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</style></head><body class="reddit-sans"><div hidden=""><!--$--><!--/$--></div><noscript><iframe src="https://www.googletagmanager.com/ns.html?id=GTM-T276MZ" height="0" width="0" style="display:none;visibility:hidden"></iframe></noscript><div id="app_root"><div class="Header__Overlay-sc-2f1b81c1-1 hxbZWN"><div class="Header__SideDrawer-sc-2f1b81c1-2 fqhsDW"><!--$!--><template data-dgst="BAILOUT_TO_CLIENT_SIDE_RENDERING"></template>Sidebar is Loading...<!--/$--></div></div><div id="piano-model"><header><div class="block md:hidden bg-white text-center my-[1rem]"><div class="relative"><div id="21839526463-11049889789" height="50" class="AdUnit__AdUnitDiv-sc-8b0d13e6-0 heqzaZ"></div><div width="320" height="50" class="AdUnit__LoadingUnit-sc-8b0d13e6-1 gcExiv">ADVERTISEMENT</div><a href="https://tally.so/r/5BZBWv" target="_blank" class="false bg-[#fff] text-[#000] font-extrabold text-[14px] flex items-center justify-center gap-[10px]">Advertise with us<svg width="5" height="9" viewBox="0 0 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26.84-24.64 26.84-5.28 0-9.79-1.87-13.31-5.06v27.281h-18.92v-73.7l16.83-1.76v6.82c3.63-4.73 8.91-7.37 15.4-7.37v-.001Zm-3.85 38.06c6.16 0 10.89-4.84 10.89-11.11 0-6.38-4.73-11.22-10.89-11.22-6.27 0-11 4.84-11 11.22 0 6.27 4.73 11.11 11 11.11ZM83.088 78.652c-16.06 0-28.49-11.77-28.49-27.06s12.43-27.17 28.49-27.17c16.17 0 28.6 11.88 28.6 27.17 0 15.29-12.43 27.06-28.6 27.06Zm0-15.95c6.27 0 11-4.84 11-11.11 0-6.38-4.73-11.22-11-11.22-6.16 0-11 4.84-11 11.22 0 6.27 4.84 11.11 11 11.11ZM57.742 18.15h-19.14V77h-19.47V18.15H.102L2.742 0h52.36l2.64 18.15Z"></path></g><defs><clipPath id="a"><path fill="#fff" d="M0 0h242v194H0z"></path></clipPath></defs></svg></div><h2 class="section__title">Top Picks</h2></div></div><div class="lg:w-19/24 flex justify-between gap-x-[40px]"><div class="w-3/12 md:max-w-[215px] flex-1"><div class="flex flex-col gap-y-[0.75rem] cursor-pointer max-w-[215px]"><div class="relative aspect-video w-[170px] md:w-[100%]"><a class="text-inherit undefined" 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0-.481-.177c-.26-.09-.51-.177-.754-.306.184-.167.384-.292.581-.414.102-.064.204-.127.301-.196.131-.09.173 0 .191.11l.123.743.039.24Zm-13.181 7.07.057-.046.226.084c.272.101.544.202.816.3.116.042.177.09.062.201l-.219.217-.221.218c-.079.077-.164.078-.218-.022-.122-.224-.24-.45-.358-.675l-.145-.277Zm-4.34-8.06.045-.047.874.452c.103.053.118.132.046.215a1.421 1.421 0 0 0-.105.142c-.079.117-.157.234-.307.28-.012.004-.044-.036-.056-.06-.133-.26-.265-.524-.397-.786l-.1-.197Z" clip-rule="evenodd"></path></svg></div><h2 class="section__title">Conversations</h2></div></div><div id="conversation_section"><div class="slick-slider mb-[5rem] md:mb-[4rem] conversations_slider slick-initialized" dir="ltr"><button class="absolute -bottom-[70px] size-[44px] border border-black transition-color duration-300 right-[3.5rem] opacity-30 3.5rem"><svg aria-hidden="true" focusable="false" data-prefix="fas" data-icon="chevron-left" class="svg-inline--fa fa-chevron-left " role="img" xmlns="http://www.w3.org/2000/svg" viewBox="0 0 320 512"><path fill="currentColor" d="M9.4 233.4c-12.5 12.5-12.5 32.8 0 45.3l192 192c12.5 12.5 32.8 12.5 45.3 0s12.5-32.8 0-45.3L77.3 256 246.6 86.6c12.5-12.5 12.5-32.8 0-45.3s-32.8-12.5-45.3 0l-192 192z"></path></svg></button><div class="slick-list"><div class="slick-track" style="width:500%;left:0%"><div data-index="0" class="slick-slide slick-active slick-current" tabindex="-1" aria-hidden="false" style="outline:none;width:20%"><div><div class="w-full" tabindex="-1" style="width:100%;display:inline-block"><div class="flex flex-col-reverse justify-center gap-y-4 md:flex-row w-[100%] md:gap-x-[2rem]"><div class="md:w-5/12"><div class="flex flex-col gap-y-[28px]"><div class="flex flex-col gap-y-[16px]"><div class="flex group"><div class="h-[8px] w-[8px] bg-[#000] my-auto mr-[0.75rem] cursor-pointer group-hover:bg-[#ff0e01]"></div><a class="text-inherit undefined" href="/"><p class="text-normal md:text-[20px] font-semibold md:font-bold tracking-tight capitalize group- group-hover:underline cursor-pointer">YourStory</p></a></div><a class="text-inherit undefined" href="/video/ai-skills-opportunity-jayant-chaudhary-indias-future-of-work"><h3 class="text-[34px] md:text-[48px] font-medium md:font-semibold leading-[40px] md:leading-[60px] tracking-tight line-clamp-4  hover:underline">AI, Skills &amp; Opportunity: Jayant Chaudhary on India&#x27;s Future of Work

</h3></a><p class="text-[20px] line-clamp-3">AI, Skills &amp; Opportunity: Jayant Chaudhary on India&#x27;s Future of Work
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340.461) rotate(90) scale(39)"><stop stop-color="#FF804A"></stop><stop offset="1" stop-color="#FF2020"></stop></radialGradient></defs></svg></div><h2 class="section__title">Spotlight</h2></div></div></div><div class="w-full flex gap-x-[40px] items-start my-auto"><div class="w-full"><div class="flex flex-col justify-between gap-y-[1.5rem]"><div class="relative aspect-video"><a class="text-inherit undefined" href="/2026/06/cashfree-payments-one-click-checkout-sepoy-co-crack-d2c-conversion-code"><div class="relative w-full aspect-double"><img alt="How Cashfree Payments&#x27; One Click Checkout helped Sepoy &amp; Co. crack the D2C conversion code 

" loading="lazy" width="1200" height="600" decoding="async" data-nimg="1" class="mx-auto h-full w-full object-cover " style="color:transparent" sizes="(max-width: 640px) 100vw, (max-width: 1024px) 50vw, 240px" srcSet="https://images.yourstory.com/cs/2/21ccd920843c11ec88170b5512a0f9d5/SepoyCo-1781860770770.png?mode=crop&amp;crop=faces&amp;ar=2%3A1&amp;format=auto&amp;w=384&amp;q=75 384w, https://images.yourstory.com/cs/2/21ccd920843c11ec88170b5512a0f9d5/SepoyCo-1781860770770.png?mode=crop&amp;crop=faces&amp;ar=2%3A1&amp;format=auto&amp;w=640&amp;q=75 640w, https://images.yourstory.com/cs/2/21ccd920843c11ec88170b5512a0f9d5/SepoyCo-1781860770770.png?mode=crop&amp;crop=faces&amp;ar=2%3A1&amp;format=auto&amp;w=750&amp;q=75 750w, https://images.yourstory.com/cs/2/21ccd920843c11ec88170b5512a0f9d5/SepoyCo-1781860770770.png?mode=crop&amp;crop=faces&amp;ar=2%3A1&amp;format=auto&amp;w=828&amp;q=75 828w, https://images.yourstory.com/cs/2/21ccd920843c11ec88170b5512a0f9d5/SepoyCo-1781860770770.png?mode=crop&amp;crop=faces&amp;ar=2%3A1&amp;format=auto&amp;w=1080&amp;q=75 1080w, https://images.yourstory.com/cs/2/21ccd920843c11ec88170b5512a0f9d5/SepoyCo-1781860770770.png?mode=crop&amp;crop=faces&amp;ar=2%3A1&amp;format=auto&amp;w=1200&amp;q=75 1200w, https://images.yourstory.com/cs/2/21ccd920843c11ec88170b5512a0f9d5/SepoyCo-1781860770770.png?mode=crop&amp;crop=faces&amp;ar=2%3A1&amp;format=auto&amp;w=1920&amp;q=75 1920w" src="https://images.yourstory.com/cs/2/21ccd920843c11ec88170b5512a0f9d5/SepoyCo-1781860770770.png?mode=crop&amp;crop=faces&amp;ar=2%3A1&amp;format=auto&amp;w=1920&amp;q=75"/></div></a></div><div class="flex flex-col gap-y-[1rem]"><div class="flex group"><div class="h-[10px] w-[10px] bg-[#000] my-auto mr-[0.75rem] cursor-pointer group-hover:bg-[#ff0e01]"></div><a class="text-inherit undefined" href="/category/startup-ecosystem"><p class="text-normal font-semibold text-[#000] line-clamp-1 capitalize tracking-tight group- group-hover:underline cursor-pointer">Startup Ecosystem</p></a></div><a class="text-inherit undefined" href="/2026/06/cashfree-payments-one-click-checkout-sepoy-co-crack-d2c-conversion-code"><h4 class="text-mildlarge leading-[26px] font-[700] tracking-tight text-[#000] line-clamp-3 min-h-[78px] capitalize  hover:underline">How Cashfree Payments&#x27; One Click Checkout helped Sepoy &amp; Co. crack the D2C conversion code 

</h4></a><p class="text-normal font-light text-[#000] line-clamp-3 cursor-pointer">The story of how a craft mixer brand closed the final gap between a great product and a great purchase experience.

</p><a class="text-inherit undefined" href="/author/gayatriguha"><p class="text-normal font-semibold text-[#000] hover:underline cursor-pointer">Gayatri Guha</p></a></div></div></div><div class="w-full"><div class="flex flex-col justify-between gap-y-[1.5rem]"><div class="relative aspect-video"><a class="text-inherit undefined" href="/2026/06/indias-msmes-powering-next-wave-entrepreneurship"><div class="relative w-full aspect-double"><img alt="From small towns to global impact: India’s MSMEs are powering the next wave of entrepreneurship

" loading="lazy" width="1200" height="600" decoding="async" data-nimg="1" class="mx-auto h-full w-full object-cover " style="color:transparent" sizes="(max-width: 640px) 100vw, (max-width: 1024px) 50vw, 240px" srcSet="https://images.yourstory.com/cs/2/21ccd920843c11ec88170b5512a0f9d5/MSMEHonours800x400-1781155260249.jpg?mode=crop&amp;crop=faces&amp;ar=2%3A1&amp;format=auto&amp;w=384&amp;q=75 384w, https://images.yourstory.com/cs/2/21ccd920843c11ec88170b5512a0f9d5/MSMEHonours800x400-1781155260249.jpg?mode=crop&amp;crop=faces&amp;ar=2%3A1&amp;format=auto&amp;w=640&amp;q=75 640w, https://images.yourstory.com/cs/2/21ccd920843c11ec88170b5512a0f9d5/MSMEHonours800x400-1781155260249.jpg?mode=crop&amp;crop=faces&amp;ar=2%3A1&amp;format=auto&amp;w=750&amp;q=75 750w, https://images.yourstory.com/cs/2/21ccd920843c11ec88170b5512a0f9d5/MSMEHonours800x400-1781155260249.jpg?mode=crop&amp;crop=faces&amp;ar=2%3A1&amp;format=auto&amp;w=828&amp;q=75 828w, https://images.yourstory.com/cs/2/21ccd920843c11ec88170b5512a0f9d5/MSMEHonours800x400-1781155260249.jpg?mode=crop&amp;crop=faces&amp;ar=2%3A1&amp;format=auto&amp;w=1080&amp;q=75 1080w, https://images.yourstory.com/cs/2/21ccd920843c11ec88170b5512a0f9d5/MSMEHonours800x400-1781155260249.jpg?mode=crop&amp;crop=faces&amp;ar=2%3A1&amp;format=auto&amp;w=1200&amp;q=75 1200w, https://images.yourstory.com/cs/2/21ccd920843c11ec88170b5512a0f9d5/MSMEHonours800x400-1781155260249.jpg?mode=crop&amp;crop=faces&amp;ar=2%3A1&amp;format=auto&amp;w=1920&amp;q=75 1920w" src="https://images.yourstory.com/cs/2/21ccd920843c11ec88170b5512a0f9d5/MSMEHonours800x400-1781155260249.jpg?mode=crop&amp;crop=faces&amp;ar=2%3A1&amp;format=auto&amp;w=1920&amp;q=75"/></div></a></div><div class="flex flex-col gap-y-[1rem]"><div class="flex group"><div class="h-[10px] w-[10px] bg-[#000] my-auto mr-[0.75rem] cursor-pointer group-hover:bg-[#ff0e01]"></div><a class="text-inherit undefined" href="/category/announcement"><p class="text-normal font-semibold text-[#000] line-clamp-1 capitalize tracking-tight group- group-hover:underline cursor-pointer">Announcement</p></a></div><a class="text-inherit undefined" href="/2026/06/indias-msmes-powering-next-wave-entrepreneurship"><h4 class="text-mildlarge leading-[26px] font-[700] tracking-tight text-[#000] line-clamp-3 min-h-[78px] capitalize  hover:underline">From small towns to global impact: India’s MSMEs are powering the next wave of entrepreneurship

</h4></a><p class="text-normal font-light text-[#000] line-clamp-3 cursor-pointer">As India continues to work toward becoming a global innovation and entrepreneurship powerhouse, India’s MSMEs are playing a vital role by driving jobs, exports, digital adoption, and inclusive growth</p><a class="text-inherit undefined" href="/author/brand-solutions"><p class="text-normal font-semibold text-[#000] hover:underline cursor-pointer">Brand Solutions</p></a></div></div></div><div class="w-full"><div class="flex flex-col justify-between gap-y-[1.5rem]"><div class="relative aspect-video"><a class="text-inherit undefined" href="/2026/06/aerospace-manufacturing-rvce-duo-building-indias-precision-future"><div class="relative w-full aspect-double"><img alt="From a college dorm room to aerospace manufacturing, the RVCE duo is building India&#x27;s precision future" loading="lazy" width="1200" height="600" decoding="async" data-nimg="1" class="mx-auto h-full w-full object-cover " style="color:transparent" sizes="(max-width: 640px) 100vw, (max-width: 1024px) 50vw, 240px" srcSet="https://images.yourstory.com/cs/2/21ccd920-843c-11ec-8817-0b5512a0f9d5/1781086119372.png?mode=crop&amp;crop=faces&amp;ar=2%3A1&amp;format=auto&amp;w=384&amp;q=75 384w, https://images.yourstory.com/cs/2/21ccd920-843c-11ec-8817-0b5512a0f9d5/1781086119372.png?mode=crop&amp;crop=faces&amp;ar=2%3A1&amp;format=auto&amp;w=640&amp;q=75 640w, https://images.yourstory.com/cs/2/21ccd920-843c-11ec-8817-0b5512a0f9d5/1781086119372.png?mode=crop&amp;crop=faces&amp;ar=2%3A1&amp;format=auto&amp;w=750&amp;q=75 750w, https://images.yourstory.com/cs/2/21ccd920-843c-11ec-8817-0b5512a0f9d5/1781086119372.png?mode=crop&amp;crop=faces&amp;ar=2%3A1&amp;format=auto&amp;w=828&amp;q=75 828w, https://images.yourstory.com/cs/2/21ccd920-843c-11ec-8817-0b5512a0f9d5/1781086119372.png?mode=crop&amp;crop=faces&amp;ar=2%3A1&amp;format=auto&amp;w=1080&amp;q=75 1080w, https://images.yourstory.com/cs/2/21ccd920-843c-11ec-8817-0b5512a0f9d5/1781086119372.png?mode=crop&amp;crop=faces&amp;ar=2%3A1&amp;format=auto&amp;w=1200&amp;q=75 1200w, https://images.yourstory.com/cs/2/21ccd920-843c-11ec-8817-0b5512a0f9d5/1781086119372.png?mode=crop&amp;crop=faces&amp;ar=2%3A1&amp;format=auto&amp;w=1920&amp;q=75 1920w" src="https://images.yourstory.com/cs/2/21ccd920-843c-11ec-8817-0b5512a0f9d5/1781086119372.png?mode=crop&amp;crop=faces&amp;ar=2%3A1&amp;format=auto&amp;w=1920&amp;q=75"/></div></a></div><div class="flex flex-col gap-y-[1rem]"><div class="flex group"><div class="h-[10px] w-[10px] bg-[#000] my-auto mr-[0.75rem] cursor-pointer group-hover:bg-[#ff0e01]"></div><a class="text-inherit undefined" href="/category/startup-ecosystem"><p class="text-normal font-semibold text-[#000] line-clamp-1 capitalize tracking-tight group- group-hover:underline cursor-pointer">Startup Ecosystem</p></a></div><a class="text-inherit undefined" href="/2026/06/aerospace-manufacturing-rvce-duo-building-indias-precision-future"><h4 class="text-mildlarge leading-[26px] font-[700] tracking-tight text-[#000] line-clamp-3 min-h-[78px] capitalize  hover:underline">From a college dorm room to aerospace manufacturing, the RVCE duo is building India&#x27;s precision future</h4></a><p class="text-normal font-light text-[#000] line-clamp-3 cursor-pointer">Ethereal Machines builds India&#x27;s precision manufacturing future — designing its own five-axis CNC machines and offering them as an on-demand service for aerospace, defence, healthcare, and electronics. The MoE-backed venture will be showcased at Bharat Innovates 2026 in Nice.
</p><a class="text-inherit undefined" href="/author/candidadsilva"><p class="text-normal font-semibold text-[#000] hover:underline cursor-pointer">Candida D&#x27;silva</p></a></div></div></div><div class="w-full"><div class="flex flex-col justify-between gap-y-[1.5rem]"><div class="relative aspect-video"><a class="text-inherit undefined" href="/video/ai-powered-remote-monitoring-transforming-patient-care"><div class="relative w-full aspect-video"><img alt="How AI-Powered Remote Monitoring is Transforming Patient Care Beyond Hospital Walls | Dr Rahul Chandola 

" loading="lazy" width="1200" height="675" decoding="async" data-nimg="1" class="mx-auto h-full w-full object-cover " style="color:transparent" sizes="(max-width: 640px) 100vw, (max-width: 1024px) 50vw, 240px" srcSet="https://images.yourstory.com/cs/2/21ccd920843c11ec88170b5512a0f9d5/AWSBIILiveConnect00186-1780919694175.jpg?mode=fit&amp;crop=faces&amp;ar=16%3A9&amp;format=auto&amp;w=384&amp;q=75 384w, https://images.yourstory.com/cs/2/21ccd920843c11ec88170b5512a0f9d5/AWSBIILiveConnect00186-1780919694175.jpg?mode=fit&amp;crop=faces&amp;ar=16%3A9&amp;format=auto&amp;w=640&amp;q=75 640w, https://images.yourstory.com/cs/2/21ccd920843c11ec88170b5512a0f9d5/AWSBIILiveConnect00186-1780919694175.jpg?mode=fit&amp;crop=faces&amp;ar=16%3A9&amp;format=auto&amp;w=750&amp;q=75 750w, https://images.yourstory.com/cs/2/21ccd920843c11ec88170b5512a0f9d5/AWSBIILiveConnect00186-1780919694175.jpg?mode=fit&amp;crop=faces&amp;ar=16%3A9&amp;format=auto&amp;w=828&amp;q=75 828w, https://images.yourstory.com/cs/2/21ccd920843c11ec88170b5512a0f9d5/AWSBIILiveConnect00186-1780919694175.jpg?mode=fit&amp;crop=faces&amp;ar=16%3A9&amp;format=auto&amp;w=1080&amp;q=75 1080w, https://images.yourstory.com/cs/2/21ccd920843c11ec88170b5512a0f9d5/AWSBIILiveConnect00186-1780919694175.jpg?mode=fit&amp;crop=faces&amp;ar=16%3A9&amp;format=auto&amp;w=1200&amp;q=75 1200w, https://images.yourstory.com/cs/2/21ccd920843c11ec88170b5512a0f9d5/AWSBIILiveConnect00186-1780919694175.jpg?mode=fit&amp;crop=faces&amp;ar=16%3A9&amp;format=auto&amp;w=1920&amp;q=75 1920w" src="https://images.yourstory.com/cs/2/21ccd920843c11ec88170b5512a0f9d5/AWSBIILiveConnect00186-1780919694175.jpg?mode=fit&amp;crop=faces&amp;ar=16%3A9&amp;format=auto&amp;w=1920&amp;q=75"/></div></a></div><div class="flex flex-col gap-y-[1rem]"><div class="flex group"><div class="h-[10px] w-[10px] bg-[#000] my-auto mr-[0.75rem] cursor-pointer group-hover:bg-[#ff0e01]"></div><a class="text-inherit undefined" href="/"><p class="text-normal font-semibold text-[#000] line-clamp-1 capitalize tracking-tight group- group-hover:underline cursor-pointer">YourStory</p></a></div><a class="text-inherit undefined" href="/video/ai-powered-remote-monitoring-transforming-patient-care"><h4 class="text-mildlarge leading-[26px] font-[700] tracking-tight text-[#000] line-clamp-3 min-h-[78px] capitalize  hover:underline">How AI-Powered Remote Monitoring is Transforming Patient Care Beyond Hospital Walls | Dr Rahul Chandola 

</h4></a><p class="text-normal font-light text-[#000] line-clamp-3 cursor-pointer">I Live Connect founder Dr. Rahul Chandola explains how his doctor-led AI platform uses biosensors and predictive analytics to extend hospital-grade care beyond the ICU — enabling remote monitoring, post-discharge support, and preventive heart health screening across India.
</p><a class="text-inherit undefined" href="/author/brand-solutions"><p class="text-normal font-semibold text-[#000] hover:underline cursor-pointer">Brand Solutions</p></a></div></div></div></div></section></div></div><section class="inline-block lg:hidden px-[1rem] bg-black pt-[1rem]"><div class="flex justify-center pt-[2rem] pb-[2.5rem]"><div><div class="section__vector"><svg xmlns="http://www.w3.org/2000/svg" fill="none" viewBox="0 0 224 60"><circle cx="74" cy="30" r="19" fill="url(#a)" transform="rotate(90 74 30)"></circle><circle cx="73.997" cy="30" r="15.109" fill="url(#b)" stroke="#fff" stroke-width="2" transform="rotate(90 73.997 30)"></circle><path fill="#fff" d="M13.78 47.728c-4.784 0-8.788-1.82-11.752-3.848l1.144-7.02c3.38 2.756 7.072 4.368 10.504 4.368 3.328 0 5.096-1.924 5.096-4.264 0-1.924-1.092-3.64-4.628-4.784l-2.236-.728c-6.552-2.132-8.944-6.24-8.944-10.972 0-6.032 4.732-10.608 11.7-10.608 3.172 0 6.604.884 10.036 2.652l-1.092 6.864c-3.38-2.028-6.396-3.12-9.048-3.12-2.86 0-4.472 1.716-4.472 3.9 0 1.976 1.092 3.536 4.836 4.732l2.236.728c6.396 2.08 8.892 6.292 8.892 10.92 0 5.876-4.212 11.18-12.272 11.18Zm31.718-25.012c6.396 0 11.7 5.46 11.7 12.428 0 7.02-5.304 12.48-11.7 12.48-2.86 0-5.304-1.092-7.072-2.912V58.44h-7.072V23.704l6.396-.78v3.484c1.82-2.34 4.472-3.692 7.748-3.692Zm-1.352 18.876c3.588 0 6.292-2.808 6.292-6.448 0-3.588-2.704-6.396-6.292-6.396-3.536 0-6.292 2.808-6.292 6.396 0 3.64 2.756 6.448 6.292 6.448ZM106.8 29.06h-6.136v8.892c0 2.08 1.092 3.276 3.12 3.276.988 0 2.184-.312 3.016-.624v5.928c-1.196.52-2.86.884-4.732.884-5.616 0-8.476-3.328-8.476-8.58V29.06h-3.692l.884-5.72h2.808v-4.42l7.072-3.588v8.008h6.136v5.72Zm12.388 10.868h13.884L131.979 47h-20.176V11.016l7.384-.884v29.796Zm22.195-20.696c-2.392 0-4.316-1.872-4.316-4.16 0-2.34 1.924-4.212 4.316-4.212 2.444 0 4.368 1.872 4.368 4.212 0 2.288-1.924 4.16-4.368 4.16ZM137.794 47V23.756l7.124-.884V47h-7.124Zm36.647-24.96-.78 4.94-3.276-.208c1.716 1.716 2.704 4.004 2.704 6.604 0 3.38-1.664 6.344-4.368 8.216 2.34 1.664 3.796 4.264 3.796 7.436 0 5.46-4.42 10.088-11.024 10.088-5.252 0-9.152-2.912-10.504-7.332l4.992-3.016c.572 2.964 2.652 4.836 5.46 4.836 2.964 0 4.992-2.028 4.992-4.732 0-2.756-2.08-4.732-5.096-4.732-1.924 0-3.536.884-4.836 2.236l-1.404-4.16c-3.276-1.82-5.356-5.044-5.356-8.892 0-5.46 4.16-10.4 11.96-10.764l12.74-.52Zm-13 6.084c-3.016 0-5.252 2.288-5.252 5.2 0 2.964 2.236 5.148 5.252 5.148 3.016 0 5.304-2.184 5.304-5.148 0-2.912-2.288-5.2-5.304-5.2Zm31.728-5.408c5.564 0 8.84 3.796 8.84 9.776V47h-7.124V33.376c0-2.912-1.716-4.576-4.212-4.576-2.652 0-4.524 1.924-4.524 4.836V47h-7.072V10.236l7.072-.884v16.38c1.664-1.924 4.108-3.016 7.02-3.016Zm28.802 6.344h-6.136v8.892c0 2.08 1.092 3.276 3.12 3.276.988 0 2.184-.312 3.016-.624v5.928c-1.196.52-2.86.884-4.732.884-5.616 0-8.476-3.328-8.476-8.58V29.06h-3.692l.884-5.72h2.808v-4.42l7.072-3.588v8.008h6.136v5.72Z"></path><defs><radialGradient id="a" cx="0" cy="0" r="1" gradientTransform="matrix(0 19 -19 0 74 30)" gradientUnits="userSpaceOnUse"><stop stop-color="#FF804A"></stop><stop offset="1" stop-color="#FF2020"></stop></radialGradient><radialGradient id="b" cx="0" cy="0" r="1" gradientTransform="matrix(0 16.1087 -16.1087 0 73.997 30)" gradientUnits="userSpaceOnUse"><stop stop-color="#FF804A"></stop><stop offset="1" stop-color="#FF2020"></stop></radialGradient></defs></svg></div><h2 class="section__title">Spotlight</h2></div></div><div class="flex flex-col mb-[1rem]"><div class="relative"><div class="relative aspect-video"><a class="text-inherit undefined" href="/2026/06/cashfree-payments-one-click-checkout-sepoy-co-crack-d2c-conversion-code"><img alt="How Cashfree Payments&#x27; One Click Checkout helped Sepoy &amp; Co. crack the D2C conversion code 

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</h4></a><div class="mt-[1rem]"><p class="text-[#F9F9F9] leading-[22px] text-normal font-light  line-clamp-3">The story of how a craft mixer brand closed the final gap between a great product and a great purchase experience.

