBirds360 has hired 10 digital marketing professionals for the Pune location, and Phadke will head this team of ten as she builds out the agency’s presence there.

Alongside this, she will play a central role in strengthening the agency’s brand storytelling, social media, and content marketing offerings, and in acquiring more brands and clients from the Pune and Mumbai region, an area DigiBirds360 has identified as a growth priority alongside its established strengths in SEO and performance marketing.

About DigiBirds360’s Growth and Client Portfolio

The expansion follows a period of steady growth for DigiBirds360, which has built a client roster spanning healthcare, robotics and automation, e-commerce, and consumer brands, with reported outcomes including significant gains in organic traffic, lead generation, and return on ad spend for clients. With its move into Pune, the agency is now working to bring on board more collaborators and clients from the city and the wider Maharashtra region.

The agency has positioned itself as a full-suite partner capable of handling everything from technical SEO to brand identity and PR, and its expansion into Pune, backed by a dedicated Brand Manager, is expected to reinforce that positioning as competition among digital marketing agencies in India intensifies.

DigiBirds360’s Next Phase of Growth

With this expansion, DigiBirds360 signals its intent to compete not only on performance metrics but also on the strength and consistency of the brand and creative work it delivers for clients. As the digital marketing agency expands its operations across Pune and Mumbai, backed by a growing local team and plans for a dedicated corporate office in Pune, it is positioning itself to work more closely with businesses across Maharashtra. This combination of performance expertise, creative capabilities, and a stronger regional presence is expected to define its next phase of growth.

New Delhi [India], September 01: Safe driving begins with clear visibility, making automotive lighting one of the most important elements of a vehicle's overall performance. Beyond safety, it has also become a key contributor to a vehicle's styling and road presence. As more passenger vehicle owners look to upgrade their factory-fitted lighting, the automotive aftermarket has witnessed a growing demand for LED bulbs that offer superior illumination, enhanced energy efficiency, longer service life, and a more premium appearance. However, traditional halogen bulbs continue to fall short, offering limited brightness, an uneven beam pattern neither provides optimal visibility nor complements the modern aesthetics of today's vehicles.

Recognizing this growing demand for high-performance lighting upgrades, Uno Minda, a leading Tier 1 supplier of proprietary automotive solutions to Original Equipment Manufacturers (OEMs), has launched its new 4-Wheeler LED Bulb range for passenger cars. Engineered for compatibility across a wide range of passenger cars, the range is offered in 90W, 110W, 150W, 150W, 170W, 220W and 300W variants and is designed to deliver ultra-super brightness with a precise high and low beam pattern. The new range enhances road visibility while elevating the overall aesthetics of the vehicle with its 6000K Crystal White Light. Combining superior performance, durability, and style, the new LED bulbs provide car owners a Brighter & Focused Light with a premium upgrade for a safer and more refined driving experience.

The Uno Minda 4-Wheeler LED Bulb range is AC/DC compatible, ensuring reliable performance across different vehicle electrical systems. The bulbs are equipped with a copper core for efficient heat dissipation, enabling consistent illumination and extended operational life. Additionally, an anti-rust power coating protects the bulbs against corrosion and harsh environmental conditions, further enhancing their durability. Together, these features ensure consistent lighting performance and long-lasting durability, making the range a reliable choice for everyday driving.

Commenting on the launch, Mr Anand Kumar, Business Head, Uno Minda Aftermarket, said, “In line with our commitment to Driving the New, Uno Minda introduces the upgraded 4-Wheeler LED Bulb range, engineered to combine enhanced road safety, superior performance, and modern styling.

Emitting a 6000K Crystal White Light with a precise high/low beam pattern, these bulbs maximize visibility of lane markings and road signs for safer night driving. Built for exceptional durability and heat management, the range features a high-conductivity Copper Core, robust anti-rust powder coating, and broad AC/DC compatibility. Available in multiple wattage options, Uno Minda LED bulbs deliver a premium aesthetic upgrade and long-lasting dependability for modern passenger cars.”

The Uno Minda 4-Wheeler LED Bulb range is available at leading automotive retail outlets and online platforms, including Amazon, Flipkart, and Uno Minda Kart, making it easily accessible to customers across the country. Available in 150W, 170W, and 220W variants, the range is priced between Rs 3500 to Rs 18000.

New Delhi [India], August 29 : In an era of fast fashion and fleeting trends, craftsmanship is emerging as one of the most valued expressions of luxury. Increasingly, consumers are looking beyond labels and logos, seeking products that carry a sense of authenticity, quality and the human skill behind their making. Thomas Crick India embraces this shift through its commitment to craftsmanship and Made-in-India footwear, bringing together classic shoemaking influences with the sensibilities of the modern Indian gentleman.

With roots in the tradition of British shoemaking, Thomas Crick brings a timeless design language to its Indian offering. Its footwear is created with an emphasis on quality materials, considered construction and meticulous finishing, reflecting the skill and precision involved in creating a well-crafted pair of shoes.

From polished formal shoes and refined loafers to classic Chelsea boots and versatile everyday styles, the collection is designed to become an enduring part of a man's wardrobe. Rather than following seasonal trends, the brand focuses on silhouettes that can transition effortlessly between professional, festive and social occasions.

At the heart of the brand is its Made-in-India craftsmanship. The process brings together skilled workmanship and contemporary design, allowing traditional values of precision, durability and attention to detail to remain relevant to today's consumer. Every pair is a reflection of the craft involved—from the selection and treatment of materials to stitching, construction and finishing.

For Thomas Crick, craftsmanship is not simply about how a shoe looks; it is about how it feels, how it wears and how it continues to become a part of its owner's journey. This emphasis on longevity gives the footwear a sense of permanence in a market increasingly dominated by disposable fashion.

“We believe true luxury lies in the details—the quality of the material, the skill of the maker and the thought that goes into creating something that lasts. Our Made-in-India approach allows us to celebrate Indian craftsmanship while creating footwear inspired by timeless shoemaking traditions,” said a spokesperson for Thomas Crick India.

As Indian consumers become increasingly discerning about what they buy and how products are made, Thomas Crick represents a growing appreciation for quiet luxury, skilled craftsmanship and products made with purpose. Its footwear is ultimately an expression of this philosophy—classic, considered and created to stand the test of time.

His vision extends beyond individual products. It aims to strengthen India’s capabilities across the complete robotics value chain—from design and engineering to manufacturing, programming, deployment, training, research, and commercialisation. The objective is to develop technologies that address Indian requirements while supporting the country’s emergence as a global leader in advanced engineering and intelligent machines.

A major part of this mission is VSP Techversity, an AI and Robotics institute in Hyderabad. The institute is designed to offer industry-oriented education and practical training in emerging technologies. Its programmes focus on the complete development cycle of intelligent machines, including hardware, software, electronics, mechanics, firmware, artificial intelligence, and automation.

VSP Techversity offers the following five courses: Humanoid Robotics, Humanoid Electronics & Firmware, Robotics Mechanical Design, Embodied AI, and Industrial Robotics.

These courses are intended to provide learners with practical knowledge and hands-on exposure to the technologies required to build, program, integrate, and operate advanced robotic systems. The curriculum is designed to prepare students, engineers, researchers, entrepreneurs, and technicians for opportunities in the rapidly developing AI and Robotics sector.

A distinctive focus of the initiative is the development of indigenous humanoid robots under the name “Vikky.” Through VSP Techversity, trainees are expected to learn the complete lifecycle of a humanoid robot—from mechanical design, electronics, and firmware to artificial intelligence, embodied cognition, control systems, programming, and real-world operation. This integrated approach can help create a skilled workforce capable of contributing to India’s growing robotics industry.

Vikram Sagar Pasala is also pursuing the concept of an exclusive VSP AI & Robotics City in an Indian state. The proposed city is envisioned as an integrated destination for the robotics ecosystem, bringing together AI and Robotics manufacturing, innovation centres, incubation facilities, a training university, research and development clusters, business centres, residential spaces, and green-building infrastructure.

By combining education, research, entrepreneurship, manufacturing, and sustainable urban development, the proposed city could provide a comprehensive platform for startups, investors, students, industries, and technology partners. Through these initiatives, Vikram Sagar Pasala is advancing a long-term vision to develop India’s indigenous AI and Robotics capabilities.

Mohali : Mahindra Raj Vehicles, Mohali successfully launched the new Mahindra BE 6 SPORTEQ, showcasing Mahindra’s latest combination of electric performance, advanced technology and sporty design. The launch event was graced by Chief Guest Shahat Gill, who unveiled the new electric SUV. 

The BE 6 SPORTEQ starts at ₹11.45 lakh with BaaS, while the range goes up to ₹26.95 lakh ex-showroom, depending on the variant and battery configuration. The vehicle is available in 12 colour options, including four new shades — Rosso Impulso, Ruby Velvet, Graphite Storm and Firestorm Orange Satin. 

From the TWO variant onwards, the SUV features a futuristic three-screen digital cockpit. Powered by MAIA (Mahindra Artificial Intelligence Architecture), its six TEQ Suites offer advanced connectivity, entertainment, driving, personalisation and safety features. The **TEQ_Talk with Google Gemini enables AI-based interaction, while TEQ_Play and TEQ_Drive add features such as in-car gaming, Karaoke, Dolby Atmos, Custom Drive Mode and Drift Mode. 

The Formula E Freedom Edition, inspired by Mahindra Racing’s Formula E programme, features a race-inspired design and can accelerate from 0–100 km/h in 6.44 seconds with Acceleration Boost. 

Deliveries commenced from 26 August 2026, coinciding with Onam. The launch event at Mahindra Raj Vehicles, Mohali brought together customers, automobile enthusiasts, media representatives and special guests. 

With the BE 6 SPORTEQ, Mahindra further strengthens its presence in the growing electric vehicle segment, offering customers a combination of performance, technology and contemporary design.

New Delhi [India] : Clinical dietitian, wellness coach and nutritionist Dr. Ridhima Khamesra launched her new book, Food Is Not the Enemy, at the India International Centre, New Delhi. The event was presented by the Prabha Khaitan Foundation in association with Kitaab Books. The book carries a foreword by Dr. Mickey Mehta, a leading global holistic health guru, life coach, and fitness icon from India.

Food Is Not the Enemy draws on Dr. Ridhima's years in clinical practice. It offers a science-backed, myth-busting approach to nutrition, rooted in Indian food culture. The book spans 30 chapters. It begins with the basics of nutrition, moves through everyday eating and lifestyle habits, and covers condition-specific guidance on weight management, diabetes, heart health, gut health, PCOS, and perimenopause. It closes with a look at diet trends, supplements, and social media misinformation. The book includes patient stories from Dr. Ridhima’s own clinic, along with expert input from doctors across cardiology, endocrinology, gastroenterology, and gynaecology.

The evening featured a panel discussion with food historian and Padma Shri awardee Shri Pushpesh Pant; Millet Chef of India Vikas Chawla (Ambassador of Millets, NITI Aayog and Nutrihub, Government of India); Dr. Anshuman Kaushal, Director of Robotic, GI, Minimal Access and Bariatric Surgery at CK Birla Hospital, Gurugram; and Commonwealth and Asian Games gold medallist Nupur Sheoran; alongside the author.

In her opening remarks, Dr. Ridhima said her clinical practice has changed over the years. Fewer patients ask what to eat. More ask for reassurance that ordinary foods are safe to eat at all. “The problem was never the dal, rice, roti, potato or mango,” she said. “The problem is fear, misinformation and extremes.” This idea, that food itself is not the issue, framed the evening’s discussion.

The panel explored the subject from different angles. Shri Pushpesh Pant said India’s relationship with food has changed more in the last three decades than in the previous three centuries. He pointed to fermentation, seasonal eating, and the use of spices as practices that existed in Indian kitchens long before modern nutrition science gave them names.

Chef Vikas Chawla spoke about how imported grains like quinoa and kale became aspirational, while Indian staples like ragi, jowar, bajra, kangni, and kodo quietly disappeared from urban kitchens. He made the case for bringing these grains back into everyday meals.

Dr. Anshuman Kaushal addressed the flood of nutrition advice online. He raised a simple question: how much of it is backed by science, and how much is just confident storytelling?

Nupur Sheoran shared an athlete’s view on nutrition and performance. She described discipline not as never breaking routine, but as knowing how to return to it.

A lighter segment of the evening, called the ‘Khalnayak’ round, asked panelists to give quick verdicts on foods often blamed for poor health, including rice, ghee, potato, milk, fruit, and dal. The round sparked a lively, and at times disagreeing, exchange on which foods deserved their bad reputation. Closing the discussion, Dr. Ridhima returned to her opening question and asked whether views in the room had shifted. She restated what she called the core message of her book: “Don't just count calories. Count nourishment.” She added that health depends as much on sleep, movement, and stress as it does on food. She closed with the line, “Health does not come from fearing food. It comes from understanding it.”

About Dr. Ridhima Khamesra

Dr. Ridhima Khamesra is an award-winning clinical dietitian, wellness coach and nutritionist. She is the founder of Ridhima Khamesra’s Diet Clinic. Her honours include the Atal Bihari Achievement Samman (2022), the title of North India's Most Trusted Dietitian (2023), and recognition from the Ministry of Food Processing Industries and NITI Aayog for her national contribution to nutrition.

From live singers and professional bands to stand-up comedians, motivational speakers, DJs, anchors, dancers, celebrities, and unique stage performers, Hire4Event is building a comprehensive digital destination for artist booking and event entertainment in India.

With a growing network of 18,000+ artists across multiple entertainment categories, Hire4Event combines online artist discovery with professional event-management and production capabilities, helping clients organize memorable entertainment experiences for corporate events, weddings, conferences, concerts, annual functions, dealer meets, product launches, and private celebrations.

Hire4Event – A One-Stop Online Artist Booking Platform

The entertainment requirements of modern events are becoming increasingly diverse. Event organizers today want professional performers who can match their audience, event theme, location and entertainment objectives. Hire4Event addresses this requirement through its online artist booking platform, allowing customers to explore different artist categories and submit their requirements.

The platform provides access to singers, live bands, DJs, stand-up comedians, motivational speakers, dancers, anchors, instrumentalists, celebrities, influencers, folk performers and other stage artists.

Through its online artist booking platform in India, Hire4Event aims to simplify the traditional process of finding performers, negotiating requirements and coordinating entertainment services.

Live Singer Booking for Corporate Events and Weddings

Live music continues to be one of the most popular entertainment choices for corporate celebrations, weddings, receptions, gala dinners and private events. Hire4Event provides access to professional singers across different genres, styles and performance formats.

Customers can book live singers for corporate events and weddings for events ranging from corporate annual days and award ceremonies to wedding receptions, sangeet functions, destination weddings and live entertainment programs.

The platform enables organizers to communicate their event requirements and find suitable singers according to the event format, audience profile and performance requirements. With professional artist coordination and event support, Hire4Event is helping make singer booking more accessible for clients across India.

Live Band Booking for Corporate Events and Weddings

For organizers looking to create an energetic atmosphere, live bands remain a highly effective entertainment option. Hire4Event offers live band booking for corporate events and weddings, supporting requirements for corporate parties, gala evenings, wedding celebrations, concerts, college festivals and private functions.

From Bollywood and fusion performances to rock, acoustic and other musical formats, event organizers can explore suitable live-band options based on their event requirements.

Professional live bands can add energy and audience engagement to an event while creating a memorable live entertainment experience. Hire4Event also works with clients on associated event requirements and performance coordination.

Stand-Up Comedian Booking for Corporate Events and Live Shows

Comedy has become an important part of modern corporate and social entertainment. Companies increasingly use stand-up comedy to engage employees, clients and business partners during annual functions, award ceremonies, conferences and corporate celebrations.

Hire4Event provides stand-up comedian booking for corporate events and live shows, helping organizers find professional comedians for different types of audiences and event formats.

Stand-up comedians can be booked for corporate parties, employee engagement programs, annual days, conferences, weddings, college festivals, private celebrations and dedicated comedy shows. The platform helps event organizers communicate their requirements and identify suitable entertainment options.

Motivational Speaker Booking for Corporate Events and Seminars

Entertainment is not the only requirement for successful business events. Conferences, seminars, leadership programs, sales meetings and employee-development initiatives often require experienced speakers who can inspire and engage audiences.

Hire4Event offers motivational speaker booking for corporate events and seminars, providing access to motivational speakers, keynote speakers, leadership professionals, business trainers and other experienced speakers.

Organizations can book motivational speakers for leadership conferences, employee engagement programs, management meetings, sales meets, seminars, educational events and professional-development sessions.

A suitable motivational speaker can help organizations create meaningful conversations around leadership, teamwork, performance, professional development, resilience and organizational growth.

Diverse Stage Performers for Every Event

Hire4Event’s artist booking ecosystem extends beyond singers, bands, comedians and speakers. The platform also supports requirements for DJs, anchors, dancers, instrumentalists, magicians, folk performers, celebrity artists, influencers and unique stage performers.

This broad artist network allows event organizers to source different forms of entertainment from a single platform rather than coordinating with multiple agencies.

For corporate event planners, this can simplify the entertainment procurement process while providing access to multiple artist categories for different portions of an event.

Technology-Enabled Artist Booking

The growth of digital platforms is changing the way event organizers search for entertainment. Instead of relying entirely on traditional artist agencies and personal references, customers can now explore entertainment categories online and submit their requirements digitally.

Hire4Event's platform is designed to bring artist discovery and booking requirements into a single online environment. The company highlights services including direct artist access, digital payment options, travel support and technical assistance.

Its motivational speaker platform, for example, states that Hire4Event provides access to professional speakers and offers support for corporate events, conferences, leadership programs, employee engagement initiatives and seminars.

Similarly, the company's artist marketplace highlights categories including live singers, live bands, stand-up comedians and motivational speakers.

Artist Booking Across India

Hire4Event is expanding its artist booking services across major Indian cities and event destinations. The platform can support entertainment requirements for Delhi NCR, Mumbai, Bangalore, Hyderabad, Chennai, Kolkata, Pune, Jaipur, Chandigarh, Lucknow, Goa and other locations across India.