</p></div><a class="text-inherit undefined" href="/author/gayatriguha"><p class="text-sm font-mono font-medium leading-[22px] text-[#9C9C9C] my-[1.5rem] text-left"> <!-- -->Gayatri Guha</p></a></div><div class="relative"><div class="relative aspect-video"><a class="text-inherit undefined" href="/2026/06/indias-msmes-powering-next-wave-entrepreneurship"><img alt="From small towns to global impact: India’s MSMEs are powering the next wave of entrepreneurship

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</p></div><a class="text-inherit undefined" href="/author/brand-solutions"><p class="text-sm font-mono font-medium leading-[22px] text-[#9C9C9C] my-[1.5rem] text-left"> <!-- -->Brand Solutions</p></a></div></div></section><div><div id="founder-first" class="hidden lg:inline-block w-full"><section class="container py-[1rem] md:py-[5rem]"><div class="flex justify-center mb-[3rem]"><div class="explore_icon"><div><div class="section__vector"><svg width="718" height="158" fill="none" xmlns="http://www.w3.org/2000/svg"><path d="M431.122 71.519c3.38-6.63 9.101-10.01 18.331-10.01v19.5c-10.79 0-17.03 4.68-17.03 16.25v25.74h-22.361v-59.02l21.06-2.21v9.75ZM373.917 108.7c5.98 0 13.26-2.34 21.45-8.84l5.98 15.599c-7.15 5.46-17.29 9.49-27.69 9.49-19.37 0-33.93-13.91-33.93-31.98 0-17.94 13.91-32.11 32.76-32.11 16.25 0 29.51 10.79 31.07 29.77l-41.47 13.26c2.73 2.99 6.63 4.811 11.83 4.811Zm-1.17-31.72c-7.67 0-13.13 5.59-14.17 13.52l24.57-8.06c-2.21-3.38-5.98-5.46-10.4-5.46Zm-61.845-45.37 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0 0 0 127 0" result="hardAlpha"></feColorMatrix><feOffset dy="2"></feOffset><feComposite in2="hardAlpha" operator="out"></feComposite><feColorMatrix values="0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0.25 0"></feColorMatrix><feBlend in2="BackgroundImageFix" result="effect1_dropShadow_2718_5116"></feBlend><feBlend in="SourceGraphic" in2="effect1_dropShadow_2718_5116" result="shape"></feBlend></filter><filter id="f" x="479.461" y="40" width="65.367" height="72.563" filterUnits="userSpaceOnUse" color-interpolation-filters="sRGB"><feFlood flood-opacity="0" result="BackgroundImageFix"></feFlood><feColorMatrix in="SourceAlpha" values="0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 127 0" result="hardAlpha"></feColorMatrix><feOffset dy="2"></feOffset><feComposite in2="hardAlpha" operator="out"></feComposite><feColorMatrix values="0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0.25 0"></feColorMatrix><feBlend in2="BackgroundImageFix" result="effect1_dropShadow_2718_5116"></feBlend><feBlend in="SourceGraphic" in2="effect1_dropShadow_2718_5116" result="shape"></feBlend></filter></defs></svg></div><h2 class="section__title">Founder First</h2></div></div></div><div class="w-full flex gap-x-[30px]"><div class="w-3/12"><div class="w-full"><div class="flex flex-col cursor-pointer mb-[1rem]"><a class="text-inherit relative block aspect-video" href="/2026/06/shira-medtech-sutureless-microvascular-surgery-device-amputation-care"><img alt="A stitch-free future for delicate surgery: Shira Medtech takes on preventable amputations" loading="lazy" decoding="async" data-nimg="fill" class="object-cover" style="position:absolute;height:100%;width:100%;left:0;top:0;right:0;bottom:0;color:transparent" sizes="18.75vw" srcSet="https://images.yourstory.com/cs/2/1a70b4f0170611edbdd8b5d28d859895/8-1780393592761.jpg?mode=crop&amp;ar=16%3A9&amp;format=auto&amp;w=32&amp;q=75 32w, 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src="https://images.yourstory.com/cs/2/1a70b4f0170611edbdd8b5d28d859895/8-1780393592761.jpg?mode=crop&amp;ar=16%3A9&amp;format=auto&amp;w=1920&amp;q=75"/></a><div class="flex group mt-[1rem]"><div class="h-[10px] w-[10px] bg-[#FF2020] md:bg-[#000] my-auto mr-[0.75rem] cursor-pointer group-hover:bg-[#ff0e01]"></div><a class="text-inherit undefined" href="/category/ys-startup"><p class="font-semibold text-[#FF2020] md:text-[#000] text-smallsm md:text-normal group- group-hover:underline cursor-pointer">Startup</p></a></div><a class="text-inherit undefined" href="/2026/06/shira-medtech-sutureless-microvascular-surgery-device-amputation-care"><h4 class="text:normal md:text-semilg leading-[20px] md:leading-[36px] font-bold md:font-semibold text-[#000] mt-[1rem] line-clamp-3 tracking-tight  hover:underline">A stitch-free future for delicate surgery: Shira Medtech takes on preventable amputations</h4></a><a class="text-inherit undefined" href="/author/Nucleus_AI"><p class="text-[10px] md:text-normal font-normal md:font-semibold leading-[16px] md:leading-[22px] text-[#000] my-[1rem]  hover:underline"> <!-- -->Nucleus_AI</p></a></div> </div><div class="w-full"><div class="flex flex-col cursor-pointer mb-[1rem]"><a class="text-inherit relative block aspect-video" href="/2026/06/iom-bioworks-coffee-husk-prebiotic-gut-brain-health"><img alt="From coffee husk to brain health: the science behind Iom Bioworks&#x27; prebiotic push" loading="lazy" decoding="async" data-nimg="fill" class="object-cover" style="position:absolute;height:100%;width:100%;left:0;top:0;right:0;bottom:0;color:transparent" sizes="18.75vw" srcSet="https://images.yourstory.com/cs/2/1a70b4f0170611edbdd8b5d28d859895/6-1780393550413.jpg?mode=crop&amp;ar=16%3A9&amp;format=auto&amp;w=32&amp;q=75 32w, https://images.yourstory.com/cs/2/1a70b4f0170611edbdd8b5d28d859895/6-1780393550413.jpg?mode=crop&amp;ar=16%3A9&amp;format=auto&amp;w=48&amp;q=75 48w, 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md:bg-[#000] my-auto mr-[0.75rem] cursor-pointer group-hover:bg-[#ff0e01]"></div><a class="text-inherit undefined" href="/category/ys-startup"><p class="font-semibold text-[#FF2020] md:text-[#000] text-smallsm md:text-normal group- group-hover:underline cursor-pointer">Startup</p></a></div><a class="text-inherit undefined" href="/2026/06/iom-bioworks-coffee-husk-prebiotic-gut-brain-health"><h4 class="text:normal md:text-semilg leading-[20px] md:leading-[36px] font-bold md:font-semibold text-[#000] mt-[1rem] line-clamp-3 tracking-tight  hover:underline">From coffee husk to brain health: the science behind Iom Bioworks&#x27; prebiotic push</h4></a><a class="text-inherit undefined" href="/author/Nucleus_AI"><p class="text-[10px] md:text-normal font-normal md:font-semibold leading-[16px] md:leading-[22px] text-[#000] my-[1rem]  hover:underline"> <!-- -->Nucleus_AI</p></a></div> </div></div><div class="w-6/12"><div class="w-full"><div class="flex flex-col cursor-pointer"><div 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src="https://images.yourstory.com/cs/2/6db16ae008d911e9bb473d9d98ed1e05/Image8p01-1781530012035.jpg?mode=crop&amp;crop=faces&amp;ar=2%3A1&amp;format=auto&amp;w=1920&amp;q=75"/></div></a></div><div class="flex group mt-[1rem] justify-center"><div class="h-[10px] w-[10px] bg-[#000] my-auto mr-[0.75rem] cursor-pointer group-hover:bg-[#ff0e01]"></div><a class="text-inherit undefined" href="/category/ys-startup"><p class="text-[20px] leading-[16px] md:leading-[24px] font-semibold group- group-hover:underline cursor-pointer">Startup</p></a></div><a class="text-inherit undefined" href="/2026/06/bharat-innovates-2026-dassault-sudarshan-mogasale-india-deep-tech"><h4 class="text-[48px] leading-[58px] font-extrabold mt-[1rem] line-clamp-3 text-center tracking-tight hover:underline">India is ready to design for the world, says Dassault Systèmes&#x27; Sudarshan Mogasale</h4></a><p class="text-lg leading-[26px] font-light mt-[1rem] text-center line-clamp-3">As 120 Indian startups prepare for Bharat 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hover:underline"> <!-- -->Team YS</p></a></div></div><div class="h-[1px] w-full bg-[#DADADA] my-[1.25rem]"></div> </div><div class="w-full"><div class="flex gap-x-4 cursor-pointer w-[100%]"><div class="relative aspect-square min-w-[100px] max-w-[100px] w-[100px] h-[79px]"><a class="text-inherit undefined" href="/2026/06/jio-to-step-up-satellite-communications-game-with-indigenous-constellation"><img alt="Jio to step up satellite communications game with indigenous constellation: Akash Ambani " loading="lazy" decoding="async" data-nimg="fill" class="mb-[0.75rem]" style="position:absolute;height:100%;width:100%;left:0;top:0;right:0;bottom:0;color:transparent" sizes="100vw" srcSet="https://images.yourstory.com/cs/2/b094ec506da611eab285b7ee8106293d/02-1618207658983.png?mode=crop&amp;ar=1%3A1&amp;crop=faces&amp;format=auto&amp;w=640&amp;q=75 640w, 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href="/2026/06/jio-platforms-board-approval-27-crore-share-sale-file-ipo-papers"><img alt="Jio Platforms gets board approval for 27 Cr share sale; to file IPO papers Friday" loading="lazy" decoding="async" data-nimg="fill" class="mb-[0.75rem]" style="position:absolute;height:100%;width:100%;left:0;top:0;right:0;bottom:0;color:transparent" sizes="100vw" srcSet="https://images.yourstory.com/cs/2/e641e900925711e9926177f451727da9/Imagef4om-1592391491397.jpg?mode=crop&amp;ar=1%3A1&amp;crop=faces&amp;format=auto&amp;w=640&amp;q=75 640w, https://images.yourstory.com/cs/2/e641e900925711e9926177f451727da9/Imagef4om-1592391491397.jpg?mode=crop&amp;ar=1%3A1&amp;crop=faces&amp;format=auto&amp;w=750&amp;q=75 750w, https://images.yourstory.com/cs/2/e641e900925711e9926177f451727da9/Imagef4om-1592391491397.jpg?mode=crop&amp;ar=1%3A1&amp;crop=faces&amp;format=auto&amp;w=828&amp;q=75 828w, 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</h4></a><a class="text-inherit undefined" href="/author/webmaster"><p class="text-[16px] font-semibold line-clamp-1  hover:underline"> <!-- -->Team YS</p></a></div></div><div class="h-[1px] w-full bg-[#DADADA] my-[1.25rem]"></div> </div><div class="w-full"><div class="flex gap-x-4 cursor-pointer w-[100%]"><div class="relative aspect-square min-w-[100px] max-w-[100px] w-[100px] h-[79px]"><a class="text-inherit undefined" href="/2026/06/startup-news-and-updates-daily-roundup-june-19-2026"><img alt="Startup news and updates: daily roundup (June 19, 2026)" loading="lazy" decoding="async" data-nimg="fill" class="mb-[0.75rem]" style="position:absolute;height:100%;width:100%;left:0;top:0;right:0;bottom:0;color:transparent" sizes="100vw" srcSet="https://images.yourstory.com/cs/2/11718bd02d6d11e9aa979329348d4c3e/DailyRoundupImages1600x900-1774005165949.jpg?mode=crop&amp;ar=1%3A1&amp;crop=faces&amp;format=auto&amp;w=640&amp;q=75 640w, 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src="https://images.yourstory.com/cs/2/11718bd02d6d11e9aa979329348d4c3e/DailyRoundupImages1600x900-1774005165949.jpg?mode=crop&amp;ar=1%3A1&amp;crop=faces&amp;format=auto&amp;w=1920&amp;q=75"/></a></div><div class="flex flex-col gap-y-[12px]"><a class="text-inherit undefined" href="/2026/06/startup-news-and-updates-daily-roundup-june-19-2026"><h4 class="text-[22px] leading-[26px] font-normal line-clamp-3  hover:underline">Startup news and updates: daily roundup (June 19, 2026)</h4></a><a class="text-inherit undefined" href="/author/webmaster"><p class="text-[16px] font-semibold line-clamp-1  hover:underline"> <!-- -->Team YS</p></a></div></div> </div></div></div><a class="text-inherit border-[1px] border-solid border-black block mt-[4rem] mx-auto py-[1rem] w-[280px] h-[66px] cursor-pointer hover:bg-black hover:text-white transition-colors duration-500" href="/category/ys-startup"><p class="text-semilg font-bold text-center ">Explore All Stories</p></a></section></div><section 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in2="BackgroundImageFix" result="effect1_dropShadow_2435_13025"></feBlend><feBlend mode="normal" in="SourceGraphic" in2="effect1_dropShadow_2435_13025" result="shape"></feBlend></filter><filter id="filter4_d_2435_13025" x="542.195" y="33.5469" width="24.9883" height="70.0156" filterUnits="userSpaceOnUse" color-interpolation-filters="sRGB"><feFlood flood-opacity="0" result="BackgroundImageFix"></feFlood><feColorMatrix in="SourceAlpha" type="matrix" values="0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 127 0" result="hardAlpha"></feColorMatrix><feOffset dy="2"></feOffset><feComposite in2="hardAlpha" operator="out"></feComposite><feColorMatrix type="matrix" values="0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0.25 0"></feColorMatrix><feBlend mode="normal" in2="BackgroundImageFix" result="effect1_dropShadow_2435_13025"></feBlend><feBlend mode="normal" in="SourceGraphic" in2="effect1_dropShadow_2435_13025" result="shape"></feBlend></filter><filter id="filter5_d_2435_13025" x="479.461" y="31" width="65.3672" height="72.5625" filterUnits="userSpaceOnUse" color-interpolation-filters="sRGB"><feFlood flood-opacity="0" result="BackgroundImageFix"></feFlood><feColorMatrix in="SourceAlpha" type="matrix" values="0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 127 0" result="hardAlpha"></feColorMatrix><feOffset dy="2"></feOffset><feComposite in2="hardAlpha" operator="out"></feComposite><feColorMatrix type="matrix" values="0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0.25 0"></feColorMatrix><feBlend mode="normal" in2="BackgroundImageFix" result="effect1_dropShadow_2435_13025"></feBlend><feBlend mode="normal" in="SourceGraphic" in2="effect1_dropShadow_2435_13025" result="shape"></feBlend></filter><clipPath id="clip0_2435_13025"><rect width="706" height="136" fill="white"></rect></clipPath></defs></svg></div><h2 class="section__title">Founder First</h2></div></div><div class="slick-slider slider__section slick-initialized" dir="ltr"><div class="slick-list"><div class="slick-track" style="width:500%;left:0%"><div 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building Bharat</h4></a><a class="text-inherit undefined" href="/author/webmaster"><p class="text-[12px] mt-[0.75rem] hover:underline"> <!-- -->Team YS</p></a></div></div></div><div class="w-full"><div class="flex items-between gap-x-[20px] cursor-pointer w-[100%] mb-[3rem]"><div class="relative w-2/5 aspect-video h-[115px] max-w-[205px]"><a class="text-inherit undefined" href="/2026/01/india-post-delivery-logistics-chain-jyotiraditya-scindia"><img alt="India Post is the most important delivery and logistics chain in the country: Jyotiraditya Scindia" loading="lazy" decoding="async" data-nimg="fill" class="h-[115px] mb-[0.75rem] object-cover" style="position:absolute;height:100%;width:100%;left:0;top:0;right:0;bottom:0;color:transparent" sizes="10vw" srcSet="https://images.yourstory.com/cs/2/11718bd02d6d11e9aa979329348d4c3e/Podcastcover2-1767778289957.jpg?mode=min&amp;ar=16%3A9&amp;format=auto&amp;w=64&amp;q=75 64w, 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class="text-inherit undefined" href="/category/interview"><p class="text-[12px] leading-[16px] text-[#000] hover:underline cursor-pointer">Interview</p></a></div><a class="text-inherit undefined" href="/2026/01/india-post-delivery-logistics-chain-jyotiraditya-scindia"><h4 class="text-normal md:text-[20px] leading-[20px] md:leading-[24px] font-normal line-clamp-3 mt-[0.5rem] hover:underline">India Post is the most important delivery and logistics chain in the country: Jyotiraditya Scindia</h4></a><a class="text-inherit undefined" href="/author/webmaster"><p class="text-[12px] mt-[0.75rem] hover:underline"> <!-- -->Team YS</p></a></div></div></div><div class="w-full"><div class="flex items-between gap-x-[20px] cursor-pointer w-[100%] mb-[3rem]"><div class="relative w-2/5 aspect-video h-[115px] max-w-[205px]"><a class="text-inherit undefined" href="/2025/11/how-ankit-agrawal-built-insurancedekho-one-district-at-a-time"><img alt="How Ankit Agrawal built InsuranceDekho, one district at a time" loading="lazy" decoding="async" data-nimg="fill" class="h-[115px] mb-[0.75rem] object-cover" style="position:absolute;height:100%;width:100%;left:0;top:0;right:0;bottom:0;color:transparent" sizes="10vw" srcSet="https://images.yourstory.com/cs/2/11718bd02d6d11e9aa979329348d4c3e/WhatsAppImage2025-11-27at12-1764246641306.jpeg?mode=min&amp;ar=16%3A9&amp;format=auto&amp;w=64&amp;q=75 64w, https://images.yourstory.com/cs/2/11718bd02d6d11e9aa979329348d4c3e/WhatsAppImage2025-11-27at12-1764246641306.jpeg?mode=min&amp;ar=16%3A9&amp;format=auto&amp;w=96&amp;q=75 96w, https://images.yourstory.com/cs/2/11718bd02d6d11e9aa979329348d4c3e/WhatsAppImage2025-11-27at12-1764246641306.jpeg?mode=min&amp;ar=16%3A9&amp;format=auto&amp;w=128&amp;q=75 128w, https://images.yourstory.com/cs/2/11718bd02d6d11e9aa979329348d4c3e/WhatsAppImage2025-11-27at12-1764246641306.jpeg?mode=min&amp;ar=16%3A9&amp;format=auto&amp;w=256&amp;q=75 256w, https://images.yourstory.com/cs/2/11718bd02d6d11e9aa979329348d4c3e/WhatsAppImage2025-11-27at12-1764246641306.jpeg?mode=min&amp;ar=16%3A9&amp;format=auto&amp;w=384&amp;q=75 384w, https://images.yourstory.com/cs/2/11718bd02d6d11e9aa979329348d4c3e/WhatsAppImage2025-11-27at12-1764246641306.jpeg?mode=min&amp;ar=16%3A9&amp;format=auto&amp;w=640&amp;q=75 640w, https://images.yourstory.com/cs/2/11718bd02d6d11e9aa979329348d4c3e/WhatsAppImage2025-11-27at12-1764246641306.jpeg?mode=min&amp;ar=16%3A9&amp;format=auto&amp;w=750&amp;q=75 750w, https://images.yourstory.com/cs/2/11718bd02d6d11e9aa979329348d4c3e/WhatsAppImage2025-11-27at12-1764246641306.jpeg?mode=min&amp;ar=16%3A9&amp;format=auto&amp;w=828&amp;q=75 828w, https://images.yourstory.com/cs/2/11718bd02d6d11e9aa979329348d4c3e/WhatsAppImage2025-11-27at12-1764246641306.jpeg?mode=min&amp;ar=16%3A9&amp;format=auto&amp;w=1080&amp;q=75 1080w, https://images.yourstory.com/cs/2/11718bd02d6d11e9aa979329348d4c3e/WhatsAppImage2025-11-27at12-1764246641306.jpeg?mode=min&amp;ar=16%3A9&amp;format=auto&amp;w=1200&amp;q=75 1200w, https://images.yourstory.com/cs/2/11718bd02d6d11e9aa979329348d4c3e/WhatsAppImage2025-11-27at12-1764246641306.jpeg?mode=min&amp;ar=16%3A9&amp;format=auto&amp;w=1920&amp;q=75 1920w" src="https://images.yourstory.com/cs/2/11718bd02d6d11e9aa979329348d4c3e/WhatsAppImage2025-11-27at12-1764246641306.jpeg?mode=min&amp;ar=16%3A9&amp;format=auto&amp;w=1920&amp;q=75"/></a></div><div class="w-3/5 flex flex-col justify-between"><div class="flex items-center"><div class="h-[10px] w-[10px] bg-[#000] my-auto mr-[0.75rem] cursor-pointer"></div><a class="text-inherit undefined" href="/category/interview"><p class="text-[12px] leading-[16px] text-[#000] hover:underline cursor-pointer">Interview</p></a></div><a class="text-inherit undefined" href="/2025/11/how-ankit-agrawal-built-insurancedekho-one-district-at-a-time"><h4 class="text-normal md:text-[20px] leading-[20px] md:leading-[24px] font-normal line-clamp-3 mt-[0.5rem] hover:underline">How Ankit Agrawal built InsuranceDekho, one district at a time</h4></a><a class="text-inherit undefined" href="/author/webmaster"><p class="text-[12px] mt-[0.75rem] hover:underline"> <!-- -->Team YS</p></a></div></div></div></div><div class="w-full md:w-8/12 xl:w-7/12"><div class="flex flex-col md:flex-row gap-x-[20px] justify-between items-center cursor-pointer w-full h-full max-w-[416px] md:max-w-none m-auto"><div class="w-full md:w-4/7"><div class="border border-solid border-gray-600 p-[4px]"><div class="relative aspect-square w-auto w-[360px] xl:w-[416px] h-auto h-[400px] xl:h-[425px]"><a class="text-inherit undefined" href="/2026/04/bengaluru-brothers-building-github-alternative-ai-age-finland"><img alt="How two Bengaluru brothers are building a GitHub alternative for the AI age from Finland" loading="lazy" decoding="async" data-nimg="fill" class="mb-[0.75rem] object-cover" style="position:absolute;height:100%;width:100%;left:0;top:0;right:0;bottom:0;color:transparent" sizes="22vw" srcSet="https://images.yourstory.com/cs/2/11718bd02d6d11e9aa979329348d4c3e/1080X1080-1775558932089.jpg?mode=min&amp;ar=1%3A1&amp;format=auto&amp;w=256&amp;q=75 256w, https://images.yourstory.com/cs/2/11718bd02d6d11e9aa979329348d4c3e/1080X1080-1775558932089.jpg?mode=min&amp;ar=1%3A1&amp;format=auto&amp;w=384&amp;q=75 384w, https://images.yourstory.com/cs/2/11718bd02d6d11e9aa979329348d4c3e/1080X1080-1775558932089.jpg?mode=min&amp;ar=1%3A1&amp;format=auto&amp;w=640&amp;q=75 640w, https://images.yourstory.com/cs/2/11718bd02d6d11e9aa979329348d4c3e/1080X1080-1775558932089.jpg?mode=min&amp;ar=1%3A1&amp;format=auto&amp;w=750&amp;q=75 750w, https://images.yourstory.com/cs/2/11718bd02d6d11e9aa979329348d4c3e/1080X1080-1775558932089.jpg?mode=min&amp;ar=1%3A1&amp;format=auto&amp;w=828&amp;q=75 828w, https://images.yourstory.com/cs/2/11718bd02d6d11e9aa979329348d4c3e/1080X1080-1775558932089.jpg?mode=min&amp;ar=1%3A1&amp;format=auto&amp;w=1080&amp;q=75 1080w, https://images.yourstory.com/cs/2/11718bd02d6d11e9aa979329348d4c3e/1080X1080-1775558932089.jpg?mode=min&amp;ar=1%3A1&amp;format=auto&amp;w=1200&amp;q=75 1200w, https://images.yourstory.com/cs/2/11718bd02d6d11e9aa979329348d4c3e/1080X1080-1775558932089.jpg?mode=min&amp;ar=1%3A1&amp;format=auto&amp;w=1920&amp;q=75 1920w" src="https://images.yourstory.com/cs/2/11718bd02d6d11e9aa979329348d4c3e/1080X1080-1775558932089.jpg?mode=min&amp;ar=1%3A1&amp;format=auto&amp;w=1920&amp;q=75"/></a></div></div></div><div class="w-full md:w-3/7 mt-[2rem] md:m-auto"><div><div class="flex group"><div class="h-[10px] w-[10px] bg-[#000] my-auto mr-[0.75rem] cursor-pointer group-hover:bg-[#ff0e01]"></div><a class="text-inherit undefined" href="/category/ys-interview"><p class="text-[12px] font-semibold text-[#000] group- group-hover:underline cursor-pointer">Interview</p></a></div><a class="text-inherit undefined" href="/2026/04/bengaluru-brothers-building-github-alternative-ai-age-finland"><h4 class="text-semilg font-bold leading-[27px] md:leading-[30px] line-clamp-3 mt-[1rem]  hover:underline">How two Bengaluru brothers are building a GitHub alternative for the AI age from Finland</h4></a><a class="text-inherit undefined" href="/author/webmaster"><p class="text-normal font-semibold md:font-medium leading-[19px] md:leading-[22px] mt-[1.5rem] hover:underline">Team YS</p></a></div></div></div></div></div></section></div><section class="sm:inline-block md:hidden grid pt-[2rem] pb-[3rem]"><h2 class=" font-[800] text-[70px] sm:text-[56px] leading-[70px] sm:leading-[56px] mb-[2rem] tracking-tight mx-[1rem]">Leadership <br/> Lens</h2><div class="w-full"><div class="flex flex-col-reverse md:flex-row justify-between items-center cursor-pointer w-full gap-x-[3rem]"><div class="md:w-3/12 px-[1rem] md:px-0 pr-[2rem]"><div><a class="text-inherit undefined" href="/2026/04/from-almost-nothing-to-global-pharma-empire-untold-lupin-story"><h4 class="text-[28px] lg:text-[38px] leading-[32px] lg:leading-[44px] pb-[0.425rem] mt-[2rem] md:mt-auto font-extrabold line-clamp-3 lg:line-clamp-4 hover:underline">From almost nothing to a global pharma empire: The untold Lupin story</h4></a><p class="text-normal md:text-[20px] leading-[19px] md:leading-[24px] font-normal text-[#4E4E4E] mt-[1rem] mb-[1rem] md:mb-[2rem] lg:mb-[2.5rem] line-clamp-3">In a system that was oppressive to business, Desh Bandhu Gupta (DBG) built a company and enabled an industry that now supplies medicines to the world. 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class="px-[1rem]"><div class="py-[2rem]"><div class="w-full"><div class="flex items-between gap-x-[20px] cursor-pointer w-[100%] mb-[3rem]"><div class="relative w-2/5 aspect-video h-[115px] max-w-[205px]"><a class="text-inherit undefined" href="/2026/04/bengaluru-brothers-building-github-alternative-ai-age-finland"><img alt="How two Bengaluru brothers are building a GitHub alternative for the AI age from Finland" loading="lazy" decoding="async" data-nimg="fill" class="h-[115px] mb-[0.75rem]" style="position:absolute;height:100%;width:100%;left:0;top:0;right:0;bottom:0;color:transparent" sizes="10vw" srcSet="https://images.yourstory.com/cs/2/11718bd02d6d11e9aa979329348d4c3e/1080X1080-1775558932089.jpg?mode=min&amp;ar=1%3A1&amp;format=auto&amp;w=64&amp;q=75 64w, https://images.yourstory.com/cs/2/11718bd02d6d11e9aa979329348d4c3e/1080X1080-1775558932089.jpg?mode=min&amp;ar=1%3A1&amp;format=auto&amp;w=96&amp;q=75 96w, https://images.yourstory.com/cs/2/11718bd02d6d11e9aa979329348d4c3e/1080X1080-1775558932089.jpg?mode=min&amp;ar=1%3A1&amp;format=auto&amp;w=128&amp;q=75 128w, https://images.yourstory.com/cs/2/11718bd02d6d11e9aa979329348d4c3e/1080X1080-1775558932089.jpg?mode=min&amp;ar=1%3A1&amp;format=auto&amp;w=256&amp;q=75 256w, https://images.yourstory.com/cs/2/11718bd02d6d11e9aa979329348d4c3e/1080X1080-1775558932089.jpg?mode=min&amp;ar=1%3A1&amp;format=auto&amp;w=384&amp;q=75 384w, https://images.yourstory.com/cs/2/11718bd02d6d11e9aa979329348d4c3e/1080X1080-1775558932089.jpg?mode=min&amp;ar=1%3A1&amp;format=auto&amp;w=640&amp;q=75 640w, https://images.yourstory.com/cs/2/11718bd02d6d11e9aa979329348d4c3e/1080X1080-1775558932089.jpg?mode=min&amp;ar=1%3A1&amp;format=auto&amp;w=750&amp;q=75 750w, https://images.yourstory.com/cs/2/11718bd02d6d11e9aa979329348d4c3e/1080X1080-1775558932089.jpg?mode=min&amp;ar=1%3A1&amp;format=auto&amp;w=828&amp;q=75 828w, 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class="h-9"></div></div><div class="w-full md:w-5/12 md:mb-0"><p class="block bg-black text-base text-[24px] text-white py-2 pl-[24px]  featured_brand__title--bg_1">Her Story</p><div class="h-9"></div></div><div class="w-full md:w-4/12 md:mb-0"><p class="block bg-black text-base text-[24px] text-white py-2 pl-[24px]  featured_brand__title--bg_1">Social Story</p><div class="h-9"></div></div></div></div></section><section class="inline-block lg:hidden px-[1rem] py-[1rem] max-w-[100vw]"><div class="flex justify-center"><div><div class="section__vector"><svg width="317" height="39" viewBox="0 0 317 39" fill="none" xmlns="http://www.w3.org/2000/svg"><path d="M113.22 9.92V16.264H123.412V24.584H113.22V38H104.016V1.6H124.712L125.908 9.92H113.22ZM139.653 32.28C142.045 32.28 144.957 31.344 148.233 28.744L150.625 34.984C147.765 37.168 143.709 38.78 139.549 38.78C131.801 38.78 125.977 33.216 125.977 25.988C125.977 18.812 131.541 13.144 139.081 13.144C145.581 13.144 150.885 17.46 151.509 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stop-color="#E1296F"></stop></linearGradient><linearGradient id="paint33_linear_3556_6381" x1="527.076" y1="13.3627" x2="601.171" y2="212.026" gradientUnits="userSpaceOnUse"><stop stop-color="#FF5130"></stop><stop offset="1" stop-color="#E1296F"></stop></linearGradient><linearGradient id="paint34_linear_3556_6381" x1="527.076" y1="13.3627" x2="601.171" y2="212.026" gradientUnits="userSpaceOnUse"><stop stop-color="#FF5130"></stop><stop offset="1" stop-color="#E1296F"></stop></linearGradient><linearGradient id="paint35_linear_3556_6381" x1="527.076" y1="13.3627" x2="601.171" y2="212.026" gradientUnits="userSpaceOnUse"><stop stop-color="#FF5130"></stop><stop offset="1" stop-color="#E1296F"></stop></linearGradient></defs></svg></div><h2 class="section__title">Explore</h2></div></div></div><div class="text-center px-[3rem] md:px-[1rem]"><p class=" text-[20px] md:text-[32px] leading-[26px] pt-[1rem] md:pt-[3rem] pb-[1rem] text-[#E0E0E0]">Upcoming startups of <!-- -->2026<!-- --> and browse them on YourStory</p></div><div class="container px-[3rem] md:px-0 grid grid-cols-2 md:grid-cols-3 lg:grid-cols-4 gap-y-[2rem] gap-x-[1rem] lg:gap-[2.5rem] mt-[2rem] mb-[5rem] md:mt-[5rem] md:mb-[5rem]"><div><div class="md:w-full relative aspect-square md:max-w-[314px] md:max-h-[314px] border border-slate-600 lg:scale-[80%]"><a class="text-inherit undefined" href="/companies/segwise"><img alt="Segwise.Ai" loading="lazy" decoding="async" data-nimg="fill" class="h-[220px] md:h-[420px] object-cover" style="position:absolute;height:100%;width:100%;left:0;top:0;right:0;bottom:0;color:transparent" sizes="(max-width: 786px) 100vw, 16.25vw" srcSet="https://images.yourstory.com/homepage/explore/Segwise2+1.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=640&amp;q=75 640w, https://images.yourstory.com/homepage/explore/Segwise2+1.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=750&amp;q=75 750w, https://images.yourstory.com/homepage/explore/Segwise2+1.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=828&amp;q=75 828w, https://images.yourstory.com/homepage/explore/Segwise2+1.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=1080&amp;q=75 1080w, https://images.yourstory.com/homepage/explore/Segwise2+1.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=1200&amp;q=75 1200w, https://images.yourstory.com/homepage/explore/Segwise2+1.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=1920&amp;q=75 1920w" src="https://images.yourstory.com/homepage/explore/Segwise2+1.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=1920&amp;q=75"/><div class="bg-gradient-to-t from-black from-25% to-transparent absolute w-full h-full"></div><div class="absolute bottom-[1rem] sm:bottom-[2rem] left-[0] text-[#FFFFFF] w-full text-center"><p class="text-[20px] sm:text-[32px] lg:text-[44px] leading-[20px] sm:leading-[32px] lg:leading-[44px] font-bold tracking-tight mb-[0.5rem] sm:mb-[0.75rem] lg:mb-[1rem]">Segwise.Ai</p><div class="flex cursor-pointer mb-[0.75rem] justify-center"><div class="h-[8px] w-[8px] sm:h-[14px] sm:w-[14px] bg-[#FFFFFF] rounded-[50%] my-auto mr-[0.5rem] sm:mr-[0.75rem]"></div><p class="text-[16px] sm:text-[28px] lg:text-[34px] font-normal leading-[16px] md:leading-[24px]">SAAS</p></div></div></a></div></div><div><div class="md:w-full relative aspect-square md:max-w-[314px] md:max-h-[314px] border border-slate-600 lg:scale-[80%]"><a class="text-inherit undefined" href="/companies/ongil"><img alt="Ongil.Ai" loading="lazy" decoding="async" data-nimg="fill" class="h-[220px] md:h-[420px] object-cover" style="position:absolute;height:100%;width:100%;left:0;top:0;right:0;bottom:0;color:transparent" sizes="(max-width: 786px) 100vw, 16.25vw" srcSet="https://images.yourstory.com/homepage/explore/Frame+163.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=640&amp;q=75 640w, https://images.yourstory.com/homepage/explore/Frame+163.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=750&amp;q=75 750w, https://images.yourstory.com/homepage/explore/Frame+163.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=828&amp;q=75 828w, https://images.yourstory.com/homepage/explore/Frame+163.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=1080&amp;q=75 1080w, https://images.yourstory.com/homepage/explore/Frame+163.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=1200&amp;q=75 1200w, https://images.yourstory.com/homepage/explore/Frame+163.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=1920&amp;q=75 1920w" src="https://images.yourstory.com/homepage/explore/Frame+163.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=1920&amp;q=75"/><div class="bg-gradient-to-t from-black from-25% to-transparent absolute w-full h-full"></div><div class="absolute bottom-[1rem] sm:bottom-[2rem] left-[0] text-[#FFFFFF] w-full text-center"><p class="text-[20px] sm:text-[32px] lg:text-[44px] leading-[20px] sm:leading-[32px] lg:leading-[44px] font-bold tracking-tight mb-[0.5rem] sm:mb-[0.75rem] lg:mb-[1rem]">Ongil.Ai</p><div class="flex cursor-pointer mb-[0.75rem] justify-center"><div class="h-[8px] w-[8px] sm:h-[14px] sm:w-[14px] bg-[#FFFFFF] rounded-[50%] my-auto mr-[0.5rem] sm:mr-[0.75rem]"></div><p class="text-[16px] sm:text-[28px] lg:text-[34px] font-normal leading-[16px] md:leading-[24px]">AI/ML</p></div></div></a></div></div><div><div class="md:w-full relative aspect-square md:max-w-[314px] md:max-h-[314px] border border-slate-600 lg:scale-[80%]"><a class="text-inherit undefined" href="/companies/nexstem"><img alt="NexStem" loading="lazy" decoding="async" data-nimg="fill" class="h-[220px] md:h-[420px] object-cover" style="position:absolute;height:100%;width:100%;left:0;top:0;right:0;bottom:0;color:transparent" sizes="(max-width: 786px) 100vw, 16.25vw" srcSet="https://images.yourstory.com/homepage/explore/Nexstem+1.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=640&amp;q=75 640w, https://images.yourstory.com/homepage/explore/Nexstem+1.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=750&amp;q=75 750w, https://images.yourstory.com/homepage/explore/Nexstem+1.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=828&amp;q=75 828w, https://images.yourstory.com/homepage/explore/Nexstem+1.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=1080&amp;q=75 1080w, https://images.yourstory.com/homepage/explore/Nexstem+1.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=1200&amp;q=75 1200w, https://images.yourstory.com/homepage/explore/Nexstem+1.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=1920&amp;q=75 1920w" src="https://images.yourstory.com/homepage/explore/Nexstem+1.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=1920&amp;q=75"/><div class="bg-gradient-to-t from-black from-25% to-transparent absolute w-full h-full"></div><div class="absolute bottom-[1rem] sm:bottom-[2rem] left-[0] text-[#FFFFFF] w-full text-center"><p class="text-[20px] sm:text-[32px] lg:text-[44px] leading-[20px] sm:leading-[32px] lg:leading-[44px] font-bold tracking-tight mb-[0.5rem] sm:mb-[0.75rem] lg:mb-[1rem]">NexStem</p><div class="flex cursor-pointer mb-[0.75rem] justify-center"><div class="h-[8px] w-[8px] sm:h-[14px] sm:w-[14px] bg-[#FFFFFF] rounded-[50%] my-auto mr-[0.5rem] sm:mr-[0.75rem]"></div><p class="text-[16px] sm:text-[28px] lg:text-[34px] font-normal leading-[16px] md:leading-[24px]">Health-Tech</p></div></div></a></div></div><div><div class="md:w-full relative aspect-square md:max-w-[314px] md:max-h-[314px] border border-slate-600 lg:scale-[80%]"><a class="text-inherit undefined" href="/companies/farmonaut"><img alt="Farmonaut" loading="lazy" decoding="async" data-nimg="fill" class="h-[220px] md:h-[420px] object-cover" style="position:absolute;height:100%;width:100%;left:0;top:0;right:0;bottom:0;color:transparent" sizes="(max-width: 786px) 100vw, 16.25vw" srcSet="https://images.yourstory.com/homepage/explore/Farmonaut.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=640&amp;q=75 640w, https://images.yourstory.com/homepage/explore/Farmonaut.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=750&amp;q=75 750w, https://images.yourstory.com/homepage/explore/Farmonaut.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=828&amp;q=75 828w, https://images.yourstory.com/homepage/explore/Farmonaut.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=1080&amp;q=75 1080w, https://images.yourstory.com/homepage/explore/Farmonaut.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=1200&amp;q=75 1200w, https://images.yourstory.com/homepage/explore/Farmonaut.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=1920&amp;q=75 1920w" src="https://images.yourstory.com/homepage/explore/Farmonaut.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=1920&amp;q=75"/><div class="bg-gradient-to-t from-black from-25% to-transparent absolute w-full h-full"></div><div class="absolute bottom-[1rem] sm:bottom-[2rem] left-[0] text-[#FFFFFF] w-full text-center"><p class="text-[20px] sm:text-[32px] lg:text-[44px] leading-[20px] sm:leading-[32px] lg:leading-[44px] font-bold tracking-tight mb-[0.5rem] sm:mb-[0.75rem] lg:mb-[1rem]">Farmonaut</p><div class="flex cursor-pointer mb-[0.75rem] justify-center"><div class="h-[8px] w-[8px] sm:h-[14px] sm:w-[14px] bg-[#FFFFFF] rounded-[50%] my-auto mr-[0.5rem] sm:mr-[0.75rem]"></div><p class="text-[16px] sm:text-[28px] lg:text-[34px] font-normal leading-[16px] md:leading-[24px]">Agritech</p></div></div></a></div></div><div><div class="md:w-full relative aspect-square md:max-w-[314px] md:max-h-[314px] border border-slate-600 lg:scale-[80%]"><a class="text-inherit undefined" href="/companies/recircle"><img alt="Recircle" loading="lazy" decoding="async" data-nimg="fill" class="h-[220px] md:h-[420px] object-cover" style="position:absolute;height:100%;width:100%;left:0;top:0;right:0;bottom:0;color:transparent" sizes="(max-width: 786px) 100vw, 16.25vw" srcSet="https://images.yourstory.com/homepage/explore/ReCircle+1.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=640&amp;q=75 640w, https://images.yourstory.com/homepage/explore/ReCircle+1.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=750&amp;q=75 750w, https://images.yourstory.com/homepage/explore/ReCircle+1.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=828&amp;q=75 828w, https://images.yourstory.com/homepage/explore/ReCircle+1.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=1080&amp;q=75 1080w, https://images.yourstory.com/homepage/explore/ReCircle+1.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=1200&amp;q=75 1200w, https://images.yourstory.com/homepage/explore/ReCircle+1.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=1920&amp;q=75 1920w" src="https://images.yourstory.com/homepage/explore/ReCircle+1.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=1920&amp;q=75"/><div class="bg-gradient-to-t from-black from-25% to-transparent absolute w-full h-full"></div><div class="absolute bottom-[1rem] sm:bottom-[2rem] left-[0] text-[#FFFFFF] w-full text-center"><p class="text-[20px] sm:text-[32px] lg:text-[44px] leading-[20px] sm:leading-[32px] lg:leading-[44px] font-bold tracking-tight mb-[0.5rem] sm:mb-[0.75rem] lg:mb-[1rem]">Recircle</p><div class="flex cursor-pointer mb-[0.75rem] justify-center"><div class="h-[8px] w-[8px] sm:h-[14px] sm:w-[14px] bg-[#FFFFFF] rounded-[50%] my-auto mr-[0.5rem] sm:mr-[0.75rem]"></div><p class="text-[16px] sm:text-[28px] lg:text-[34px] font-normal leading-[16px] md:leading-[24px]">Cleantech</p></div></div></a></div></div><div><div class="md:w-full relative aspect-square md:max-w-[314px] md:max-h-[314px] border border-slate-600 lg:scale-[80%]"><a class="text-inherit undefined" href="/companies/fabrik"><img alt="Fabrik Space" loading="lazy" decoding="async" data-nimg="fill" class="h-[220px] md:h-[420px] object-cover" style="position:absolute;height:100%;width:100%;left:0;top:0;right:0;bottom:0;color:transparent" sizes="(max-width: 786px) 100vw, 16.25vw" srcSet="https://images.yourstory.com/homepage/explore/Fabrik.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=640&amp;q=75 640w, https://images.yourstory.com/homepage/explore/Fabrik.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=750&amp;q=75 750w, https://images.yourstory.com/homepage/explore/Fabrik.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=828&amp;q=75 828w, https://images.yourstory.com/homepage/explore/Fabrik.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=1080&amp;q=75 1080w, https://images.yourstory.com/homepage/explore/Fabrik.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=1200&amp;q=75 1200w, https://images.yourstory.com/homepage/explore/Fabrik.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=1920&amp;q=75 1920w" src="https://images.yourstory.com/homepage/explore/Fabrik.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=1920&amp;q=75"/><div class="bg-gradient-to-t from-black from-25% to-transparent absolute w-full h-full"></div><div class="absolute bottom-[1rem] sm:bottom-[2rem] left-[0] text-[#FFFFFF] w-full text-center"><p class="text-[20px] sm:text-[32px] lg:text-[44px] leading-[20px] sm:leading-[32px] lg:leading-[44px] font-bold tracking-tight mb-[0.5rem] sm:mb-[0.75rem] lg:mb-[1rem]">Fabrik Space</p><div class="flex cursor-pointer mb-[0.75rem] justify-center"><div class="h-[8px] w-[8px] sm:h-[14px] sm:w-[14px] bg-[#FFFFFF] rounded-[50%] my-auto mr-[0.5rem] sm:mr-[0.75rem]"></div><p class="text-[16px] sm:text-[28px] lg:text-[34px] font-normal leading-[16px] md:leading-[24px]">SAAS</p></div></div></a></div></div><div><div class="md:w-full relative aspect-square md:max-w-[314px] md:max-h-[314px] border border-slate-600 lg:scale-[80%]"><a class="text-inherit undefined" href="/companies/verdant-impact"><img alt="Verdant Impact" loading="lazy" decoding="async" data-nimg="fill" class="h-[220px] md:h-[420px] object-cover" style="position:absolute;height:100%;width:100%;left:0;top:0;right:0;bottom:0;color:transparent" sizes="(max-width: 786px) 100vw, 16.25vw" srcSet="https://images.yourstory.com/homepage/explore/Frame+158+1.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=640&amp;q=75 640w, https://images.yourstory.com/homepage/explore/Frame+158+1.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=750&amp;q=75 750w, https://images.yourstory.com/homepage/explore/Frame+158+1.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=828&amp;q=75 828w, https://images.yourstory.com/homepage/explore/Frame+158+1.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=1080&amp;q=75 1080w, https://images.yourstory.com/homepage/explore/Frame+158+1.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=1200&amp;q=75 1200w, https://images.yourstory.com/homepage/explore/Frame+158+1.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=1920&amp;q=75 1920w" src="https://images.yourstory.com/homepage/explore/Frame+158+1.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=1920&amp;q=75"/><div class="bg-gradient-to-t from-black from-25% to-transparent absolute w-full h-full"></div><div class="absolute bottom-[1rem] sm:bottom-[2rem] left-[0] text-[#FFFFFF] w-full text-center"><p class="text-[20px] sm:text-[32px] lg:text-[44px] leading-[20px] sm:leading-[32px] lg:leading-[44px] font-bold tracking-tight mb-[0.5rem] sm:mb-[0.75rem] lg:mb-[1rem]">Verdant Impact</p><div class="flex cursor-pointer mb-[0.75rem] justify-center"><div class="h-[8px] w-[8px] sm:h-[14px] sm:w-[14px] bg-[#FFFFFF] rounded-[50%] my-auto mr-[0.5rem] sm:mr-[0.75rem]"></div><p class="text-[16px] sm:text-[28px] lg:text-[34px] font-normal leading-[16px] md:leading-[24px]">Agritech</p></div></div></a></div></div><div><div class="md:w-full relative aspect-square md:max-w-[314px] md:max-h-[314px] border border-slate-600 lg:scale-[80%]"><a class="text-inherit undefined" href="/companies/the-eplane-company"><img alt="The EPlane Company" loading="lazy" decoding="async" data-nimg="fill" class="h-[220px] md:h-[420px] object-cover" style="position:absolute;height:100%;width:100%;left:0;top:0;right:0;bottom:0;color:transparent" sizes="(max-width: 786px) 100vw, 16.25vw" srcSet="https://images.yourstory.com/homepage/explore/ePlane+AI.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=640&amp;q=75 640w, https://images.yourstory.com/homepage/explore/ePlane+AI.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=750&amp;q=75 750w, https://images.yourstory.com/homepage/explore/ePlane+AI.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=828&amp;q=75 828w, https://images.yourstory.com/homepage/explore/ePlane+AI.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=1080&amp;q=75 1080w, https://images.yourstory.com/homepage/explore/ePlane+AI.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=1200&amp;q=75 1200w, https://images.yourstory.com/homepage/explore/ePlane+AI.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=1920&amp;q=75 1920w" src="https://images.yourstory.com/homepage/explore/ePlane+AI.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=1920&amp;q=75"/><div class="bg-gradient-to-t from-black from-25% to-transparent absolute w-full h-full"></div><div class="absolute bottom-[1rem] sm:bottom-[2rem] left-[0] text-[#FFFFFF] w-full text-center"><p class="text-[20px] sm:text-[32px] lg:text-[44px] leading-[20px] sm:leading-[32px] lg:leading-[44px] font-bold tracking-tight mb-[0.5rem] sm:mb-[0.75rem] lg:mb-[1rem]">The EPlane Company</p><div class="flex cursor-pointer mb-[0.75rem] justify-center"><div class="h-[8px] w-[8px] sm:h-[14px] sm:w-[14px] bg-[#FFFFFF] rounded-[50%] my-auto mr-[0.5rem] sm:mr-[0.75rem]"></div><p class="text-[16px] sm:text-[28px] lg:text-[34px] font-normal leading-[16px] md:leading-[24px]">Mobility</p></div></div></a></div></div><div><div class="md:w-full relative aspect-square md:max-w-[314px] md:max-h-[314px] border border-slate-600 lg:scale-[80%]"><a class="text-inherit undefined" href="/companies/nawgati"><img alt="Nawgati" loading="lazy" decoding="async" data-nimg="fill" class="h-[220px] md:h-[420px] object-cover" style="position:absolute;height:100%;width:100%;left:0;top:0;right:0;bottom:0;color:transparent" sizes="(max-width: 786px) 100vw, 16.25vw" srcSet="https://images.yourstory.com/homepage/explore/Nawgati.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=640&amp;q=75 640w, https://images.yourstory.com/homepage/explore/Nawgati.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=750&amp;q=75 750w, https://images.yourstory.com/homepage/explore/Nawgati.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=828&amp;q=75 828w, https://images.yourstory.com/homepage/explore/Nawgati.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=1080&amp;q=75 1080w, https://images.yourstory.com/homepage/explore/Nawgati.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=1200&amp;q=75 1200w, https://images.yourstory.com/homepage/explore/Nawgati.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=1920&amp;q=75 1920w" src="https://images.yourstory.com/homepage/explore/Nawgati.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=1920&amp;q=75"/><div class="bg-gradient-to-t from-black from-25% to-transparent absolute w-full h-full"></div><div class="absolute bottom-[1rem] sm:bottom-[2rem] left-[0] text-[#FFFFFF] w-full text-center"><p class="text-[20px] sm:text-[32px] lg:text-[44px] leading-[20px] sm:leading-[32px] lg:leading-[44px] font-bold tracking-tight mb-[0.5rem] sm:mb-[0.75rem] lg:mb-[1rem]">Nawgati</p><div class="flex cursor-pointer mb-[0.75rem] justify-center"><div class="h-[8px] w-[8px] sm:h-[14px] sm:w-[14px] bg-[#FFFFFF] rounded-[50%] my-auto mr-[0.5rem] sm:mr-[0.75rem]"></div><p class="text-[16px] sm:text-[28px] lg:text-[34px] font-normal leading-[16px] md:leading-[24px]">Enterprise-Tech</p></div></div></a></div></div><div><div class="md:w-full relative aspect-square md:max-w-[314px] md:max-h-[314px] border border-slate-600 lg:scale-[80%]"><a class="text-inherit undefined" href="/companies/kshanaai"><img alt="Kshana Al" loading="lazy" decoding="async" data-nimg="fill" class="h-[220px] md:h-[420px] object-cover" style="position:absolute;height:100%;width:100%;left:0;top:0;right:0;bottom:0;color:transparent" sizes="(max-width: 786px) 100vw, 16.25vw" srcSet="https://images.yourstory.com/homepage/explore/Kshana.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=640&amp;q=75 640w, https://images.yourstory.com/homepage/explore/Kshana.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=750&amp;q=75 750w, https://images.yourstory.com/homepage/explore/Kshana.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=828&amp;q=75 828w, https://images.yourstory.com/homepage/explore/Kshana.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=1080&amp;q=75 1080w, https://images.yourstory.com/homepage/explore/Kshana.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=1200&amp;q=75 1200w, https://images.yourstory.com/homepage/explore/Kshana.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=1920&amp;q=75 1920w" src="https://images.yourstory.com/homepage/explore/Kshana.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=1920&amp;q=75"/><div class="bg-gradient-to-t from-black from-25% to-transparent absolute w-full h-full"></div><div class="absolute bottom-[1rem] sm:bottom-[2rem] left-[0] text-[#FFFFFF] w-full text-center"><p class="text-[20px] sm:text-[32px] lg:text-[44px] leading-[20px] sm:leading-[32px] lg:leading-[44px] font-bold tracking-tight mb-[0.5rem] sm:mb-[0.75rem] lg:mb-[1rem]">Kshana Al</p><div class="flex cursor-pointer mb-[0.75rem] justify-center"><div class="h-[8px] w-[8px] sm:h-[14px] sm:w-[14px] bg-[#FFFFFF] rounded-[50%] my-auto mr-[0.5rem] sm:mr-[0.75rem]"></div><p class="text-[16px] sm:text-[28px] lg:text-[34px] font-normal leading-[16px] md:leading-[24px]">AI/ML</p></div></div></a></div></div><div><div class="md:w-full relative aspect-square md:max-w-[314px] md:max-h-[314px] border border-slate-600 lg:scale-[80%]"><a class="text-inherit undefined" href="/companies/marut-drones"><img alt="Marut Drones" loading="lazy" decoding="async" data-nimg="fill" class="h-[220px] md:h-[420px] object-cover" style="position:absolute;height:100%;width:100%;left:0;top:0;right:0;bottom:0;color:transparent" sizes="(max-width: 786px) 100vw, 16.25vw" srcSet="https://images.yourstory.com/homepage/explore/Marut+Drones+2.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=640&amp;q=75 640w, https://images.yourstory.com/homepage/explore/Marut+Drones+2.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=750&amp;q=75 750w, https://images.yourstory.com/homepage/explore/Marut+Drones+2.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=828&amp;q=75 828w, https://images.yourstory.com/homepage/explore/Marut+Drones+2.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=1080&amp;q=75 1080w, https://images.yourstory.com/homepage/explore/Marut+Drones+2.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=1200&amp;q=75 1200w, https://images.yourstory.com/homepage/explore/Marut+Drones+2.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=1920&amp;q=75 1920w" src="https://images.yourstory.com/homepage/explore/Marut+Drones+2.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=1920&amp;q=75"/><div class="bg-gradient-to-t from-black from-25% to-transparent absolute w-full h-full"></div><div class="absolute bottom-[1rem] sm:bottom-[2rem] left-[0] text-[#FFFFFF] w-full text-center"><p class="text-[20px] sm:text-[32px] lg:text-[44px] leading-[20px] sm:leading-[32px] lg:leading-[44px] font-bold tracking-tight mb-[0.5rem] sm:mb-[0.75rem] lg:mb-[1rem]">Marut Drones</p><div class="flex cursor-pointer mb-[0.75rem] justify-center"><div class="h-[8px] w-[8px] sm:h-[14px] sm:w-[14px] bg-[#FFFFFF] rounded-[50%] my-auto mr-[0.5rem] sm:mr-[0.75rem]"></div><p class="text-[16px] sm:text-[28px] lg:text-[34px] font-normal leading-[16px] md:leading-[24px]">Dronetech</p></div></div></a></div></div><div><div class="md:w-full relative aspect-square md:max-w-[314px] md:max-h-[314px] border border-slate-600 lg:scale-[80%]"><a class="text-inherit undefined" href="/companies/anatomech"><img alt="Anatomech" loading="lazy" decoding="async" data-nimg="fill" class="h-[220px] md:h-[420px] object-cover" style="position:absolute;height:100%;width:100%;left:0;top:0;right:0;bottom:0;color:transparent" sizes="(max-width: 786px) 100vw, 16.25vw" srcSet="https://images.yourstory.com/homepage/explore/Anatomech.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=640&amp;q=75 640w, https://images.yourstory.com/homepage/explore/Anatomech.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=750&amp;q=75 750w, https://images.yourstory.com/homepage/explore/Anatomech.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=828&amp;q=75 828w, https://images.yourstory.com/homepage/explore/Anatomech.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=1080&amp;q=75 1080w, https://images.yourstory.com/homepage/explore/Anatomech.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=1200&amp;q=75 1200w, https://images.yourstory.com/homepage/explore/Anatomech.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=1920&amp;q=75 1920w" src="https://images.yourstory.com/homepage/explore/Anatomech.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=1920&amp;q=75"/><div class="bg-gradient-to-t from-black from-25% to-transparent absolute w-full h-full"></div><div class="absolute bottom-[1rem] sm:bottom-[2rem] left-[0] text-[#FFFFFF] w-full text-center"><p class="text-[20px] sm:text-[32px] lg:text-[44px] leading-[20px] sm:leading-[32px] lg:leading-[44px] font-bold tracking-tight mb-[0.5rem] sm:mb-[0.75rem] lg:mb-[1rem]">Anatomech</p><div class="flex cursor-pointer mb-[0.75rem] justify-center"><div class="h-[8px] w-[8px] sm:h-[14px] sm:w-[14px] bg-[#FFFFFF] rounded-[50%] my-auto mr-[0.5rem] sm:mr-[0.75rem]"></div><p class="text-[16px] sm:text-[28px] lg:text-[34px] font-normal leading-[16px] md:leading-[24px]">Health-Tech</p></div></div></a></div></div><div><div class="md:w-full relative aspect-square md:max-w-[314px] md:max-h-[314px] border border-slate-600 lg:scale-[80%]"><a class="text-inherit undefined" href="/companies/naam"><img alt="Naam" loading="lazy" decoding="async" data-nimg="fill" class="h-[220px] md:h-[420px] object-cover" style="position:absolute;height:100%;width:100%;left:0;top:0;right:0;bottom:0;color:transparent" sizes="(max-width: 786px) 100vw, 16.25vw" srcSet="https://images.yourstory.com/homepage/explore/Naam.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=640&amp;q=75 640w, https://images.yourstory.com/homepage/explore/Naam.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=750&amp;q=75 750w, https://images.yourstory.com/homepage/explore/Naam.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=828&amp;q=75 828w, https://images.yourstory.com/homepage/explore/Naam.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=1080&amp;q=75 1080w, https://images.yourstory.com/homepage/explore/Naam.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=1200&amp;q=75 1200w, https://images.yourstory.com/homepage/explore/Naam.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=1920&amp;q=75 1920w" src="https://images.yourstory.com/homepage/explore/Naam.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=1920&amp;q=75"/><div class="bg-gradient-to-t from-black from-25% to-transparent absolute w-full h-full"></div><div class="absolute bottom-[1rem] sm:bottom-[2rem] left-[0] text-[#FFFFFF] w-full text-center"><p class="text-[20px] sm:text-[32px] lg:text-[44px] leading-[20px] sm:leading-[32px] lg:leading-[44px] font-bold tracking-tight mb-[0.5rem] sm:mb-[0.75rem] lg:mb-[1rem]">Naam</p><div class="flex cursor-pointer mb-[0.75rem] justify-center"><div class="h-[8px] w-[8px] sm:h-[14px] sm:w-[14px] bg-[#FFFFFF] rounded-[50%] my-auto mr-[0.5rem] sm:mr-[0.75rem]"></div><p class="text-[16px] sm:text-[28px] lg:text-[34px] font-normal leading-[16px] md:leading-[24px]">AI/ML</p></div></div></a></div></div><div><div class="md:w-full relative aspect-square md:max-w-[314px] md:max-h-[314px] border border-slate-600 lg:scale-[80%]"><a class="text-inherit undefined" href="/companies/neuralgarage"><img alt="NeuralGarage" loading="lazy" decoding="async" data-nimg="fill" class="h-[220px] md:h-[420px] object-cover" style="position:absolute;height:100%;width:100%;left:0;top:0;right:0;bottom:0;color:transparent" sizes="(max-width: 786px) 100vw, 16.25vw" srcSet="https://images.yourstory.com/homepage/explore/Visual+Dub+2.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=640&amp;q=75 640w, https://images.yourstory.com/homepage/explore/Visual+Dub+2.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=750&amp;q=75 750w, https://images.yourstory.com/homepage/explore/Visual+Dub+2.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=828&amp;q=75 828w, https://images.yourstory.com/homepage/explore/Visual+Dub+2.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=1080&amp;q=75 1080w, https://images.yourstory.com/homepage/explore/Visual+Dub+2.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=1200&amp;q=75 1200w, https://images.yourstory.com/homepage/explore/Visual+Dub+2.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=1920&amp;q=75 1920w" src="https://images.yourstory.com/homepage/explore/Visual+Dub+2.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=1920&amp;q=75"/><div class="bg-gradient-to-t from-black from-25% to-transparent absolute w-full h-full"></div><div class="absolute bottom-[1rem] sm:bottom-[2rem] left-[0] text-[#FFFFFF] w-full text-center"><p class="text-[20px] sm:text-[32px] lg:text-[44px] leading-[20px] sm:leading-[32px] lg:leading-[44px] font-bold tracking-tight mb-[0.5rem] sm:mb-[0.75rem] lg:mb-[1rem]">NeuralGarage</p><div class="flex cursor-pointer mb-[0.75rem] justify-center"><div class="h-[8px] w-[8px] sm:h-[14px] sm:w-[14px] bg-[#FFFFFF] rounded-[50%] my-auto mr-[0.5rem] sm:mr-[0.75rem]"></div><p class="text-[16px] sm:text-[28px] lg:text-[34px] font-normal leading-[16px] md:leading-[24px]">AI/ML</p></div></div></a></div></div><div><div class="md:w-full relative aspect-square md:max-w-[314px] md:max-h-[314px] border border-slate-600 lg:scale-[80%]"><a class="text-inherit undefined" href="/companies/monet-work"><img alt="Monet Work" loading="lazy" decoding="async" data-nimg="fill" class="h-[220px] md:h-[420px] object-cover" style="position:absolute;height:100%;width:100%;left:0;top:0;right:0;bottom:0;color:transparent" sizes="(max-width: 786px) 100vw, 16.25vw" srcSet="https://images.yourstory.com/homepage/explore/Monet+1.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=640&amp;q=75 640w, https://images.yourstory.com/homepage/explore/Monet+1.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=750&amp;q=75 750w, https://images.yourstory.com/homepage/explore/Monet+1.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=828&amp;q=75 828w, https://images.yourstory.com/homepage/explore/Monet+1.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=1080&amp;q=75 1080w, https://images.yourstory.com/homepage/explore/Monet+1.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=1200&amp;q=75 1200w, https://images.yourstory.com/homepage/explore/Monet+1.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=1920&amp;q=75 1920w" src="https://images.yourstory.com/homepage/explore/Monet+1.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=1920&amp;q=75"/><div class="bg-gradient-to-t from-black from-25% to-transparent absolute w-full h-full"></div><div class="absolute bottom-[1rem] sm:bottom-[2rem] left-[0] text-[#FFFFFF] w-full text-center"><p class="text-[20px] sm:text-[32px] lg:text-[44px] leading-[20px] sm:leading-[32px] lg:leading-[44px] font-bold tracking-tight mb-[0.5rem] sm:mb-[0.75rem] lg:mb-[1rem]">Monet Work</p><div class="flex cursor-pointer mb-[0.75rem] justify-center"><div class="h-[8px] w-[8px] sm:h-[14px] sm:w-[14px] bg-[#FFFFFF] rounded-[50%] my-auto mr-[0.5rem] sm:mr-[0.75rem]"></div><p class="text-[16px] sm:text-[28px] lg:text-[34px] font-normal leading-[16px] md:leading-[24px]">Web3</p></div></div></a></div></div><div><div class="md:w-full relative aspect-square md:max-w-[314px] md:max-h-[314px] border border-slate-600 lg:scale-[80%]"><a class="text-inherit undefined" href="/companies/evate"><img alt="Evate Technologies" loading="lazy" decoding="async" data-nimg="fill" class="h-[220px] md:h-[420px] object-cover" style="position:absolute;height:100%;width:100%;left:0;top:0;right:0;bottom:0;color:transparent" sizes="(max-width: 786px) 100vw, 16.25vw" srcSet="https://images.yourstory.com/homepage/explore/Evate+Technologies.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=640&amp;q=75 640w, https://images.yourstory.com/homepage/explore/Evate+Technologies.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=750&amp;q=75 750w, https://images.yourstory.com/homepage/explore/Evate+Technologies.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=828&amp;q=75 828w, https://images.yourstory.com/homepage/explore/Evate+Technologies.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=1080&amp;q=75 1080w, https://images.yourstory.com/homepage/explore/Evate+Technologies.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=1200&amp;q=75 1200w, https://images.yourstory.com/homepage/explore/Evate+Technologies.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=1920&amp;q=75 1920w" src="https://images.yourstory.com/homepage/explore/Evate+Technologies.png?mode=crop&amp;ar=1%3A1&amp;format=auto&amp;w=1920&amp;q=75"/><div class="bg-gradient-to-t from-black from-25% to-transparent absolute w-full h-full"></div><div class="absolute bottom-[1rem] sm:bottom-[2rem] left-[0] text-[#FFFFFF] w-full text-center"><p class="text-[20px] sm:text-[32px] lg:text-[44px] leading-[20px] sm:leading-[32px] lg:leading-[44px] font-bold tracking-tight mb-[0.5rem] sm:mb-[0.75rem] lg:mb-[1rem]">Evate Technologies</p><div class="flex cursor-pointer mb-[0.75rem] justify-center"><div class="h-[8px] w-[8px] sm:h-[14px] sm:w-[14px] bg-[#FFFFFF] rounded-[50%] my-auto mr-[0.5rem] sm:mr-[0.75rem]"></div><p class="text-[16px] sm:text-[28px] lg:text-[34px] font-normal leading-[16px] md:leading-[24px]">Mobility</p></div></div></a></div></div></div><div class="border-[1px] border-solid border-white mt-[3.5rem] w-fit h-[66px] mx-auto pt-[1rem] pb-[2rem] sm:pb-[3.5rem] hover:bg-[#FFFFFF] text-[#FFF] hover:text-[#000]"><a class="text-inherit undefined" target="_blank" href="https://yourstory-events-2022-23.webflow.io/ts-startup-portfolio"><button class="text-semilg sm:text-semilarge font-bold mx-[3rem]  cursor-pointer">View All Companies</button></a></div></section><section class="container py-[1rem] md:pt-[5rem] md:pb-0"><div class="flex flex-col gap-y-[2rem] lg:gap-y-[6rem]"><div class="flex justify-center"><div class="explore_icon"><div><div class="section__vector"><svg xmlns="http://www.w3.org/2000/svg" width="828" height="99" fill="none" viewBox="0 0 828 99"><path 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26.151-21.973 46.206-48.353 46.367-4.281.028-8.563 0-12.844 0v-.052l.006.006Z"></path><path d="M59.05 27.578c6.426.12 11.764 2.594 15.954 7.534.83.978 1.795 2.14.606 3.22-1.206 1.094-2.16 0-3.03-.988-6.041-6.902-14.14-8.409-22.35-4.193-1.097.564-2.314 1.513-3.166-.086-.829-1.553.566-2.174 1.64-2.784 3.213-1.811 6.654-2.749 10.352-2.697l-.005-.006ZM19.855 60.2c-.063 1.11-.515 1.978-1.818 2.059-1.103.069-1.875-.46-2.029-1.57-1.04-7.471-2.058-14.948-3.052-22.424-.155-1.145.2-2.203 1.514-2.33 1.166-.114 1.99.5 2.172 1.778 1.064 7.47 2.133 14.941 3.213 22.487ZM12.75 58.56c.193 1.374-.04 2.628-1.619 2.84-1.657.225-2.017-1.075-2.2-2.386-.898-6.447-1.818-12.888-2.675-19.335-.166-1.26-.16-2.64 1.589-2.813 1.646-.16 2.103 1.03 2.286 2.352.886 6.448 1.75 12.895 2.618 19.342ZM5.655 55.466c.2 1.403-.48 2.29-1.79 2.421-1.2.121-1.908-.69-2.074-1.886-.595-4.342-1.206-8.69-1.743-13.044-.15-1.179-.03-2.404 1.543-2.553 1.423-.138 2.092.834 2.275 2.047.646 4.33 1.206 8.679 1.795 13.02l-.006-.005Z"></path></g><defs><clipPath id="a"><path fill="#fff" d="M0 0h107v97H0z"></path></clipPath></defs></svg></div><h2 class="section__title">Discover More</h2></div></div></div><div class="grid grid-cols-1 md:grid-cols-2 lg:grid-cols-4 gap-x-[20px] px-[1rem] md:px-0"><div class="w-full mb-[2rem] md:mb-[5rem]"><div class="relative border-b-[1px] border-solid border-[#000] mb-[1.5rem] w-full"><h2 class="capitalize cursor-pointer text-semixl tk-trade-gothic-next font-bold pb-[0.7rem] line-clamp-1 underline_border">Startup</h2></div><a class="text-inherit undefined" href="/2026/06/bharat-innovates-2026-dassault-sudarshan-mogasale-india-deep-tech"><p class=" text-[20px] hover:underline cursor-pointer min-h-[60px] line-clamp-2">India is ready to design for the world, says Dassault Systèmes&#x27; Sudarshan Mogasale</p></a><div class="h-[1px] w-full border-[0.5px] border-solid border-[#D8D8D8] my-[1.25rem]"></div><a class="text-inherit undefined" 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data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"Bengaluru-based fintech unicorn CRED is set to raise Rs 8,550 crore (approximately $900 million) in a Series H funding round led by Meta. As part of the development, founder Kunal Shah will step down as CEO with immediate effect and assume the role of CEO of WhatsApp.\n\nIn a statement, CRED said the latest funding round comprises both primary and secondary transactions. The round values the company at a post-money valuation of Rs 43,239 crore (approximately $4.5 billion) and a pre-money valuation of Rs 38,819 crore (approximately $4.03 billion).\n\nCRED clarified that Meta will join as a minority investor and will not receive access to its customer data.\n\nMeta CEO Mark Zuckerberg in a social media post said, “Kunal Shah will join Meta as WhatsApp's next leader. Kunal built CRED into one of India's most important technology companies, and he brings the kind of builder mentality and global perspective that will serve him well in running the world's biggest messaging app.”