Its broader event ecosystem also enables organizations to combine artist booking with event management, production and infrastructure requirements.

This integrated approach is particularly valuable for corporate clients that may require entertainment along with stage production, sound, lighting, LED screens, venue coordination and other event services.

Supporting Corporate Events, Weddings and Live Shows

The increasing demand for professional entertainment has created new opportunities for technology-driven artist booking platforms. Corporate organizations want engaging entertainment for employee events, annual days and conferences, while wedding planners and families seek professional singers, bands and performers for celebrations.

Hire4Event is positioning itself to serve both segments through its growing artist network and online booking infrastructure.

Whether the requirement is a singer for a wedding, a live band for a corporate celebration, a stand-up comedian for an annual function or a motivational speaker for a leadership conference, Hire4Event provides a single destination for exploring professional performers.

Building the Future of Online Artist Booking in India

As India's event and entertainment industry continues to evolve, digital artist booking is expected to become increasingly important. Clients are looking for convenience, variety, professional coordination and access to artists across multiple categories.

With its extensive artist network and integrated event-management capabilities, Hire4Event is working toward becoming a preferred destination for online artist booking in India.

From live singer booking, live band booking, and stand-up comedian booking to motivational speaker booking, the platform provides event organizers with access to professional entertainment options for corporate events, weddings, conferences, concerts, college festivals, product launches and private celebrations.

About Hire4Event

Hire4Event is an India-based event management and artist booking company providing artist booking, corporate event management, live entertainment and event production solutions. Through its online platform, the company connects event organizers with artists and performers across multiple categories and supports entertainment requirements for corporate events, weddings, conferences, concerts, college festivals, dealer meets, product launches, annual functions and private celebrations.

Main Artist Booking Platform: https://www.hire4event.com/book-an-artist

Mumbai (Maharashtra) [India] : Family offices in India are entering their most consequential decade. The number of structured family offices has grown almost seven-fold, from roughly 45 in 2018 to close to 300 by 2024, and is projected to cross 1,000 before 2030. Against this backdrop, Alpha Capital, a SEBI-registered multi-family office, is calling on India’s wealthy families to prioritise governance and structure over short-term tax optimisation as they formalise how they manage generational wealth.

The urgency is driven by scale. According to the Indian Family Offices Report 2026, produced by The Economic Times and research firm 1Lattice, the number of Indian families with wealth exceeding US$30 million is set to rise from about 16,000 in 2025 to nearly 26,000 by 2030. The same report projects an intergenerational wealth transfer of US$1.3 trillion to US$1.5 trillion across Indian family businesses over the coming decade. With family businesses already contributing an estimated 60 to 70 percent of India’s GDP (PwC), the decisions families make about structure today will shape Indian capital formation for a generation.

“Every promoter with a liquidity event is now being told they need a family office, and most of them end up buying a product instead of building an institution,” Alpha Capital said. “There is no dedicated SEBI framework for family offices, and the term does not appear in any Indian statute. That means the entire burden falls on getting the structure right, across trusts, LLPs, alternative investment funds, and, where relevant, GIFT City. Families that chase tax arbitrage alone leave succession and control exposed, and that is precisely where real wealth leaks.”

Why Family Offices in India Are Growing So Quickly

India is expected to remain one of the world’s fastest-growing large economies through 2026, expanding the base of ultra-high-net-worth families year on year. Indian family offices now rank third globally by venture capital deal volume, behind only the United States and the United Kingdom (PwC Global Family Office Deals Study 2025), a sign that these entities have shifted from passive wealth preservation to active capital allocation. More than half of Indian family offices now involve millennial or Gen Z members in investment decisions, with a significant share of next-generation investors favouring startups in health technology, fintech, and artificial intelligence.

For families with global allocation goals, GIFT City has emerged as India’s most significant onshore route offshore. Under the IFSCA Fund Management Regulations, a family can establish a Family Investment Fund through an Authorised Fund Management Entity, with benefits that include a ten-year corporate tax holiday under Section 80LA, exemption from GST, the ability to operate in US dollars, and access to global markets beyond the individual LRS cap. Alpha Capital notes, however, that capital gains benefits are not the reason to build at GIFT IFSC, and that families structuring purely for tax advantage are optimising for the wrong variable.

THE OPPORTUNITY IN CONTEXT

India’s Family Office Boom, by the Numbers

1,000+
Structured family offices projected in India before 2030, up from about 45 in 2018 and close to 300 by 2024.

US$1.3–1.5T
Intergenerational wealth transfer projected across Indian family businesses over the coming decade.

60–70%
Estimated share of India’s GDP contributed by family businesses (PwC).

No. 3 globally
India’s rank by family office venture capital deal volume, behind only the US and the UK (PwC Global Family Office Deals Study 2025).

Why structure, not tax, is the decision that will define the next decade of Indian wealth.

Wealth and transfer figures from the Indian Family Offices Report 2026 (The Economic Times & 1Lattice); GDP and deal-volume figures from PwC.

Why Structure Comes First

There is no dedicated SEBI framework for family offices, and the term appears in no Indian statute. That absence pushes the entire burden onto how a family is built, across trusts, LLPs, alternative investment funds, and, where relevant, GIFT City. Families that chase tax arbitrage alone leave succession and control exposed, which is precisely where wealth leaks between generations. The durable test is whether a single entity can say, at any moment, what a family owns, earns, and risks, and where it goes next, and keep that answer true as the next generation steps in.

GIFT City: India’s Onshore Route Offshore

• Ten-year corporate tax holiday under Section 80LA

• Access to global markets beyond the individual LRS cap

• Exemption from GST

• Ability to operate in US dollars

Alpha Capital’s caveat: capital gains benefits are not the reason to build at GIFT IFSC. Families structuring purely for tax advantage are optimising for the wrong variable.

An Aligned, Institutional Approach

Alpha Capital delivers family office capability through a single, aligned mandate that brings investment management, tax and structuring, succession planning, and consolidated reporting under one roof, rather than leaving families to coordinate fragmented advisers who each see only one part of the balance sheet.

“The test we put to every family is simple,” the firm added. “Can one entity tell you, today, what you own, what you earn, what you risk, and where it goes next? If the answer takes a week of phone calls, you do not yet have a family office. You have a filing cabinet with an expensive name. Our job is to make that answer immediate, and to keep it true across generations.”

Families evaluating their options can explore the firm’s family office services in India to understand how investment, tax, succession, and reporting are delivered under one aligned mandate.

About Alpha Capital

Alpha Capital is a SEBI-registered multi-family office based in Mumbai, India, serving ultra-high-net-worth families with investment management, succession and estate planning, tax and regulatory structuring, and consolidated wealth reporting. The firm works under a single, aligned mandate, bringing investment, tax, succession, and reporting together under one roof so that a family’s wealth and the structures that hold it evolve together across generations. For more information, visit https://www.alphacapital.in.

Meeting the Rising Demand for Professional Pest Control Services in Ahmedabad

With rapid urbanization, changing weather conditions, and increasing awareness of hygiene, professional pest management has become an essential requirement rather than an optional service. Pest infestations caused by termites, cockroaches, rodents, mosquitoes, bed bugs, ants, and other insects can threaten public health, damage valuable property, contaminate food, and disrupt everyday life.

Urban Junggle Pest Control understands these challenges and provides dependable Pest Control Ahmedabad solutions that combine preventive strategies with effective treatments. Every service begins with a detailed inspection to identify the source of infestation, evaluate risk factors, and recommend the most suitable treatment plan. This customized approach allows the company to deliver effective results while helping customers prevent future infestations.

Comprehensive Pest Control Solutions for Every Property

Urban Junggle Pest Control offers complete pest management services designed to meet the needs of residential, commercial, industrial, and institutional clients.

The company's services include:

• Termite Control

• Cockroach Control

• Rodent Control

• Bed Bug Treatment

• Mosquito Control

• Ant Control

• Spider Control

• Bird Control

• General Pest Management

Every treatment is carried out by trained professionals using modern equipment and scientifically proven techniques that focus on long-term pest prevention rather than temporary relief.

Why Professional Pest Control Matters

Professional pest management is essential for protecting both health and property. Routine inspections and preventive treatments help reduce the risk of structural damage caused by termites, food contamination from rodents and cockroaches, and health concerns associated with mosquitoes and other disease-carrying pests. Urban Junggle Pest Control encourages homeowners and businesses to adopt preventive pest management practices that provide long-term protection and peace of mind.

Why Customers Choose Urban Junggle Pest Control

Urban Junggle Pest Control has built its reputation by delivering quality service, transparent communication, and dependable customer support. Every project is handled with professionalism from the initial inspection through treatment and follow-up guidance.

Customers trust the company because it offers:

• Customized pest management plans

• Experienced and trained technicians

• Safe treatment methods

• Prompt response and timely service

• Long-term preventive solutions

• Competitive pricing

• Professional customer support

• Reliable after-service assistance

The company believes every customer deserves personalized attention because no two pest infestations are exactly alike.

Advanced Treatment Methods with Safety as the Priority

Safety remains one of the core values of Urban Junggle Pest Control. The company follows industry-recommended procedures and uses carefully selected treatment products designed to deliver effective pest control while prioritizing the safety of families, children, employees, and pets.

Technicians continuously receive training on the latest pest management technologies, application techniques, and safety protocols. By staying updated with industry developments, Urban Junggle Pest Control ensures customers receive reliable and responsible pest management solutions that meet modern standards.

The company also emphasizes Integrated Pest Management (IPM), a strategy that focuses on identifying the root causes of pest activity, minimizing unnecessary chemical usage, and implementing preventive measures that support long-term pest control.

Professional Pest Control for Homes and Businesses

Urban Junggle Pest Control proudly serves a wide variety of clients across different industries.

Residential Services include:

• Independent Houses

• Apartments

• Villas

• Residential Societies

Commercial Services include:

• Offices

• Restaurants

• Hotels

• Retail Stores

• Shopping Complexes

• Hospitals

• Schools and Colleges

• Warehouses

• Manufacturing Units

• Corporate Buildings

Whether customers require a one-time treatment or a comprehensive annual maintenance program, the company delivers solutions tailored to the specific needs of every property.

Customer Satisfaction Drives Every Service

Urban Junggle Pest Control believes successful pest management extends beyond treatment. The company provides practical recommendations that help customers reduce future infestations through improved sanitation, moisture control, waste management, structural maintenance, and regular inspections.

This proactive approach enables customers to maintain healthier environments while protecting their homes, businesses, and investments over the long term.

As a trusted provider of Pest Control Ahmedabad services, Urban Junggle Pest Control continues to strengthen customer relationships through professionalism, transparency, and consistent service quality.

Statement from the Company

“At Urban Junggle Pest Control, we believe effective pest management is about more than eliminating pests. It is about protecting families, safeguarding businesses, and creating healthier environments. Our team combines professional expertise, advanced treatment methods, and customer-focused service to deliver long-term solutions our clients can trust. We remain committed to raising industry standards while building lasting relationships through quality, transparency, and dependable service," said the spokesperson for Urban Junggle Pest Control.

Looking Ahead

Urban Junggle Pest Control remains focused on continuous improvement and innovation. The company plans to further strengthen its pest management capabilities by adopting advanced technologies, enhancing technician training, improving customer support systems, and expanding preventive maintenance programs.

As awareness of hygiene and public health continues to grow, Urban Junggle Pest Control is committed to remaining a trusted partner for reliable Pest Control Ahmedabad services that deliver measurable value to homeowners and businesses alike.

About Urban Junggle Pest Control

Urban Junggle Pest Control is a professional pest management company dedicated to delivering safe, reliable, and effective pest control solutions for residential, commercial, industrial, and institutional properties. The company specializes in termite control, cockroach control, rodent control, mosquito control, bed bug treatment, bird control, ant control, and integrated pest management services. With a strong commitment to quality, innovation, customer satisfaction, and environmentally responsible practices, Urban Junggle Pest Control continues to help create healthier, cleaner, and pest-free living and working spaces.

Contact

Urban Junggle Pest Control
Ahmedabad, Gujarat, India
Phone: 1800 123 407407
Email: services@urbanjunggle.com
Website: https://www.urbanjunggle.com

The Vision Behind Blackkmagikk Signature Colours

Hair colour has evolved beyond simply changing appearance. Today, it represents confidence, self-expression, and personal identity. Recognizing this transformation, Shades of Blackk Spalon created Blackkmagikk Signature Colours to offer clients a premium experience that is completely personalized. "Our vision is to create more than beautiful hair colours. We want every client to leave our salon feeling confident, empowered, and proud of their unique look. Blackkmagikk Signature Colours is designed to celebrate individuality through artistic colour transformation." The brand believes that every client deserves a signature look rather than a standard colouring service.

A Personalized Colour Experience

Every Blackkmagikk Signature Colours journey begins with an in-depth professional consultation. Colour experts evaluate factors including skin tone, hair texture, facial features, lifestyle, and maintenance preferences before recommending the most suitable shades and colouring techniques. This personalized approach ensures every transformation is unique and reflects the client's personality instead of simply following trends. The collection offers a wide range of colour services, including:

• Global Hair Colour

• Fashion Hair Colours

• Balayage

• Ombre

• Highlights

• Root Touch-Up

• Grey Coverage

• Complete Hair Colour Makeovers

Each service is performed with precision, creativity, and professional care.

Premium Quality Meets Hair Care

At Shades of Blackk Spalon, beautiful colour should never come at the cost of healthy hair. Blackkmagikk Signature Colours combines premium colouring products with professional application techniques that help preserve hair strength, softness, moisture, and shine. Every service includes expert guidance on aftercare so clients can maintain vibrant, long-lasting colour while protecting overall hair health. This commitment to quality ensures every transformation delivers beauty that lasts beyond the salon visit.

Inspired by Modern Beauty Trends

Today's clients seek individuality rather than ordinary beauty solutions. Blackkmagikk Signature Colours blends international colour trends with personalized artistry to create looks that suit modern lifestyles. Whether clients prefer natural elegance, bold fashion shades, dimensional colour, or subtle enhancements, every transformation is tailored specifically to their personal style. Rather than copying popular trends, the salon focuses on creating timeless colours that enhance natural beauty while reflecting each client's identity.

The Luxury Experience at Shades of Blackk Spalon

Luxury is not defined only by premium products. It is created through exceptional service, personalized attention, and memorable experiences. From consultation to colour selection, application, finishing, and aftercare guidance, every step of the Blackkmagikk Signature Colours experience has been thoughtfully designed to exceed client expectations. Clients receive one-on-one professional attention in a relaxing salon environment where comfort, creativity, and quality remain top priorities.

Innovation for the Future

The launch of Blackkmagikk Signature Colours represents the beginning of a long-term vision for innovation in professional hair colouring. Shades of Blackk Spalon plans to introduce seasonal colour collections, advanced colouring techniques, educational beauty sessions, and exclusive signature experiences that continue to inspire clients and raise industry standards. The brand remains committed to continuous learning, creativity, and excellence while adapting to evolving beauty trends around the world.

Building Confidence Through Colour

Hair colour has the power to transform more than appearance. It can influence confidence, self-image, and personal expression. Blackkmagikk Signature Colours encourages clients to embrace their individuality by discovering colours that enhance their natural beauty while reflecting their unique personality. Every transformation is treated as an artistic collaboration between the client and the salon's professional colour experts, resulting in a truly signature look.

About Shades of Blackk Spalon

Shades of Blackk Spalon is a premium beauty destination dedicated to delivering world-class salon experiences through creativity, innovation, and professional excellence. The salon specializes in advanced hair colouring, hair care, styling, beauty treatments, and personalized makeover services. With the introduction of Blackkmagikk Signature Colours, the brand continues its mission of redefining luxury hair colouring by combining artistic expertise with personalized beauty solutions.

Contact Shades of Blackk Spalon

Services: Blackkmagikk Signature Colours
Ahmedabad, Gujarat, India

The 2026 edition is bringing together 1,100+ participants, 110+ speakers, 5+ international speakers, 10+ Masterclass speakers including professors from IITs and scientists, 40+ sessions and 50+ exhibitors, reflecting the scale and breadth of the industry gathering.

Built around the theme “The New Steel Cycle: Raw Materials to Steel – Trade & AI,” the forum is connecting steelmakers, miners, coal and scrap players, traders, logistics companies, policymakers and technology providers to examine the shifts defining the sector’s next phase.

The conference comes at a time when India is strengthening its position in the global steel landscape through capacity growth, import substitution and product diversification, while raw-material strategy, freight movements, metallic mix and AI-powered intelligence are becoming increasingly critical to competitiveness and margin management.

West Bengal’s Industrial Growth Takes Centre Stage

The Inaugural Session, themed “West Bengal’s Industrial Growth Agenda: Enabling Investment, Infrastructure, and the Next Phase of Manufacturing-led Development,” brought together senior policymakers and industry representatives, including Tapas Roy, Hon’ble Minister-in-Charge, Department of Industry, Commerce and Enterprises, Government of West Bengal; Ajay Kumar Poddar, Hon’ble Minister-in-Charge, Department of Public Works (PWD) and Department of Public Health Engineering (PHE); Umesh Rai, Hon’ble Minister-in-Charge, Department of Municipal Affairs and Urban Development; and Arjun Singh, Hon’ble Minister-in-Charge, Department of Labour and Transport, Government of West Bengal.

The session also featured Vivek Adukia, Chairman, Steel Re-Rolling Mills Association of India (SRMA); Shankar Lal Agrawal, President, West Bengal Sponge Iron Manufacturing Association (WBSIMA); and Deepak Agrawal, General Secretary, WBSIMA.

Speaking at the inaugural session, Tapas Roy, Hon’ble Minister-in-Charge, Department of Industry, Commerce and Enterprises, Government of West Bengal, said, “West Bengal is committed to enabling investment, manufacturing and sustainable industrial growth. Industry platforms such as BigMint India Ferrous Week strengthen dialogue between policymakers and industry.”

Vivek Adukia, Chairman, Steel Re-Rolling Mills Association of India (SRMA), said, “The steel industry is entering a new phase where raw-material security, technology and efficient decision-making will be critical to competitiveness.”