\n\nCRED said Kunal Shah will retain his personal shareholding in the company, while Miten Sampat, who has led its strategy and finance functions since 2020, will take over as interim CEO with immediate effect.\n\nThe company added that its board and leadership team are working on putting in place a long-term leadership structure as it prepares for an eventual IPO.\n\nCRED Founder Kunal Shah said,"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"27:T756,"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"data:image/png;base64,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"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"28:T8ac,"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"Arun, who had spent over two decades working with IBM and Dell before running his own business, could easily have listened politely and moved on.\n\n\"Rather than brushing me off, he chose to listen. He believed that we could do something about this, that we could build a life around this cause. That is very rare when it comes to children bringing up ideas,” says Khyati.\n\nInitially, Arun took it as a kind of Gen Z one-off enthusiasm. But as the conversations deepened and the research mounted, something shifted.\n\n\"Once I saw the seriousness of it, I realised it would require full-time commitment. We didn't want to do this only in one place. The whole idea was to take on this problem at scale, to resolve it,” he says. He left his career and went all in, without any funds or blueprint, but with the urgency of the cause.\n\nThey started a Facebook group, and within six months, had two lakh members. In December 2017, they launched 50 branches across India, from Kashmir to Gwalior, Ambala, Chandigarh, Patna, and Gorakhpur, all entirely volunteer and women-led. They called these groups Pink Circles. It won the Facebook Community Accelerator Award.\n\n“Volunteers would stand in front of pharmacies and ask anyone entering to donate a pack of sanitary pads. People were surprised at first, but they started donating. We took those to communities in nearby urban slums in Delhi,” he recalls.\n\nWhen Kerala was ravaged by floods in August 2018, pads were collected from across India and sent in truckloads to Kerala. During the pandemic, they sought help from the police department to distribute pads.\n\nAlongside pad distribution, Pinkshe developed educational materials by learning from doctors, researchers, and eco-feminist organisations. Volunteers were trained and took these sessions to communities every day, starting from scratch, explaining to young girls what menstruation was, why it happened, and how to manage it safely.\n\nThe initiative faced resistance in the beginning. Arun recalls being pushed out of classrooms by teachers.\n\n“In Varanasi, men told me, “You are brainwashing our women. That’s why we built a women’s community, so that they could go and conduct the sessions,” he says.\n"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"29:T90c,"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"Pinkishe’s flagship intervention, Shakti Shala, is a three-year district transformation programme that operates across six districts in four states: Telangana, Chhattisgarh, Uttarakhand, and Rajasthan.\n\nPinkishe works with the education and health departments, with a district nodal officer appointed to supervise the programme. The team identifies 70 to 100 government schools in each district and conducts a survey. A female teacher at every participating school, with support from the district administration, becomes a Sarthi, a guide committed to menstrual health and hygiene.\n\nIn each school, Pinkishe installs its IoT-enabled vending machine. A Pad Bank is also stocked with three months' worth of supplies, for which the Sarthi is responsible. Two girls from Class 9 and one from Class 11 are selected and trained to become Sakhis, or menstrual health management (MHM) champions. They take ownership of the machine: they refill it, monitor it, and are the first point of contact for their peers. An IVR helpline is also made available, so any girl in the school can call with questions or concerns.\n\nOn the community side, ASHA workers and Anganwadi workers are trained as menstrual educators. They conduct daily awareness sessions in the communities' languages, visiting multiple villages and schools in rotation. Posters go up in schools featuring the Sakhis, so the face of menstrual health in these communities is a local girl, not an outsider.\n\nDistrict support officers, employed by Pinkishe, manage logistics: supplying pads, maintaining machines, and ensuring that no school runs out of pads.\n\nIn the second year, Pinkishe introduces Nukkad Natak, plays designed to engage men and boys directly in conversations about menstrual health.\n\n\"We have also educated boys. I've seen that change in my own friend circle. Earlier, friends weren't comfortable discussing these topics with their fathers. Gradually, that level of comfort has been built,” Khyati says.\n\nBy the third year, two full cycles of Sakhis have been trained. The district administration has seen the data, seen the attendance numbers change, and seen the community respond. At this point, it becomes the district's responsibility to continue supplying pads and maintaining the infrastructure. Pinkishe moves on to the next district.\n"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"2a:Tf64,"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"\nIn Telangana, Pinkishe works in Asifabad and Adilabad, tribal areas in the north of the state, with Asifabad designated an aspirational district.\n\n“In one village in Adilabad, women on their periods were not permitted to remain in the village at all. When our team first arrived, they were asked before entering whether any of them were menstruating. One year later, the same village welcomed us without conditions,” says Arun.\n\nThe district newspapers in Adilabad also reported an improvement in school attendance rates due to the Pinkishe programme.\n\nIn Chhattisgarh, Pinkishe works in Narayanpur and Sakti districts. Narayanpur is the gateway to the Bastar region, a Naxalite-affected area where the organisation works with Indus Towers, covering 45 schools. In Uttarakhand, Pinkishe works in Udham Singh Nagar, a very large aspirational district where they have reached 75 schools.\n\n“Here, a girl in a wheelchair travelled three kilometres to attend a Pinkishe session because she had heard about it and wanted to ask how she could manage her periods given her physical challenges,” says Arun.\n\nIn Rajasthan, Pinkishe works in Dholpur, another aspirational district, with funding support from HDFC and the district administration.\n\nThe next three districts being planned are Sarangarh (Chhattisgarh), Kondagaon (Chhattisgarh), and Kupwara (Jammu \u0026 Kashmir), where Pinkishe is partnering with the Indian Army. Khyati was in Kupwara for fieldwork just last week. Pinkishe has worked with the Army, CRPF, and BSF in many areas.\n\nAcross all six districts last year, through the Indus Towers partnership alone, Pinkishe reached 65,000 girls and 80,000 women with menstrual health and hygiene education. The goal is to cover all of 112 aspirational districts in the country.\n\nThe IoT-enabled pad vending machines have built-in SMS and WhatsApp alerts. Every time the pad stock falls to around 15, messages are sent automatically to the responsible teacher, district coordinator, and national coordinator, so everyone can act to refill the machine.\n\nIt also features a dashboard built by Khyati that provides comprehensive data on pad usage.\n\n“We now have seamless, real-time data from all the vending machines across all locations. Initially, different questions arose. How many pads would a girl take in a month? Would there be theft? Would they take it for their families? Our monitoring shows that the average is around two pads a month per girl.\n\nPinkishe works with 50 partners, including Amazon, Indus Towers, Flipkart Foundation, P\u0026G, BCG, Grant Thornton, Adobe, DE Shaw \u0026 Co, ZEE, PhonePe, UNIQLO, REC, Google, Meta, KPMG, Axis Bank, and HDFC Parivartan, among others.\n\nPinkishe is now registered on the National Stock Exchange’s Social Stock Exchange, with a listing expected in July.\n\n“The moment you are listed, everything is transparent, and it signals the next level of credibility. The whole idea is to create an ecosystem where larger funds flow through this channel, more corporates recognise the issue and contribute, and the work becomes more systematic rather than fragmented,” explains Arun. Pinkishe plans to raise Rs 2.2 Crore to implement the Shakti Shala programme in 100 schools in the Sarangarh District of Chhattisgarh. \n\nKhyati now holds a full-time job but dedicates time in the evenings and on weekends to Pinkishe. They have well-defined roles and work with a 25-member team.\n\nIn a landmark ruling in January this year, the Supreme Court directed the Union government and all states to provide free sanitary napkins and separate toilet facilities for girl students.\n\nThis is a huge win, says Arun.\n\n“Over the next 10 years, we want every school in India to have menstrual health as part of the curriculum. Our vision is to reach a point where organisations like Pinkishe are no longer needed. That day is still not near, but we are completely committed to working toward it,” he concludes.\n"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"2b:T581,"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"wants to change that with ergonomic cabin suitcases, modular organisers, and colour-coordinated products. \n\nFounded in 2025, the brand is building luggage, bags, organisers, and accessories specifically around how women pack, move, and travel. NORI is essentially betting on the premise that thoughtfully designed travel gear for women is an underserved category waiting to scale. \n\nThe idea emerged from the founders' own experiences with the gap in the market.\n\nMeenakshi Vyas, Co-founder and CEO, completed an MBA from KJ Somaiya, Mumbai, before spending over a decade in ecommerce at ShopClues, Myntra, PharmEasy, and Reliance Retail. Rashika Nayak, Co-founder and Chief Design Officer, studied fashion and lifestyle accessories at NIFT Bhopal and spent ten years designing bags, with stints at Urbantribe and ETC Design Studio, where she was CEO.\n\nWorking across the industry, Nayak repeatedly found that the few products marketed to women fell short on weight, functionality, and affordability, a gap Vyas had also been thinking about independently before the two connected.\n\nAccording to myBiz, the corporate booking platform of MakeMyTrip, one in every six corporate flyers in India in 2024 was a woman. India's broader travel market, meanwhile, is forecast to nearly double by 2035, growing from Rs 21 trillion to just under Rs 42 trillion, according to the World Travel \u0026 Tourism Council's latest"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"2c:T473,One of the defining tweaks in this product is the trolley height, which has been lowered by two centimetres from industry standards to better suit the average height of women. This reduces strain on the elbow and shoulder when pulling a packed bag.\n\nThe founders say the product went through four development phases, extensive testing, and months of real-world travel before launch. This included heat tests up to 80 degrees Celsius, wheels tested across 32 kilometres, handles jolted 1,500 times, and repeated drop tests that went well beyond standard limits. “After a point, throwing the bag from two floors became a fun pastime,” says Nayak. \n\nThe suitcase is made of 70-80% virgin polycarbonate. This material, the founders say, supports a six-year warranty on the product. Other features include a padded trolley handle, a D-shaped grip for easier lifting and placing in overhead cabins, a built-in weight indicator, a two-inch zip expander, side hooks for hanging bags at the airport, and detachable wheels that can be replaced individually. \n\nBut the suitcase is only one part of a wider range built around the same thinking.\n2d:T8ff,"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"The brand has a team of seven at its Bengaluru office, which serves as a design studio, warehouse, and content space. The team is also supplemented by four AI agents handling analysis, development, and customer success.\n\nSince launching its first organiser range in October 2025, the brand has grown from a revenue of Rs 90,000 in its first month to Rs 15 lakh in April 2026, putting it on track towards a Rs 2 crore annual run-rate. \n\nThe startup says it has served more than 4,000 customers so far, entirely through its own website, without any selling through marketplaces. The brand is also now available through credit card on the marketplace of Scapia, a travel-focused fintech company. \n\nOrganisers continue to drive repeat purchases; the founders say there is a 20% repeat purchase rate within 60 days. They also say the brand’s net promoter score, a measure of customer satisfaction on a scale of 10, consistently remains above 9. \n\nNORI recently raised $350,000 in a pre-seed funding round led by Rebalance, an early-stage accelerator and angel community focused on diverse founders, with participation from VSS Investco, Paytm founder and CEO Vijay Shekhar Sharma, and marquee angel investors across consumer and ecommerce brands. \n\nThe funding will be used to expand the brand’s product portfolio and scale digital and offline distribution. “Our near-term goal is to reach Rs 1 crore in monthly revenue,” says Vyas. \n\nNORI is now working on medium-sized and large suitcases as well as backpacks. It is selectively exploring offline retail and planning a pop-up at the Broadway store in Bandra, Mumbai. \n\nFor now, the founders say they want to keep the NORI community relatively close-knit while the product line evolves. The long-term ambition is broader: to build a NORI product for every kind of trip a woman takes across different stages of life.\n\nEven the brand's name reflects that thinking. NORI is named after the seaweed paper used to wrap sushi, a reference to the idea of luggage as a form of wrapping and carrying. The founders intentionally avoided giving the name a rigid meaning, hoping the brand continues to adapt around the lives of its customers as it grows.\n\n“If you think of taking time off as a woman, you should be able to think of NORI,” says Vyas. \n"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"19:[\"$\",\"$L24\",\"featured-0\",{\"children\":[\"$\",\"$L25\",null,{\"data\":{\"stories\":[{\"id\":337041,\"title\":\"Meta leads Rs 8,550 Cr investment in CRED, Kunal Shah to head WhatsApp\",\"slug\":\"meta-rs-8550-cr-investment-cred-kunal-shah-lead-whatsapp\",\"type\":\"RICH\",\"subtitle\":\"CRED plans to use the fresh capital to support growth initiatives and strengthen its path toward a public listing.\",\"publishedAt\":\"2026-06-22T14:37:06.298Z\",\"updatedAt\":\"2026-06-22T14:53:58.456Z\",\"brand\":{\"name\":\"YourStory\",\"slug\":\"yourstory\",\"locale\":\"en_GB\",\"path\":\"/\"},\"metadata\":{\"authors\":[{\"name\":\"Thimmaya Poojary\",\"username\":\"thimmaya-poojary\",\"order\":0,\"imageUrl\":\"https://images.yourstory.com/cs/users/22035640-2d6d-11e9-aa97-9329348d4c3e/google/profile_image_1774518266893.png\",\"designation\":null,\"path\":\"/author/thimmaya-poojary\"}],\"category\":{\"id\":1479,\"name\":\"FinTech\",\"slug\":\"fintech\",\"path\":\"/category/fintech\"},\"excerpt\":\"CRED plans to use the fresh capital to support growth initiatives and strengthen its path toward a public listing.\",\"media\":\"https://images.yourstory.com/cs/2/11718bd02d6d11e9aa979329348d4c3e/KunalShahWhatsapp1600x900-1782138308673.jpg\",\"thumbnail\":\"https://images.yourstory.com/cs/2/11718bd02d6d11e9aa979329348d4c3e/KunalShahWhatsapp1600x900-1782138308673.jpg\",\"defaultThumbnail\":\"https://images.yourstory.com/cs/2/11718bd02d6d11e9aa979329348d4c3e/KunalShahWhatsapp1600x900-1782138308673.jpg\",\"brandSpotlight\":null,\"removeAds\":null,\"curatedCategories\":[],\"sponsoredStory\":null,\"isRegistrationRequired\":false,\"timeToRead\":2,\"reactions\":{\"contentId\":337041,\"commentCount\":0,\"likeCount\":223,\"dislikeCount\":0,\"fbShareCount\":0,\"twitterShareCount\":0,\"linkedinShareCount\":0,\"shareCount\":0},\"articleTopics\":[],\"richArticleTopics\":[{\"id\":\"991ea520-663e-11eb-b571-b76e0f3e580d\",\"slug\":\"business-and-tech-news\",\"name\":\"Business and Tech News\",\"type\":\"RICH-ARTICLE-TOPIC\",\"order\":0}],\"tags\":[{\"name\":\"Just In\",\"slug\":\"just-in\",\"order\":0,\"path\":\"/tag/just-in\"},{\"name\":\"Cred\",\"slug\":\"cred\",\"order\":1,\"path\":\"/tag/cred\"},{\"name\":\"Bengaluru fintech unicorn\",\"slug\":\"bengaluru-fintech-unicorn\",\"order\":2,\"path\":\"/tag/bengaluru-fintech-unicorn\"},{\"name\":\"Kunal Shah\",\"slug\":\"kunal-shah\",\"order\":3,\"path\":\"/tag/kunal-shah\"},{\"name\":\"Meta\",\"slug\":\"meta\",\"order\":4,\"path\":\"/tag/meta\"},{\"name\":\"Mark Zukerberg\",\"slug\":\"mark-zukerberg\",\"order\":5,\"path\":\"/tag/mark-zukerberg\"}],\"contentType\":\"Editorial\",\"storySchemaType\":\"news story\",\"parentGlossary\":null,\"sameParentGlossary\":[],\"schemaData.HowTo.StepsText\":\"\",\"AIGeneratedStory\":\"false\",\"storyShortHeading\":\"Kunal Shah founded CRED in 2018\",\"thumbnailMetadata\":{\"thumbnailSquare\":\"https://images.yourstory.com/cs/2/11718bd02d6d11e9aa979329348d4c3e/KunalShahWhatsapp900x900-1782138329799.jpg\",\"thumbnailDouble\":\"https://images.yourstory.com/cs/2/11718bd02d6d11e9aa979329348d4c3e/KunalShahWhatsapp1600x900-1782138308673.jpg\",\"thumbnailVideo\":\"\",\"thumbnailBlur\":\"data:image/png;base64,/9j/2wBDAAYEBQYFBAYGBQYHBwYIChAKCgkJChQODwwQFxQYGBcUFhYaHSUfGhsjHBYWICwgIyYnKSopGR8tMC0oMCUoKSj/2wBDAQcHBwoIChMKChMoGhYaKCgoKCgoKCgoKCgoKCgoKCgoKCgoKCgoKCgoKCgoKCgoKCgoKCgoKCgoKCgoKCgoKCj/wAARCAAkAEADASIAAhEBAxEB/8QAGAAAAwEBAAAAAAAAAAAAAAAAAAEDAgX/xAAYEAEBAQEBAAAAAAAAAAAAAAAAEhEBAv/EABcBAQEBAQAAAAAAAAAAAAAAAAABBAL/xAAUEQEAAAAAAAAAAAAAAAAAAAAA/9oADAMBAAIRAxEAPwDo6KSoU0sStCk6KgVoqToqBWipKipUZoUjQpHS1CkaFArRUlRUItRd9I0XfQFp6AKWjQALS0AC0u9AB//Z\"},\"webStoryUrl\":\"\",\"companies\":[{\"id\":\"eb00e660-2268-11eb-ad66-5be8c4536da1\",\"name\":\"Cred\",\"legalName\":\"Cred Financial Solutions Inc.\",\"slug\":\"cre\",\"subtitle\":\"Cred is an online platform that focuses on investment.\",\"website\":\"https://www.credinvest.co/\",\"order\":0}],\"glossaryTerms\":[],\"articleType\":\"Funding News\",\"analyticsData\":{\"alsoReadCount\":0,\"imageCount\":0,\"videoCount\":0,\"companyConnectCount\":0},\"companyBlots\":[],\"videoBlots\":[]},\"snippets\":null,\"trailers\":null,\"path\":\"/2026/06/meta-rs-8550-cr-investment-cred-kunal-shah-lead-whatsapp\",\"featured\":true,\"mobilePostJson\":[{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"$26\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"bold\":true},\"data\":\" \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"“I started CRED in 2018 with a belief that creditworthiness deserves to be rewarded. In under eight years, that belief has turned into a new category: millions of members, ~Rs 3,200 crore (~$325M) in revenue, profitability, a full stack of licences and a strong brand.”\\n\\nThe fintech company said the funding will be used to accelerate growth, strengthen institutional capabilities, and expand its leadership across multiple categories. The fintech company currently offers products spanning payments, lending, insurance, wealth management, and lifestyle services, and serves more than 17 million customers.\\n\\nCRED said it processes over 40% of credit card bill payments in India and the lending business has grown to Rs 24,000 crore in managed AUM.\\n\\nThe interim CEO of CRED, Miten Sampat, said,\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"bold\":true},\"data\":\" \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"“1.7 crore creditworthy Indians trust CRED with improving their relationship with money. Behind this is a high-talent-density team that has consistently demonstrated ownership, mission orientation, and taste. We have a generational opportunity to build on Kunal’s vision and compound consistently towards becoming a public company.”\\n\"}}],\"timeLapsed\":\"22nd Jun 2026\",\"publishedDate\":\"June 22, 2026\",\"newReleased\":true},{\"id\":337024,\"title\":\"A father-daughter duo built Pinkishe Foundation to fight period poverty\",\"slug\":\"father-daughter-duo-built-pinkishe-foundation-fight-period-poverty\",\"type\":\"RICH\",\"subtitle\":\"Started by Khyati and Arun Gupta, Pinkishe Foundation is combining awareness, technology, and community partnerships to make menstrual health more accessible across India. \\r\\n\\r\\n\",\"publishedAt\":\"2026-06-22T05:39:07.750Z\",\"updatedAt\":\"2026-06-22T14:52:40.989Z\",\"brand\":{\"name\":\"YourStory\",\"slug\":\"yourstory\",\"locale\":\"en_GB\",\"path\":\"/\"},\"metadata\":{\"authors\":[{\"name\":\"Rekha Balakrishnan\",\"username\":\"rekha-balakrishnan\",\"order\":0,\"imageUrl\":\"https://images.yourstory.com/cs/users/8e7cc410-2d6c-11e9-aa97-9329348d4c3e/google/profile_image_1693884598077.jpg\",\"designation\":null,\"path\":\"/author/rekha-balakrishnan\"}],\"category\":{\"id\":2179,\"name\":\"Social Impact\",\"slug\":\"social-impact\",\"path\":\"/category/social-impact\"},\"excerpt\":\"\\n\\nStarted by Khyati and Arun Gupta, Pinkishe Foundation is combining awareness, technology, and community partnerships to make menstrual health more accessible across India. \\n\\n\",\"media\":\"https://images.yourstory.com/cs/4/8e7cc4102d6c11e9aa979329348d4c3e/dakshinayan6-1782105934723.png\",\"thumbnail\":\"https://images.yourstory.com/cs/4/8e7cc4102d6c11e9aa979329348d4c3e/dakshinayan6-1782105934723.png\",\"defaultThumbnail\":\"https://images.yourstory.com/cs/4/8e7cc4102d6c11e9aa979329348d4c3e/dakshinayan6-1782105934723.png\",\"brandSpotlight\":null,\"removeAds\":null,\"curatedCategories\":[],\"sponsoredStory\":null,\"isRegistrationRequired\":false,\"timeToRead\":8,\"reactions\":{\"contentId\":337024,\"commentCount\":0,\"likeCount\":174,\"dislikeCount\":0,\"fbShareCount\":0,\"twitterShareCount\":0,\"linkedinShareCount\":0,\"shareCount\":0},\"articleTopics\":[],\"richArticleTopics\":[{\"id\":\"991ecc36-663e-11eb-b571-b76e0f3e580d\",\"slug\":\"inspiring-stories\",\"name\":\"Inspiring stories\",\"type\":\"RICH-ARTICLE-TOPIC\",\"order\":0}],\"tags\":[{\"name\":\"period poverty\",\"slug\":\"period-poverty\",\"order\":0,\"path\":\"/tag/period-poverty\"},{\"name\":\"menstrual health\",\"slug\":\"menstrual-health\",\"order\":1,\"path\":\"/tag/menstrual-health\"}],\"contentType\":\"Editorial\",\"storySchemaType\":\"article story\",\"parentGlossary\":null,\"sameParentGlossary\":[],\"schemaData.HowTo.StepsText\":\"\",\"AIGeneratedStory\":\"false\",\"storyShortHeading\":\"A father-daughter duo built Pinkishe Foundation\",\"thumbnailMetadata\":{\"thumbnailSquare\":\"https://images.yourstory.com/cs/4/8e7cc4102d6c11e9aa979329348d4c3e/meghnaagarwal8-1782105964950.png\",\"thumbnailDouble\":\"https://images.yourstory.com/cs/4/8e7cc4102d6c11e9aa979329348d4c3e/dakshinayan6-1782105934723.png\",\"thumbnailVideo\":\"https://images.yourstory.com/cs/4/8e7cc4102d6c11e9aa979329348d4c3e/dakshinayan6-1782105934723.png\",\"thumbnailBlur\":\"$27\"},\"webStoryUrl\":\"\",\"companies\":[],\"glossaryTerms\":[],\"articleType\":\"Features\",\"analyticsData\":{\"alsoReadCount\":0,\"imageCount\":3,\"videoCount\":0,\"companyConnectCount\":0},\"companyBlots\":[],\"videoBlots\":[]},\"snippets\":null,\"trailers\":null,\"path\":\"/herstory/2026/06/father-daughter-duo-built-pinkishe-foundation-fight-period-poverty\",\"featured\":true,\"mobilePostJson\":[{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"For most fathers in India, it is not an easy conversation when their daughter wants to talk about periods. \\n\\nHowever, Arun Gupta did not flinch or fumble; instead, he chose to listen to his sixteen-year-old daughter, Khyati, who asked what they could do in their own capacities to address period poverty—the lack of affordable sanitary products.\\n\\nKhyati had noticed a blood stain on the dress of her household help’s young daughter, Deepa. She asked the girl if she used a sanitary pad. The girl did not know what it was. Her mother explained that they could not afford them, so they used old cloth.\\n\"}},{\"contentType\":\"image\",\"value\":{\"src\":\"https://images.yourstory.com/cs/4/8e7cc4102d6c11e9aa979329348d4c3e/Founders-1782106052056.jpg\",\"caption\":\"\u003cp\u003eKhyati and Arun Gupta\u003c/p\u003e\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"\\n\\\"From my background, sanitary pads had always been available whenever needed. Knowing that for millions of girls and women in our country, sanitary pads are not even accessible and that they also lack proper knowledge around a process as natural as menstruation was very surprising,” she says.\\n\\n\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":2},\"data\":\"In 2017, Arun and Khyati Gupta started the Pinkishe Foundation. 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decades, luggage has largely been designed with a one-size-fits-all approach. But for many women travellers, the experience is rarely universal: trolley handles sit too high, compartments fail to organise what they actually carry, and functionality often comes at the cost of aesthetics. \\n\\nBengaluru-based travel gear startup \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"link\":\"https://www.mynori.com/\"},\"data\":\"NORI \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"$2b\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"link\":\"https://wttc.org/news/india-international-visitor-spend-soars-to-record-highs\"},\"data\":\" Economic Impact Research.\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"\\n\\nAs more women travel frequently for work and leisure, Vyas believes one question is increasingly relevant: What are they travelling with? This question shaped NORI’s product philosophy. \\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":2},\"data\":\"Wide product range covering diverse use cases\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"The product range covers most trip types a woman is likely to take: weekend getaways, longer holidays, work travel, and everyday organisation. Products include shoe organisers, makeup slings, innerwear organisers, packing cubes, weekender bags, and cabin suitcases, with prices ranging from Rs 999 to Rs 9,999.\\n\\nAll products are shipped pan-India, with next-day delivery in select cities. Across categories, products are available in shades such as caramel, old money brown, millennial pink, cream, and moss.\\n\\nThe cabin suitcase in NORI’s latest launch. It is available in three colours: Butterscotch, the flagship shade, Old Money Brown, and Millennial Pink. \\n\"}},{\"contentType\":\"image\",\"value\":{\"src\":\"https://images.yourstory.com/cs/2/727115006d2011f09259ebc21ca89457/Imageu0my-1781857038466.jpg\",\"caption\":\"\u003cp\u003eNORI's cabin suitcases in Butterscotch, Old Money Brown, and Millennial Pink shades.\u003c/p\u003e\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"$2c\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":2},\"data\":\"Built around the whole trip\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"Organisers were the brand’s first products, and they continue to be its largest category. The sets are designed around different trip durations, with lighter combinations for cabin travel and larger sets for longer holidays. \\n\"}},{\"contentType\":\"image\",\"value\":{\"src\":\"https://images.yourstory.com/cs/2/727115006d2011f09259ebc21ca89457/Image5h1d-1781856979777.jpg\",\"caption\":\"\u003cp\u003eNORI's organiser range: packing cubes, makeup slings, and innerwear organisers in colour-matched sets\u003c/p\u003e\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"The idea is to recreate the mind map of a wardrobe inside a suitcase. “When you live at home, your hand automatically knows where everything is. 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You deserve both,” says Vyas. \\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":2},\"data\":\"Early traction and the road ahead \\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"$2d\"}}],\"timeLapsed\":\"22nd Jun 2026\",\"publishedDate\":\"June 22, 2026\",\"newReleased\":true},{\"id\":337006,\"title\":\"[Weekly funding roundup June 13-19] Sarvam AI's massive funding round boosts VC inflow\\r\\n\\r\\n\",\"slug\":\"weekly-funding-roundup-june-13-19-sarvam-ai-deal-provides-the-momentum-to-vc-inflow\",\"type\":\"RICH\",\"subtitle\":\"The total funding for the week stood at $393 million across 18 deals. In comparison, the previous week saw $246 million. 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It also reveals the challenges faced as startups in raising capital.\\n\\nDuring this week, startups from the segments of solar energy and pet care also raised funding in the $40-50 million range. This shows that investors are betting on spaces that normally are not on their radar.\\n\"}},{\"contentType\":\"image\",\"value\":{\"src\":\"https://images.yourstory.com/cs/2/220356402d6d11e9aa979329348d4c3e/June19-stages-1781876636889.png\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"However, the challenges for the Indian startup ecosystem in terms of raising large amounts of capital continue to persist as it is the one off odd large deals which is lifting the overall funding momentum. 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raised Rs 50 crore ($5.3 million approx.) from Zerodha co-founder Nikhil Kamath and Narotam Sekhsaria Family Office.\\n\"}}],\"timeLapsed\":\"19th Jun 2026\",\"publishedDate\":\"June 19, 2026\",\"newReleased\":true},{\"id\":337013,\"title\":\"India’s data centre pipeline stands at 8.33 GW:  Knight Frank India\",\"slug\":\"indias-data-centre-pipeline-knight-frank-india\",\"type\":\"RICH\",\"subtitle\":\"Driven by increasing AI adoption, rise of cloud computing, digital transformation initiatives, and data localisation requirements, India is rapidly emerging as one of the world’s most attractive destinations for hyperscale digital infrastructure investments. \\r\\n\\r\\n\",\"publishedAt\":\"2026-06-20T10:08:39.563Z\",\"updatedAt\":\"2026-06-22T14:52:40.989Z\",\"brand\":{\"name\":\"YourStory\",\"slug\":\"yourstory\",\"locale\":\"en_GB\",\"path\":\"/\"},\"metadata\":{\"authors\":[{\"name\":\"Team 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\\n\",\"media\":\"https://images.yourstory.com/cs/2/a0bad530ce5d11e9a3fb4360e4b9139b/Imagekknx-1770625335510.jpg\",\"thumbnail\":\"https://images.yourstory.com/cs/120/31ee0510ca7c11eba975c529dced399e/cover-image-1632994696616.png\",\"defaultThumbnail\":\"https://images.yourstory.com/cs/120/31ee0510ca7c11eba975c529dced399e/cover-image-1632994696616.png\",\"brandSpotlight\":null,\"removeAds\":null,\"curatedCategories\":[],\"sponsoredStory\":null,\"isRegistrationRequired\":false,\"timeToRead\":2,\"reactions\":{\"contentId\":337013,\"commentCount\":0,\"likeCount\":109,\"dislikeCount\":0,\"fbShareCount\":0,\"twitterShareCount\":0,\"linkedinShareCount\":0,\"shareCount\":0},\"articleTopics\":[],\"richArticleTopics\":[{\"id\":\"991ea520-663e-11eb-b571-b76e0f3e580d\",\"slug\":\"business-and-tech-news\",\"name\":\"Business and Tech News\",\"type\":\"RICH-ARTICLE-TOPIC\",\"order\":0}],\"tags\":[{\"name\":\"data 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\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"The country currently has 0.32 GW (322.4 MW) of data centre capacity under construction, while 2.92 GW (2,920.2 MW) has reached the committed stage, Knight Frank India has pointed out. Additionally, 5.41 GW (5,406 MW) of capacity is in early stages of development, highlighting the scope of future supply across the country's data centre hubs.\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"The scale of the pipeline reflects growing confidence among hyperscalers, cloud providers, AI infrastructure operators and institutional investors, who continue to expand their presence in India to cater to rapidly rising digital demand, Knight Frank India noted. \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":2},\"data\":\"City-wise pipeline\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"Mumbai leads with a pipeline of 3.75 GW, followed by Hyderabad at 1.93 GW and Chennai at 1.36 GW. The National Capital Region (NCR), Pune and Bengaluru are also witnessing sustained development. \\nViral Desai, International Partner, Senior Executive Director - Occupier Strategy \u0026 Solutions, Industrial \u0026 Logistics, Capital Markets \u0026 Retail, Knight Frank India, said, \\\"India’s data centre growth story is increasingly becoming a tale of regional specialisation.  While Mumbai continues to anchor hyperscale deployments owing to its connectivity advantages, Hyderabad is emerging as a preferred AI infrastructure destination, and Chennai is strengthening its role as a strategic gateway for international data traffic from east. \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"\\\"At the same time, Vizag has rapidly emerged as one of India’s most active greenfield data centre markets, attracting gigawatt-scale development proposals backed by government support, availability of sizeable land parcels and planned subsea cable connectivity.\\\"\\nWith a future development pipeline of 8.33 GW—more than five times the country’s current live operational capacity of 1.6 GW—India is well positioned to emerge as a leading global hub for hyperscale, cloud and AI infrastructure over the coming decade, said Knight Frank India. \\n\"}}],\"timeLapsed\":\"20th Jun 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Dangi\u003c/p\u003e\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"National hostel chain The Hosteller has raised Rs 150 crore in a Series B funding round led by PROMAFT Partners and V3 Ventures.\\n\\nThis funding round also saw participation from ITI Growth Opportunities Fund, Merisis Wealth Trust, and family offices. The Mumbai-headquartered startup claims that this is the largest institutional funding round raised by a backpacker hostel company in India.\\n\\nThe Hosteller plans to use the capital to expand across key travel destinations, strengthen operational efficiency, and build the brand.\\n\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"link\":\"https://yourstory.com/2026/04/the-hosteller-raises-rs-150-cr-series-b-funding-promaft-partners\"},\"data\":\"Read more \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":3},\"data\":\"Intellithink raises seed investment\\n\"}},{\"contentType\":\"image\",\"value\":{\"src\":\"https://images.yourstory.com/cs/2/8e7cc4102d6c11e9aa979329348d4c3e/Image6lud-1776327597010.jpg\",\"caption\":\"\u003cp\u003eL-R Sridhar Venugopal, Founder and CEO and Aswin Venu, Co-Founder, Intellithink\u003c/p\u003e\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"Intellithink, an industrial AI startup focused on machine health and energy efficiency, has announced a seed investment of Rs 17 crore. The round was led by Pentathlon Ventures, which has invested Rs 6.5 crore through its India Fund II. \\n\\nThe round also saw participation from Anicut Capital and Veltis Capital.\\n\\nIntellithink is addressing unplanned downtime issues through IntelliVibe, its AI-driven monitoring system that combines proprietary sensors with predictive analytics to detect faults early and improve efficiency.\\n\\nThe firm plans to use the funding to expand its enterprise customer base across India and the Middle East while accelerating the commercialisation of its end-to-end AI solution.\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":3},\"data\":\"Cohoma Coffee raises  Rs 5 Cr in seed round \\n\"}},{\"contentType\":\"image\",\"value\":{\"src\":\"https://images.yourstory.com/cs/2/8e7cc4102d6c11e9aa979329348d4c3e/Imageq20a-1776327165612.jpg\",\"caption\":\"\u003cp\u003eCohoma Coffee founders Paritosh and Kanika Birla\u003c/p\u003e\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"Cohoma Coffee has raised Rs 5 crore in a seed round led by Inflection Point Ventures and Swishin VC.\\n\\nThe fund will be used to accelerate the firm's international expansion and scale up its manufacturing capabilities.\\n\\nFounded by Paritosh and Kanika Birla, Cohoma Coffee offers a wide range of specialty coffee products for home brewing, all designed to be prepared in under a minute without the need for specialised equipment. 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It also marks CheQ’s expansion from bill payments into credit card issuance. The card also features an LED-powered tap-to-pay function and a unified rewards system within the CheQ app.\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":3},\"data\":\"i-Hub Gujarat and SanchiConnect launch TattvaX Cohort 2\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"i-Hub Gujarat has partnered with SanchiConnect to announce the launch of TattvaX Cohort 2. \\n\\nApplications for the programme will open on April 15, 2026, marking the beginning of the second edition of TattvaX. \\n\\nThe 90-day programme offers mentorship, workshops, and pilot opportunities to help startups test and refine their solutions.\\n\\nA key highlight of TattvaX Cohort 2 is its focus on Proof of Concept (PoC) and pilot access, enabling startups to work with industry stakeholders to test and validate their solutions in real-world environments.\\n\\nIt concludes with a Demo Day, where selected startups present to investors and corporates for potential funding and partnerships.\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":3},\"data\":\"LPL Financial opens GCC in Hyderabad\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"US-based wealth management firm LPL Financial has opened its global capability centre (GCC) in Hyderabad. \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"The Hyderabad GCC is expected to improve operational efficiency, scale back-office capabilities, and drive innovation, LPL Financial said in a statement.\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"The company added that Hyderabad was chosen for its advanced infrastructure and deep talent pool, particularly in financial services, technology, artificial intelligence, automation, and cloud engineering.\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"link\":\"https://yourstory.com/enterprise-story/2026/04/us-wealth-management-firm-lpl-financial-opens-gcc-in-hyderabad\"},\"data\":\"Read more \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":3},\"data\":\"Snabbit appoints Abhinav Ankur as CBO\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"Snabbit announced on Thursday that it has appointed Abhinav Ankur as its Chief Business Officer (CBO).\\n\\nAbhinav will lead Snabbit’s business expansion. Abhinav brings extensive experience across consumer internet and logistics-led platforms, having held leadership roles at OYO and WheelsEye. Known for translating strategy into execution at pace, he joins Snabbit at a pivotal moment as the company moves from rapid early adoption to structured market leadership.\\n\\nSnabbit is India’s first quick-service app for on-demand home services, focused on delivering speed, reliability, and convenience for everyday household needs. \\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":3},\"data\":\"Tesco Business Solutions launches GCC Leadership Forum\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"Tesco Business Solutions, in collaboration with KPMG, has launched the GCC Leadership Circle, a peer-driven platform for senior Global Capability Centre (GCC) leaders to exchange insights on the sector’s evolution. \\n\\nThe initiative aims to foster candid discussions on AI integration, operating models, talent, and governance as GCCs transition into strategic drivers of enterprise value. Designed as a closed-door, discussion-led forum, it will enable leaders to share real-world experiences and future strategies. The move builds on Tesco’s transformation into a strategic partner within its parent group and aligns with its broader ambition to shape the GCC ecosystem through collaboration and its emerging B2B proposition, OmniSol.\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":3},\"data\":\"Sasken Technologies opens Hyderabad engineering CoE\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"Sasken Technologies Ltd. has inaugurated a new Center of Excellence in Hyderabad to strengthen its product engineering and digital transformation capabilities. 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The facility will house over 3,500 employees across technology, data, and operations, supporting the company’s global divisions. Designed with a focus on innovation, sustainability, and employee wellbeing, the office features advanced collaboration tools, creative spaces, and wellness amenities. \\n\\nWith over 16,000 employees in India, S\u0026P Global highlighted the country’s strategic importance to its global growth. The new hub reflects the company’s commitment to investing in talent, fostering innovation, and strengthening its presence in one of the world’s fastest-growing major economies.\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":3},\"data\":\"General Mills appoints Anjali Singh to lead Global Business Solutions\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"General Mills has appointed Anjali Singh as Head of Global Business Solutions, reinforcing its India center’s role as a strategic hub. Singh, with over 25 years of experience across sectors including telecom and financial services, will lead global operations while anchoring the India GCC. Previously with Ericsson, she brings expertise in digital transformation and operational leadership. \\n\\nThe appointment underscores General Mills’ focus on strengthening its global capability centers to drive innovation and growth. The India center will continue to play a pivotal role in talent development and enterprise strategy as the company advances its broader “Accelerate” growth agenda.\\n\\n\"}}],\"timeLapsed\":\"16th Apr 2026\",\"publishedDate\":\"April 16, 2026\",\"newReleased\":false},{\"id\":333793,\"title\":\"Startup news and updates: daily roundup (February 4, 2026)\",\"slug\":\"startup-news-and-updates-daily-roundup-february-4-2026\",\"type\":\"RICH\",\"subtitle\":\"YourStory presents the daily news roundup from the Indian startup ecosystem and beyond. 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Prevention, rehabilitation, and economic empowerment now form the core of anti-trafficking interventions, supported by legal aid, counselling, education, and livelihood programmes. Survivors are increasingly leading these efforts as peer mentors and change advocates.\\n\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"italic\":true},\"data\":\"Social Story\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\" lists five organisations that stand at the forefront, integrating frontline response with long-term rehabilitation strategies.\\n\\nRead \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"link\":\"https://yourstory.com/socialstory/2026/02/organisations-leading-the-fight-against-human-trafficking\"},\"data\":\"here\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\". \\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":3},\"data\":\"PAC Cosmetics eyes global expansion after building a bootstrapped beauty brand \\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"Founded in 2006, PAC Cosmetics started as a professional makeup tools supplier, later transforming into an omnichannel beauty brand expecting Rs 140-150 crore GMV in FY25 with 20-25% EBITDA margins.\\n\\nDirector Bonish Jain, who joined in 2014, shifted the family-run company from professional-only to mass-premium consumer focus. The brand now operates across 140 retail locations with balanced online-offline sales.\\n\\n\\\"We want to build a brand that goes global from India,\\\" said Jain, announcing plans to enter Dubai, Nepal, and Sri Lanka markets.\\n\\nThe bootstrapped company offers 350 SKUs priced between Rs 600-1,200, contract-manufactured across 60 global labs and adapted for Indian consumers.\\n\\nRead \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"link\":\"https://yourstory.com/smbstory/mumbai-company-building-global-grade-beauty-brand-no-external-capital\"},\"data\":\"here\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\". \\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":2},\"data\":\"Funding news \\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":3},\"data\":\"Gamepoint raises Rs 7 Cr to expand multi-sport centre network \\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"Sports startup Gamepoint has raised Rs 7 crore in Pre-Series A funding to expand its multi-sport centre network and strengthen technology capabilities.\\n\\nThe round was led by Raj P Narayanam, Founder of Zaggle, and Aditya Vuchi, General Partner at VCMint, with participation from Praveen Raju, Founder of Suchitra Academy.\\n\\nGamepoint operates professionally managed multi-sport centres offering coaching for children, flexible memberships for adults, and corporate event management. The company plans to scale to 300-plus centres across metros and Tier I-II cities over five years.\\n\\n\\\"This funding marks an important milestone in our mission to transform India from a sports-loving nation into a sports-playing nation,\\\" said founders Aditya Reddy and Siddharth Reddy jointly.\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":2},\"data\":\"Other news \\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":3},\"data\":\"HORIBA acquires lab-grown diamond tech firm, sets up India R\u0026D hub\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"HORIBA India has acquired 100% shares of Pristine Deeptech Private Limited, a company specialising in lab-grown diamond research for semiconductor and quantum applications, making it a wholly owned subsidiary.\\n\\nThe acquisition reinforces HORIBA's expertise in diamond technologies and establishes an R\u0026D hub in India for analytical and measurement solutions.\\n\\n\\\"This partnership represents a big step towards strengthening our capabilities in advanced materials and semiconductors,\\\" said Hideyuki Koishi, Director and General Manager at HORIBA Ltd. Rajeev Gautam, President of HORIBA India, said the move aligns with India's Atmanirbhar Bharat vision, adding: \\\"This marks a new phase in our global innovation journey.\\\"\\n\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"italic\":true},\"data\":\"(The article will be updated throughout the day with latest news and updates)\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"\\n\"}}],\"timeLapsed\":\"4th Feb 2026\",\"publishedDate\":\"February 04, 2026\",\"newReleased\":false},{\"id\":329559,\"title\":\"Startup News and Updates: Daily Roundup (September 18) \",\"slug\":\"startup-news-updates-daily-roundup-september-18-2025\",\"type\":\"RICH\",\"subtitle\":\"YourStory presents the daily news roundup from the Indian startup ecosystem and beyond. Here's the roundup for Thursday, September 18, 2025.\",\"publishedAt\":\"2025-09-18T05:41:41.902Z\",\"updatedAt\":\"2025-09-19T09:02:35.397Z\",\"brand\":{\"name\":\"YourStory\",\"slug\":\"yourstory\",\"locale\":\"en_GB\",\"path\":\"/\"},\"metadata\":{\"authors\":[{\"name\":\"Debolina Biswas\",\"username\":\"debolina-biswas-1\",\"order\":0,\"imageUrl\":\"https://images.yourstory.com/cs/users/3fb20ae0-2dc9-11e9-af58-c17e6cc3d915/profile_image_1644999099601.jpg\",\"designation\":\"Lead, SMB Story \",\"path\":\"/author/debolina-biswas-1\"}],\"category\":{\"id\":1781,\"name\":\"News\",\"slug\":\"news\",\"path\":\"/category/news\"},\"excerpt\":\"YourStory presents the daily news roundup from the Indian startup ecosystem and beyond. Here's the roundup for Thursday, September 18, 2025.\",\"media\":\"https://images.yourstory.com/cs/2/47ea3f60084e11efbdcb2f46d4aa7266/shutterstock2330420447-1720684633432.jpg\",\"thumbnail\":\"https://images.yourstory.com/cs/2/47ea3f60084e11efbdcb2f46d4aa7266/shutterstock2330420447-1720684633432.jpg\",\"defaultThumbnail\":\"https://images.yourstory.com/cs/2/47ea3f60084e11efbdcb2f46d4aa7266/shutterstock2330420447-1720684633432.jpg\",\"brandSpotlight\":null,\"removeAds\":null,\"curatedCategories\":[],\"sponsoredStory\":null,\"isRegistrationRequired\":false,\"timeToRead\":8,\"reactions\":{\"contentId\":329559,\"commentCount\":0,\"likeCount\":127,\"dislikeCount\":0,\"fbShareCount\":0,\"twitterShareCount\":0,\"linkedinShareCount\":0,\"shareCount\":0},\"articleTopics\":[],\"richArticleTopics\":[{\"id\":\"991ea520-663e-11eb-b571-b76e0f3e580d\",\"slug\":\"business-and-tech-news\",\"name\":\"Business and Tech News\",\"type\":\"RICH-ARTICLE-TOPIC\",\"order\":0}],\"tags\":[{\"name\":\"Just In\",\"slug\":\"just-in\",\"order\":0,\"path\":\"/tag/just-in\"},{\"name\":\"News Roundup\",\"slug\":\"news-roundup\",\"order\":1,\"path\":\"/tag/news-roundup\"},{\"name\":\"News\",\"slug\":\"news\",\"order\":2,\"path\":\"/tag/news\"},{\"name\":\"IBM\",\"slug\":\"ibm\",\"order\":3,\"path\":\"/tag/ibm\"},{\"name\":\"Indian startup ecosystem\",\"slug\":\"indian-startup-ecosystem\",\"order\":4,\"path\":\"/tag/indian-startup-ecosystem\"},{\"name\":\"investments\",\"slug\":\"investments\",\"order\":5,\"path\":\"/tag/investments\"},{\"name\":\"partnerships\",\"slug\":\"partnerships\",\"order\":6,\"path\":\"/tag/partnerships\"}],\"contentType\":\"Editorial\",\"storySchemaType\":\"article story\",\"parentGlossary\":null,\"sameParentGlossary\":[],\"schemaData.HowTo.StepsText\":\"\",\"AIGeneratedStory\":\"false\",\"storyShortHeading\":\"Daily roundup \",\"thumbnailMetadata\":{\"thumbnailSquare\":\"https://images.yourstory.com/cs/2/3fb20ae02dc911e9af58c17e6cc3d915/DailyRoundupImage900x900-1758177027177.jpg\",\"thumbnailDouble\":\"\",\"thumbnailVideo\":\"\",\"thumbnailBlur\":\"data:image/png;base64,/9j/2wBDAAYEBQYFBAYGBQYHBwYIChAKCgkJChQODwwQFxQYGBcUFhYaHSUfGhsjHBYWICwgIyYnKSopGR8tMC0oMCUoKSj/2wBDAQcHBwoIChMKChMoGhYaKCgoKCgoKCgoKCgoKCgoKCgoKCgoKCgoKCgoKCgoKCgoKCgoKCgoKCgoKCgoKCgoKCj/wAARCAAmAEADASIAAhEBAxEB/8QAFwABAQEBAAAAAAAAAAAAAAAAAAECA//EABYQAQEBAAAAAAAAAAAAAAAAAAARAf/EABcBAQEBAQAAAAAAAAAAAAAAAAABBgf/xAAUEQEAAAAAAAAAAAAAAAAAAAAA/9oADAMBAAIRAxEAPwDtFFaFz9CKsFRYLAIRRBhcFigRRFSKKCRQgMxQAigAsAVSAD//2Q==\"},\"webStoryUrl\":\"\",\"companies\":[],\"glossaryTerms\":[],\"articleType\":\"News Reports\",\"analyticsData\":{\"alsoReadCount\":0,\"imageCount\":2,\"videoCount\":0,\"companyConnectCount\":0},\"companyBlots\":[],\"videoBlots\":[]},\"snippets\":null,\"trailers\":null,\"path\":\"/2025/09/startup-news-updates-daily-roundup-september-18-2025\",\"featured\":false,\"mobilePostJson\":[{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"From Investorant which enables fractional ownership in the F\u0026B industry, to IBM’s collaboration with BharatGen, \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"italic\":true},\"data\":\"YourStory\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\" brings today’s headlines that highlight significant developments across industries.\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":2},\"data\":\"Featured stories \\n\"}},{\"contentType\":\"image\",\"value\":{\"src\":\"https://images.yourstory.com/cs/2/94a03c40169611f0b4b0c5b62b4900c2/InvestorantV21600x900-1758019399483.jpg\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":3},\"data\":\"Bengaluru-based Investorant enables fractional ownership in the F\u0026B industry \\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"Founded by Guru Shivaram, Amrit Hemdev, and Salman Sait in 2021, Investorant is an investment platform that enables fractional ownership of curated food and beverage (F\u0026B) concepts. \\n\\n“We enable talent to have their own spaces without any other stress, such as raising funds, building the project, and others. They get creative freedom, the investors get absolute transparency on how their money is being spent, CEO Shivaram says. \\n\\nThe startup has established three concepts so far—Whisky Samba in Hyderabad, Spirit Forward and Una Hacienda in Bengaluru. According to Shivaram, all three establishments have been profitable from day one. \\n\\nBengaluru-based Investorant is looking to open three more establishments by the end of this year. \\n\\nRead \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"link\":\"https://yourstory.com/2025/09/this-investment-platform-fractional-ownership\"},\"data\":\"more\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\".\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":3},\"data\":\"Iconic Wealth wants to redefine wealth management in India \\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"Mumbai-based firm Iconic Wealth is betting on a mix of technology and human expertise to make wealth management inclusive, not just for the UHNIs, but also for the growing affluent class. \\n\\nFounded by Dharmendra Jain, Srikanth Subramanian and Shobhit Mathur, Iconic Wealth started operations in March 2024. The firm has scaled rapidly and has reported assets under management worth Rs 50,7 billion at the end of the first quarter of FY2026, recording a quarter-on-quarter growth of 33.6%. \\n\\nA part of Angel One, Iconic Wealth is leveraging technology to enhance the rigour in its research, where it can generate new insights on investments. It also aims to deepen the expertise of its bankers through technology. It has over 1,000 clients across nine Indian cities. \\n\\nRead \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"link\":\"https://yourstory.com/enterprise-story/2025/09/ionic-wealth-redefine-wealth-management-angel-one\"},\"data\":\"more\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\". \\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":2},\"data\":\"Funding news \\n\"}},{\"contentType\":\"image\",\"value\":{\"src\":\"https://images.yourstory.com/cs/2/220356402d6d11e9aa979329348d4c3e/funding-1738596571214.png\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":3},\"data\":\"Atomicwork announces strategic investment from Okta Ventures \\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"Agentic service management platform Atomicwork has announced a strategic investment from Okta Ventures to strengthen its mission to reinvent enterprise IT. Through this partnership, Atomicwork and Okta will enable IT teams to deliver personalised, proactive support across every business app, channel, and device, making enterprise IT both seamless and secure. \\n\\nAccording to a release from Atomicwork, its AI-native universal agent has reduced ticket volumes by up to 60% for IT and service teams, with omnichannel and multimodal agentic AI, while improving end-user satisfaction by more than 25%. \\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":3},\"data\":\"AI chip firm Groq raises $750M at $6.9B valuation \\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"AI chip company Groq has raised $750 million at a valuation of $6.9 billion. The funding round was led by Disruptive, with participation from BlackRock, Neuberger Berman, Deutsche Telekom Capital Partners, and a major US West Coast mutual fund manager. \\n\\nExisting investors Samsung, Cisco, D1, Altimeter, 1789 Capital and Infinitium also participated in the round. \\nThe 2016-founded company’s technology is being used by more than two million developers and a wide array of Fortune 500 companies.  Groq had earlier raised $640 million in August last year, at a valuation of $2.8 billion. The company has managed to double its valuation in less than a year and has so far raised $3 billion in total.\\n\\nRead \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"link\":\"https://yourstory.com/ai-story/ai-chip-firm-groq-secures-750-million-7-billion-valuation\"},\"data\":\"more\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\".\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":3},\"data\":\"Supply6 raises Rs 9.1 Cr from Zeropearl VC \\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"D2C nutrition brand Supply6 has raised Rs 9.1 crore (or $1.1 million) in a seed round from Zeropearl VC. Kunal Shah, Ashutosh Valani, Priyank Shah and Yogesh Kabra have also participated in the round. \\n\\nThe freshly raised round will be used to expand the product pipeline, fund clinical studies, and work on new product formats. Founded in 2020 by Vaibhav Bhandari and Rahul Jacob, Supply6 plans to deepen its D2C and quick-commerce distribution, prioritise selective international entry in high-supplement adoption regions including GCC and English-speaking markets. The brand also plans to strengthen its leadership roles across growth, strategy, and product development. \\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":2},\"data\":\"Other news \\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":3},\"data\":\"IBM collaborates with BharatGen to accelerate AI adoption \\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"IBM and BharatGen have entered into a collaboration to advance AI adoption in India. \\n\\nCombining IBM’s expertise in data, governance, and model training with BharatGen’s sovereign LLMs, the partnership will build inclusive, India-focused AI models tailored to the country’s linguistic and cultural landscape. \\n\\nThe collaboration aims to build and scale multimodal and language-specific AI models for sectors like education, agriculture, healthcare, banking, and citizen services. \\n\\nIBM and BharatGen will jointly develop solution templates for Indic use cases, demonstrations on Watsonx and OpenShift AI, and scalable data pipelines with Indic capabilities. They will implement IBM’s governance framework for responsible AI, establish new Indic benchmarks, and research emerging model architectures. \\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":3},\"data\":\"EY launches 6th edition of campus innovation challenge\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"EY has launched the sixth edition of its flagship campus innovation challenge, Techathon 6.0 - Building Tomorrow’s Solutions for Today’s India. The challenge is focused on developing real-world solutions for India’s unique business, communities and citizen challenges, across the pharma, BFSI, auto, FMCG, retail and startup sectors. \\n\\nWith the theme of ‘Agentic AI’, Techathon 6.0 is aimed at building autonomous systems that can adapt, take initiative, and make proactive decisions. Leading organisations, including Aditya Birla Fashion and Retail, Mahindra \u0026 Mahindra, Hero MotorCorp, Asian Paints, Tata Capital, and Firstsource, will collaborate with EY leaders in mentoring and offering students industry exposure. \\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":3},\"data\":\"Hoi and EaseMyTrip in partnership for rewards programme in airports\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"Travel-tech platforms Hoi and EasyMyTrip have entered into a partnership to launch a Smart Kiosk Rewards Programme. \\n\\nAvailable at Delhi, Hyderabad, and Goa airports, the programme allows passengers to skip queues by ordering through Hoi’s contactless kiosks while earning instant travel rewards. Each order provides a Rs 500 EaseMyTrip coupon via WhatsApp, with a monthly draw offering a ₹5,000 voucher. \\n\\nRunning for three months, the initiative has already benefitted over 5,000 travellers, marking a new model for airport monetisation by merging dining, technology, and travel planning into a seamless experience.\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":3},\"data\":\"Wingify enters Middle East and Africa, scales operations in US, Europe and APAC \\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"Wingify, parent company of SaaS platform VWO, has expanded into the Middle East and Africa as part of its global growth strategy. The company, which is already present in the United States, Europe, and APAC, is scaling operations in these markets to meet the rising enterprise demand for experimentation and personalisation solutions.\\n\\nOver the past year, Wingify has reported profitable growth with annual recurring revenue reaching $60 million, driven by widespread enterprise adoption. To fuel its next phase, the company is adding 70 new roles worldwide and expanding its leadership bench: Devon Boyd will lead EMEA partnerships, while Dayo Murphy joins as UAE and MEA country manager. Nisha Sharma will strengthen US enterprise partnerships, and Bhavan Kochhar will head APAC sales.\\n\\nWingify serves 3,000-plus brands globally, including Disney, Decathlon, UNICEF, and Flynas.\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":3},\"data\":\"Walmart India’s losses narrow to Rs 111 Cr, revenue up by 2.5% \\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"Walmart India Pvt Ltd, the Indian arm of Walmart Inc, reported a 2.5% rise in revenue to Rs 5,330 crore in FY25, up from Rs 5,200 crore last year. The company trimmed net loss to Rs 109.8 crore from Rs 154.1 crore, while EBITDA loss narrowed to Rs 19.2 crore versus Rs 51.2 crore in FY24. \\n\\nExpenses included Rs 4,975 crore for traded goods and Rs 139.4 crore in employee benefits. Despite accumulated losses swelling to Rs 3,895.3 crore, auditors issued an unqualified opinion, noting compliance lapses and ongoing tax disputes. \\n\\nRead \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"link\":\"https://yourstory.com/2025/09/walmart-india-fy25-losses-revenue-earnings-flipkart\"},\"data\":\"more\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\".\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":3},\"data\":\"FinEdge crosses AUM of Rs 1,500 Cr\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"FinEdge, a digital wealth management and goal-based investing platform, has crossed Rs 1,500 crore in Assets Under Management (AUM). It has more than 20,000 clients spread across 1,800 cities in India and 90 countries worldwide. Headquartered in Gurugram, FinEdge has developed a bionic model that blends personalisation, technology and expert guidance to deliver investment outcomes. In 2012, it had an AUM of Rs 5 crore and aims to reach Rs 10,000 crore by 2030.\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":3},\"data\":\"Blinkit-AI launches its operations\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"Blinkit-AI, a tech startup, launched its operations where the platform will provide access to over 50 AI models, which also includes ChatGPT, Midjourney, Perplexity and more. According to the startup, users can access the features of all these platforms and come with an in-built voice bot that can interpret multiple languages. Blinkit-AI also recently raised a seed round of funding of $1.2 million from Foliflex Cables.\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":3},\"data\":\"Enlight Metals eyes Rs 400 Cr turnover in FY26\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"Enlight Metals, an online aggregator for metals, aims to cross a sales turnover of Rs 400 crore by March 2026, having reached Rs 150 crore in FY25. In the current year, the company has already supplied 40,000 metric tons of steel. It has set a target of supplying 1,00,000 metric tons annually by FY26 and aims to achieve more than Rs 1,200 crore in sales by FY27. To support this growth, Enlight is expanding its dark-store network beyond Pune and Mumbai to Aurangabad, Ahmedabad, and Bengaluru, with eight new facilities planned by FY26.