The event’s leadership line-up also includes Amitabh Kant, Former CEO, NITI Aayog and Ex-G20 Sherpa, who will offer a special perspective on re-globalisation and India’s opportunity amid global trade disruption.

From Steel Growth to AI: Conversations Shaping the New Cycle

Over the three days, the programme will address some of the most consequential questions facing the ferrous sector, including India’s steel growth, iron ore policy and supply, DRI capacity expansion, thermal coal dynamics, coking coal security, ferrous scrap, global trade, shipping and logistics, green steel and decarbonisation.

Technology and artificial intelligence will also take centre stage, with discussions examining AI in scrap sorting, AI-driven decision-making, technology transitions in steel and DRI plants, and the role of intelligent supply chains. The agenda also puts a spotlight on women’s leadership in steel and the changing competitive landscape of the global ferrous industry.

Dhurv Goel, CEO, BigMint, said, “India’s steel story is entering a new cycle, where raw materials, trade and technology will matter as much as capacity. BIFW is our effort to bring the industry together to understand and navigate what comes next.”

Senior industry and policy voices participating in the forum include Rashmi Singh, Director (Commercial), MOIL; Ravi Kumar Moka, Deputy Director General of Shipping, Ministry of Ports, Shipping and Waterways; Manoj Kumar Agarwal, CMD, Bharat Coking Coal Limited; Dr. Arun Choudhary, Scientist & Deputy Director, MNRE; Pradipta Kumar Mishra, Managing Director, Jindal Power Limited; Purushottam Beriwala, Chairman, Shyam Steel Industries Ltd.; Puneet Arya, President, PMAI; Deependra Kashiva, Director General, Sponge Iron Manufacturers Association; and Stephan Paech, President & CEO, Fives North American Combustion, among others.

BigMint, India’s premier IOSCO-compliant Price Reporting Agency for Commodities, has been conducting conferences like India Ferrous Week since 2014 that converges into a major industry gathering, with participation from stakeholders across 25+ countries. The 2026 edition brings together the 9th India Iron Ore & Pellet Conference, 8th India DRI, Scrap & Steel Conference and 6th India Coal Outlook Conference, while expanding its scope to include logistics, technology and AI.

With high-level plenary sessions, focused industry discussions, market-facing content, technology masterclasses and senior networking opportunities, the three-day forum aims to connect macro market developments with practical business decisions and help stakeholders navigate the opportunities and challenges of the next steel cycle. BigMint India Ferrous Week 2026 is being held from August 19–21, 2026, in Kolkata.

The three-day exhibition is bringing together manufacturers, technology providers, suppliers and professionals associated with pharmaceutical manufacturing, laboratory technology and related sectors. The event is positioned as a B2B platform for showcasing machinery, laboratory equipment, processing technologies and other innovations serving the pharma and healthcare ecosystem.

Protech Air Systems is inviting industry professionals and visitors to explore its latest innovations at Hall No. 2, Stall No. A107. The company's participation provides an opportunity for visitors to understand its range of cleanroom equipment, air handling systems, filtration solutions and specialised HVAC products designed for controlled environments.

Focus on Cleanroom and Air Quality Solutions

Established in Ahmedabad, Protech Air Systems specialises in manufacturing and supplying cleanroom and air purification equipment. Its product portfolio includes Laminar Airflow Units, Biosafety Cabinets, Pass Boxes, Reverse Laminar Airflow Units, Air Filters, Fume Hoods, Air Showers, Fan Filter Units and ventilation systems, among other solutions.

The company also provides HVAC solutions for cleanroom applications. Its expertise includes designing HVAC systems for environments where temperature, humidity, air cleanliness and contamination control need to be carefully managed. Protech states that its systems are designed around cleanroom classifications and applicable GMP requirements, with energy conservation and lower maintenance requirements also considered during system design.

At the exhibition, visitors can get a closer look at several of these technologies and understand how different air management and cleanroom solutions can be integrated according to specific industrial requirements.

Advanced Air Handling Technology

One of the key solutions offered by Protech Air Systems is its range of Air Handling Units (AHUs). AHUs are an important part of HVAC infrastructure, particularly in facilities where controlled air circulation, filtration, temperature and humidity are essential.

According to the company's product information, its modular AHUs can feature double-skin construction, PUF insulation, multi-stage filtration, energy-efficient blowers and corrosion-resistant components. These systems are designed for applications including pharmaceutical manufacturing, cleanrooms, hospitals, healthcare facilities, food processing units, laboratories and industrial HVAC environments.

The company's approach focuses on developing systems according to airflow, space and cleanroom requirements rather than relying solely on standard configurations.

Supporting Critical Industrial Applications

Cleanroom technology plays a particularly important role in pharmaceutical manufacturing, laboratories, healthcare facilities and other industries where airborne particles and environmental conditions can directly affect processes and product quality.

Protech Air Systems also undertakes cleanroom turnkey projects, covering design, engineering, manufacturing, installation and validation. Its solutions include modular cleanroom panels and partitions, integrated HVAC systems, laminar airflow equipment and other cleanroom components. The company states that its cleanroom solutions are designed for applications across pharmaceutical, biotechnology, healthcare, electronics and food industries.

Among the specialised products showcased in the company's portfolio are Laminar Airflow Units designed to provide HEPA-filtered air for critical working areas. The company offers both horizontal and vertical configurations for applications including laboratories, pharmaceutical manufacturing, hospitals and research facilities.

Its Air Shower systems are designed to help remove particles from personnel and materials before they enter controlled cleanroom areas, while Positive Pressure Modules are intended to help maintain filtered and controlled air conditions in sensitive spaces.

An Opportunity for Industry Interaction

For Protech Air Systems, participation in PharmaTech Expo & LabTech Expo 2026 is also an opportunity to interact directly with pharmaceutical manufacturers, laboratory professionals, healthcare organisations, project consultants and other industry stakeholders.

The exhibition's Gandhinagar edition is scheduled for August 20–22, 2026, at the Helipad Exhibition Centre. Industry visitors attending the event can meet the Protech Air Systems team at Hall No. 2, Stall A107 and explore its portfolio of cleanroom and HVAC solutions.

As demand grows for efficient, hygienic and controlled production environments, companies providing specialised air management and cleanroom infrastructure are becoming increasingly relevant to India's expanding pharmaceutical and healthcare ecosystem.

With its focus on cleanroom equipment, HVAC systems, air filtration and turnkey cleanroom projects, Protech Air Systems Pvt. Ltd. is using the PharmaTech Expo & LabTech Expo 2026 platform to present its capabilities and connect with businesses looking for reliable solutions for critical environments.

Visitors and industry professionals can meet Protech Air Systems at Hall No. 2, Stall A107, Helipad Exhibition Centre, Sector 17, Gandhinagar, from August 20 to 22, 2026.

About Protech Air Systems Pvt. Ltd.

Protech Air Systems Private Limited is an Ahmedabad-based manufacturer and exporter specialising in cleanroom products, HVAC systems, Laminar Airflow Units, Biosafety Cabinets, Pass Boxes, Air Handling Units, Air Filters, Fume Hoods and related air purification solutions. The company serves applications across pharmaceutical, healthcare, food, laboratory and other critical industrial sectors.

Website: www.protechair.in
Email: info@protechair.net

VRINDAVAN — The sacred town of Vrindavan resonated with devotional fervor on August 15, 2026, as devotees gathered at Thakur Shri Radha Neel Madhav Ji Maharaj Mandir (Ganesh City Society, Vrindavan) to celebrate the auspicious festival of Hariyali Teej and Jhulan Utsav.

The divine celebration, organized under the leadership and patronage of Maharaj Shri Pranav Awasthi Ji, marked a joyous occasion celebrating nature, devotion, and divine love. The temple deity, Shri Radha Neel Madhav Ji, was adorned in festive green attire and placed on a beautifully decorated swing (Jhula).

"Just as lush greenery revitalizes nature during the monsoon, devotion to Radha-Krishna brings joy and spiritual harmony to human life. The Jhulan Utsav signifies swinging into the eternal bliss of divine love with Shri Radha Neel Madhav Ji."

— Maharaj Shri Pranav Awasthi Ji

Significance of Hariyali Teej & Jhulan Utsav

Hariyali Teej symbolizes renewal, purity, and the eternal bond of sacred devotion. Falling during the monsoon season, it commemorates the divine union of Lord Shiva and Goddess Parvati, while in Vrindavan, it is famously celebrated as Jhulan Utsav, reflecting the divine pastime (Leela) of Shri Radha-Krishna swinging together in the lush green foliage of Braj.

Event Highlights

Divine Jhulan Darshan: Devotees had the blessed opportunity to offer prayers and swing the holy deity of Shri Radha Neel Madhav Ji starting from 3:00 PM onwards.

Mahaprasadam Distribution: A grand Prasadam feast was served to all attendees starting from 6:00 PM, spreading harmony and spiritual blessings.

Spiritual Discourse: Maharaj Shri Pranav Awasthi Ji addressed the gathering, emphasizing the importance of preserving sacred cultural traditions and living a life rooted in devotion and selfless service.

The event concluded with soulful bhakts and kirtans, leaving the devotees immersed in spiritual joy. 

His greatest advantage is not one individual ability—it is the combination of abilities he can bring to a production.

A Leading Man With Genuine Acting Range

At the center of Rish’s strengths is versatility as a performer.

His acting range extends from romance and emotionally nuanced performances to larger-than-life mass-entertainment characters and action heroes. He is comfortable approaching performances through method-based preparation while also understanding the importance of spontaneity and improvisation.

That flexibility matters in Hollywood because today’s leading roles are rarely one-dimensional. An action hero may also need vulnerability. A romantic lead may need intensity. A dramatic protagonist may suddenly be required to carry humor, physical action, or psychological complexity.

Rish’s objective is to be the actor who can move convincingly between those worlds rather than being restricted to a single genre.

An Actor Who Understands the Camera

Performance does not exist independently of filmmaking.

Rish brings an understanding of camera blocking, lighting setups, positioning, continuity, and emotional authenticity on set. Knowing how to adapt a performance to the lens can make an actor significantly more effective during production.

A close-up demands something different from a wide action sequence. A complicated camera move may require an actor to reproduce precisely the same physical and emotional beats across multiple takes.

That technical awareness allows Rish to think not only as a performer but as part of the filmmaking process.

Built for Action

One of Rish’s most significant competitive advantages is the breadth of his action capabilities.

His skills include high-performance driving, stunt work, fight sequences, wire work, stage combat, firearms handling, swordplay, and horse riding.

For action-oriented Hollywood projects, that creates substantial versatility.

Instead of approaching an action character only through acting, Rish can understand the physical language of the character as well—the movement, timing, coordination, aggression, control, and precision required to make action believable.

His experience around motorcycles, road cars, jet skis, motocross, track driving, ATVs, and four-wheel-drive vehicles further expands the types of sequences and characters he can potentially portray.

These are particularly valuable abilities for franchises involving espionage, military characters, superheroes, crime thrillers, racing, adventure, and large-scale action cinema.

Physical Storytelling

Rish’s movement background provides another dimension.

His experience includes Bollywood dance, contemporary movement, break dance, pole movement, and freestyle.

Dance training is about far more than choreography. It develops rhythm, spatial awareness, balance, timing, body control, coordination, and confidence—all qualities that translate directly into acting and action performance.

A performer who understands movement can communicate character even without dialogue.

That becomes especially important in cinematic roles where posture, walking style, fighting movement, romantic chemistry, and physical presence can define a character before a single word is spoken.

International Versatility

Hollywood has increasingly become an international industry, and actors capable of crossing cultural and stylistic boundaries have an important opportunity.

Rish’s ability to perform using American and British dialects gives him additional flexibility when approaching characters created for international productions.

Combined with his physical and dramatic range, this expands the spectrum of roles for which he can prepare.

The goal is not simply to fit one category.

It is difficult to categorize.

The Advantage Is the Combination

Many performers possess one exceptional quality.

Some are strong dramatic actors.

Some are convincing action performers.

Some can dance.

Some have excellent physical presence.

Some understand stunt work.

Some understand the technical requirements of filmmaking.

Rish’s potential advantage lies in developing all of those disciplines simultaneously.

That creates the foundation of a modern cinematic leading man: someone capable of carrying romance, drama, action, spectacle, movement, and emotional storytelling within the same career—and potentially within the same character.

Why Hollywood Could Be the Right Arena

Hollywood’s biggest leading roles increasingly demand actors capable of operating across genres.

Think of the requirements behind a major spy franchise, superhero film, action thriller, historical epic, romantic drama, or adventure franchise. The actor may have to deliver an emotionally demanding scene in the morning, execute choreographed combat later that afternoon, ride or drive during another sequence, and still command the screen during an intimate close-up.

Rish has been developing precisely the type of multidisciplinary foundation such roles demand.

His combination of acting range, action capability, physical movement, technical on-set knowledge, dialect flexibility, driving ability, and performance discipline gives him a distinctive platform from which to pursue major Hollywood opportunities.

There is no shortcut to becoming one of Hollywood’s leading actors. It requires the right projects, exceptional performances, professional relationships, strategic career decisions, persistence, timing, and years of continued development.

But the foundation matters.

And Rish Sinha is building a foundation designed not merely for participation in Hollywood—but for leading-man territory.

His ambition is larger than appearing on screen.

It is to become the kind of performer audiences believe when he falls in love, when he breaks emotionally, when he walks into danger, when he fights, when he takes control of an action sequence—and when the camera simply stays on his face.

That combination is what creates a cinematic star.

The objective is not simply to become another Hollywood actor.

It is to develop the range, physical command, discipline, and screen presence required to compete for the very top.

New Delhi [India], August 15: The 24th edition of Unique Times and DQUE Watches Miss South India 2026 and the prestigious Unique Times and DQUE Watches Mrs South India 2026, organized by Pegasus Global Pvt. Ltd., were held on August 9, 2026, at Le Méridien Kochi. Siri H S from Karnataka was crowned Miss South India 2026, with Nidhika Sonu Augustine from Kerala as First Runner-Up and Harini Anand from Karnataka as Second Runner-Up. In the Mrs South India category, Sruthy K from Kerala won the coveted title, while Sharanya R from Tamil Nadu secured the First Runner-Up position and Surya Suresh from Kerala was named Second Runner-Up. The crowning ceremonies were held in the presence of Dr. Ajit Ravi, Founder and Chairman of Pegasus Global

Mrs South India 2026: Winner Sruthy K (centre), with First Runner-Up Sharanya R (left) and Second Runner-Up Surya Suresh (right).

The Miss South India judging panel comprised Rinky Shah, Punam Chetry, Ashwarea Ulhas, Pournami Murali and Rashmi Thakur, while the Mrs South India panel included Geethu Christy, Pooja Mohan, Dr. Varna Sampath and Reji Bhaskar. Contestants selected through various stages from across South India competed for the prestigious titles, showcasing confidence, talent, grace and individuality. Regional title winners in Miss South India included Nikhithaa Prabhuram (Tamil Nadu), Nidhika Sonu Augustine (Kerala), Jaanvi Mishra (Karnataka), Madhura Sahithi (Andhra) and Sana Qaiyum (Telangana). Mrs South India regional titles went to Sharanya R (Tamil Nadu), Viviya Santh B (Kerala Global), Swati (Karnataka), Kiran Kalsi (Andhra) and Ritu Agarwal (Telangana). The events also recognized winners across categories such as Popularity Queen, Talent, Inspiring, Vivacious, Ramp Walk, Congeniality and Fashionista. 

The powered-by partners were FICF, SAJ Group Hotels & Resorts, Alcazar Watches, Vibe Munnar, Parakkat Resorts, Green Media, and Bright Outdoor Media Ltd, whose support contributed to the success of the event. The event's co-partners included DQUE 78 TFM Grade One Soap, Aiswaria Outdoor Media, Europe Times, UT World, Times New, uniquetimes.org, Vikas VKS Make-Up Artist, Snapshot Wedding Company, JD Institute of Fashion Technology, Akshay Inco, and VKS Beauty and Bridal Lounge. The twin pageants brought together accomplished and aspiring women from across South India, celebrating beauty, talent, empowerment, and excellence on a prestigious platform.

Dev Punj, Vice President, Chimes Aviation Academy (CAA)

Gurugram (Haryana) [India]: Ask a room full of parents in India what they want their child to become, and you'll hear 'doctor', 'engineer', or 'maybe a civil servant'. Somewhere down the list, if it comes up at all, someone will mention pilot – usually followed by a comment about how expensive it is or how it's "an uncertain path” or "whether it is a practical career at all". Nobody says that about medicine, even though medicine is expensive too. Nobody says it about engineering.

That gap is worth sitting with, because it isn't really about money. It's about how we talk about the professions themselves.

Three professions, one kind of training; treated very differently

Medicine and engineering share a public image built on years of visible rigour: entrance exams, licensing boards, residencies, apprenticeships, and continuing certification. Most of us know the shape of the journey even if we've never lived it. Aviation has an equivalent structure – arguably a stricter one – and few outside the industry can describe it.

Nor is aviation training simply about learning to control an aircraft. A cadet must develop a working understanding of navigation, meteorology, aircraft systems, aerodynamics, regulations, human performance and operational decision-making. The knowledge is technical, the practical training is closely supervised, and progress depends on demonstrating competence at every stage. Aviation may follow a different educational route from medicine or engineering, but it is no less serious as a field of professional study.

A commercial pilot doesn't finish training once and fly for forty years on the strength of a single certificate. Every six months, pilots undergo simulator checks and are tested again – not as a formality, but as a condition keeping their licence valid. Medical checks are recurring, not one-time. In a modern commercial jet, over 80 parameters are logged every second, which are reviewed and can be scrutinised. Almost no other job has so many aspects of their work being constantly recorded. Very few professions build recertification this deeply into the job itself, and yet the public conversation around aviation rarely mentions it. We talk about turbulence and delays. We don't talk about the discipline that keeps both from becoming something worse.

At Chimes Aviation Academy (CAA), this is the part of the profession we prepare cadets for and the part that gets talked about the least. Cadets don't just learn to fly an aircraft; they learn to be tested on flying it, over and over, for the rest of their working lives. That's closer to how a surgeon or a structural engineer is trained than most people realize. Medicine got centuries to build its public mythology. Aviation, as a mass profession, has had decades.

What the job actually looks like

Talk to a first officer the morning of a flight, and the picture that emerges has little to do with the uniform. The day starts hours before boarding, with a briefing on weather, fuel, and route that the crew has to absorb and question, not just receive. A walk-around of the aircraft follows – a physical, methodical check of the machine they're about to fly, done in person every time, regardless of how many times it's been done before. In the cockpit, checklists run before the engines even start, a call-and-response between two pilots designed so neither one ever relies purely on memory.

Then there's the actual flying, most of which is calm, exact, and almost invisible to passengers who assume the aircraft is largely flying itself. It isn't. Every phase of the flight has a decision point behind it – when to climb, when to hold, what to do if something in the cockpit doesn't look right – made by two people trained to think under pressure and to catch each other's mistakes before they matter. Landing safely at the end of a routine flight is itself the product of hundreds of small correct decisions nobody outside the cockpit ever sees.

For a young cadet, this is the part worth aspiring to – not the layovers or the uniform, but the fact that by the time they're a few years into the job, their judgement is trusted with hundreds of lives at a time and trusted enough that they'll be tested on that judgement again and again for the rest of their career. Few professions hand a twenty-five-year-old that much responsibility this early, with this much structure built around making sure they're ready for it.

A profession is judged by its worst day, not its best one

Part of why medicine and engineering command instant respect is that failure in those fields is visible, personal, and immediate – we understand exactly what's at stake when something goes wrong. Aviation carries the same weight, but the industry has spent so much energy engineering failure out of the system that the public rarely sees what that effort looks like from the inside. Redundancy, checklists, standard operating procedures, and a culture that rewards reporting mistakes instead of hiding them – this is aviation's version of medical protocol. Yet a profession that has quietly built some of the safest systems in industrial history gets less public credit for rigour than professions with far more visible failure rates.

That's a communication problem as much as anything else. Doctors and engineers have decades of television, literature, and family folklore built around the training itself. Pilots have plenty of folklore too – it just tends to stop at the uniform and the travel, without going any further into what the job actually demands of a person's judgement under pressure.

What changes the story

The fix isn't a marketing campaign. It's making the training itself visible, the way medical colleges and engineering institutes have made theirs visible for generations. Academies that publish what a cadet actually goes through – the hours, the failure rates in checkrides, the recurring exams that never really end – do more for the profession's standing than any slogan could.

At Chimes, we've leaned into that visibility on purpose: standardized fleets, in-house maintenance, structured cadet pathways and training systems designed around consistency.

The principle is not very different from the one that governs a respected teaching hospital: training quality must be demonstrated through standards, systems and outcomes, not merely claimed. When an academy's graduates are hired on the strength of their knowledge, discipline, and professional readiness that airlines expect, confidence begins to build not only in the institution but also in the profession itself. Aviation has that signal available. It just hasn't been telling that story out loud.

The bigger opportunity

There's a reason this matters beyond professional pride. A country that talks about aviation with the same seriousness it brings to medicine and engineering builds a deeper, steadier pipeline into it. People choose professions partly based on how those professions are spoken about at home, and aviation deserves to be spoken about for what it demands, not just what it offers. That's the same shift medicine and engineering went through decades ago, and it's overdue in aviation.

India is in an unusually good position to lead that shift. The country already has the scale, the training capacity, and – as its aviation talent increasingly finds its way into cockpits abroad – the growing proof that the training holds up against any standard in the world. What's missing isn't capability. It's the public conversation catching up to what the profession has already become.

The day aviation gets spoken of in the same breath as medicine and engineering won't be the day it becomes as rigorous. It already is. It'll be the day enough people finally recognise it.

Dev Punj is the Vice President at Chimes Aviation Academy (CAA)

New Delhi [India], August 14 : “In today’s world, a company’s reputation can change faster than its stock price.” That statement has never been more relevant. Businesses today are operating in an environment where geopolitical tensions, trade wars, shifting regulations and global conflict can influence public perception almost overnight. While financial performance remains important, reputation has become an equally valuable asset, determining whether customers, investors, employees and partners continue to trust a brand.

Unlike earlier times, companies can no longer afford to stay silent when global events affect their business, employees, or customers. Stakeholders now expect organizations to communicate with honesty, clarity and empathy. Whether it is a supply chain disruption caused by international conflict or a policy change resulting from trade restrictions, people want to know how a company is responding. A delayed response or complete silence often creates confusion, fuels speculation, and damages credibility. 

This shift has transformed corporate communication from a support function into a strategic business priority. Public relations teams are no longer focused only on media coverage - they play a crucial role in helping organizations navigate uncertainty, manage crises, and maintain stakeholder confidence. Silence is no longer a communication strategy: proactive, transparent communication is. 

For Indian brands expanding into international markets, the challenge is even greater. Building a strong domestic reputation is only the beginning. Global audiences have different cultural expectations, regulatory environments, and social values. This makes it essential for businesses to develop a global reputation framework - one that maintains consistent brand values while adapting communication to different markets. 

The companies that will thrive in the coming years are not necessarily those with the biggest marketing budgets, but those that build trust through authentic communication and responsible actions. Reputation is earned through consistency, transparency, and accountability, especially during uncertain times. 

As geopolitical risks continue to shape the global business landscape, organizations must recognize that reputation is no longer just about image; it is a strategic business asset. In an era where public opinion can shift in minutes, trust has become a company’s most valuable currency.
Kheman Kumar, AdventPR

At a ceremony held in Greater Noida West, NEFOMA President Annu Khan presented the honour to the Decoory Interiors team. He appreciated the company’s focus on quality, transparency, timely execution and customer satisfaction, noting that customer trust is the foundation of any successful organisation.

The recognition adds to Decoory Interiors’ growing list of honours. The company has previously been recognised as a “Best Interior Company” by media organisations and publications including Dainik Bhaskar, News Today and Live Today.

From Local Roots to a Growing Interior Brand

Decoory Interiors was formally established in 2017 in Delhi-NCR. Before establishing the brand, its director Krishna Nand had spent nearly a decade building a reputation in the interior sector through referrals, quality workmanship and customer trust.

Starting with smaller projects and a few carpenter teams, the company gradually evolved into a professionally structured interior design and execution company, offering end-to-end solutions from design and planning to execution and project handover.

Today, Decoory Interiors caters to homeowners seeking a reliable interior designer in Greater Noida West and interior designer in Noida Extension, with a focus on personalised design, functionality and quality execution.

Quality-Driven Interior Solutions

Decoory Interiors places strong emphasis on branded raw materials, experienced in-house interior designers, trained technical professionals and skilled execution teams. Designs are customised according to the client’s lifestyle, requirements, budget and available space.

The company is ISO 9001:2015 quality management certified and has also earned a 5-star Google rating.

Its services include home interior design, full home interiors, modular kitchen design, furniture, storage solutions, space planning, lighting and false ceilings. It also provides customised 2BHK interior design and 3BHK interior design solutions.

Rather than limiting its role to design, the company follows an integrated approach covering planning, material selection, execution, finishing and final handover.

Why Choose Decoory Interiors?

For homeowners looking for a dependable interior design company in Greater Noida, Decoory Interiors combines professional design expertise with quality materials, trained execution teams and end-to-end project management.

Its focus on transparent communication, quality workmanship and timely project delivery is designed to give homeowners a smoother interior experience—from the initial design concept to final handover.

This integrated approach has helped the company strengthen its presence in the rapidly developing residential markets of Greater Noida West and Noida Extension.

Expanding Across North India

Headquartered at Gaur City Centre, Greater Noida West, Decoory Interiors has expanded its presence with branches in Moti Nagar, New Delhi, Manali and Rishikesh.

The company is now working on a franchise-led expansion roadmap to extend its interior design and execution services to more cities across North India, while maintaining its focus on quality and customer service.

About Founder Krishna Nand

Krishna Nand, director of Decoory Interiors, brings extensive experience in interior design along with a professional background in journalism, writing and social initiatives.

He is a director at Chiraag Digital Private Limited and founder of MPMS (Manav, Prakriti Milan Sansthan)

https://kalpaanghimalaya.com

Welfare Foundation. His professional journey has also included associations with media and other initiatives, including Kaulantak Peeth, Kalpang Himalaya, News Plus, Hello Himachal and “Pen.”

He currently serves as an Advisory Editor with media groups including News Trust of India (NTI) and Democracy Express.

A Milestone in Decoory’s Journey

The NEFOMA Certificate of Excellence, along with earlier media recognitions, marks an important milestone in Decoory Interiors’ journey from a local interior service provider to a growing professional brand.

With its emphasis on quality, customer trust, transparency, professional execution and timely service, Decoory Interiors is preparing for its next phase of expansion across North India.

For More Information:

Decoory Interiors

Website: https://decoory.com/

Contact: 94296 93665/ 9821545511

Head Office: Gaur City Centre, Greater Noida West, Uttar Pradesh

New Delhi [India], August 14: Om Infra reported a sharp turnaround in stand alone profitability for the quarter ended June 30, 2026 (Q1 FY27), with net profit at ₹11.82 crore, compared with a net profit of ₹0.60 crore in the corresponding quarter of the previous year. The results were approved by the company’s board on August 11, 2026.

sales/revenue rose 19.20% year-on-year to ₹123.37 crore, from ₹104.84 crore in Q1 FY26. Operating performance also improved materially, with the operating profit margin (OPM) moving to 8.15%, compared with 0.60%a year earlier. Profit before depreciation, tax and other adjustments (PBDT) stood at ₹8.32 crore, against a loss of ₹0.58 crore in the year-ago quarter.

On a consolidated basis, Om Infra recorded revenue of ₹127.51 crore and net profit of ₹11.45 crore, according to results-related disclosures.

The earnings improvement comes alongside a strengthening project pipeline. Om Infra has emerged as the lowest bidder (L1) for two water-infrastructure projects in Chhattisgarh and Rajasthan with a combined value of around ₹1,050 crore., highlighting its expanding presence in water-resource infrastructure.

The latest quarterly numbers therefore point to a significant recovery in profitability, supported by higher revenue and improved operating margins. However, conversion of its large L1 pipeline into firm orders and timely execution will remain key factors for sustaining growth in the coming quarters.

Vikas Kothari, Managing Director of Om Infra, said the company delivered a robust performance in the June quarter, with revenue rising 20% and profit surging 900% compared with the same period last financial year. With two new projects worth ₹1,050 crore, for which the company emerged as the L1 bidder, Om Infra expects revenue and profit growth to remain strong during the current financial year. We are committed to channelising India’s huge water resources for the Nation’s progress.

Morning: correcting for Kapha

Suprabhat Chai - available in both a green tea and black tea base - is positioned as the brand's answer to the sluggishness that Ayurveda attributes to Kapha dosha, which the tradition holds rises between 6 a.m. and 10 a.m. and can show up as heaviness, drowsiness or a lingering morning cold. The blend combines Tulsi, Mulethi (licorice root), Brahmi, black pepper and green tea leaves sourced from Darjeeling - a formulation the brand describes as cognition-enhancing rather than simply stimulating, with Brahmi included specifically for its traditional association with memory and mental clarity, and Mulethi for throat and liver support. It is, in effect, an attempt to replace the reflexive "wake-up tea" with something formulated for a specific physiological window, down to a recommended drinking time of 6 a.m. to 10 a.m.

Afternoon: settling Vata

By contrast, Shubh Saanjh Chai is built for the other end of the workday, when Vata dosha is said to peak, typically between 2 p.m. and 6 p.m., a period Ayurveda associates with bloating, flatulence and general digestive unease. Here the formulation shifts toward digestion-first ingredients - mint, ajwain (carom seed), fennel and Shankhpushpi, layered over a Darjeeling green tea base. The inclusion of Shankhpushpi is notable: in classical Ayurvedic use it is valued as much for calming the mind as for supporting digestion, which positions this blend less as an afternoon pick-me-up and more as a reset for the mid-afternoon slump that most desk-bound professionals recognize but rarely name.

Night: a tridosha-balancing wind-down

Ratri Chai departs from the single-dosha logic of its siblings. Rather than targeting one dosha at one time of day, it is formulated as a tridosha-balancing blend meant for the evening - built around Ashwagandha, Brahmi, Shankhpushpi, Tulsi, Giloy (Guduchi) and lemongrass, with black pepper added to aid absorption. Each ingredient carries a specific traditional claim: Ashwagandha for stress and sleep support, Brahmi again for cognitive and nervine support, lemongrass for its detoxifying and antioxidant profile. The brand recommends it between 6 p.m. and 10 p.m., pitching it less as a bedtime tisane and more as a structured wind-down ritual - the tea equivalent of closing out the day's accumulated stress before it compounds overnight.

All-weather: Masala Chai as tridosha comfort

Masala Chai is the outlier in the lineup, and deliberately so. Where the other three blends are time-bound, Masala Chai is framed as a tridosha-balancing brew suited to either early morning or late evening, built on an Assam black tea base spiced with ginger, cinnamon, clove, black pepper, cardamom and Banafsha (a herb traditionally used for cough and throat relief). It reads, in formulation terms, as Ayurveda's answer to the ubiquitous Indian household chai - warming, spiced, and designed for cold-and-cough season - but built with a tridosha lens rather than as a generic spiced tea.

What holds the range together

Across all four blends, the manufacturing story stays consistent: each tea is stated to be produced in GMP-certified facilities and licensed under the state AYUSH department, packaged either in airtight foil-lined cartons for loose tea or in biodegradable, corn-and-wheat-starch tea bags - a detail aimed squarely at the sustainability-conscious segment of the wellness buyer base. None of the four blends leans on a single hero ingredient; each is a multi-herb formulation where the individual actives (Brahmi's nervine effects, Shankhpushpi's anxiolytic profile, ginger's carminative properties) are documented separately on the brand's own product pages, suggesting a formulation process built around traditional pharmacology rather than flavor-first blending.

The larger bet

What makes this range more than a tea catalogue is the sequencing itself. Most herbal tea brands sell single-benefit products - a "detox tea," a "sleep tea" - as isolated SKUs. Butterfly Ayurveda is selling a schedule: four teas that, taken together, map onto an entire day's dosha fluctuations rather than one moment of it. Whether that framework converts casual buyers into a four-tea daily ritual, or simply gives existing loyal customers a reason to trade up from one blend to the full set, will likely determine how far the model scales beyond its current niche - but the formulation logic itself is more structurally differentiated than most entrants in India's crowded herbal tea aisle.

New Delhi [India] : India’s IT certification training market is entering a period of consolidation that could fundamentally reshape the sector over the next twenty-four months.

The shift is not being driven by planned mergers or acquisitions. It is being driven by a change in how students evaluate training institutes, how employers assess candidates and how much scrutiny training providers face over their actual outcomes.

Between 2019 and 2023, India’s IT training market became increasingly fragmented. Institutes across the country offered similar programmes in areas such as CCNA, Python, data science and other technology skills. Pricing became increasingly competitive, while marketing expenditure grew significantly.

For prospective students, the difference between a credible training institution and a well-designed landing page became difficult to identify without actually enrolling.

That fragmentation came at a cost.

Students often made expensive programme decisions based on advertising rather than demonstrated outcomes. Corporate L&D teams engaged training providers without access to independently verifiable placement records. Over time, this also affected the broader credibility of IT certification training as a genuine pathway to career advancement.

That dynamic is now beginning to change.

What Consolidation Actually Looks Like

Consolidation in the IT training market is unlikely to be defined solely by mergers and acquisitions.

Instead, it is increasingly visible through student flow.

Students in 2026 have access to significantly more information than they did five years ago. Google reviews, LinkedIn alumni networks, YouTube testimonials and peer communities allow prospective learners to investigate an institute before committing to a programme.

A student evaluating a Data Science programme, for example, can identify alumni working in relevant roles, examine their career progression and speak directly to former students. This can provide a more realistic picture of programme outcomes than traditional brochures or advertising campaigns.

This growing ability to verify outcomes is creating a new form of market pressure.

Institutes that cannot demonstrate credible results are likely to find it increasingly difficult to compete for student attention and trust. Meanwhile, institutions with visible, employed and engaged alumni are positioned to benefit from stronger word-of-mouth and greater credibility.

The result is a gradual redistribution of student demand.

That is what consolidation looks like in education — and the process is already underway.

Three Conditions Will Define the Leaders

As the market matures, three conditions are likely to determine which training institutes emerge as leaders.

1. Verifiable Placement Outcomes

The first is a placement track record that can be independently examined.

Named graduates, identifiable employers and documented roles provide substantially more credibility than aggregate placement statistics that cannot be cross-referenced.

The next generation of students is increasingly capable of validating placement claims before making an enrolment decision. This makes transparency a competitive advantage rather than simply a reporting requirement.

Institutes with alumni whose career outcomes are visible and verifiable will therefore be better positioned to build trust in an increasingly scrutinised market.

2. Curriculum Velocity

The second is curriculum velocity.

Technology hiring requirements are changing rapidly. Skills that were considered specialised in 2023 are increasingly becoming baseline expectations for technology professionals in 2026.

Training providers therefore need to update their programmes based on current employer expectations rather than relying on legacy syllabi.

Training Basket has redesigned its Data Analytics and Cloud tracks over the past eighteen months in response to changes observed through its placement ecosystem and evolving requirements in technical interviews.

The ability to translate hiring-market feedback into curriculum changes is becoming an operational necessity for training institutions.

3. Outcome-Consistent Scale

The third is the ability to scale without compromising outcomes.

Increasing enrollment numbers is relatively straightforward. Maintaining instructor quality, assessment rigour and placement support as those numbers grow is considerably more difficult.

This is where scale becomes a meaningful differentiator.

Training institutions that expand rapidly but dilute the systems responsible for learner outcomes may ultimately weaken their own competitive position. Sustainable scale requires the quality of outcomes to grow alongside enrolment.