\\n\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"italic\":true},\"data\":\"(Disclaimer: This article will be updated with the latest news throughout the day.)\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"\\n\"}}],\"timeLapsed\":\"18th Sep 2025\",\"publishedDate\":\"September 18, 2025\",\"newReleased\":false},{\"id\":328952,\"title\":\"Startup news and updates: Daily roundup (September 2, 2025)\",\"slug\":\"startup-news-updates-daily-roundup-september-2-2025\",\"type\":\"RICH\",\"subtitle\":\"YourStory presents daily news roundup from the Indian startup ecosystem and beyond. Here's the roundup for Tuesday, September 2, 2025.\",\"publishedAt\":\"2025-09-02T05:54:23.180Z\",\"updatedAt\":\"2025-09-04T02:18:53.740Z\",\"brand\":{\"name\":\"YourStory\",\"slug\":\"yourstory\",\"locale\":\"en_GB\",\"path\":\"/\"},\"metadata\":{\"authors\":[{\"name\":\"Team YS\",\"username\":\"webmaster\",\"order\":0,\"imageUrl\":\"https://images.yourstory.com/cs/static/default-ys-image.jpg\",\"designation\":null,\"path\":\"/author/webmaster\"}],\"category\":{\"id\":1781,\"name\":\"News\",\"slug\":\"news\",\"path\":\"/category/news\"},\"excerpt\":\"YourStory presents daily news roundup from the Indian startup ecosystem and beyond. Here's the roundup for Tuesday, September 2, 2025.\",\"media\":\"https://images.yourstory.com/cs/2/47ea3f60084e11efbdcb2f46d4aa7266/shutterstock2330420447-1720684633432.jpg\",\"thumbnail\":\"https://images.yourstory.com/cs/2/47ea3f60084e11efbdcb2f46d4aa7266/shutterstock2330420447-1720684633432.jpg\",\"defaultThumbnail\":\"https://images.yourstory.com/cs/2/47ea3f60084e11efbdcb2f46d4aa7266/shutterstock2330420447-1720684633432.jpg\",\"brandSpotlight\":null,\"removeAds\":null,\"curatedCategories\":[],\"sponsoredStory\":null,\"isRegistrationRequired\":false,\"timeToRead\":9,\"reactions\":{\"contentId\":328952,\"commentCount\":0,\"likeCount\":262,\"dislikeCount\":0,\"fbShareCount\":0,\"twitterShareCount\":0,\"linkedinShareCount\":0,\"shareCount\":0},\"articleTopics\":[],\"richArticleTopics\":[{\"id\":\"991ea520-663e-11eb-b571-b76e0f3e580d\",\"slug\":\"business-and-tech-news\",\"name\":\"Business and Tech News\",\"type\":\"RICH-ARTICLE-TOPIC\",\"order\":0}],\"tags\":[{\"name\":\"Just In\",\"slug\":\"just-in\",\"order\":0,\"path\":\"/tag/just-in\"},{\"name\":\"News\",\"slug\":\"news\",\"order\":1,\"path\":\"/tag/news\"},{\"name\":\"Startup News\",\"slug\":\"startup-news\",\"order\":2,\"path\":\"/tag/startup-news\"},{\"name\":\"Daily Roundup: Startup News\",\"slug\":\"daily-roundup-startup-news\",\"order\":3,\"path\":\"/tag/daily-roundup-startup-news\"}],\"contentType\":\"Editorial\",\"storySchemaType\":\"article story\",\"parentGlossary\":null,\"sameParentGlossary\":[],\"schemaData.HowTo.StepsText\":\"\",\"AIGeneratedStory\":\"false\",\"storyShortHeading\":\" Daily roundup\",\"thumbnailMetadata\":{\"thumbnailSquare\":\"\",\"thumbnailDouble\":\"\",\"thumbnailVideo\":\"https://images.yourstory.com/cs/2/47ea3f60084e11efbdcb2f46d4aa7266/shutterstock2330420447-1720684633432.jpg\",\"thumbnailBlur\":\"data:image/png;base64,/9j/2wBDAAYEBQYFBAYGBQYHBwYIChAKCgkJChQODwwQFxQYGBcUFhYaHSUfGhsjHBYWICwgIyYnKSopGR8tMC0oMCUoKSj/2wBDAQcHBwoIChMKChMoGhYaKCgoKCgoKCgoKCgoKCgoKCgoKCgoKCgoKCgoKCgoKCgoKCgoKCgoKCgoKCgoKCgoKCj/wAARCAAmAEADASIAAhEBAxEB/8QAFwABAQEBAAAAAAAAAAAAAAAAAAECA//EABYQAQEBAAAAAAAAAAAAAAAAAAARAf/EABcBAQEBAQAAAAAAAAAAAAAAAAABBgf/xAAUEQEAAAAAAAAAAAAAAAAAAAAA/9oADAMBAAIRAxEAPwDtFFaFz9CKsFRYLAIRRBhcFigRRFSKKCRQgMxQAigAsAVSAD//2Q==\",\"thumbnailAssetAspectRatio\":1.66},\"webStoryUrl\":\"\",\"companies\":[],\"glossaryTerms\":[],\"articleType\":\"Features\",\"analyticsData\":{\"alsoReadCount\":0,\"imageCount\":0,\"videoCount\":0,\"companyConnectCount\":0},\"companyBlots\":[],\"videoBlots\":[]},\"snippets\":null,\"trailers\":null,\"path\":\"/2025/09/startup-news-updates-daily-roundup-september-2-2025\",\"featured\":false,\"mobilePostJson\":[{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"From QWR's bets on indigenous XR hardware for India to Tuco Kids' fundraise for product development and expansion, \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"italic\":true},\"data\":\"YourStory\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\" brings you the developments from the Indian startup ecosystem.\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":2},\"data\":\"Featured stories\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":3},\"data\":\"Pune startup QWR bets on indigenous XR hardware to cut India’s dependence on imports\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"Extended Reality (XR) is expanding into education, healthcare, defence, and manufacturing, but India still depends heavily on imported devices. Pune-based QWR (Question What’s Real), founded by Suraj Aiar, is changing that by designing and manufacturing VR headsets, AR glasses, and AI-powered wearables tailored to India’s compliance and customisation needs. \\n\\nIts flagship VRone.Edu headset, aligned with NCERT K–12 curriculum, NEP 2022, Samagra Shiksha Yojana, and UN SDG 4, is deployed in 19 states, reaching 200,000+ students; while its latest product, HUMBL, is India’s first AI-powered smart glasses. \\n\\n“If India wants to lead in AI, XR, and next-generation computing, we cannot build our future on imported foundations. Software may change the world, but without hardware, it’s just an idea. We have to own the stack,” Suraj Aiar, Founder and CEO of QWR told \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"italic\":true},\"data\":\"YourStory\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\". \\n\\nBootstrapped since inception, QWR has shipped over 50,000 units to 17 countries and aims to scale manufacturing under India’s PLI scheme, targeting $100M revenue and global leadership.\\n\\nRead \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"link\":\"https://yourstory.com/2025/08/startup-qwr-indigenous-xr-hardware-india-dependence-imports\"},\"data\":\"more\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\".  \\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":3},\"data\":\"How Rian is traversing the world of linguistics with AI-human synergy\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"Founded in 2019 by Anand Shiralkar, Pune-based Rian offers multilingual document and media translations in 50+ languages, serving 2,000+ clients including JioHotstar and Sony YAY.\\n\\nWith a 45-member core team and 1,200 freelance linguists, Rian blends AI efficiency with human cultural nuance. Its upcoming 'Dub Now, Pay Later'  model will let creators dub content globally with zero upfront cost. \\n\\n“Most players in this industry are either tech-heavy with less focus on quality, or they are quality-rich but slow and expensive.\u2028We decided to blend AI scale with a human soul. Our goal was never to translate. We want to distribute culture, not just content,” said Anand Shiralkar, CEO of Rian. \\n\\nThe startup recently became profitable, and clocked ₹5 crore revenue in FY25. It aims for ₹20 crore by FY26 and ₹200 crore in three years. Backed by an angel round, Rian is also eyeing international expansion and IP acquisition.\\n\\nRead \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"link\":\"https://yourstory.com/2025/09/pune-startup-rian-world-of-linguistics-ai-human-translation-tools\"},\"data\":\"more\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\". \\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":2},\"data\":\"Funding stories \\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":3},\"data\":\"Offgrid Energy Labs raises $15M in Series A funding round\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"Energy storage solutions startup Offgrid Energy Labs has raised $15 million in a Series A funding round led by speciality chemicals manufacturing company Archean Chemical Industries. The round also saw participation from existing investor Ankur Capital. \\n\\nFounded in 2018 by Kusurkar, Srivastava, Brindan Tulachan, and Ankur Agarwal, Offgrid Energy Labs focuses on delivering commercially viable and sustainable stationary energy storage solutions for three key applications: peak shifting, net-zero industrial electricity, and decentralised off-the-grid energy solutions.\\n\\nAccording to the company’s co-founders Rishi Srivastava and Tejas Kusurkar, the major portion of the new funding will go into setting up its 10 megawatt hour UK demo manufacturing facility, which will act as the test-bed for the company’s ZinGel technology equipped batteries, before it starts commercialisation. \\n\\nRead \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"link\":\"https://yourstory.com/2025/09/offgrid-energy-labs-raises-15m-series-funding\"},\"data\":\"more\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\". \\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":3},\"data\":\"Tuco Kids raises $4M in Series A round Led by RTP Global\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"Kids personal care brand Tuco Kids has raised $4 million in Series A funding. The funding round was led by an early-stage VC firm \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"link\":\"https://yourstory.com/2025/08/vutto-secures-7m-series-a-funding-rtp-global\"},\"data\":\"RTP Global\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"$2f\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":3},\"data\":\"LeafyBus secures $4.1M from Enetra India \\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"New Delhi-based intercity electric bus operator \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"link\":\"https://yourstory.com/2025/03/supply-crunch-stalling-growth-private-intercity-electric-bus\"},\"data\":\"LeafyBus\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\" has raised $4.1 million from Enetra India Pvt Ltd. Singapore-based sustainable infrastructure fund Impact Capital Asia Management also participated in the round.\\n\\nLeafyBus currently has 10 premium electric buses on the Delhi-Dehradun route. It will use the funds to scale to more than 1 00 buses over the next 18 to 24 months and expand to major intercity corridors in North, East, and South India. \\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":3},\"data\":\"SaveMom raises Rs 20 lakh from Navyug Global, plans expansion into private hospitals \\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"SaveMom, a maternal health initiative by JioVio Healthcare, has secured a Rs 20 lakh investment from Navyug Global Ventures to expand into private hospital networks across the country. \\n\\nIncepted in 2016, SaveMom has partnered with government hospitals and community health workers, using AI-enabled wearables to monitor over 25,000 pregnancies across 120+ rural communities, detecting risks early and saving lives. \\n\\nThe partnership will bridge the public–private healthcare divide, accelerating adoption in urban and semi-urban areas. \\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":3},\"data\":\"Ecommerce startup CityMall raises $47M in Series D \\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"Gurugram-based value ecommerce startup CityMall has raised $47 million in its Series D round of funding. While the round was led by Accel, existing investors including Waterbridge Ventures, Citius, General Catalyst, Elevation Capital, Norwest Venture Partners and Jungle Ventures also participated in the round. \\n\\nCityMall plans to use the funds to expand deeper into existing geographies, venture into adjacent markets, strengthen its supply chain network, and invest in private labels and brand partnerships. The startup will also be focused on hiring across technology, product, and operations verticals to scale its model sustainably.  \\n\\nRead \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"link\":\"https://yourstory.com/2025/09/citymall-raises-47-mn-in-series-d-round-led-by-accel\"},\"data\":\"more\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\".\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":3},\"data\":\"Venturi Partners’ Fund II announces first close at $150 M \\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"Singapore-based VC firm Venturi Partners announced the first close of its second fund at $150 million. The fund with a total target corpus of $225 million aims to make the final close by June 2026. \\n\\nThe growth stage VC firm has invested in startups including Country Delight and Cure.fit, and is now looking to make initial investments of between $15 million and $40 million across 10 companies in the high-growth consumer sectors. \\n\\nIts Fund I portfolio includes the likes of Livspace, Pickup Coffee, and K-12 Techno Services, among others. \\n\\nRead more, \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"link\":\"https://yourstory.com/2025/09/consumer-growth-vc-venturi-partners-fund-ii-first-close-150-million\"},\"data\":\"here\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\". \\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":2},\"data\":\"Others\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":3},\"data\":\"ASML, Lam, Merck to support India’s chip push with tools, talent, materials \\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"At Semicon India 2025, global semiconductor leaders ASML, Lam Research, and Merck pledged technology, training, and materials to accelerate India’s first chip fabs. \\n\\nASML will provide advanced lithography, Lam will train 60,000 engineers across 60 universities through its Semiverse platform, and Merck will supply high-purity chemicals critical to chipmaking. \\n\\nWith government support under the ₹76,000-crore ISM programme, projects like Tata-PSMC’s $11B Dholera fab and Micron’s Sanand ATMP are gaining momentum. India also unveiled the Vikram 3201, its first indigenous 32-bit space-qualified processor, at the event. \\n\\nTo read more, click \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"link\":\"https://yourstory.com/2025/09/asml-lam-merck-to-support-indias-chip-push-with-tools-talent-materials\"},\"data\":\"here\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\". \\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":3},\"data\":\"boAT, Urban Company, Juniper Green Energy get SEBI nod for IPOs\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"The Securities and Exchange Board of India (SEBI) has cleared the initial public offering (IPO) plans for 13 companies including Imagine Marketing Ltd (the parent of boAt), home services provider Urban Company, and renewable power producer Juniper Green Energy Ltd. \\n\\nAccording to SEBI filings, at least 53 other IPO applications remain under review. \\n\\nRead \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"link\":\"https://yourstory.com/2025/09/boat-urban-company-juniper-green-energy-get-sebi-nod-ipo\"},\"data\":\"more\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\". \\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":3},\"data\":\"ICICI Bank launches dedicated branch for startups in Bengaluru  \\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"ICICI Bank has launched a branch in Bengaluru’s HSR Layout, specifically aimed at catering to the distinct needs of startups. The branch is designed to serve as a one-stop destination for emerging businesses at various stages of the journey of startups, through both digital and physical offerings. \\n\\nBesides the traditional banking service, the branch will also serve as an experience and engagement centre by facilitating networking with VCs. A dedicated relationship management team is also in place to provide startups with personalised support. \\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":3},\"data\":\"Suhora Technologies announces partnership with Satellogic Inc \\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"Suhora Technologies has signed an exclusive multi-year agreement with Satellogic Inc to deliver high-resolution earth observation services in India and Nepal. The seven-figure deal grants Suhora sole rights to provide Satellogic’s sub-meter satellite imagery and data in the region, expanding access to advanced earth observation capabilities for government and commercial users. Applications of this include urban planning, infrastructure development, natural resource management, disaster response, and climate change mitigation, enabling smarter, data-driven decision-making. \\n\\nThe partnership builds on the companies’ existing collaboration, further delivering advanced earth observation solutions tailored for the Indian market. \\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":3},\"data\":\"Goldman Sachs cuts stake in BlackBuck, Nomura buys in for Rs 247 Cr \\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"Exchange data has revealed that Goldman Sachs has offloaded 2.74% (49.1 lakh) of its stake, worth Rs 295 crore, in Bengaluru-based logistics marketplace BlackBuck (formerly Zinka Logistics). On the other hand, Nomura India Investment firm acquired 2.29% share in BlackBuck, investing Rs 247 crore in the listed company. \\n\\nThe deal follows a series of stake reductions by global investors in recent months. BlackBuck declined to comment on the development. \\n\\nRead \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"link\":\"https://yourstory.com/2025/09/goldman-sachs-cuts-stake-in-blackbuck-nomura-buys-247cr-logistics\"},\"data\":\"more\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\". \\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":3},\"data\":\"Exits continue at Peak XV: Managing Director Harshjit Sethi quits \\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"Harshjit Sethi, Managing Director at Peak XV Partners, has quit the VC firm after a decade-long stint. This marks another top-level exit at a time when the VC firm plans to raise a new fund. \\n\\nSethi took to X (formerly Twitter) to announce his exit. \\n\\nHe wrote: “After a decade at Sequoia India and Peak XV, I’ve decided to leave the firm and explore a new innings. It’s been a journey rich in learning and relationships.” \\n\\nEarlier, four senior executives exited Peak XV Partners—one of India’s largest VC firms.\\n\\nTo know more, read \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"link\":\"https://yourstory.com/2025/09/peak-xv-exits-continue-managing-director-harshjit-sethi-quits-firm\"},\"data\":\"here\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\". \\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":3},\"data\":\"Karnataka HC issues interim asset freeze in BYJU’S-QIA dispute \\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"\\nThe Karnataka High Court has issued an interim order restraining BYJU’S founder Byju Raveendran and related entities from disposing of assets listed in a petition by the Qatar Investment Authority (QIA). \\n\\nQIA seeks enforcement of a $235 million Singapore arbitration award—now over $249 million with interest—linked to a 2022 loan for Aakash Educational shares. The dispute centers on alleged improper share transfers and loan defaults. \\n\\nThe court’s freeze will remain until the next hearing. This adds to Raveendran’s increasing troubles, including insolvency proceedings in India and a U.S. contempt ruling carrying $10,000 daily fines.\\n\\nRead more, \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"link\":\"https://yourstory.com/2025/09/karnataka-hc-issues-interim-asset-freeze-byjus-qia\"},\"data\":\"here\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\". \\n\\n\\n\"}}],\"timeLapsed\":\"2nd Sep 2025\",\"publishedDate\":\"September 02, 2025\",\"newReleased\":false},{\"id\":322855,\"title\":\"Mcap of seven of top-10 valued firms jumps Rs 2.10 lakh Cr; RIL, TCS major winners\",\"slug\":\"mcap-of-seven-of-top-10-valued-firms-jumps-rs-210-lakh-cr-ril-tcs-major-winners\",\"type\":\"RICH\",\"subtitle\":\"TCS' market valuation climbed by Rs 46,094.44 crore to Rs 13,06,599.95 crore. With this sharp rise, TCS again rose to the second rank in the top 10 most-valued firms chart.\",\"publishedAt\":\"2025-03-09T07:55:30.163Z\",\"updatedAt\":\"2025-03-09T07:55:30.369Z\",\"brand\":{\"name\":\"YourStory\",\"slug\":\"yourstory\",\"locale\":\"en_GB\",\"path\":\"/\"},\"metadata\":{\"authors\":[{\"name\":\"Press Trust of India\",\"username\":\"press-trust-of-india\",\"order\":0,\"imageUrl\":null,\"designation\":null,\"path\":\"/author/press-trust-of-india\"}],\"category\":{\"id\":1781,\"name\":\"News\",\"slug\":\"news\",\"path\":\"/category/news\"},\"excerpt\":\"TCS' market valuation climbed by Rs 46,094.44 crore to Rs 13,06,599.95 crore. With this sharp rise, TCS again rose to the second rank in the top 10 most-valued firms chart.\",\"media\":\"https://images.yourstory.com/cs/2/220356402d6d11e9aa979329348d4c3e/markets-1738395408387.jpg\",\"thumbnail\":\"https://images.yourstory.com/cs/2/220356402d6d11e9aa979329348d4c3e/markets-1738395408387.jpg\",\"defaultThumbnail\":\"https://images.yourstory.com/cs/2/220356402d6d11e9aa979329348d4c3e/markets-1738395408387.jpg\",\"brandSpotlight\":null,\"removeAds\":null,\"curatedCategories\":[],\"sponsoredStory\":null,\"isRegistrationRequired\":false,\"timeToRead\":2,\"reactions\":{\"contentId\":322855,\"commentCount\":0,\"likeCount\":178,\"dislikeCount\":0,\"fbShareCount\":0,\"twitterShareCount\":0,\"linkedinShareCount\":0,\"shareCount\":0},\"articleTopics\":[],\"richArticleTopics\":[{\"id\":\"991ea520-663e-11eb-b571-b76e0f3e580d\",\"slug\":\"business-and-tech-news\",\"name\":\"Business and Tech News\",\"type\":\"RICH-ARTICLE-TOPIC\",\"order\":0}],\"tags\":[{\"name\":\"Just In\",\"slug\":\"just-in\",\"order\":0,\"path\":\"/tag/just-in\"},{\"name\":\"News\",\"slug\":\"news\",\"order\":1,\"path\":\"/tag/news\"},{\"name\":\"market cap\",\"slug\":\"market-cap\",\"order\":2,\"path\":\"/tag/market-cap\"},{\"name\":\"Tata Consultancy Services\",\"slug\":\"tata-consultancy-services\",\"order\":3,\"path\":\"/tag/tata-consultancy-services\"},{\"name\":\"Reliance Industries\",\"slug\":\"reliance-industries\",\"order\":4,\"path\":\"/tag/reliance-industries\"},{\"name\":\"HDFC\",\"slug\":\"hdfc\",\"order\":5,\"path\":\"/tag/hdfc\"},{\"name\":\"Bharti Airtel\",\"slug\":\"bharti-airtel\",\"order\":6,\"path\":\"/tag/bharti-airtel\"}],\"contentType\":\"Editorial\",\"storySchemaType\":\"article story\",\"parentGlossary\":null,\"sameParentGlossary\":[],\"schemaData.HowTo.StepsText\":\"\",\"AIGeneratedStory\":\"false\",\"storyShortHeading\":\"Mcap of seven of top-10 valued firms jumps Rs 2.10 lakh cr\",\"thumbnailMetadata\":{\"thumbnailSquare\":\"\",\"thumbnailDouble\":\"\",\"thumbnailVideo\":\"https://images.yourstory.com/cs/2/220356402d6d11e9aa979329348d4c3e/markets-1738395408387.jpg\",\"thumbnailBlur\":\"data:image/png;base64,/9j/2wBDAAYEBQYFBAYGBQYHBwYIChAKCgkJChQODwwQFxQYGBcUFhYaHSUfGhsjHBYWICwgIyYnKSopGR8tMC0oMCUoKSj/2wBDAQcHBwoIChMKChMoGhYaKCgoKCgoKCgoKCgoKCgoKCgoKCgoKCgoKCgoKCgoKCgoKCgoKCgoKCgoKCgoKCgoKCj/wAARCAAZAEADASIAAhEBAxEB/8QAFwABAQEBAAAAAAAAAAAAAAAAAgEFB//EABYQAQEBAAAAAAAAAAAAAAAAAAABAv/EABcBAQEBAQAAAAAAAAAAAAAAAAEAAgb/xAAVEQEBAAAAAAAAAAAAAAAAAAAAEf/aAAwDAQACEQMRAD8A5nCgQo6pyxxYMKFQoUGFlAoUSFCIz4UGFGWzhQIUKOFBhxIocCHCH//Z\",\"thumbnailAssetAspectRatio\":2.59},\"webStoryUrl\":\"\",\"companies\":[],\"glossaryTerms\":[],\"articleType\":\"News Reports\",\"analyticsData\":{\"alsoReadCount\":0,\"imageCount\":0,\"videoCount\":0,\"companyConnectCount\":0},\"companyBlots\":[],\"videoBlots\":[]},\"snippets\":null,\"trailers\":null,\"path\":\"/2025/03/mcap-of-seven-of-top-10-valued-firms-jumps-rs-210-lakh-cr-ril-tcs-major-winners\",\"featured\":false,\"mobilePostJson\":[{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"The combined market valuation of seven of the top 10 most valued companies surged by Rs 2,10,254.96 crore last week, with Reliance Industries and Tata Consultancy Services emerging as the biggest gainers.\\n\\nLast week, the BSE Sensex climbed 1,134.48 points or 1.55%, and the NSE Nifty rose 427.8 points or 1.93%.\\n\\nThe market capitalisation (mcap) of Reliance Industries surged by Rs 66,985.25 crore to Rs 16,90,328.70 crore. 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data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"35:T521,Sepoy \u0026 Co.'s journey reflects one of the biggest shifts under way in Indian commerce. For years, brands invested heavily in product and marketing, only to see margins shrink once retailers and marketplaces took their cut. D2C changed that equation, giving brands a way to sell directly to customers and own the entire journey, from discovery to delivery to repeat purchase.\n\nFor premium brands, the stakes are even higher. Marketplaces are increasingly used as acquisition channels, while owned ecommerce platforms have become the focus for retention and brand building. For Sepoy \u0026 Co., the website is more than a sales channel. It is where new products are launched first, where customer feedback is gathered directly, and where the brand learns about consumption patterns, preferences, and repeat behavior. As the brand has scaled, owning this customer data and these insights has become increasingly important to decisions across the business, from product development to marketing.\n\n\"Our website is where Sepoy gets to be experienced completely on our terms,\" Soni explains. \"We wanted that experience to be seamless and premium, all the way through to the moment of purchase. The checkout was the last step to close.\"\n\nBut owning the channel is only half the equation. The other half is making it convert.\n36:T43d,' One Click Checkout and restructured its purchase experience across three levers that worked together.\n\nThe first was a friction-free flow for returning shoppers. One Click Checkout replaced the multi-step process with a near-seamless single-click experience. Drawing on Cashfree's network of over 120 million pre-filled addresses and 50 million saved payment records, returning customers could move from cart to confirmation without retyping a single detail.\n\nThe second was prepaid offers built directly into checkout. Sepoy \u0026 Co. introduced prepaid incentives across payment modes, custom-designed for both new and returning customers, surfacing them at the exact moment of payment, so prepaid became the easier, more rewarding choice.\n\nThe third was a COD nudge rather than a COD block. Instead of removing the option entirely, the brand introduced a Rs 90 charge collected at delivery for COD orders. This small fee nudged price-sensitive shoppers toward prepaid while keeping COD available for those who genuinely needed it, improving both conversion and order quality at once.\n37:T635,"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"For Sepoy \u0026 Co., D2C continues to be more than a revenue stream. It remains a primary channel for brand building and learning, offering insights that shape product development, marketing, and retention strategies across the business. It is also where the brand tests new ideas before wider rollout, and where it can directly observe how customers behave and what they value.\n\nLooking ahead, Sepoy \u0026 Co.'s priorities include expanding its presence in high-growth beverage categories and continuing to build products aligned with the shift toward mindful, guilt-free consumption. The brand plans to keep launching products that elevate the drinking experience while staying true to its quality standards, growing its customer base across both online and offline channels, and strengthening retention and repeat purchase behavior.\n\nInternationally, Sepoy \u0026 Co. is looking to deepen its footprint while continuing to expand distribution within India. Underpinning all of this is a continued investment in technology and customer experience at every touchpoint, with the D2C checkout experience as a foundation on which the brand can keep building.\n\n\"This isn't a one-time fix; it's a standard we're holding ourselves to going forward. As we grow into new markets and categories, the experience has to scale with the same care we put into the product, \"says Soni.\n\nFor a company that set out to prove India could make a world-class mixer, the lesson from this chapter is just as much about commerce as it is about craft: a great product still needs a checkout experience that lives up to it.\n\n\n"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"38:T581,"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"What makes the venture particularly distinctive is its focus on value addition and farmer welfare. The company developed innovative food products using smaller-sized makhana, which traditionally had very low market demand, helping reduce wastage while improving farmer income opportunities.\n\nToday, FT-MBA Makhana Wala represents a larger movement emerging across India, where traditional agricultural products, rural entrepreneurship, and modern branding are coming together to create globally relevant businesses. The enterprise has also contributed to employment generation, women’s participation, and awareness around healthier food choices.\n\nThese stories represent the broader transformation taking place within India’s MSME ecosystem, where entrepreneurs are building businesses rooted not only in ambition, but also in purpose and impact.\n\nAs India continues its journey towards becoming a global innovation and entrepreneurship powerhouse, the role of MSMEs has never been more significant. They are creating jobs in emerging towns, driving digital adoption, preserving traditional industries while modernizing them, and building businesses rooted in both ambition and impact.\n\nThrough initiatives like Tally MSME Honours, these stories are not only being celebrated but amplified, inspiring thousands of entrepreneurs across the country to dream bigger, build stronger, and grow with purpose.\n\n\n"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"39:T4ba,data:image/png;base64,iVBORw0KGgoAAAANSUhEUgAAAEAAAAAgCAIAAAAt/+nTAAAACXBIWXMAAA7EAAAOxAGVKw4bAAADK0lEQVR4nL2WC3KjMBBEuf+JEgMWfwMGZ4+0hUZCGk2PcCXZrXoXeNXdGhX3ZrYsWVbCEK3GsyE6Rkv0W8qwdY5d8OrGQD+9+umLGBh/iruZGc4HKxmiPUkdGoILOPrt5BRoHUiAIIGDL2IYmUNRm7nGAvM3BJwGFOi2k7ZL0ti7XjpYxj1y8CY+jR4IMBSBBGFiQ0gQpUobtbeDQwg4h04ReNTmoQi8USckcNAFpMDZqDYWIKTDoQG6RDgBykGlWYiLlWuNOkCN6kUInrRRaQjBpKjvD8vswA4LcZTK5By0ZwoJPJveAR6oqFGtKvCKBTzZKN55qY52KY+s6RxCYwMCaaPcu9QPXKC6PyomEKMI6Cv381AEPCKQTb5LsYDFP6z8RAgBxlUUmUa1hHryRBQbOBThVvAopICKIWZCmXh25erFEAJddCjSmw26RBRVPVkeDmwyE/rQcyu3r+1lCFtKnEY86H8jEBwODfhGtQF+K57prLlA4pB8N4qynkrnYMk26s0nSxmG+xG611b+AjvUqDCJcCUiDSnAuDTRGwVWEQTOQEz8QPlH1gaSFqnp9wY9TU5A4VHeGbhafuIVEkDLlgKrEABFslEkAnteIDKx6DvJjUS5GEKg1Q+FdPAUZTVaJsfPBJxGtlQ1nvUzJQ4kI3CrxtsvCDAHNAz7QCUCTdiDDAFMIitw4k1yPtHKtUDA7Vv0p3aNA2EyySTSE+EFFKZbzcDJgJUry45h+17VRoUcNoOepiuBk4xABJ6EK9UiHe6oTmASOYFyZGgCFr1XUAOXqsKzXtGheBL4RBzsxWc5fJaDIpCa/HeB1QWiCmxCAAeiRBF80i6JwydKlWzaZAWiLmEBywioGDgZsHJl2TFxFIY9sjXQ8F06OMZwEgtIfiBwtWxyqNGVYI0KOZwC7F0qPm8DIxHgiJ1MuF2yUUcm84n4RC3iSuiD5m9r8XEbPr4voDhcnwv5C1w4a90ERItOpAAORDEJPkIjvRvMgTXKQIGwBy8AT8Qh0FsGTEmMhD70iUgEIg3cqCqwVCaQnQTL4U0BB1g5Hzr8g+CzfSkgcvCvk+sS8ReKZDKt1A0BJQAAAABJRU5ErkJggg==3a:T56e,"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,", a Bengaluru-based precision manufacturing company founded by Kaushik Mudda and Navin Jain. Today, the company develops proprietary five-axis machining systems and operates an on-demand manufacturing platform serving aerospace, defence, healthcare, and electronics customers, including HAL, BEL, and Collins Aerospace. But its journey began in 2013, when two electrical engineering students at RV College of Engineering decided to build a five-axis CNC machine in their dorm room. What they thought would take a year eventually took four and a half, and despite being told that only German and Japanese companies could build such systems, they persisted.