Why Training Basket Is Positioned for the Shift

Training Basket enters this period of consolidation with several indicators that could position it strongly as the market evolves.

The institute has a reported placement record spanning more than 2 lakh alumni, has incorporated AI-integrated tools into its curriculum and has recorded five consecutive years of outcome-consistent enrolment growth.

These factors align closely with the three conditions expected to define the next phase of the IT training market: demonstrable outcomes, curriculum relevance and scalable delivery.

The broader shift, however, is likely to extend beyond any single institute.

As students gain greater access to information and become more capable of evaluating training providers before enrolling, the market is likely to reward institutions that can consistently demonstrate career outcomes, keep pace with technology and maintain quality at scale.

The coming two years could therefore mark a decisive transition for India's IT certification training industry.

The institutes that built their businesses around outcomes rather than advertising visibility will be best positioned to emerge as the sector consolidates.

For Training Basket, the question is no longer whether the market will change.

It is whether the foundation built around outcomes, curriculum and scale will translate into leadership as that change unfolds.

Nayan Verma is the CEO and Founder of Training Basket, a Noida-based hybrid IT training and certification institution with over 2 lakh students and alumni across India. Training Basket delivers instructor-led programmes across Data Science, Cloud Computing, Networking, Cybersecurity, Web Development, and Digital Marketing. | trainingbasket.in

The Manappuram Unique Times Multibillionaire Business Achiever (MBA) Award and the Women Excellence Award celebrated outstanding achievements in business and media at a grand ceremony held on August 9, 2026, at Le Méridien Kochi. The awards honoured individuals who have demonstrated exceptional leadership, professional excellence, innovation, and commitment to society. The honours were presented by Shri V. P. Nandakumar, Chairman and Managing Director of Manappuram Finance Ltd., and Dr. Ajit Ravi, Founder & Chairman of Pegasus Global Pvt. Ltd.

Baiju Gopalan, Managing Director of Sree Gokulam Group of Companies, was honoured with the 22nd edition of the Manappuram Unique Times Multibillionaire Business Achiever (MBA) Award for his significant contributions to the business sector. Under his leadership, Sree Gokulam Group has strengthened its presence across finance, automobiles, hospitality, healthcare, education, real estate, media, and entertainment. His focus on innovation and expansion has contributed to the group’s growth and reputation as one of India’s prominent business conglomerates.

RJ Neena (left), Sujaya Parvathy (centre), and Arya P. Nair (right) receive the award from V. P. Nandakumar, Chairman & Managing Director, Manappuram Finance Ltd., and Dr. Ajit Ravi, Founder & Chairman, Pegasus Global Pvt. Ltd.

Beyond business, Baiju Gopalan has also been actively involved in initiatives focused on education, healthcare, women empowerment, environmental sustainability, disaster relief, and community development. With the MBA honour, he joins the Federal International Chamber Forum (FICF), an exclusive global forum of accomplished business leaders with assets exceeding ₹1,000 crore and a strong commitment to social responsibility. The forum is also distinguished for not charging any membership fee.

The ceremony also highlighted the achievements of women who have made notable contributions to the media industry through the Manappuram Unique Times Women Excellence Award. RJ Neena, RJ at Radio Mango 91.9, received the Excellence in Radio Broadcasting Award for her contribution to radio and her enduring connection with listeners. Sujaya Parvathy, Chief Editor of Big TV Malayalam, was honoured with the Excellence in Editorial Leadership Award for her achievements and leadership in journalism. Arya P. Nair, Senior Sub-Editor and News Anchor at Mathrubhumi News, received the Outstanding News Anchor Award for her excellence in news presentation and commitment to responsible journalism.

The recognition reflected the diverse spirit of the awards, celebrating excellence across business and media. The awards once again provided a platform to honour individuals whose dedication, perseverance, leadership, and professional achievements continue to create a positive impact on society.

The gala evening witnessed the presence of distinguished political leaders Tapash Roy, Hon’ble Minister of Industries & Commerce, Government of West Bengal, and Sajal Ghosh, Member of the West Bengal Legislative Assembly, who added further prominence to the occasion. The event was also graced by popular actors Abir Chatterjee, along with Shyamoupti Mudly, Anirban Chakraborty, Usashi Roy, Bonny Sengupta, Sreenanda Sankar and Sweta Mishra, as well as renowned healthcare professional Dr. Narayan Banerjee.

Abir Chatterjee and Shyamoupti Mudly felicitated the awardees, making the evening a memorable celebration of excellence and impact. Their presence, along with that of eminent guests and industry leaders, added to the significance of the fourth season of the BIG Impact Awards in Kolkata.

The BIG Impact Awards were organised to recognise and honour individuals and organisations whose exceptional work has created a meaningful impact across industries. The awards recognised excellence across education, healthcare, business, lifestyle, wellness, entrepreneurship and several other sectors, highlighting the inspiring journeys of individuals and organisations contributing to the growth and development of Bengal.

The distinguished awardees included Arnab Ganguly (Bengal Business School), Aditya Vikram Birla (Cosmic Birla Group), Man Mohan Bagri (Deco Dreams Furnishing Pvt. Ltd.), Rajat Das (Easy Healths), Mousumi Sen (Elayne), Dr. T.K. Ghosh (Ghosh ENT Foundation), Sudip Maity (Hive Group), Dr. Balram Gupta (JIMS Hospital NK), Jyostana Seth and Ananya Roy (JIS Group), Samrat Roy (Luxury Living), Atanu Das (Bidyut Bakery), Dr. Debashis Bhattacharya (Samata Co-operative), Sudeshna Boral Ganguly (Glowy Skin), Prasenjit Acharya (Swarnika Health Care), Sandipan Sarkar (The Royal Furniture), Papia Bhattacharjee (Tomay Sajabo Jotone), and Dr. Soumen Mahapatra (Vivekananda Memorial High School), among the 24 achievers honoured during the evening.

Speaking on the occasion, Ashit Kukian, CEO, Reliance Broadcast Network Limited, said, "Impact is the true measure of leadership. Through the BIG Impact Awards, we celebrate individuals and organizations whose vision extends beyond business success to creating meaningful change. Kolkata's legacy of innovation and resilience makes it the perfect city to honour such inspiring journeys."

Noida (Uttar Pradesh) [India], August 11: Training Basket's founder sits down to discuss the operating philosophy behind India's most quietly impressive EdTech growth story and why the absence of investor pressure turned out to be the institution's greatest structural advantage.

Nayan Verma does not look like someone who has spent five years building one of India's fastest-growing IT training institutions. He looks like someone who has spent five years in a classroom which, in the most meaningful sense, is exactly what he has done.

The CEO and Founder of Training Basket, the Noida-based hybrid IT training institution that has trained over 2 lakh students and alumni without a single rupee of external capital, speaks about curriculum architecture the way an engineer speaks about load-bearing structures. Precisely. With attention to what fails first under pressure.

We meet at Training Basket's Noida office, where a new batch of Data Science students is midway through a project submission review. Verma glances toward the session briefly before turning back. The distraction lasts approximately two seconds.

You have built a 2-lakh-student institution without raising external capital. At what point did you decide that was the model?

"It was never really a decision. We did not sit down in year one and say we would never raise funding. We sat down and said we would not raise funding until we needed it and we kept finding that we did not need it.

When your revenue comes from placement outcomes, and your placements come from curriculum quality, and your curriculum quality comes from instructor expertise, the entire model is self-funding. Each placed student generates referrals. Each referral generates a new enrollment. Each enrollment funds the next batch. There is no gap in that cycle that requires external capital to bridge as long as you do not try to grow faster than your outcomes can support."

Most EdTech founders describe investor pressure as unavoidable at scale. You avoided it entirely. What did that actually protect?

"It protected the curriculum. That is the honest answer.

When you have an investor board, you have a set of stakeholders whose primary interest is in the metrics that support the next funding round: monthly active users, course catalogue breadth, revenue growth rate. These are not bad metrics. But they are not education metrics.

Education metrics are completion rates, placement percentages, post-training salary increments, and employer satisfaction with the graduates you produce. These metrics move slowly. They require patience. They cannot be engineered by a product team on a quarterly timeline.

We never had anyone in the room telling us to add forty new courses to expand our TAM, or to reduce instructor contact hours to improve unit economics. Every curriculum decision we made was made by people whose only accountability was to the student sitting in the next batch. That clarity is worth more than any Series A."

The EdTech sector collapsed spectacularly between 2022 and 2024. How close did Training Basket come to being affected?

"We were not affected in the way the funded platforms were affected because we did not have the structural vulnerabilitiethey had. No burn rate to manage. No investor expectations to reset. No marketing spend to cut. No batch of students who had paid for a programme that we could no longer afford to deliver.

What we did feel was a reputational drag. When BYJU's became a front-page story for the wrong reasons, every EdTech brand in India absorbed some of that scepticism. Parents who were considering training programmes for their children started asking harder questions. Corporate L&D teams started demanding outcome verification before signing contracts.

For us, that shift was not a threat. It was an advantage. Because our outcomes were verifiable. Our alumni were named, employed, and accessible on LinkedIn. Our placement record was documented, not statistical. The harder the market demanded proof, the better our position became relative to competitors who had been selling certificates rather than careers."

Your curriculum now incorporates generative AI across multiple verticals. How do you decide when to update and when to wait?

"We listen to our placement cell. That is the honest answer.

Our placement cell sits in interview rooms, conducts mock technical rounds, and speaks to hiring managers at the companies where our graduates are being evaluated. When they start hearing the same new requirement appearing across three or four different employers a specific tool, a workflow pattern, an AI integration skill that is the signal.

We do not update the curriculum because a competitor launched a new course. We update it because the interview room changed. The market tells us what to teach. Our job is to listen faster than everyone else."

What does the next phase of Training Basket look like?

Verma leans forward slightly. This is the question he has clearly thought about most.

"Deeper. Not necessarily bigger. We are expanding into Tier-2 cities through our online infrastructure Jaipur, Lucknow, Indore, Coimbatore because that is where the placement gap is most acute and where institutional training quality is most inconsistent. We are scaling our corporate training vertical with enterprise clients across five locations. And we are embedding AI-integrated tooling into every vertical we operate in not as a marketing claim but as a curriculum reality.

But the standard does not change. Every city we enter, every corporate cohort we deploy, every new AI module we build gets measured against the same question we have asked since batch one: did the participant get a better job because of this programme?

Two lakh students later, that question is still the only one that matters."

Training Basket is a Noida-based hybrid IT training and certification institution with over 2 lakh students and alumni across India. Founded by Nayan Verma and Rishabh Raj, the institute delivers instructor-led programmes across Data Science, Cloud Computing, Networking, Cybersecurity, Web Development, and Digital Marketing with dedicated placement support. | trainingbasket.in

New Delhi [India], August 8 : More than five decades after Late Padma Shri Debi Sahai Jindal laid the foundation of an industrial legacy, the Jindal name is entering a new phase in India's steel and construction-materials industry.

At the centre of this development is Jindal Steel Tubes Ltd. (JSTL) and its JSTL 550 SHD TMT Bars, with Khyati Contech Private Limited, formerly known as Khyati Infra Mart, developing an expanding manufacturing, distribution and market network around the product.

The development brings together an established industrial legacy, a recognised steel company and a new-generation multi-location manufacturing strategy.

The Legacy of Padma Shri Debi Sahai Jindal

The present-day story begins with Late Padma Shri Debi Sahai Jindal, whom the DS Jindal Group identifies as the founder behind its industrial journey.

His contribution to Indian industry was recognised with the Padma Shri, and his name remains closely associated with the foundation and evolution of the group's industrial businesses.

The significance of Debi Sahai Jindal's legacy today goes beyond history. It provides the foundation for understanding the industrial identity from which the present DS Jindal Group and businesses associated with the Jindal name have evolved.

That legacy now finds a new expression through the expansion of Jindal Steel Tubes Ltd. into the reinforcement-steel segment.

Jindal Steel Tubes Ltd. and the JSTL 550 SHD Journey

Jindal Steel Tubes Ltd. has been associated with the Indian steel industry for decades, with its traditional presence in steel tubes, pipes and related products.

The company's expansion into TMT reinforcement steel through JSTL 550 SHD represents a significant extension of its steel-product portfolio.

The product is being developed for India's construction and infrastructure markets, where reinforcement steel remains a fundamental component of residential, commercial, industrial and infrastructure projects.

Kailash Jindal, Managing Director, Jindal Steel Tubes Ltd., sees the development as an extension of the company's industrial journey.

“The Jindal industrial legacy has been built over decades. As we enter new product categories, our responsibility is to carry forward the values associated with that legacy while responding to the requirements of today's construction and infrastructure market. JSTL 550 SHD is an important step in that direction.”

Khyati Contech: From Construction-Material Distribution to Manufacturing

A key part of the current expansion is Khyati Contech Private Limited, formerly known as Khyati Infra Mart.

Under the leadership of Avinash Kumar Bhatt, Managing Director, the company is moving from its earlier construction-material distribution identity toward a broader manufacturing-led business model.

Its role in the JSTL 550 SHD ecosystem centres on market development, distribution, regional expansion and coordination with manufacturing partners.

For Bhatt, the objective is to create a long-term ecosystem rather than simply introduce another TMT product.

“Our objective is to build a manufacturing and distribution ecosystem around JSTL 550 SHD. The journey began with the first manufacturing partnership at Giridih, and the next phase is about creating a wider network capable of serving customers closer to their markets.”

The transformation from Khyati Infra Mart to Khyati Contech Private Limited reflects the company's broader move toward manufacturing and infrastructure-oriented business activities.

25 July: The First Manufacturing Chapter Begins at Giridih

The strategy moved into commercial operation on 25 July 2026, when the first dispatch of JSTL 550 SHD TMT Bars began from Lall Steels Pvt. Ltd. at Giridih, Jharkhand.

The Giridih facility became the first manufacturing unit in the current JSTL 550 SHD expansion.

According to company figures, more than 1,000 tonnes of material were dispatched during the first 10 days, reaching dealer shops and construction sites.

The initial supply markets include:

• Delhi NCR

• Uttar Pradesh

• Haryana

• Rajasthan

• Bihar

• Jharkhand

• West Bengal

For Anurag Lall, Marketing Director, Lall Steels Pvt. Ltd., the early performance has been an encouraging start.

“Giridih represents the first chapter of this manufacturing journey. The response since commercial dispatches began on 25 July has been encouraging, and the initial movement of more than 1,000 tonnes in the first ten days gives us confidence in the market potential.”

Blue Gold Steel Industries Adds Regional Manufacturing Capacity

The next stage of expansion involves Blue Gold Steel Industries, which is associated with five additional manufacturing units in the broader network.

The associated markets include:

• Andhra Pradesh

• Telangana

• Tamil Nadu

• Karnataka

• Kerala

• Puducherry

• Maharashtra

• Madhya Pradesh

• Chhattisgarh

• Gujarat

Naresh Kumar Garg, Partner, Blue Gold Steel Industries, said:

“The objective is to strengthen regional manufacturing capacity and create a more responsive supply network. As construction demand grows across different parts of India, manufacturing closer to those markets becomes increasingly important.”

Amit Garg, Partner, Blue Gold Steel Industries, added:

“India's construction market is spread across a very large geography. A distributed manufacturing model can help address regional requirements more efficiently while creating a stronger foundation for long-term market development.”

Z9 Steel Private Limited Joins the Network

The manufacturing ecosystem has also expanded with the addition of Z9 Steel Private Limited, led by Managing Director Vinod Aggarwal.

The addition of Z9 Steel further broadens the group of manufacturing companies participating in the JSTL 550 SHD expansion.

Vinod Aggarwal, Managing Director, Z9 Steel Private Limited, said:

“The construction sector is creating demand across multiple regions, making regional manufacturing and dependable supply increasingly important. We are pleased to contribute to an ecosystem focused on building manufacturing capacity closer to the market.”

25 August: From 1 to 10 Manufacturing Units

The biggest milestone in the current expansion is scheduled for 25 August 2026.

The company plans to commence production through 10 manufacturing units, taking the network from its first operating plant at Giridih toward a ten-unit manufacturing footprint.

The expansion is being positioned under the campaign:

FROM 1 TO 10 MANUFACTURING UNITS

The strategy is intended to strengthen production capacity while bringing manufacturing closer to regional markets.

In the steel business, where freight, availability and delivery timelines can significantly influence purchasing decisions, a distributed manufacturing network can provide an important operational advantage.

The 10-unit plan therefore represents more than an increase in production locations. It is an attempt to build a broader supply-chain architecture around JSTL 550 SHD.

A Market Map Covering 26 States/UT Markets Plus Delhi NCR

The expansion has also significantly widened the intended market footprint.

Current supply markets

• Delhi NCR

• Uttar Pradesh

• Haryana

• Rajasthan

• Bihar

• Jharkhand

• West Bengal

Expansion markets

• Punjab

• Himachal Pradesh

• Jammu & Kashmir

• Assam

• Arunachal Pradesh

• Manipur

• Meghalaya

• Mizoram

• Nagaland

• Tripura

• Andhra Pradesh

• Telangana

• Tamil Nadu

• Karnataka

• Kerala

• Puducherry

• Maharashtra

• Madhya Pradesh

• Chhattisgarh

• Gujarat

The current expansion map therefore covers 26 states/UT markets plus Delhi NCR.

For a new TMT manufacturing network, this represents a substantial geographic ambition.

Building Consistency Across a Larger Network

As the number of manufacturing locations increases, consistency becomes a key operational requirement.

Saurabh Aggarwal of Jindal Steel Tubes Ltd. said:

“Expansion has to go hand in hand with consistency. As the manufacturing network grows, maintaining defined processes and product standards across locations becomes increasingly important.”

The challenge for the network is therefore not only to increase output but also to maintain a consistent product experience across different markets.

The Marketing and Distribution Challenge

The expansion also places greater importance on the dealer and distribution network.

Mukesh Goel, Marketing Head, Jindal Steel Tubes Ltd., said:

“Manufacturing and distribution have to grow together. Dealers require availability and timely support, while customers expect dependable supply. Strengthening both sides of the ecosystem will be important as JSTL enters new markets.”