\n\nTheir story sits within a larger shift. India's higher education system has been undergoing significant reform, with the National Education Policy 2020 pushing institutions toward applied research and industry engagement. SPARC, the Scheme for Promotion of Academic and Research Collaboration, is funding joint projects between Indian institutions and universities across 28 countries, while Study in India is bringing international students to Indian campuses.\n\nThe results are visible in global rankings: 54 Indian institutions featured in the QS World University Rankings 2026, with IIT Delhi, IIT Madras, and IISc Bengaluru all climbing significantly, placing India among the fastest-growing higher education systems in the G20. 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British Indian soldiers once mixed bitter quinine with sugar and soda, inadvertently inventing tonic water. Sepoy \u0026 Co.'s name is a tribute to those soldiers, the sepoys credited with the invention. Centuries later, Founder \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"bold\":true},\"data\":\"Angad Soni \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"spotted a different gap: India had world-class craft gin, but no premium mixer worthy of it.\\n\\nFounded in 2018, \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"link\":\"https://sepoyandco.com/\"},\"data\":\"Sepoy \u0026 Co.\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\" set out to build mixers that could compete with any international brand. Its recipes, developed by botanists and mixologists in London and India, use 100% natural ingredients. The brand went on to become the first Indian company to win an international taste award three years in a row, a three-time winner at the International Taste Institute in Brussels, and a featured brand on Shark Tank India Season 5.\\nToday, Sepoy \u0026 Co. sits at the premium end of India's fast-growing beverage market, stocked in leading hotels, bars, and restaurants, and exported to markets including London, Singapore, and the Maldives.\\n\"}},{\"contentType\":\"companyConnect\",\"value\":{\"id\":\"152d5060-3580-11ec-8d4f-6d83b6a84472\",\"slug\":\"cashfree-payments\",\"name\":\"Cashfree Payments\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":2},\"data\":\"The D2C imperative\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"$35\"}},{\"contentType\":\"companyConnect\",\"value\":{\"id\":\"152d5060-3580-11ec-8d4f-6d83b6a84472\",\"slug\":\"cashfree-payments\",\"name\":\"Cashfree Payments\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":2},\"data\":\"The challenge: premium brand, mediocre checkout\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"Sepoy \u0026 Co. had built strong volume through marketplaces, quick commerce, and retail. This presence translated into healthy traffic on its D2C site. Conversion, however, wasn't keeping pace.\\n\\nThe checkout itself was the bottleneck. A 7 to 8-step flow required customers to re-enter their address and payment details from scratch on every visit, even if they had purchased before. For a brand built on premium positioning, this created a jarring disconnect: a polished product experience followed by a clunky, repetitive checkout. High-intent shoppers were reaching checkout and dropping off midway, not completing purchases they had clearly intended to make.\\n\\nCompounding this was a heavy reliance on cash on delivery. While COD kept the door open for price-sensitive customers, it brought higher return-to-origin (RTO) rates, weighing down order quality and adding fulfillment risk.\\n\"}},{\"contentType\":\"companyConnect\",\"value\":{\"id\":\"152d5060-3580-11ec-8d4f-6d83b6a84472\",\"slug\":\"cashfree-payments\",\"name\":\"Cashfree Payments\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":2},\"data\":\"The solution: rebuilding checkout around speed, prepaid, and smarter COD\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"Sepoy \u0026 Co. moved to \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"link\":\"https://www.cashfree.com/?utm_source=yourstory\u0026utm_medium=pr\u0026utm_campaign=customersuccess\"},\"data\":\"Cashfree Payments\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"$36\"}},{\"contentType\":\"companyConnect\",\"value\":{\"id\":\"152d5060-3580-11ec-8d4f-6d83b6a84472\",\"slug\":\"cashfree-payments\",\"name\":\"Cashfree Payments\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":2},\"data\":\"The impact\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"The results came quickly. Within three to four months of going live, Sepoy \u0026 Co. saw a 15% improvement in checkout conversion, turning existing traffic into completed orders more effectively than before. Prepaid share rose by 78%, driven by the combination of targeted offers and smarter COD handling.\\n\\nBeyond the headline numbers, the shift revealed something about customer behavior: shoppers were willing to move to prepaid when the experience was convenient, and the value proposition was clear. 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MSME sector is one of the strongest pillars of the country’s economy, contributing nearly 30% to India’s GDP, close to 45% of exports, and employing over 250 million people across manufacturing, services, trade, and agriculture-linked industries.\\n\\nSpread across urban centres, emerging towns, and rural India, MSMEs are not only driving economic growth but also creating livelihoods, enabling innovation, and accelerating grassroots entrepreneurship.\\n\\nFrom women-led enterprises and digital-first startups to traditional family-run businesses and rural innovators, India’s MSMEs today represent the evolving face of entrepreneurship: resilient, adaptive, and deeply impact-driven.\\n\\nRecognizing and celebrating these stories is \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"bold\":true,\"link\":\"https://tallysolutions.com/msme-honours/?utm_source=YourStory\u0026utm_medium=article\u0026utm_campaign=pre-event\"},\"data\":\"Tally MSME Honours 2026\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\", an initiative by Tally Solutions, India’s leading business management software provider. Since its inception in 2021, the platform has evolved into one of the largest global initiatives celebrating small and medium businesses that are driving meaningful economic and social impact.\\n\\nOver the last five editions, Tally MSME Honours has received over 70,000 nominations and recognized more than 800 MSMEs across seven countries. More than 20% of the entries have come from women-led businesses, reflecting the growing role of women entrepreneurs in shaping local economies and driving inclusive growth.\\n\\nThis year, Tally expects over 20,000 nominations from India and international markets including the Middle East, Africa, Bangladesh, and Nepal. 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this episode of the AWS Bharat Innovators Series, \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"bold\":true},\"data\":\"Dr. Rahul Chandola\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\", Cardiothoracic Surgeon and Founder of I Live Connect, shares how his doctor-led AI platform is extending healthcare beyond hospitals through continuous remote patient monitoring.\\n\\nFrom ICU-grade biosensors and predictive analytics to real-time specialist intervention, discover how technology is helping improve post-discharge care, enable preventive heart health screening, and make quality healthcare accessible across India.\\n\\nWatch the conversation to learn how AI, cloud computing, and clinical expertise are shaping the future of connected healthcare. \\n\"}}],\"timeLapsed\":\"8th Jun 2026\",\"publishedDate\":\"June 08, 2026\",\"newReleased\":false,\"mediaId\":\"NY8jdNEndwg\",\"videoPlatform\":\"youtube\",\"videoLink\":\"https://www.youtube.com/embed/NY8jdNEndwg?rel=0\"}],\"brand\":{\"id\":2,\"name\":\"YourStory\",\"slug\":\"yourstory\",\"locale\":\"en_GB\",\"internal\":true}},\"item\":{\"type\":\"content\",\"dataAPI\":\"/api/v2/featured_stories?brand=yourstory\u0026key=SPONSORED_STORY\u0026limit=6\u0026offset=0\",\"dataAttribute\":\"spotlight\",\"revalidate\":43000},\"index\":4}]}]\n"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"3c:T4f4,Joining two blood vessels thinner than a strand of spaghetti is one of the most demanding tasks in surgery, and the shortage of surgeons who can do it well has real human costs. Shira Medtech, an Ahmedabad-based medical device startup, is working to change that with a low-cost, high-precision implantable device designed to enable sutureless microvascular anastomosis, the faster and safer joining of tiny blood vessels. The goal is significant because it could widen access to reconstructive surgery in resource-limited settings and help prevent amputations that better surgical tools might otherwise avert.\n\nThe difficulty is structural. Microvascular surgery is a highly complicated procedure in which the two ends of a blood vessel are reattached to restore circulation, there are very few specialists trained in the field, and many junior doctors drop out because of the steep learning curve. The stakes are high in a country where, by one earlier estimate, around 12 million people are living with physical disabilities, many of them following amputations. Shira Medtech has been chipping away at this problem for years. Founded in 2016 by Anand Parikh, a graduate of IIT-Madras, the company built the Shira Clamp, which has been in use by surgeons since 2018.\n3d:T82e,"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"The flagship product set the foundation. The Shira Microvascular Clamp is an indigenously developed and patented device that simplifies microvascular anastomosis, enabling less experienced surgeons to perform a specialised surgery safely and serve patients of cancer surgery and preventable amputations. The thumbnail-sized device holds the vessel ends open and gives surgeons clear visual access to the suture site while reducing tissue manipulation, making the procedure easier, faster and more dependable than the traditional technique.\n\nThe newer ambition goes a step further, removing stitches from the equation altogether. The company has been developing products that can eliminate sutures, and the device now in focus is positioned as a low-cost, implantable solution for sutureless anastomosis. The appeal is intuitive. Hand-suturing vessels under a microscope is slow and unforgiving, so a reliable sutureless approach could cut operating time, reduce the skill barrier and improve outcomes, particularly in smaller hospitals that lack super-specialists.\n\nCredibility for the venture is not in short supply. Shira Medtech has won recognition from the Government of India, the Department of Biotechnology, the Department of Science and Technology, the Government of Gujarat, Tata Trusts, Lockheed Martin and Titan Company. It has also been backed by the BIRAC Biotechnology Ignition incubator and was awarded the Gandhian Young Technological Innovation Award. That recognition has continued recently. The idea was named among the winners at the National Bio Entrepreneurship Competition (NBEC) 2025, run by the Centre for Cellular and Molecular Platforms (C-CAMP), a Bengaluru-based life sciences research and innovation hub and one of India's largest biotech incubators, among the country's most prestigious platforms for deep-science entrepreneurs. Its clinical work has been documented in peer-reviewed surgical literature, and its reach is now crossing borders, with products that have received MDA approval and are available in Malaysia through an exclusive distribution partner.\n"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"3e:T52c,Anastomosis simply means surgically connecting two structures. In microvascular surgery, those structures are blood vessels often less than two millimetres across, reconnected so that blood can flow again after trauma, cancer removal or reconstruction.\n\nThe difficulty lies in the scale. A surgeon places a series of impossibly fine stitches around the rim of each vessel while peering through a microscope, with little margin for error. A clumsy join can clot or leak, undoing the entire operation and, in the worst cases, costing a patient their limb.\n\nThat is why tools matter so much here. Anything that holds the vessels steady, keeps them open or removes the need for stitches lowers the chance of failure and shortens a procedure that can otherwise run for hours.\n\nThe forward path for Shira Medtech runs through validation and access. A sutureless device that performs reliably in everyday operating theatres, not just in expert hands, could meaningfully expand who gets reconstructive surgery and where. With a track record of adoption, awards and an early international footprint behind it, the company is betting that the next leap in this field will be about removing complexity rather than adding it, putting advanced surgery within reach of the many hospitals that have long been priced or skilled out of it.\n\n3f:T85f,"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"This is not a company waiting on a single idea. Founded in 2022, it personalises health by identifying and modulating key gut bacteria, pairing microbiome data with AI and mathematical modelling. It already sells DNA sequencing-based microbiome tests and targeted prebiotics, including formulations aimed at sleep and stress and a test it markets as India's first in-depth gut microbiome test for PCOS, with processes certified to ISO 9001 and ISO 27001. The startup crossed 500 customers in its first year and holds two granted patents, with two more nearing completion. In June 2025 it raised Rs 4 crore in a seed round led by Inflection Point Ventures.\n\nThe coffee husk project is where the company's science is most visible, and the thesis is not improvised. Iom Bioworks' head of bioproducts research, Dr Divyashri G, is the lead author of a peer-reviewed review in Frontiers in Pharmacology that set out the experimental evidence for the neuroprotective potential of non-digestible oligosaccharides, pectic oligosaccharides among them. Published research has separately shown coffee processing waste to be a viable source of biologically active pectin, the material from which these oligosaccharides are made. India, a major coffee grower, generates the husk in large volumes, so the company is industrialising a pathway its own scientists have already mapped in the literature.\n\nThe leadership adds weight. Alongside founder and chief executive Bipin Pradeep Kumar and chief scientist Dr Samik Ghosh, the company counts Dr Hiroaki Kitano among its co-founders. Kitano helped pioneer the field of systems biology and is Chief Technology Officer of Sony Group and Chief Executive of Sony AI, a pedigree rare for an early-stage Indian wellness venture. The idea has earned national validation too, having been named among the winners at the National Bio Entrepreneurship Competition (NBEC) 2025, run by the Centre for Cellular and Molecular Platforms (C-CAMP), a Bengaluru-based life sciences research hub and one of India's largest biotech incubators. NBEC is among the country's most prestigious platforms for deep-science entrepreneurs."])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"40:T547,A Jharkhand-based deeptech startup is trying to answer a question that has stumped heavy industry for decades. What if the carbon pouring out of a factory chimney was not waste to be buried, but raw material to be sold? Intrinsic Foundries, a carbon-to-value biomanufacturing company, has raised Rs 12 crore in a seed funding round led by Transition VC, capital it plans to use to take its microalgae-based carbon capture technology from pilot to commercial scale. The round matters because it backs a rare idea in the climate space, one where cutting emissions could actually pay for itself rather than draining balance sheets.\n\nIndia has committed to reaching net zero by 2070, and the hardest part of that journey lies in the so-called hard-to-abate sectors such as steel, cement, refineries and chemicals. For these industries, carbon capture, utilisation and storage is widely seen as the only realistic lever. The problem has always been money. Traditionally, carbon capture has treated emissions as waste destined for underground storage, often costing tens of millions of dollars, an approach that is capital-heavy and rarely profitable. In its most recent Budget, India committed Rs 20,000 crore over five years to scale up Carbon Capture, Utilisation and Storage, a signal that the policy push is real even as the economics remain stubborn.\n41:T8fc,"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"Founded in 2023, Intrinsic Foundries converts industrial emissions, effluents and residues into premium biochemicals using proprietary microbial biorefinery systems, modular photobioreactors and integrated automation. The technology takes a biological route. It feeds captured carbon to microalgae grown inside controlled tanks, paired with what the company describes as Factory 4.0 automation. The microbes consume the carbon and, in turn, produce compounds that can be sold into multiple industries. It is advancing commercial engagement across cement, steel, pharmaceuticals, nutraceuticals and food systems through partnerships with industrial groups. In effect, a steel plant or refinery becomes a supplier of ingredients for the health and wellness shelves.\n\nThe startup says it has already moved beyond the whiteboard. In 2025, Intrinsic completed a successful proof of concept at a thermal power plant, demonstrating sustained carbon capture and stable operational performance under real-world conditions. Microalgae is its first focus, while it continues to develop other microbial biorefineries including yeast-based systems.\n\nThe roadmap is ambitious. Over the next 12 to 24 months, the company plans to commission multiple industrial pilots and operationalise its first one-tonne-per-day commercial plant. Part of the fresh capital will go towards executing industrial pilots, expanding research, filing IPs, and establishing its US entity to support global market development. Founder Shreyansh Jain, an alumnus of BITS Pilani and Cornell University, frames the opportunity bluntly. \"Carbon is not waste. It is a resource waiting to be transformed,\" he has said. Investors appear to share that read, pointing to weak unit economics and high capital costs as the real barriers that a revenue-generating model could finally clear.\n\nThe idea has earned national validation too. The venture, which entered as IIOT Innovation Private Limited, was named among the winners at the National Bio Entrepreneurship Competition (NBEC) 2025, run by the Centre for Cellular and Molecular Platforms (C-CAMP), a Bengaluru-based life sciences research and innovation hub and one of India's largest biotech incubators. NBEC is among the country's most prestigious platforms for deep-science entrepreneurs.\n"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"42:T562,"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"Microalgae are microscopic, fast-growing organisms that, much like plants, feed on carbon dioxide and sunlight. When industrial flue gas is channelled into a controlled photobioreactor, the algae absorb the carbon as they multiply.\n\nThat biomass is then processed to extract specific compounds, the kinds of fatty acids, proteins and pigments that already go into supplements, foods and skincare. Because the algae do the heavy lifting, the system sidesteps some of the energy-intensive chemistry that makes conventional capture so expensive.\n\nThe commercial logic is simple. If the end products fetch a premium, the cost of capturing carbon is offset by the value of what comes out the other side, turning an environmental cost centre into a potential profit line.\n\nWhether that promise holds at scale is the open question. Moving from a single proof of concept to a steady one-tonne-a-day plant, and then to volumes that would meaningfully dent India's industrial emissions, is a steep climb on which many climate ventures have stumbled. Yet cross-sector demand for sustainable ingredients is rising, and public funding is flowing towards capture, both of which work in the startup's favour. The next two years, as its pilots either prove or puncture the economics, will show whether factories that pay their own way to cleaner air can move from the lab into the mainstream.\n\n"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"43:T65a,"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"The Rs 1,176 crore figure is up from Rs 1,120 crore in FY25, and the company says it has grown revenue nearly 5.6 times over the past five years while staying relatively capital-light. VilCart currently works with more than 80,000 billed kirana stores across Karnataka, Tamil Nadu, Andhra Pradesh and Telangana, supported by a workforce of over 1,600 people handling hyperlocal execution. It promises a 24 to 48 hour delivery cycle, with a reported fulfilment rate of around 99%. The company says it has raised about $26 million so far, a modest figure relative to its revenue, which it points to as a sign of capital efficiency in a sector known for cash burn. A growing private-label business, backed by 43 registered trademarks, sits at the centre of its margin strategy.\n\nThe wider backdrop makes VilCart's bet interesting. Even as quick-commerce apps reshape city shopping, reports suggest around 2 lakh kirana stores have shut nationwide, many of them in urban areas squeezed by ten-minute delivery. Rural retail, by contrast, remains largely untouched by that disruption and underserved by organised supply chains. Industry sources indicate VilCart's private-label share has climbed from roughly 5% of revenue a year ago to about 18%, helping it narrow operating losses as it inches towards profitability. \"Rural India cannot be served through urban models. It needs rural-native innovation,\" Prasanna Kumar said, framing the company as an infrastructure layer rather than just a distributor or marketplace. The space is competitive, with players such as Jumbotail and others chasing the same rural retail opportunity.\n"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"44:T5ff,"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"At its simplest, VilCart does not sell directly to villagers. It sells to the village shop. Goods move from manufacturers, brands and farmer producer organisations into VilCart's supply chain, and from there to kirana stores, which remain the final point of sale for rural consumers. The shopkeeper places orders through a mobile app, gets doorstep delivery, and can also use tools for billing, inventory and credit access.\n\nThe advantage is that the kirana store, already trusted in its community, becomes the hub. Instead of building expensive last-mile delivery to scattered homes, VilCart uses existing shops as collection and distribution points. That keeps costs down in geographies where every extra kilometre eats into thin margins.\n\nFor the company, owning private-label products on top of this distribution network is what turns access into profit. Distribution gets the goods moving. The in-house brands are where better margins come from, which is why VilCart has been steadily expanding that portfolio.\n\nThe next test is scale. VilCart is preparing for a Series B round to deepen its presence across South India and strengthen its technology and private-label portfolio, and reports suggest it is targeting around Rs 1,500 crore in revenue in FY27. If it can keep growing while finally turning operationally profitable, the company could offer a template for how rural commerce gets built in India, less about flashy delivery promises and more about fixing the supply-chain plumbing that villages have long gone without.\n\n"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"45:Ta2c,"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"After taking the lead in the telecom services segment on the ground, IPO-bound Jio is now looking to step up its game in connectivity from the skies with indigenous communications satellites, Jio Platforms managing director Akash Ambani said on Friday.\n\nAt present, the satellite communications segment is dominated by foreign companies like Elon Musk-led Starlink and French service provider Eutelsat.\n\n\"Jio connected India on the ground. Now, we must connect India from the skies. There are still remotest villages, island communities, and border outposts where the Jio network cannot reach. For them, satellite connectivity will be the bridge to the rest of India. Jio is evaluating the development of a sovereign Low Earth Orbit satellite constellation for India,\" Ambani said.\n\nWhile speaking at the 49th Annual General Meeting of Reliance Industries Limited, he said Jio is also partnering with a global constellation for leasing satellite capacity.\n\n\"We are also partnering with the leading global constellation providers by leasing satellite capacity, so that we can accelerate service availability while building our own long-term sovereign capability. This dual approach will enable Jio to meet India's connectivity needs faster, while laying the foundation for the Indian satellite broadband platform of global scale,\" Ambani said.\n\nHe said Jio is also building its own ground station infrastructure in India that will support the company's partner constellations, as well as its own future satellites, creating an end-to-end satellite broadband ecosystem from space to ground.\n\n\"With this initiative, Jio is strengthening India's Atmanirbharta in space, placing India firmly on the global satellite broadband services map. All these initiatives show that the best of Jio is yet to come,\" Ambani said.\nJio leads the Indian market with 524 million subscribers, dominated by its telecom arm Reliance Jio Infocomm.\n\nAmbani said Jio's 5G subscriber base has crossed 268 million, which makes it the largest for any single-country operator outside China, with 77 million net additions during the year.\n\nHe said in the next chapter of Jio's growth story, the company will aim to make JioTrue5G the foundation of India's next big digital leap.\n\n\"Our dedicated network slicing will enable a new tier of high-performance connectivity for consumers and enterprises. Our cyclic beam-formed cell design significantly enhances coverage and capacity at high-footfall locations. Our target is to migrate all subscribers to 5G by 2030 while advancing India's leadership position in 6G standards,\" Ambani said.\n"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"46:T1304,"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"The board of Jio Platforms Ltd, the digital and telecommunications arm of Reliance Industries, approved filing draft papers for an initial public offering involving a fresh issue of up to 27 crore equity shares, RIL said on Friday.\n\nAddressing the 49th annual shareholder meeting of Reliance, chairman and managing director Mukesh Ambani said the draft red herring prospectus (DRHP), approved by the board of Jio Platforms, will be filed with the Securities and Exchange Board of India (SEBI) on Friday.\n\nThe proposed IPO comprises a fresh issue of up to 27 crore shares with a face value of Rs 10 each. The issue price will be determined through a book-building process in accordance with SEBI regulations.\n\nJio Platforms is a subsidiary of Reliance Industries and houses the group's telecommunications, digital services and technology businesses.\n\nThe company did not disclose the price band or the total size of the offering, which will depend on the final issue price and regulatory approvals.\n\nAmbani called the Jio IPO the company's most significant value-creation event of the year, saying the listing would unlock value for Reliance shareholders while offering new investors an opportunity to participate in the company's growth.\n\nHe said the IPO process is being led by his children - Akash, Isha and Anant - who will spearhead the next phase of growth and value creation at Jio.\n\n\"The proposed listing of Jio will demonstrate to the world that India can build technology companies of global scale, global capability, and global value,\" Ambani said.\n\nThe Jio IPO is described as \"the most important value creation milestone this year\", one that will \"unlock great value for Reliance shareholders and offer an attractive investment opportunity to others\".\n\nAlongside the IPO announcement, five strategic priorities for Jio's next phase of expansion were outlined.\n\nThe company plans to accelerate the adoption of its JioTrue5G network, targeting migration of its entire subscriber base to 5G by 2030, while advancing India's role in the development of 6G standards.\n\nJio also aims to expand high-speed broadband access through JioAirFiber, its fixed wireless access service. More than 90% of installations are completed within 24 hours, and home broadband additions are running at up to 60,000 connections a day.\n\nThe company will continue its efforts to digitise small and medium-sized businesses through products such as JioPC, a cloud computing service delivered via a set-top box, and expand the use of artificial intelligence across consumer services, network operations and customer support.\n\nJio also plans to commercialise its proprietary technology platforms internationally, leveraging software and infrastructure developed for India's 5G, fixed wireless and AI markets. Ambani said the company expects higher revenue per user as it rolls out premium 5G services, AI-enabled offerings and enterprise solutions.\n\n\"I assure you, and all prospective new investors, that a brighter future awaits Jio,\" Ambani said.\n\nSince its launch in 2016, Jio has transformed India's telecom landscape through aggressive pricing and free voice and data offerings that accelerated internet adoption and forced industry-wide consolidation. Over the past decade, the company has evolved into a broader digital technology platform spanning connectivity, cloud services, enterprise solutions and artificial intelligence.\n\nReliance has increasingly positioned Jio at the centre of its AI strategy. In 2023, the conglomerate partnered with Nvidia to build AI infrastructure and develop language models tailored for India. Earlier this year, Ambani had said Reliance Industries and Jio Platforms would invest Rs 10 lakh crore in AI-related initiatives over the next seven years, beginning in 2026.\n\nThe company has also launched Jio Intelligence, a wholly-owned subsidiary focused on expanding access to AI services through large-scale data centre infrastructure and edge computing capabilities.\n\nJio Platforms has previously attracted some of the world's largest technology and private equity investors. In 2020, the company raised more than $20 billion from investors, including Meta, Google, KKR, Silver Lake and General Atlantic, in a fundraising round that valued the business between $57 billion and $65 billion.\n\nReliance Industries currently owns 66.43% of Jio Platforms, while Meta holds 9.99%, a stake acquired in 2020 through a $5.7 billion investment.\n\nThe listing is being launched against a more challenging backdrop for India's primary market. After a record run of public offerings over the past two years, investor sentiment has weakened amid heightened geopolitical tensions and volatility in global energy markets. Several high-profile companies, including Walmart-backed PhonePe, Curefoods and Sify Infinit Space, have delayed or reassessed listing plans.