The sales channel network includes partners across major markets.

Ashish Arora

Managing Director, Aastrix Pvt. Ltd., Delhi NCR

“For channel partners, consistent availability is fundamental. A wider manufacturing network can strengthen inventory planning and help dealers serve project customers more efficiently.”

Tanul Goyal

Managing Director, Goyal Alloys, Jaipur, Rajasthan

“The expansion of manufacturing capacity across regions can create a stronger environment for distribution. Regional availability gives dealers greater confidence while developing their markets.”

Peeyush Jindal

Sales Channel Partner, Hisar, Haryana

“Customers ultimately look for quality as well as dependable availability. A wider manufacturing network can strengthen supply and create a better foundation for long-term dealer relationships.”

The Bigger Story: Legacy Meets a New Manufacturing Model

The JSTL 550 SHD expansion brings together several distinct parts of the steel industry's value chain.

At its historical foundation is Late Padma Shri Debi Sahai Jindal and the industrial legacy associated with the DS Jindal Group.

The present steel platform is Jindal Steel Tubes Ltd.

The new reinforcement-steel product is JSTL 550 SHD.

The market-development and distribution platform is being built through Khyati Contech Private Limited, formerly Khyati Infra Mart.

The manufacturing network includes Lall Steels Pvt. Ltd., Blue Gold Steel Industries and Z9 Steel Private Limited, along with the wider network being developed for the 10-unit milestone.

The final link is the dealer and sales-channel network that connects manufacturing capacity with India's construction markets.

A Rapid Manufacturing Expansion

The timeline illustrates the speed of the current development.

• 25 July 2026: First JSTL 550 SHD dispatch from Giridih, Jharkhand.

• First 10 days: More than 1,000 tonnes dispatched, according to company figures.

• 25 August 2026: Planned commencement of production through 10 manufacturing units.

Within a single month, the company plans to move from its first operating manufacturing location to a significantly larger production network.

That is the central business story behind the current expansion.

The Legacy Continues, the Manufacturing Model Evolves

The Indian steel industry of today operates in a very different environment from the one in which Debi Sahai Jindal built his industrial foundation.

Today's market demands regional availability, efficient logistics, manufacturing scale, strong distribution and faster response to construction demand.

The current JSTL strategy reflects that change.

The historical foundation comes from Debi Sahai Jindal.

The continuing industrial identity comes through the DS Jindal Group.

The steel platform is Jindal Steel Tubes Ltd.

The reinforcement-steel initiative is JSTL 550 SHD.

The market and distribution expansion is being developed through Khyati Contech Private Limited.

And the manufacturing strategy is moving from one operating unit toward a planned network of ten.

It is a story of continuity, but also of transformation.

From 1 to 10: The Next Chapter

The first chapter of the current journey began at Giridih on 25 July 2026.

The next major milestone is scheduled for 25 August 2026, when production is planned to begin across 10 manufacturing units.

The expansion map now extends to 26 states/UT markets plus Delhi NCR, supported by manufacturing partners and a growing sales-channel network.

For the businesses involved, the ambition is clear: create a wider, more responsive manufacturing and distribution ecosystem around JSTL 550 SHD.

For Jindal Steel Tubes Ltd., it is a new chapter in its steel-product journey.

For Khyati Contech Private Limited, it is the next stage in its transformation from Khyati Infra Mart into a manufacturing-led enterprise.

For the manufacturing partners, it is an opportunity to build regional production capacity.

And for the Jindal industrial legacy, it is another generation carrying forward a story that began with Late Padma Shri Debi Sahai Jindal.

From Legacy to Manufacturing

• From one plant to ten.

• From regional supply to a wider Indian network.

A new chapter in Indian steel manufacturing is taking shape.

Gurugram (Haryana) [India] : TRUtest Diagnostics, incubated by the Manipal Group, is set to launch its first integrated pathology, radiology and cardiology centre — and with it, a nationwide mission to make world-class, coordinated diagnostics accessible and affordable well beyond India's metros. The company will build 50 such centres over the next five years, with the sharpest focus on the fringe and Tier 2/3 cities where 68% of India's urban population lives and 40-45% of India's GDP is already generated — yet fewer than 30% of diagnostic centres nationally offer truly integrated care. TRUtest is entering this gap with zero compromise on quality: the same NABL/NABH-accredited, scale-proven standards that have already served over 1.30 crore patients across 100+ centres and 18 states.

• India's fastest-growing comprehensive diagnostics powerhouse is set to open its first integrated pathology, radiology & cardiology centre in Gurugram — with a 50-centre, ₹250 crore mission to make world-class, coordinated diagnostics accessible and affordable in the country's fringe and Tier 2/3 cities.

It is a declaration of intent: India's next chapter in healthcare will not be written only in its metros, but in every pin code the country has to offer — and it starts with honest, affordable pricing, a family-first membership model, doctor-explained reports, and a promise that quality diagnostics should never be a metro-only privilege.

Stepping into the upcoming centre in Gurugram fringes, will feel less like a clinical errand and more like stepping into a calm, considered space engineered to put people at ease long before the scan begins. It is diagnostics reimagined as an experience of care, not a transaction — and it is designed to travel to exactly the cities that have never had access to it.

Affordability and Accessibility, Engineered 

Years spent running high-volume public-private partnership and institutional diagnostic operations across entire districts and states have taught the company how to deliver uncompromising quality at radically lower cost. That scale advantage is now being passed directly to the consumer — honest, transparent pricing with zero compromise on quality or turnaround time, built for markets that have long been priced out of branded, integrated diagnostics.

Every new TRUtest centre also becomes a local growth engine — creating jobs for technicians, phlebotomists, radiologists and support staff on the ground, while lifting local vendors, transport and allied services in the neighbourhoods it serves. This is not diagnostics arriving from outside a city; it is diagnostics built into the local economy.

Not Just a New Brand — A New Category of Care

TRUtest is entering the market with a suite of concrete, live innovations designed to move diagnostics beyond a one-time report and into a lifelong health relationship:

• Honest & Transparent Pricing — high-quality diagnostics at substantially lower rates than the market, with zero compromise on quality or turnaround time, as we have acquired the knowledge & expertise of economies of scale in the ongoing PPP & B2B businesses serving the masses.

• TRU-Mitra Family Plan — one family, one membership, one relationship manager — a loyalty programme built around continuous care, not a one-off visit.

• Smart Reporting & Report Counselling — every report interpreted and explained by a doctor, with a complimentary consultation, turning results into actionable health insight.

• Genomic & Metabolic Integrated Panels — predisposition testing and metabolic deep-dives, combined with radiology, extending well beyond routine testing.

• Elderly & Chronic Care Reminders — a predictive Annual Health Calendar with proactive concierge check-ins, so a good report is never followed by silence.

• ABHA-Integrated Reporting & Low-Dose CT Screening — reports woven into India's national digital health record, alongside advanced early-detection scanning for lung and cardiac risk.

Leadership Commentary

“We are India's fastest-growing comprehensive diagnostics company — and that growth is built on the ethos and legacy of the Manipal Group, a heritage that has always put trust, accuracy and hygiene first.”

“But we believe trust today needs a new lens. India's healthcare story for the last two decades has been about building capacity — more hospitals, more beds, more labs. The next two decades will be about building trust at the individual level. And for us, that trust isn't only a promise — it's tangible innovation: transforming what it actually feels like to get tested and turning every result into a step in someone's journey toward longevity and wellness, not just a report filed away.”

— Dr. (Capt.) Sandeep Sharma, CEO, Healthmap Diagnostics Pvt. Ltd.

The Road Ahead: 50 Centres, ₹250 Crore, Five Years

With its first integrated centre soon to go live in Gurugram, TRUtest Diagnostics will roll out four more centres across the Delhi-NCR region in FY26-27, before expanding into the fringe and Tier 2/3 cities that sit at the heart of its mission. Over the next five years, the company plans to build 50 such centres nationally, targeting an overall revenue of ₹250 crore by Year 5 — the same proven PPP and institutional economics that built its scale, now aimed squarely at the cities growing fastest.

TRUtest Diagnostics is not setting out merely to deliver accurate results. It is setting out to build India's most trusted, most accessible, end-to-end diagnostics experience — one that gives every individual, in every pin code, timely insight, a simplified path to care, and greater confidence in managing their health, for life.

Built Different, From Day One

India's diagnostics industry remains strikingly unorganised — listed players together account for barely 10-12% of the market — and even among organised players, most operate lopsided, heavy in either pathology or radiology, rarely both. TRUtest was conceived to break that mould: built from day one on an equal, 50:50 foundation of pathology and radiology, because accurate diagnosis cannot be delivered in isolated fragments.

Built Through Scale and Consolidation

HealthMap Diagnostics began its journey through public-private partnership (PPP) initiatives across Haryana and Jharkhand before expanding organically into pathology and radiology as distinct business verticals. The company's growth accelerated through the strategic acquisitions of Medcis Pathlabs, strengthening its routine pathology capabilities, and iGenetic, enhancing its specialty diagnostics portfolio. These milestones culminated in an NCLT-approved merger in 2023, alongside a significant expansion of its PPP footprint in Maharashtra. Today, HealthMap Diagnostics has established a strong presence across Haryana, Jharkhand, Karnataka, Maharashtra, Tamil Nadu and Odisha. 

Scale, Trust and Recognition

The company has been recognised as the Most Renowned Diagnostic Chain in India (2024) and the Most Trusted Diagnostic Chain in India (2023), alongside FICCI and India Today Excellence in Healthcare honours (2018) and Express Healthcare's Best Radiology Chain award (2018 and 2019).

Directed by Arvindr S. Khaira, Ishqnama stars Jay Randhawa, Shehnaaz Gill, Saurabh Sachdeva, Anjum Batra, Mahaveer Bhullar and Preet Bhullar. Set against the backdrop of India and Pakistan, the film follows the journey of two young lovers who find each other despite borders, politics and the lingering scars of Partition. Their fight to keep their love alive forms the emotional core of the story.

Instagram: https://www.instagram.com/_shiv03?utm_source=qr

For Shiv Prakash Rathour, Ishqnama is another significant milestone in a career that has quietly but consistently grown over the years. Known for his eye for detail and his ability to tell stories through visuals, Shiv has built a strong reputation in the industry with a diverse body of work spanning films, web series, and music videos. 

Born and raised in Punjab, Shiv started young and over the last decade he has worked on both fiction series and movies, documentaries and music videos. He graduated from Delhi and studied Film Cinematography in the Mindscreen Film Institute, Chennai. 

Over the years, he has served as the cinematographer on acclaimed projects such as Bada Naam Karenge (Rajshri Productions,2025), Gullak 3 (TVF, 2022) and Aspirants 2 (TVF, 2023). 

Earlier in his journey, he worked as the Associate Director of Photography on Kota Factory (TVF, 2019–2021), was the Second Unit Director of Photography for Dhak Dhak (2023), and also contributed to the cinematography team of Gehraiyaan (Dharma Productions, 2022). 

Website: https://www.shivprakashrathour.com/

Shiv's work extends well beyond films and series. He has collaborated with some of the biggest names in the Indian music industry, shooting music videos for artists including Arijit Singh, Ankit Tiwari, Vishal Mishra, B Praak, Armaan Malik, Jubin Nautiyal, Afsana Khan, Stebin Ben, and many others. 

With audiences embracing the film and its visual storytelling, Shiv's work has once again come into the spotlight. His ability to blend striking imagery with emotional depth has made Ishqnama not just another credit in his filmography but a project that further reinforces his growing stature as one of the industry's promising cinematographers. 

The association marks an exciting chapter in FLITE's evolving style journey as the brand continues to strengthen its connect with today's style-conscious consumers. Together, Ali Fazal and Sanya Malhotra embody confidence, effortless style, and individuality, making them the perfect duo to represent the FLITE Buckle Collection.

At the heart of the association is the FLITE Buckle Collection - a range that reflects FLITE's vision of contemporary style. Created for today's fashion-conscious consumers, the collection celebrates confidence, self-expression, and effortless style, inspiring them to embrace every occasion with A Naya Andaaz. The campaign will unfold through three films, beginning with the Monsoon season, followed by Festive & Wedding celebrations, and concluding with an Eid-themed film. While each film captures a distinct consumer moment, they are united by a single thought—' Style Ka Naya Andaaz'—encouraging consumers to embrace footwear as an extension of their personal style. 

Watch the campaign film here: https://www.instagram.com/reel/Dbf7EW-yNV7/?igsh=MWV4aWc2b2NkanN3Yw%3D%3D

Mr. Gaurav Kumaar Dua, Co-Chief Executive Officer & Whole Time Director, Relaxo Footwears Ltd., said: "Today's consumers see style as an expression of who they are, and at FLITE, we are continuously evolving to meet these aspirations. The Buckle Collection embodies this vision by bringing together contemporary style with everyday comfort. We are delighted to welcome Ali Fazal to the FLITE family alongside our Brand Ambassador, Sanya Malhotra. Together, they bring the spirit of 'Style Ka Naya Andaaz' to life, inspiring consumers to embrace confidence, individuality, and effortless style for every occasion."

With Ali Fazal joining Brand Ambassador Sanya Malhotra, FLITE continues to strengthen its connect with consumers through 'Style Ka Naya Andaaz,' bringing the Buckle Collection to life across seasons and occasions.

About Relaxo Footwears Ltd.

Incorporated in 1984, Relaxo is the largest footwear manufacturer in India and has been serving the nation for four decades. Ranked among the top 500 Most Valuable Companies (Fortune 500 India), Relaxo is synonymous with quality products and affordable prices. It manufactures slippers, sandals, and sports & casual shoes.

Its most popular brands – Relaxo, Sparx, Flite, and Bahamas – each lead their respective segments. Relaxo, an iconic brand known for its rubber slippers, is a versatile choice for all sections of society. Flite offers a stylish range of fashionable and semi-formal slippers. Sparx reflects the attitude, style, and energy of young India through its sports shoes, sandals, and slippers. Bahamas captures the spirit of freedom, fun, and youth through its vibrant flip-flops.

With a pan-India distribution footprint, Relaxo also operates a strong network of 400+ exclusive retail outlets, and its products are widely available across major e-commerce platforms, large-format stores, and global markets.

Jaipur. Insolation Energy Ltd., known in the market as INA Solar, has kicked off a countrywide drive to get more Indians running their homes and businesses on the sun. The campaign, called 'Azaadi Mahotsav 2026 – Bijli Bill Se Azaadi Ka Jashn', is pitched squarely at households, businesses and industries looking to cut their power bills.

The company, one of India's bigger solar panel makers, says the effort is about spreading awareness on clean energy and spelling out the money that switching to solar can save. The larger goal, according to INA Solar, is to nudge consumers toward renewable power as a lasting route to energy independence.

Chairman Manish Gupta and Managing Director Vikas Jain framed the launch in the context of the country's wider energy shift. "India is moving rapidly towards energy self-reliance, and solar energy is playing a pivotal role in this transformation," they said. "Through 'Azaadi Mahotsav 2026', we aim to encourage more homes, businesses and industries to adopt clean energy solutions that reduce electricity costs while contributing to a greener and more sustainable future."

The two also pointed to the company's scale. INA Solar currently runs an annual solar module manufacturing capacity of 5.5 GW, and it's building on that. A new facility is coming up in Narmadapuram, Madhya Pradesh, which will add 4.5 GW of solar cell manufacturing capacity along with 18,000 metric tonnes a year of aluminium frame production. The company says the expansion sits neatly with the government's Make in India, Atmanirbhar Bharat and Viksit Bharat push, and strengthens the domestic solar supply chain in the process.

On the product side, INA Solar makes TOPCon solar modules in the 500 Wp to 635 Wp range. These serve a broad set of buyers, from rooftop residential users to commercial and industrial projects, solar parks and solar pumps. According to the company, the modules are built for high efficiency, reliable long-term output and strong performance across different kinds of installations.

The campaign itself won't stay confined to advertising. INA Solar plans a mix of digital outreach and on-ground activities under the Azaadi Mahotsav 2026 banner, aimed at walking consumers through both the financial and environmental case for going solar. The idea is to reach people where they already are, online and in their neighbourhoods, and turn general interest in clean energy into actual installations.

For a sector that has leaned heavily on subsidies and policy signals, moves like this reflect a shift toward direct consumer persuasion. Whether the messaging translates into wider adoption will depend on how households and small businesses weigh the upfront cost against the promise of lower bills down the line.

An Achievement That Reflects Patients’ Trust

Dr. Navnit Haror, a gold medalist dermatologist and international hair transplant surgeon, and Dr. Vineeta Pathak, Chief Aesthetician and hair transplant surgeon, have been a driving force behind making Dr. Haror's Wellness one of the most popular hair transplant clinics in India. This landmark of 20,000 procedures reflects its commitment to excellence in surgical hair restoration. 

Dr. Navnit Haror, founder of Dr. Haror’s Wellness, said, “Performing over 20,000 successful hair transplant surgeries is really a proud moment for us and our team. For us, this is not just a number; it reflects the belief of thousands of patients who trusted us for something which is very personal to them. It also shows our hard work, dedication, and commitment to providing patients with safe, natural, and long-lasting hair restoration solutions. This achievement will inspire us to do even better in the coming time.”

Speaking on the achievement, Dr. Vineeta Pathak, co-founder of Dr. Haror’s Wellness, added, “This accomplishment is a testament to the faith our patients place in us, encouraging us to carry on providing world-class patient care, safety, and surgical precision to help more individuals regain their lost hair and confidence.”

Trusted by Patients Across the World

Over the years, Dr. Haror’s Wellness has built its reputation across a diverse range of patients, from Bollywood celebrities to famous public figures as well as international patients from countries such as the USA, the UK, Australia, the UAE, Canada, and other European and American countries. The clinic had the chance to treat hair loss problems of various Hindi film actors like Ashmit Patel, Pradeep Ram Singh Rawat, Aman Verma, Sudesh Berry, etc. The availability of experienced and skilled hair transplant surgeons, advanced techniques, US-FDA-approved surgical equipment, international surgical guidelines, and expert care make the clinic one of the most sought-after destinations for hair transplant in Delhi, India

Advanced Techniques and Customized Planning

Advanced techniques and tailored treatment planning have been the main factors in this success. “You can't have a one-size-fits-all when it comes to hair loss; that's why we create a hair loss treatment plan that is unique to each patient's hair loss problem so they can get natural, permanent results,” says Dr. Haror. Dr. Haror's Wellness team of experienced hair transplant surgeons, headed by Dr. Navnit Haror and Dr. Vineeta Pathak, specializes in different hair transplant techniques such as FUE, Sapphire FUE, DHT, and URHT that are minimally invasive, without visible scarring, and deliver natural and long-lasting results. 

As the demand for high-quality hair transplant procedures is rising, Dr. Haror’s Wellness is looking to tap into this evolving sector with a wider presence in the national and international markets. The clinic wants to strengthen its position with investment in innovation & research in the hair restoration sector and training & knowledge sharing. Riding high on its latest achievement, the clinic is looking forward to breaking and setting more new records in the coming years.

Disclaimer: This article is based on information provided by the company and is intended for informational purposes only. It should not be considered medical advice or an endorsement of any treatment, clinic, or healthcare provider. Readers are advised to consult a qualified medical professional before making any healthcare or treatment decisions.

Raised in the United Kingdom by Hyderabad-based parents, Parsha has successfully blended creativity with technology. She holds a First-Class BSc (Hons) in Computer Science (Artificial Intelligence) from the University of Hertfordshire and is currently gaining industry experience as an AI intern while pursuing her passion for filmmaking and acting.

Adding another milestone to her growing list of achievements, Parsha Sri Kella recently became the first-ever Miss Icon UK, earning the opportunity to represent the United Kingdom at the upcoming Miss Icon International Finals in Indonesia, where contestants from across the world will compete on a global platform celebrating confidence, talent, leadership, and cultural diversity.

Beyond pageantry, Parsha Sri Kella  has demonstrated her versatility by directing, producing, and starring in the independent feature film "No Way Out." According to her team, the film has received recognition at multiple international film festivals, marking an important step in her filmmaking career.

Believing that storytelling extends far beyond acting, Parsha chose to create her own opportunities by independently developing No Way Out rather than waiting for the right role. She believes understanding writing, direction, production, and performance enables artists to tell more authentic and meaningful stories.

"Cinema has always been my passion. Acting allows me to bring different characters to life, while directing and producing help me create stories that audiences can emotionally connect with. My dream is to build films that transcend cultures and entertain people across the world," said Parsha.

Growing up between Indian values and British culture has given Parsha a distinctive creative perspective that combines Western filmmaking techniques with the emotional depth of Indian cinema. Inspired by filmmakers including S. S. Rajamouli, Rajkumar Hirani, Karan Johar, Gauri Shinde, Farah Khan, Boyapati Srinu, Sam Raimi, and James Wan, she hopes to contribute to Bollywood, Telugu cinema, and international productions.

"My Indian heritage has always been a defining part of my identity. I look forward to collaborating with filmmakers and storytellers in India and creating films that resonate with audiences globally," she added.

With achievements spanning technology, filmmaking, modelling, and pageantry, Parsha Sri Kella represents a new generation of global Indian talent bringing international experience and fresh creative perspectives to the evolving Indian entertainment industry.

About Parsha Sri Kella

Parsha Sri Kella is a Kuwait-born, UK-based Indian-origin actress, AI engineer, filmmaker, producer, and model. She is the reigning Miss Icon UK and will represent the United Kingdom at the Miss Icon International Finals in Indonesia. She has directed, produced, and acted in the independent film No Way Out and is passionate about creating stories that bridge cultures through cinema.

Media contact Details

Yashwant Pratap Singh

www.strattonleocommunication.com

8929103391

Mumbai (Maharashtra) [India], August 4: A treatment that was, until recently, available only through international hospitals is now being offered inside the country and it is changing what “running out of options” means for families dealing with relapsed leukaemia.

There is a particular kind of exhaustion that comes with searching for answers after a leukaemia diagnosis. You read everything. You ask everyone. You look up treatments that keep appearing in articles and wonder whether they are real, whether they are available, whether they are something your family could actually reach.

For a long time, the honest answer for many Indian families was no. The most advanced options sat behind flights, visas, foreign hospital admissions, and costs that put them out of reach for all but a small number of people. That is beginning to change.

Why Some Leukaemia Cases Are Harder to Treat

Most patients with Acute Lymphoblastic Leukaemia begin treatment on a standard chemotherapy protocol and for many, that protocol works. But leukaemia does not always follow the expected path. Some patients relapse. Some stop responding to the drugs that once worked. For those families, the question of what is still possible becomes the only one that matters and until recently, the answers available in India were limited.

The Treatment That Is Changing the Odds

Over the past two years, a small number of Indian centres have begun offering CAR-T cell therapy for leukaemia, a treatment that was largely unavailable in the country before that.

The way it works is straightforward to explain, even if the science behind it is not. The patient's own immune cells are collected, reprogrammed to find and attack the leukaemia cells that chemotherapy could not reach and returned to the body. The immune system then does what it was never able to do before. In patients with relapsed B-cell leukaemia, this approach has produced remission in 80 to 90 percent of cases, a number that means everything to families who had been told there was nothing left to try.

India now has its own approved product for this therapy. India now has an approved indigenous CD19 CAR T-cell therapy , making this advanced treatment more accessible for eligible patients within the country.

SunAct Cancer is among the handful of Indian centres currently equipped to administer it.

What the Treatment Journey Looks Like

The process spans several weeks. Cells are collected in a short-stay procedure that most patients find far less daunting than they expected. Those cells are then engineered over two to four weeks in a lab. When they are ready, the patient goes through a short course of conditioning treatment before the infusion itself, which takes only a few hours. After that, the medical team monitors the patient closely for about two weeks as the immune response builds.

What happens after discharge matters as much as what happens during treatment. Check-ins, blood tests, and bone marrow assessments typically continue for years, this is not a therapy where a family is handed a discharge summary and left to manage the rest on their own.

Understanding the Side Effects

Centres delivering this therapy are upfront with families about what to expect. The main side effects are well documented and are watched for closely from the moment of infusion. Most patients manage them without serious complications when the treating team has handled these responses before, which is precisely why the therapy is currently offered at only a small number of specialised centres rather than every hospital.

What Families Should Look for in a Treatment Centre

Because CAR-T therapy is still available at only a handful of hospitals in India, the details of where it is delivered matter almost as much as the therapy itself. A few things consistently come up when families and doctors discuss what makes a difference:

• Continuity of care. The specialists who assess a patient are ideally the same ones who treat them through every stage, rather than passing the case between departments.

• Integrated facilities. CAR-T therapy, bone marrow transplantation and other blood cancer treatments are best delivered under one roof, so families are not moving between hospitals for different parts of the same treatment plan.

• Multidisciplinary approach. CAR-T therapy involves more than a single specialist. A coordinated team of   doctors, nurses, and allied healthcare professionals works together to support patients from evaluation and treatment through recovery and long-term follow-up.

• Purpose-built infrastructure. Sterile environments and specialised isolation rooms are not something a general hospital ward can simply add on, they need to be designed for this kind of work from the outset.

• Long-term follow-up. Because outcomes are monitored for years after treatment, centres with a structured follow-up programme tend to catch complications earlier.

Why This Matters for Indian Families

Two years ago, a family considering CAR-T therapy for leukaemia had little choice but to look abroad. That is no longer true. The expertise now exists within India, the infrastructure to deliver it safely has been built, and the cost is a fraction of what international treatment would have required without the added burden of travel, visas, and unfamiliar hospital systems during an already difficult time.

The Families Who Come to SunAct

They come from Mumbai and from cities much further away. Some come after months of searching. Some come because another doctor referred them. Some come because someone they knew went through treatment here and told them about it.

What they find is a centre where the doctors know their names, where the conversations are honest, and where the treatment available is genuinely among the best in the world. Not among the best in India. Among the best in the world, delivered here in Mumbai, by people who built this place because they believed it was possible.

To learn more about acute lymphoblastic leukaemia, explore the educational resources in our Information Centre:

Websites: https://sunactcancer.com/acute-lymphoblastic-leukemia/ | https://sunactcancer.com/car-t-cell-therapy-for-leukemia-in-india/

Born as Suman Mishra, popularly known by her stage name Jugnu Ishiqui, she has built a multifaceted career as an actress, model, dancer and live performer. Over the years, Jugnu has appeared in films including Crazy Cukkad Family, Ammaa Ki Boli, A Game Called Relationship and Bongu, while also featuring in promotional songs and music projects. Apart from acting, she has continued to establish herself as a global performer, travelling internationally with stage shows and musical performances, reflecting her passion for entertainment across multiple creative mediums.

Her husband, Ryan Balchand, is a distinguished technology entrepreneur, software architect, and the Founder & CEO of 3ANGLE Corp, a New York-based technology company specializing in artificial intelligence, cloud platforms, enterprise software, mobile applications and digital transformation. Since establishing the company in 2012, Ryan has led the development of hundreds of technology solutions for startups, Fortune 500 companies and rapidly growing businesses, earning recognition for combining cutting-edge innovation with practical business strategy. Under Ryan's leadership, 3ANGLE Corp has evolved into an AI-driven technology company with proprietary platforms including InventaCloud.ai, delivering intelligent solutions that help businesses automate workflows, improve operational efficiency and accelerate digital transformation. His team has worked with several globally recognized brands and organizations, including Nutrafol, Trek Bikes, Catalyx.ai, Frank & Eileen, State Farm and Pantone, among others, across industries such as healthcare, retail, manufacturing, e-commerce and enterprise technology.

"Life has a beautiful way of bringing two souls together when the time is right. Ryan and I come from two very different worlds, yet we are united by the same values of love, respect and ambition. This is the beginning of our forever, and my heart is filled with gratitude for everyone who has been a part of our journey," says Jugnu.

Both Jugnu and Ryan will do a small intimate ceremony soon in India on August 6, 2026, on their 1-year anniversary.

New Delhi [India], August 3: Indian badminton has consistently produced world-class talent, and Gagan Balyan is rapidly establishing himself as one of the country’s most promising men’s singles players. Known for his relentless work ethic, disciplined approach, and fearless attacking game, the young shuttler is now preparing for one of the most important phases of his career as he targets a place among the Top 100 of the BWF World Rankings.

As part of his upcoming international schedule, Balyan will begin his North American campaign at the Mexican International Future Series, a key tournament offering valuable BWF ranking points. Having previously achieved a career-best senior ranking of World No. 195, he is determined to surpass that milestone and continue his climb toward the highest level of international badminton.

A Journey Built on Sacrifice, Discipline, and Determination

Behind Gagan Balyan’s achievements lies a journey defined by years of dedication, sacrifice, and unwavering commitment to the sport. Long before earning international recognition, he invested countless hours in rigorous training, overcoming challenges and making personal sacrifices in pursuit of excellence.

His perseverance paid off when he rose to become World Junior No. 26, establishing himself among the finest young badminton players in the world. A defining moment of his junior career came with his Gold Medal victory at the Bangladesh Junior International Series, where his aggressive style, tactical maturity, and composure under pressure showcased his immense potential on the international stage.

Rather than treating junior success as the destination, Balyan viewed it as the foundation for a much bigger ambition—to compete with the world’s best on the senior circuit.

Making His Mark on the Senior International Circuit

Transitioning from junior to senior badminton is one of the toughest challenges in the sport, but Gagan Balyan has adapted impressively through consistent performances against experienced international competitors.

His remarkable back-to-back quarterfinal finishes at the Bahrain International Series and the Telangana International Challenge demonstrated his ability to perform under pressure while competing against higher-ranked opponents.

These performances have reinforced his reputation as one of India’s fastest-rising men’s singles players.

Consistency Across Global Competitions

Balyan has continued to build valuable international experience through strong performances across multiple BWF tournaments.

His impressive campaigns at the Malaysia International Challenge, Nepal International Challenge, and Uganda International Challenge, where he reached the pre-quarterfinal stages, highlight both his adaptability and growing confidence on the global stage.

Each tournament has contributed not only valuable ranking points but also the experience required to compete consistently at the highest level of international badminton.

Success on the National Stage

While making steady progress internationally, Gagan Balyan has also delivered outstanding performances within India.

Competing against some of the country’s best players, he recently secured the Silver Medal at the Senior National Inter-State Team Badminton Championship, further strengthening his position among India’s leading men’s singles athletes.

His consistent results across domestic and international tournaments reflect his steady evolution into a complete and mature competitor.

Eyes Firmly Set on the Top 100

The upcoming Mexican International Future Series represents a significant opportunity in Balyan’s pursuit of a higher world ranking.

A strong performance in Mexico could provide a major boost to his BWF ranking while moving him closer to his long-term goal of entering the Top 100 in the world. The tournament also marks the beginning of an important international campaign that could define the next stage of his professional journey.

Representing the Future of Indian Badminton

As Indian badminton continues to expand its presence on the global stage, Gagan Balyan represents a new generation of athletes driven by perseverance, discipline, and an unwavering desire to succeed.

His journey—from a young player making sacrifices to become World Junior No. 26, to an emerging force on the senior international circuit—reflects not only talent but also years of relentless hard work and resilience.

With every international tournament, Balyan moves one step closer to achieving his dream of competing among the world’s elite while inspiring countless young athletes across the country.

Conclusion

Gagan Balyan’s rise in international badminton is a story of determination, perseverance, and continuous growth. From earning recognition as World Junior No. 26 to consistently delivering strong performances on the senior circuit, he has demonstrated the qualities needed to succeed at the highest level.

As he prepares for the Mexican International Future Series, the talented Indian shuttler remains focused on collecting crucial BWF ranking points and achieving his ambition of breaking into the Top 100 of the BWF World Rankings. With his commitment, experience, and competitive spirit, Gagan Balyan continues to emerge as one of India’s brightest badminton stars and a strong contender for future success on the global stage.

Gurugram (Haryana) [India], August 1: TRUtest Diagnostics, incubated by the Manipal Group, has launched its first integrated pathology, radiology and cardiology centre — and with it, a nationwide mission to make world-class, coordinated diagnostics accessible and affordable well beyond India's metros. The company will build 50 such centres over the next five years, with the sharpest focus on the fringe and Tier 2/3 cities where 68% of India's urban population lives and 40-45% of India's GDP is already generated — yet fewer than 30% of diagnostic centres nationally offer truly integrated care. TRUtest is entering this gap with zero compromise on quality: the same NABL/NABH-accredited, scale-proven standards that have already served over 1.30 crore patients across 100+ centres and 18 states.

It is a declaration of intent: India's next chapter in healthcare will not be written only in its metros, but in every pin code the country has to offer — and it starts with honest affordable pricing, a family-first membership model, doctor-explained reports, and a promise that quality diagnostics should never be a metro-only privilege.

Stepping into the centre in Gurgaon Fringes feels less like a clinical errand and more like stepping into a calm, considered space engineered to put people at ease long before the scan begins. It is diagnostics reimagined as an experience of care, not a transaction — and it is designed to travel to exactly the cities that have never had access to it.

Affordability and Accessibility, Engineered

Years spent running high-volume public-private partnership and institutional diagnostic operations across entire districts and states have taught the company how to deliver uncompromising quality at radically lower cost. That scale advantage is now being passed directly to the consumer — honest, transparent pricing with zero compromise on quality or turnaround time, built for markets that have long been priced out of branded, integrated diagnostics.

Every new TRUtest centre also becomes a local growth engine — creating jobs for technicians, phlebotomists, radiologists and support staff on the ground, while lifting local vendors, transport and allied services in the neighbourhoods it serves. This is not diagnostics arriving from outside a city; it is diagnostics built into the local economy.

Not Just a New Brand — A New Category of Care

TRUtest is entering the market with a suite of concrete, live innovations designed to move diagnostics beyond a one-time report and into a lifelong health relationship:

• Honest & Transparent Pricing — high-quality diagnostics at substantially lower rates than the market, with zero compromise on quality or turnaround time as we have acquired the knowledge & expertise of economies of scale in the ongoing PPP & B2B businesses serving the masses.

• TRU-Mitra Family Plan — one family, one membership, one relationship manager — a loyalty programme built around continuous care, not a one-off visit.

• Smart Reporting & Report Counselling — every report interpreted and explained by a doctor, with a complimentary consultation, turning results into actionable health insight.

• Genomic & Metabolic Integrated Panels — predisposition testing and metabolic deep-dives, combined with radiology, extending well beyond routine testing.

• Elderly & Chronic Care Reminders — a predictive Annual Health Calendar with proactive concierge check-ins, so a good report is never followed by silence.

• ABHA-Integrated Reporting & Low-Dose CT Screening — reports woven into India's national digital health record, alongside advanced early-detection scanning for lung and cardiac risk.

Leadership Commentary

“We are India's fastest-growing comprehensive diagnostics company — and that growth is built on the ethos and legacy of the Manipal Group, a heritage that has always put trust, accuracy and hygiene first.”

“But we believe trust today needs a new lens. India's healthcare story for the last two decades has been about building capacity — more hospitals, more beds, more labs. The next two decades will be about building trust at the individual level. And for us, that trust isn't only a promise — it's tangible innovation: transforming what it actually feels like to get tested and turning every result into a step in someone's journey toward longevity and wellness, not just a report filed away.”

— Dr. (Capt.) Sandeep Sharma, CEO, Healthmap Diagnostics Pvt. Ltd.

The Road Ahead: 50 Centres, ₹250 Crore, Five Years

With its first integrated centre now live in Gurugram, TRUtest Diagnostics will roll out four more centres across the Delhi-NCR region in FY26-27, before expanding into the fringe and Tier 2/3 cities that sit at the heart of its mission. Over the next five years, the company plans to build 50 such centres nationally, targeting an overall revenue of ₹250 crore by Year 5 — the same proven PPP and institutional economics that built its scale, now aimed squarely at the cities growing fastest.

TRUtest Diagnostics is not setting out merely to deliver accurate results. It is setting out to build India's most trusted, most accessible, end-to-end diagnostics experience — one that gives every individual, in every pin code, timely insight, a simplified path to care, and greater confidence in managing their health, for life.

Built Different, From Day One

India's diagnostics industry remains strikingly unorganised — listed players together account for barely 10-12% of the market — and even among organised players, most operate lopsided, heavy in either pathology or radiology, rarely both. TRUtest was conceived to break that mould: built from day one on an equal, 50:50 foundation of pathology and radiology, because accurate diagnosis cannot be delivered in isolated fragments.

Built Through Scale and Consolidation

HealthMap Diagnostics began its journey through public-private partnership (PPP) initiatives across Haryana and Jharkhand before expanding organically into pathology and radiology as distinct business verticals. The company's growth accelerated through the strategic acquisitions of Medcis Pathlabs, strengthening its routine pathology capabilities, and iGenetic, enhancing its specialty diagnostics portfolio. These milestones culminated in an NCLT-approved merger in 2023, alongside a significant expansion of its PPP footprint in Maharashtra. Today, HealthMap Diagnostics has established a strong presence across Haryana, Jharkhand, Karnataka, Maharashtra, Tamil Nadu and Odisha.

Scale, Trust and Recognition

The company has been recognised as the Most Renowned Diagnostic Chain in India (2024) and the Most Trusted Diagnostic Chain in India (2023), alongside FICCI and India Today Excellence in Healthcare honours (2018) and Express Healthcare's Best Radiology Chain award (2018 and 2019).

Mumbai (Maharashtra) [India] : Officebing, a leading managed workspace provider, has announced the expansion of its presence in Navi Mumbai with the launch of a new workspace in Vashi, reinforcing its commitment to serving the region's growing business community. The expansion marks another milestone in Officebing's growth journey and establishes its third managed workspace centre in Navi Mumbai, following its successful centres in Turbhe and Ghansoli. With the addition of the Vashi centre, Officebing continues to strengthen its presence across the region while expanding its portfolio of flexible, enterprise-ready workspaces.

Located in one of Navi Mumbai's most established business districts, the new Vashi centre has been designed to cater to startups, growing businesses and large enterprises seeking fully managed office solutions. The Vashi centre has been thoughtfully designed to support modern businesses with premium private offices, meeting rooms, collaborative workspaces and technology-enabled business services. Strategically located close to key business districts, major transport links and the upcoming Navi Mumbai International Airport, the centre offers excellent accessibility for teams and clients alike. Its thoughtfully curated common areas, inspired by global cities such as Tokyo, Singapore and London, create an engaging workplace experience, while Officebing's integrated coworking app enables members to seamlessly book meeting rooms, order food, raise support requests and manage everyday workplace needs with ease

Navi Mumbai has emerged as an important destination for businesses looking for well-connected commercial locations outside Mumbai's traditional central business districts. With excellent connectivity, improving infrastructure and a rapidly expanding corporate ecosystem, Vashi continues to attract companies across sectors including technology, consulting, financial services, logistics and professional services.

Speaking on the expansion, Rohit Gariwal, Co-Founder of Officebing, said:

“Navi Mumbai has been an important market for us for several years, with two of our centres already operating along the Thane-Belapur Road corridor. Over that time, we have seen the region evolve from a cost-effective alternative to Mumbai into a commercial destination in its own right, attracting businesses that increasingly expect the same quality of infrastructure, connectivity and workplace experience as established business districts. Expanding into Vashi was a natural next step for us. Its location, accessibility and growing business ecosystem make it particularly well suited to companies looking to establish or expand their presence in Navi Mumbai, and our new centre is designed to give them the flexibility and infrastructure to do so without the complexity of setting up and managing an office themselves

The Vashi centre has also been designed with enterprise-grade security at its core. Featuring controlled access, continuous surveillance and multi-layered security protocols, the workspace provides a secure and professionally managed environment for organisations handling sensitive data and business-critical operations. This focus on robust infrastructure reflects Officebing's commitment to meeting the evolving operational and compliance expectations of today's enterprisesThe expansion also reflects Officebing's continued focus on strengthening its presence in high-growth business markets where demand for managed workspaces continues to rise. As companies increasingly prioritise operational agility and faster market entry, managed office solutions are becoming an integral part of their workplace strategy.

The momentum behind managed workspaces is supported by strong industry fundamentals. According to Colliers' 2026 India Office: Unlocking Agility, Vitality & Flight-to-Quality report, flexible workspace operators are expected to account for 20-25% of Grade A office leasing in 2026, with India's flex workspace stock projected to exceed 100 million square feet by 2027. The report also highlights that Global Capability Centres (GCCs) will continue to drive a significant share of office demand, reinforcing the need for enterprise-ready managed workspaces in well-connected commercial hubs such as Navi Mumbai.

With its expanding footprint, Officebing aims to provide organisations with workplace solutions that combine flexibility, operational excellence and a premium business environment. The new Vashi centre further strengthens the company's portfolio of managed workspaces while supporting businesses looking for scalable office solutions in one of the Mumbai Metropolitan Region's fastest-growing commercial corridors.

About Officebing

Officebing is a managed workspace provider offering flexible office solutions for startups, SMEs and large enterprises across India's leading business destinations. Its portfolio includes managed offices, private offices, coworking spaces, meeting rooms, virtual offices, event spaces and customized workspace solutions designed to support modern businesses with flexibility, operational efficiency and enterprise-ready infrastructure.

That was the idea behind a specially curated creator staycation in Goa, where The Passport Hotel, India's first cocktail-forward hotel, partnered with Nasher Miles and RIPPL to celebrate the launch of The Passport Hotel's Mini Bar while creating space for a conversation that today's internet rarely makes time for.

As part of the staycation, RIPPL hosted its first-ever Sharing Circle, led by Malini Agarwal, luxury content creator Rij Eappen, and RIPPL co-founders Smriti Dubey and Shikhar Vaidya.

Instead of asking creators about their follower count or niche, Malini began with a simple question: "Tell us one thing about yourself that Instagram doesn't tell the world."

The conversation instantly became personal. Creators spoke about passions they rarely post online—dancing, music, books, travel, and hobbies that algorithms don't necessarily reward. It was a reminder that while social media often knows what people create, it doesn't always know who they truly are.

Malini also shared a thought that became the theme of the evening: "Not every influencer is an impactor. An impactor is someone who has an opinion—someone who recommends things because they genuinely believe in them."

That naturally led to a discussion around one of the internet's biggest challenges: Can authentic recommendations still exist in a world dominated by paid collaborations?

Creators admitted that while partnerships pay the bills, many of the cafés, restaurants, books, products, music, travel destinations, and experiences they genuinely love often never make it online.

That conversation perfectly reflected the philosophy behind RIPPL.

Instead of asking creators to produce more content, RIPPL allows them to build a personal recommendation profile—a place where they can showcase everything they genuinely love, from favourite cafés and books to travel destinations, products, and hidden local gems. These recommendations become part of their digital identity and can be discovered by like-minded people.

Sharing the inspiration behind the platform, Smriti Dubey recalled searching for dog training pads for her pets. Despite countless online reviews and advertisements, she couldn't decide what to buy. The answer came only after she asked fellow pet parents in a local community group, where one recommendation kept appearing. The product worked exactly as promised.

"Reviews tell you what strangers think," she shared. "Recommendations tell you what people you trust actually use." Adding another perspective, Shikhar Vaidya spoke about how millions of people rely on anonymous reviews every day before making decisions. He believes the future lies in discovering products and experiences through trusted individuals rather than anonymous ratings.

Rij Eappen also highlighted another important shift—creators deserve ways to earn without constantly producing new content. Through Rippl360, creators can tag products, places and experiences they genuinely recommend across their existing Instagram Reels and YouTube Shorts, allowing older content to continue creating value.

The evening concluded with a lively Recommendation Rapid Fire, where creators answered fun questions about their favourite music, films, comfort food, travel destinations and the best recommendation they had ever received.

As the conversation unfolded, Shikhar simultaneously created a live Tribe RIPPL for the entire group, adding every recommendation in real time. By the end of the session, every creator had built their own RIPPL profile, while brands like The Passport Hotel and Nasher Miles became part of those recommendation journeys through QR-enabled discovery.

The experience continued with visits to Kesar Bagh, Bastian Riviera, Stoned Pig, Drop Dead Sexy, Iris by Rait, and The Passport Hotel's Mini Bar launch, along with a breakfast hosted by Clovia. Every memorable experience naturally found its way onto creators' RIPPL profiles.

By the end of the staycation, the group hadn't just created content—they had documented experiences they genuinely believed were worth recommending.

The event reinforced a simple belief: in a world overflowing with reviews, authentic recommendations are becoming the internet's strongest form of trust.

RIPPL is now live on Android, iOS, and the web, allowing anyone to create a free recommendation profile, discover like-minded people, and share the products, places, and experiences they genuinely love.

The project involves the construction of the Mohmela Sirpur Barrage Project on the Mahanadi River in Tahsil Arang, District Raipur, Chhattisgarh. The scope of work includes the construction of the barrage and all associated infrastructure, development of a comprehensive pipe irrigation network, and operation and maintenance of the project for a period of five years after completion of construction.

The project carries a contract value of ₹568.98 crore, further strengthening Om Infra’s presence in India’s water infrastructure and irrigation sector. The Company expects to receive the Letter of Intent (LoI) for the project upon completion of the requisite government processes and statutory procedures.

Commenting on the development, Vikas Kothari, MD, Om Infra Limited, said, “We are highly encouraged to have secured the L1 position for this prestigious and modern irrigation infrastructure project. This achievement reflects Om Infra’s proven execution capabilities across complex civil engineering works, including barrages and hydro-mechanical systems, as well as advanced micro-irrigation networks. The project is expected to contribute significantly to sustainable and efficient water resource management in the region while strengthening agricultural productivity and long-term water security.”

Upon formal award, the project is expected to further strengthen Om Infra’s order book and reinforce its leadership in the irrigation infrastructure segment. The development aligns with the Company’s continued focus on delivering technically advanced, sustainable water management solutions that support economic development and improve rural livelihoods across India.

About OM Infra

Om Infra is a conglomerate involved in diverse business activities and interests related to hydro-mechanical equipment, turnkey solutions for infra engineering, water pipelines and civil structures of dams, and more. Om Infra is currently working on multiple engineering projects, including some backed by the government.

New Delhi [India] : There is a moment every seasoned hotelier recognises. A guest walks into a lobby, uncertain, slightly overwhelmed. Before they reach the front desk, a well-trained staff member has already made eye contact, smiled, and moved toward them. The guest doesn't know it yet, but their experience has already been designed — not by accident, but by a system.

That system has a name. We call it hospitality training. And for the past three decades, it has been considered the exclusive domain of hotels, restaurants, and resorts.

That assumption is now obsolete.

The Quiet Migration

Walk into a premium private hospital in Bengaluru today. Notice how the front desk team greets you. Observe how the patient coordinator escorts a family to the ward, anticipates questions before they are asked, and closes the interaction with a clear next step. That is not healthcare administration. That is hospitality thinking — applied to a clinical environment.

The same is happening in banking. Branch managers at progressive private banks are now conducting daily pre-shift briefings — a practice borrowed directly from hotel F&B operations. Retail chains are investing in "guest experience" frameworks — a term that did not exist in their vocabulary five years ago.

This is not a coincidence. It is a structural shift.

Industries that depend on human-to-human interaction are waking up to a truth that hospitality has known for decades: the quality of your service delivery is inseparable from the quality of your staff training. Products can be replicated. Technology can be licensed. The behaviour of a trained human being — in the moment of service — cannot be copied overnight.

What These Industries Are Actually Borrowing

The hospitality playbook is not a script. It is a system. And three elements of that system are being actively adopted outside the traditional sector.

Standard Operating Procedures tied to behaviour, not just process. In hospitality, an SOP is not a checklist on a wall. It is a set of trained behaviours that become instinctive. The best hospitals are now building patient interaction SOPs — not just clinical protocols — that govern how a nurse enters a room, how a discharge is communicated, and how a complaint is received. The language is different. The architecture is identical.

Pre-service briefings as a performance tool. Every well-run hotel restaurant conducts a daily briefing before service begins — covers of the day, VIP guests, staff positioning, special requirements. A handful of forward-thinking retail chains in India have now adopted the same practice for their store teams. The outcome is predictable: more prepared staff, fewer exceptions, more consistent guest experience.

Measurement of service, not just satisfaction. Hospitality has always measured guest experience through review scores, mystery audits, and repeat visit rates. Progressive hospitals are now building the same measurement infrastructure — not just patient satisfaction surveys, but operational metrics that link training inputs to experience outputs

The Training Gap Nobody Is Talking About

Here is the uncomfortable reality. Most organisations outside hospitality are borrowing the philosophy without investing in the infrastructure. They are adopting the vocabulary — "customer experience," "service culture," "brand ambassador" — without building the training systems that make those words operational.

This is where the gap lives. And it is significant.

At Adevo Academy, we built our training and consulting model for the hospitality sector. But over the past three years, we have increasingly found ourselves fielding conversations from healthcare operators, retail chains, and corporate services companies who recognise the gap between their service ambitions and their frontline capability. The problem statement is identical. The solution architecture is transferable.

What we have learned is this: the challenge is never the absence of willingness. Organisations want to deliver better service. The challenge is always the absence of a structured training system — one that converts that willingness into consistent, measurable behaviour on the floor.

The Broader Implication

India's service economy is growing faster than its training infrastructure. We are building premium hospitals, flagship retail stores, and digital-first banks — and staffing them with teams that have never been trained to deliver the experience those environments promise.

The hospitality industry figured this out a long time ago. The training investment is not a cost centre. It is the operating system of the service experience.

Every industry that depends on human service delivery will eventually arrive at this conclusion. The only variable is how long it takes — and how much customer trust is lost in the interim.

The playbook exists. The evidence is decades old. The only question is which industries are willing to pick it up.Brendon Pereira is the Co-Founder of Adevo Academy (95hm Learning Solutions Pvt Ltd), a Bengaluru-based hospitality training and consulting firm. Adevo works with hotels, restaurant groups, airports, and corporate organisations to build structured training systems and SOPs that deliver measurable service outcomes. www.adevo.in

India's textile, sugar and pharmaceutical exports are growing on paper. Textile and apparel exports rose 6.3 percent to $36.6 billion in FY2024-25. Pharmaceutical exports crossed $30 billion for the first time, up 9.4 percent. None of that growth works without steam. Boilers heat the dye baths, run the sugar crushers and sterilise the pharma production lines behind these numbers, and almost none of that infrastructure shows up in the story. Ask a plant head in any of these three sectors what could actually slow their growth plan down, and boiler capacity comes up more often than market demand does.

That infrastructure is now under two separate deadlines. The Boilers Act, 2025, in force since May 1, replaced the 100-year-old Boilers Act of 1923 with a new safety and registration framework, tighter inspection schedules, and mandatory welder certification. Separately, the Ministry of Environment, Forest and Climate Change has tightened particulate matter emission limits for industrial boilers, with state pollution control boards setting May 2025 compliance deadlines that vary by boiler capacity and fuel type. Together, they mean a plant can no longer treat its boiler as equipment it deals with when convenient. It's now equipment two regulators are actively checking.

Textiles

Textile mills use steam for dyeing, drying and finishing, and for years the cost of replacing an ageing coal-fired boiler outweighed the benefit. The new PM-level emission limits have changed that math. Mills in clusters such as Tamil Nadu and Karnataka are moving to cleaner boiler systems because running older, higher-emission units is no longer straightforwardly compliant, not because of any subsidy push.

Sugar

Sugar mills are retrofitting toward biomass-ready boilers that run on bagasse, the fibrous waste left after crushing cane. India's bagasse-based cogeneration capacity stood at 9,806 MW as of December 2024, according to the Ministry of New and Renewable Energy, up from roughly 9,434 MW eighteen months earlier. That growth reflects mills doing two things with one retrofit: staying compliant, and feeding surplus power back to the grid through the co-generation arrangements many mills already run.

Pharmaceuticals

Pharmaceutical manufacturing depends on clean steam for sterilisation and for producing injectables and APIs, and that steam has to meet pharmacopoeial standards, not just industrial ones. With exports past $30 billion and the US alone accounting for over a third of that figure, more of India's pharma output than ever is headed to markets with strict manufacturing audits. A plant's steam system is one of the things those audits check.

The event

Boiler India 2026, running October 8 to 10 at the CIDCO Exhibition & Convention Centre in Navi Mumbai, is built around this retrofit cycle. This edition is expected to bring together more than 220 exhibitors and upward of 15,000 trade visitors from 25+ nations, with hydrogen-ready and biomass boiler technology featured across the show floor.

Textile mills, sugar cooperatives and pharma plants don't normally have reason to compare notes with each other. This compliance cycle has put all three in the market for the same equipment at the same time.

Boiler India 2026 is supported by the Ministry of Heavy Industries, alongside eleven industry associations spanning these sectors and beyond: the Alkali Manufacturers Association of India (AMAI), the Indian Speciality Chemical Manufacturers' Association (ISCMA), the Indian Wind Turbine Manufacturers Association (IWTMA), the Northern India Textile Research Association (NITRA), the Synthetic & Art Silk Mills' Research Association (SASMIRA), the Sugar Technologists' Association of India (STAI), the Indian Pulp & Paper Technical Association (IPPTA), the Material Recycling Association of India (MRAI), the Association of Healthcare Providers (India) (AHPI), and the Association of Indian Medical Device Industry (AiMeD). That spread, chemicals, textiles, sugar, paper, recycling and healthcare, is its own evidence of how many industries now sit on the other side of this same boiler retrofit cycle.

Event details

•⁠  ⁠Dates: October 8-10, 2026

•⁠  ⁠Venue: CIDCO Exhibition & Convention Centre, Navi Mumbai

•⁠  ⁠Scale: 250+ exhibitors, 25+ countries, 15,000+ trade visitors expected

•⁠  ⁠Organiser: Orangebeak Expos

For exhibitor or visitor registration: india.boilerworldexpo.com

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.