\n"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"47:T723,"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"Zerodha Capital Private Limited (ZCPL), the lending arm of Zerodha Group, reported a 44.2% increase in total income to Rs 53.5 crore for FY26 driven largely by healthy growth in its loan book, according to a note by ICRA on the rating for the company.\n\nThe company's net profit rose 20.4% to Rs 14.7 crore in FY26 as compared to Rs 12.2 crore in FY25.\n\nZPCL recorded strong growth in its loan-against-securities (LAS) portfolio, with the book expanding to Rs 580 crore as of March 31, 2026, driven by the extensive reach and customer franchise of Zerodha’s broking business.\n\nICRA reaffirmed its ratings on ZCPL, citing the company’s strong linkages with the Zerodha Group, healthy growth in its loan book, comfortable capitalisation, and improving profitability. The rating agency has maintained a Stable outlook on the company.\n\nAccording to ICRA, ZCPL continues to benefit from the strength of the Zerodha brand and its close association with the Group’s flagship broking arm, Zerodha Broking Limited. The shared brand identity, common promoters, and strategic importance of the lending business reinforce ICRA’s expectation of timely financial and operational support from the promoter group whenever required.\n\nWhile leverage is expected to increase as the company scales up operations, ICRA expects gearing to remain below four times. The rating agency noted that the loan against securities (LAS) business remains exposed to credit, market and technology risks, particularly during periods of volatility in capital markets that could affect the value of pledged securities.\n\nHowever, ICRA drew comfort from Zerodha Group’s long-standing presence in the securities broking industry, robust risk-management practices, and a track record of nil non-performing assets and negligible credit costs in recent years.\n\n"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"1e:[\"$\",\"$L24\",null,{\"children\":[\"$\",\"$L3b\",null,{\"data\":{\"stories\":[{\"id\":336888,\"title\":\"India is ready to design for the world, says Dassault Systèmes' Sudarshan Mogasale\",\"slug\":\"bharat-innovates-2026-dassault-sudarshan-mogasale-india-deep-tech\",\"type\":\"RICH\",\"subtitle\":\"As 120 Indian startups prepare for Bharat Innovates 2026 in France, Dassault Systèmes Solutions Lab India CEO Sudarshan Mogasale says India is ready to become a global deep-tech design and innovation hub.\",\"publishedAt\":\"2026-06-15T13:43:22.431Z\",\"updatedAt\":\"2026-06-15T13:43:22.571Z\",\"brand\":{\"name\":\"YourStory\",\"slug\":\"yourstory\",\"locale\":\"en_GB\",\"path\":\"/\"},\"metadata\":{\"authors\":[{\"name\":\"Nucleus_AI\",\"username\":\"Nucleus_AI\",\"order\":0,\"imageUrl\":\"https://images.yourstory.com/cs/images/undefined/nucleus-1677242056743.png\",\"designation\":null,\"path\":\"/author/Nucleus_AI\"}],\"category\":{\"id\":394,\"name\":\"Startup\",\"slug\":\"ys-startup\",\"path\":\"/category/ys-startup\"},\"excerpt\":\" Sudarshan Mogasale, CEO of Dassault Systèmes Solutions Lab (India), on why deep tech in India is at an inflection point, the power of virtual twins, and the road to Bharat Innovates 2026 in France.\\n\",\"media\":\"https://images.yourstory.com/cs/2/6db16ae008d911e9bb473d9d98ed1e05/Image8p01-1781530012035.jpg\",\"thumbnail\":\"https://images.yourstory.com/cs/2/6db16ae008d911e9bb473d9d98ed1e05/Image8p01-1781530012035.jpg\",\"defaultThumbnail\":\"https://images.yourstory.com/cs/2/6db16ae008d911e9bb473d9d98ed1e05/Image8p01-1781530012035.jpg\",\"brandSpotlight\":null,\"removeAds\":null,\"curatedCategories\":[],\"sponsoredStory\":null,\"isRegistrationRequired\":false,\"timeToRead\":4,\"reactions\":{\"contentId\":336888,\"commentCount\":0,\"likeCount\":155,\"dislikeCount\":0,\"fbShareCount\":0,\"twitterShareCount\":0,\"linkedinShareCount\":0,\"shareCount\":0},\"articleTopics\":[],\"richArticleTopics\":[{\"id\":\"991ea520-663e-11eb-b571-b76e0f3e580d\",\"slug\":\"business-and-tech-news\",\"name\":\"Business and Tech News\",\"type\":\"RICH-ARTICLE-TOPIC\",\"order\":0}],\"tags\":[{\"name\":\"Bharat Innovates 2026\",\"slug\":\"bharat-innovates-2026\",\"order\":0,\"path\":\"/tag/bharat-innovates-2026\"},{\"name\":\"Sudarshan Mogasale\",\"slug\":\"sudarshan-mogasale\",\"order\":1,\"path\":\"/tag/sudarshan-mogasale\"},{\"name\":\"Dassault Systemes\",\"slug\":\"dassault-systemes\",\"order\":2,\"path\":\"/tag/dassault-systemes\"}],\"contentType\":\"Editorial\",\"storySchemaType\":\"article story\",\"parentGlossary\":null,\"sameParentGlossary\":[],\"schemaData.HowTo.StepsText\":\"\",\"AIGeneratedStory\":\"false\",\"storyShortHeading\":\"From Make in India to Design in India\",\"thumbnailMetadata\":{\"thumbnailSquare\":\"\",\"thumbnailDouble\":\"https://images.yourstory.com/cs/2/6db16ae008d911e9bb473d9d98ed1e05/Image8p01-1781530012035.jpg\",\"thumbnailVideo\":\"\",\"thumbnailBlur\":\"data:image/png;base64,/9j/2wBDAAYEBQYFBAYGBQYHBwYIChAKCgkJChQODwwQFxQYGBcUFhYaHSUfGhsjHBYWICwgIyYnKSopGR8tMC0oMCUoKSj/2wBDAQcHBwoIChMKChMoGhYaKCgoKCgoKCgoKCgoKCgoKCgoKCgoKCgoKCgoKCgoKCgoKCgoKCgoKCgoKCgoKCgoKCj/wAARCAAgAEADASIAAhEBAxEB/8QAGAABAQEBAQAAAAAAAAAAAAAAAgABBAj/xAAVEAEBAAAAAAAAAAAAAAAAAAABAP/EABYBAQEBAAAAAAAAAAAAAAAAAAABAv/EABQRAQAAAAAAAAAAAAAAAAAAAAD/2gAMAwEAAhEDEQA/APNoSCgkFhtBIKCYQYEgtCQQYEgtCQVHGEgoJBRUEgoJBBBILQkEEEgtCQRH/9k=\",\"thumbnailAssetAspectRatio\":2},\"webStoryUrl\":\"\",\"companies\":[],\"glossaryTerms\":[],\"articleType\":\"Analysis\",\"analyticsData\":{\"alsoReadCount\":0,\"imageCount\":0,\"videoCount\":0,\"companyConnectCount\":0},\"companyBlots\":[],\"videoBlots\":[]},\"snippets\":null,\"trailers\":null,\"path\":\"/2026/06/bharat-innovates-2026-dassault-sudarshan-mogasale-india-deep-tech\",\"featured\":false,\"mobilePostJson\":[{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"As 120 Indian startups prepare to fly to France for Bharat Innovates 2026, one of the people watching them closely is convinced India's moment has arrived. In a conversation with Shradha Sharma, Founder and CEO of YourStory and The Bharat Project, Sudarshan Mogasale, CEO of Dassault Systèmes Solutions Lab (India), said that deep tech in India is no longer a catch-up game but the country's defining phase of innovation. Why does that carry weight? Because the man making the case runs the India research arm of one of the world's biggest engineering-software companies, and he believes the country is ready to move from building things to designing them.\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":2},\"data\":\"Why deep tech in India is having its moment\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"Dassault Systèmes is the French company behind much of the software used to design everything from aircraft to cars, and its Solutions Lab is the firm's research and engineering base in India, out of Pune. 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The institute achieved an overall score of 9.7, significantly above the global average of 8.0, and was named a Level 5 Pioneering School for the fifth consecutive year. \\n\\nThe PIR evaluates business schools based on societal impact, governance, culture, learning methods and public engagement. The 2026 edition received nearly 20,000 student responses from 87 schools across 32 countries. IIM Bangalore recorded particularly strong scores in governance, culture, programmes and learning methods, reflecting its continued emphasis on preparing responsible leaders and addressing societal challenges through education, research and institutional engagement.\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":3},\"data\":\"jUMPP adds UPI payments to strengthen fintech super-app vision\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"AI-powered conversational fintech platform jUMPP has integrated UPI payment capabilities into its app after receiving approval as a Third Party Application Provider from the National Payments Corporation of India. The company said the move marks its evolution from a wealth management platform into a full-stack financial super app. \\n\\nUsers can now make peer-to-peer transfers, merchant payments, bill payments and recharges alongside accessing investment products such as digital gold, mutual funds and SIPs. 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Regular interactions with founders, CXOs and industry leaders will further enhance students’ exposure to emerging technology trends.\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":3},\"data\":\"Bigbasket expands quick commerce presence in Kolkata\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"Bigbasket, a Tata Enterprise, has launched its bbinstant smart vending solution in Kolkata, expanding its quick commerce footprint across offices, workplaces and residential communities. 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Based in Dubai and Riyadh, Doifode will spearhead the company’s growth strategy in the GCC region, deepen client relationships and expand consulting services across strategy, transformation, public policy and management advisory. He brings more than 25 years of experience spanning consulting, business transformation and leadership roles across India and the Middle East. Before joining Primus Partners, he served as Director (Consulting) at Deloitte India and later founded Meraki Global. Doifode also served as a Colonel in the Indian Army, bringing extensive leadership and operational expertise to the role.\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":3},\"data\":\"Delhivery launches ‘Abhayam’ benefits programme for workforce\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"Logistics company Delhivery has launched ‘Abhayam’, a comprehensive welfare programme for its nearly one lakh frontline workers across India. Introduced on the company’s 15th anniversary, the initiative offers accident insurance of up to Rs 15 lakh, health cover of up to Rs 5 lakh, income support during hospitalisation and discounted medicines. The programme also extends health coverage to spouses and children, provides scholarships, vocational training opportunities and access to personal loans. \\n\"}},{\"contentType\":\"image\",\"value\":{\"src\":\"https://images.yourstory.com/cs/2/96eabe90392211eb93f18319e8c07a74/Image68jb-1716995078891.jpg\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"Delhivery said the initiative addresses the financial vulnerabilities faced by delivery workers, ensuring that medical emergencies do not lead to economic distress. Abhayam also focuses on long-term development through access to the National Pension System, higher education support and early wage access, helping strengthen financial security for workers and their families.\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":3},\"data\":\"Fulcrum Digital unveils enterprise agentic AI platform\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"Fulcrum Digital has launched FD Ryze Infinity, an enterprise Agentic AI platform designed to embed artificial intelligence across business operations and software engineering. 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Meet the founders building businesses that are transforming livelihoods and communities.\\n\\nFrom the Thar Desert to the hills of Kerala, a growing number of women entrepreneurs are building businesses rooted in sustainability and transforming village economies. They are building businesses using diverse resources—from camel milk and waste milk to coconut shells, indigenous spices, and traditional crafts. Their businesses are taking rural produce to global markets and creating income opportunities for farmers, artisans, and pastoral communities.\\n\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"link\":\"https://yourstory.com/herstory/2026/06/deserts-to-villages-women-entrepreneurs-reimagining-rural-livelihoods\"},\"data\":\"Read more\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":2},\"data\":\"Funding news\\n\"}},{\"contentType\":\"image\",\"value\":{\"src\":\"https://images.yourstory.com/cs/2/d99b1110116911ed9e63f54395117598/USETHISSSCopyofNewPPTTemplates--ishan19-1781844898825.png\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":3},\"data\":\"HealthQuad secures Rs 550 Cr first close for third healthcare fund\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"HealthQuad, the healthcare-focused investment platform backed by Quadria Group, has secured first-close commitments of Rs 550 crore for its third fund, HealthQuad Fund III, crossing one-third of its target corpus of Rs 1,700 crore.\\n\\nThe commitments come from a mix of existing limited partners from earlier funds as well as new investors, including domestic and international fund-of-funds, institutions, and family offices.\\n\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"link\":\"https://yourstory.com/2026/06/healthquad-secures-550-crore-first-close-for-third-healthcare-fund\"},\"data\":\"Read more\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":2},\"data\":\"Other news\\n\"}},{\"contentType\":\"image\",\"value\":{\"src\":\"https://images.yourstory.com/cs/2/f49f80307d7911eaa66f3b309d9a28f5/Imagevlwg-1666691014924.jpg\",\"caption\":\"\u003cp\u003e\u003cbr\u003e\u003c/p\u003e\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":3},\"data\":\"Sahamati Labs proposes governance framework for AI agents\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"Sahamati Labs, the research and innovation arm of Sahamati, has released a design paper outlining a governance framework for AI agents operating within India’s Account Aggregator ecosystem. The paper addresses how accountability can be maintained as AI systems increasingly perform tasks such as underwriting, fraud detection, verification and financial analysis using consented financial data. \\n\\nWhile the existing Account Aggregator framework ensures lawful, traceable and auditable data sharing, it does not govern how AI processes data after receipt. The proposed framework introduces processing-aware consent, verifiable AI agent identities, independent trusted execution with cryptographically verifiable records and standardised safety evaluations to make AI-driven processing observable, attributable and auditable.\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":3},\"data\":\"CNCF, Udemy partner to expand cloud native skills and certification access\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"The Cloud Native Computing Foundation and Linux Foundation Education have partnered with Udemy to integrate cloud native training and certification pathways into a single platform for developers. The initiative aims to address persistent skills shortages in areas including AI engineering, cybersecurity, platform engineering and cloud computing, identified in the Linux Foundation’s 2026 State of Tech Talent Report.\\n\\nBy combining training with performance-based certification, the partnership seeks to help organisations develop in-house expertise more efficiently. The offering includes bundled pathways for Certified Kubernetes Administrator, Certified Kubernetes Application Developer, Certified Kubernetes Security Specialist and the Cloud Native Platform Engineer certification, which focuses on large-scale cloud native platform operations and management.\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":3},\"data\":\"BeyondSeed pitch day highlights top D2C startups from 2026 cohort\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"BeyondSeed concluded the Pitch Day for its BeyondXcelerate D2C India 2026 cohort at the National Stock Exchange in Mumbai, bringing together startups, investors and ecosystem stakeholders. Ten consumer brands across food, wellness, retail and consumer technology presented their business models, growth plans and market opportunities to a jury comprising venture capital and consumer sector leaders. \\n\\nThe event marked the culmination of the accelerator programme and provided founders with investor feedback and networking opportunities. Following the presentations, Fyn Wellness, HOOKd and Kitchen Secret were selected as the top three startups based on factors including innovation, scalability, market readiness and founder vision. These companies will progress to the next stage of support through BeyondSeed's ecosystem.\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":3},\"data\":\"Collective Artists Network launches AI creative platform Agentic Canvas\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"Collective Artists Network has expanded Galleri5 AI Studio with Agentic Canvas, an AI-native creative platform designed to support end-to-end content creation. The platform combines 12 specialised AI agents covering storytelling, writing, cinematography, art direction, world-building, critique and production planning, enabling creators to develop projects from concept to execution within a unified workflow. \\n\\nRather than focusing solely on content generation, Agentic Canvas is built around creative decision-making and collaborative problem-solving. It supports image, video, audio, voice, lip-sync and multimodal generation, while managing large-scale AI model orchestration behind the scenes. The platform is already being used across films, television projects, branded content and interactive digital experiences.\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":3},\"data\":\"Myntra EORS sees strong growth from non-metro shoppers\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"Myntra's 24th End of Reason Sale recorded 1.3-times growth in first-time shoppers compared with the June 2025 edition, with non-metro markets contributing 55% of new customers. Demand was driven by categories including men's casual wear, women's ethnic and western wear, beauty products and travel accessories. \\n\\nMade-in-India D2C brands under the Myntra Rising Stars programme reported average demand growth of 40%, while several emerging brands recorded growth exceeding 70% over normal daily levels. The sale featured more than six million styles and 5,000 first-time partner brands. Myntra also reported strong adoption of its M-Now rapid delivery service and continued engagement with Gen Z shoppers through its FWD platform.\\n\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"bold\":true,\"italic\":true},\"data\":\"(This article will be updated with the latest news throughout the day.)\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"\\n\"}}],\"timeLapsed\":\"19th Jun 2026\",\"publishedDate\":\"June 19, 2026\",\"newReleased\":true}],\"count\":0,\"tag\":{\"id\":571597,\"name\":\"Just In\",\"slug\":\"just-in\",\"description\":\"The latest news and updates on the Indian startup ecosystem, technology, MSMEs, enterprises, changemakers, and more.\",\"locale\":\"en_GB\",\"path\":\"/tag/just-in\",\"brand\":{\"id\":2,\"name\":\"YourStory\",\"slug\":\"yourstory\",\"locale\":\"en_GB\",\"internal\":true}}}}]}]\n"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"49:T796,"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"Desh Bandhu Gupta (DBG) grew up at a time when healthcare was still out of reach for many. When he was 10, his father carried him on his shoulders for 20 km for treatment. The boy was left with a lifelong limp. Tinnitus stayed with him for years. His best friend died of tuberculosis. He also lost siblings early in life.  \n\nA stable life in teaching appeared to be his natural path. He first became a government school teacher and later a college teacher. \n\nLife changed abruptly when DBG, while teaching at BITS Pilani, took the Indian Air Force exam. When he returned to campus, he was questioned for not taking the college’s permission. He replied that he did not need anyone’s permission to serve the nation. \n\nBITS Pilani fired him. \n\n“I don’t think DBG would have been an entrepreneur if he hadn’t been fired from BITS Pilani,” says Manish Sabharwal, co-founder of staffing and human capital firm TeamLease, in a conversation with Shradha Sharma, founder and CEO of YourStory. \n\n“In fact,” says Sabharwal, “I recently was at BITS Pilani, and I told the director, ‘We should endow a chair for firing him.\" The reason: Sabharwal doesn’t think a $15-billion company, the world’s largest maker of TB medicines, would exist if DBG had not been fired from his teaching job. \n\nDBG is short for Desh Bandhu Gupta, the man who founded Lupin, a leading pharma company that sends 20 billion pills to America every year. \n\nDBG grew up in a house without electricity or water. His company would go on to play a significant role in reshaping India’s pharma industry. \n\n“I don't think any economist in the world would suggest that the country that is 128th in per capita GDP (that is, India) would be making 60% of the world's medicines, have a third of the US FDA plants, and sell in 200 countries,” says Sabharwal, who traces the story of DBG, Lupin, and the Indian pharma sector in a recently launched book, "])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"4a:T667,"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"The stories of the Indian pharmaceutical industry are incredibly inspiring for Sabharwal because founders such Yusuf Hamied of Cipla, Anji Reddy of Dr Reddy's Laboratories, Habil Khorakiwala of Wockhardt, Desh Bandhu Gupta of Lupin Limited, and Dilip Shanghvi of Sun Pharmaceutical Industries thrived within a ‘License Raj’ era that was hostile to entrepreneurship and defined by a deep-seated export pessimism. \n\nIn DBG’s early years, running a business often meant dealing with the state before dealing with the market.\nSabharwal recounts an incident to illustrate this. This was when DBG took a 24-hour train trip to Delhi and waited in the corridor to meet a joint secretary. When the official saw him, on his way to the bathroom, he asked DBG if he had no work to do. DBG replied, “Sir, we have no work until you approve our prices.” \n\nSabharwal says of those times that India’s regulatory ‘cholesterol’ essentially “assumed that the relationship between the state and the entrepreneur is adversarial.” It was also essentially discretionary. “What do licenses mean? Show me the person. I’ll show you the rule.”\n\nMost first-generation entrepreneurs would just give up, he says. “Either they would get a job, or they would just do something unscrupulous.” DBG did neither.\n\nHe was persistent, and such early encounters did shape his understanding of policy. \n\nSo much so that DBG would later credit the role of two policies by two governments on opposite sides of the world—the Indian Patents Act of 1970 and the US’ Hatch-Waxman Act of 1984—for the existence of the Indian pharma industry.   \n"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"4b:T66d,"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"India today is very different. \n\nBack then, Sabharwal says, “The socialism that we had was a peculiar distortion that, in the name of the poor, you were keeping people poor. We have created the world's largest democracy on the infertile soil of the world's most hierarchical society.” \n\nBut, he asks, “Why didn't we create mass prosperity? I mean, why are we 128th in per capita income?” \n\n“And I think that is our treatment of entrepreneurs.”\n\nThere was no shortage of land, labour, or capital. “You could give every Indian household half an acre and they would fit into Rajasthan and Maharashtra. So, we don't have a shortage of land. We don't have a shortage of capital. 50% of India's foreign direct investment since 1947 has come in the last 7 years, and 90% of India's venture capital and private equity has come in the last 10 years. So, when we make ourselves worthy of capital, we get it. And we don't have a shortage of labour. So what is the problem?”\n\nIt is how land, labour, and capital combined, he says. \n\n“Now economists call this total factor productivity but we can just call it entrepreneurship. So entrepreneurs take land, labour, capital and combine it in ways that no bureaucrat, no spreadsheet, no economic model can because it's not an algorithm. It's a heuristic.”\n\nDuring the Licence Raj, “Companies didn't have clients; they had hostages.”\n\nAfter the Indian Patents Act of 1970, a policy that DBG appreciated, about 25,000 pharma companies were founded. Back then, he says, of the top 10 pharma companies in India, nine were multinationals. Now, of the top 10, only one is multinational. \n"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"4c:T951,"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"Lupin’s toughest phase came from decisions DBG himself made.\nAt one point, “DBG had gambled on real estate and the stock market, and both had turned to dust,” says Sabharwal. The company’s market value collapsed—from Rs 1,000 crore to Rs 286 crore. The CEO quit. \nIt was a sharp fall, and a personal one. Sabharwal says DBG “overextended himself… he confused liquidity with solvency.” It was also the only time in his life he tried to diversify outside his core business, and he would later say he regretted it.\nThe impact went beyond numbers. There were moments when DBG thought of stepping away. \nWhat followed was not a quick turnaround. It was a long grind. Sabharwal calls it “the lost decade of Lupin,” from 1992 to 2002.\nHe says, “So while the weather of the moment was very tough, he didn't give up his long-term thinking… You know, the most dangerous lies are the lies we tell ourselves. And for me, in the first few years of the crisis, DBG was sort of hoping that the crisis would go away.”\nBut, he says, “The change came when he recognised that this crisis is not going to go away. I'm going to have to solve it, which means I'm going to have to merge the companies. I'm going to have to cut my costs, I'm going to have to sell the real estate at a huge loss, and I'm going to have to get help. One of his daughters dropped out of Harvard and came. And there were so many things that happened in those 10 years, each of which was not sufficient to solve the crisis.”\n\nSabharwal says, “But when all the 20 things DBG did in those 10 years came together, by 2002, it was clear that not only was the company going to sort of survive, but it was going to go places.”\n\nFor Sabharwal, it was important to write about the crisis in the book. He says he is grateful to everybody in the family and to DBG, “who used to talk a lot about the crisis as very important rather than sort of sweeping it under the carpet.” \n\nThe time of the crisis was also significant. It was after the dismantling of the Licence Raj. As Sabharwal puts it, the period around 1997 was the ‘Trishanku’ stage, where the old had not died, and the new had not been born yet.”\n\nIn today’s India, he says, there is a much bigger acceptance of financial restructuring, of writing down equity, of debt restructuring, “which is what a modern economy should do.”\n"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"4d:T842,"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"DBG saw the pharma business as Ludo, and not Snakes and Ladders. \n\nSabharwal says, “The most underappreciated concept in the world is compounding. The human mind just doesn't understand compounding.”\n\nHe says, “I often go to business schools, and I tell them, will you take one paisa doubling a day for 31 days, or will you take Rs 10 lakh today? And most people will pick Rs 10 lakh.”\n\nThe scenario wherein one paisa doubles daily over a month yields Rs 1.06 crore. \n\n“But the catch here is that till the 24th day, you're better off taking Rs 10 lakh. The key to compounding is that 80-90% of the results come in the last 10-20% of the time.”\n\nHe says, “Entrepreneurship is hypothesis testing. You can't prove anything right. You have to prove it wrong. Entrepreneurship may be the art of staying alive long enough to get lucky. Ludo is a game of compounding; it's predictable. You know where you're going; it's much slower, but eventually you will get there if you stay the course.”\n\nDBG had a long-term view. He set up a US FDA plant 15 years before Lupin exported. He set up US operations 10 years before he knew what the company would do with it.\n\nSabharwal says, “So many of his bets were with the anticipation of taking it in the last 10-15 years.” \n\nBut DBG did not view capital as a differentiator, he says. He, like many others who have been in business long enough, recognised that, in the long run, all that matters is return on equity. “Doesn't matter how much money you make, it matters how much money you spent to make how much money you make.”\n\nSabharwal says, “In military strategy, this has been understood for a long time. Field Marshal (Erwin) Rommel used to say, ‘Sweat saves blood, blood saves lives, but brain saves both.’ Sort of view capital as sweat and blood, but brains is what is innovation, what is entrepreneurship, (and) what is technology. That is really what creates a great company.”\n\nAnd so, he says, “The game of snakes and ladders is a much better analogy because it forces you to think about compounding rather than lottery tickets.” \n"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"4e:T781,"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"With the Indian pharma industry today producing about half of the world’s pills, what is next?\n\nSabharwal talks about five opportunities: the first is to move up the value chain in generics, especially with specialised generics; the second is to build capabilities in biologics, as “the world of pharma is shifting from chemistry to biology”; the third is to invest in innovation and research, so that new chemical entities are developed not just for India but for the world; the fourth is to build stronger domestic competitiveness; and the fifth is to tap in contract manufacturing and research.\n\nBut the challenge in tapping into these opportunities, he says, centres on the research ecosystem. “We don't have universities like Harvard or Johns Hopkins.”\n\nSabharwal says, “Harvard gets $90,000 per student per year from the government. Their average tuition is less than that. But that money, which they were getting from the government, was for research in biology and physics and stuff like that.” \n\n“The renovation of our intellectual infrastructure is also key,” he says.\n\nSabharwal reckons Indian pharma has been a force for the greater good. “The richest man in the world, Nathan Rothschild, died about 200 years ago, for an antibiotic which would cost Rs 20 today. I don't think medicines would be globally affordable and available without Indian pharma.”\n\nWestern pharma had no interest in tropical diseases and infectious diseases, he says. “It thrives on lifestyle diseases. They've now invented something for weight. They'll soon invent something for baldness. They'll invent something for mental health, and these are all very important things.” \n\n“But Indian pharma has shown that for the mass of the population, it doesn't have to be expensive medicines because the raw material is not that expensive.”\n\nThat’s a completely different India from the one DBG grew up in. \n"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"4f:T4d6,Three years ago, Akshay moved to London to work with a YC-backed startup, while Anirudh went to Helsinki to work for a cloud provider. \n\nBoth the Oppiliappans have experience working at developer tooling startups. \n\n“We started Tangled just to solve our own problems with developer tools, and then when we started putting it out, a lot of people sort of reached out and said this is exactly what we want to see from a platform like this,” said Akshay. \n\nAt a time when large language models (LLMs) are able to generate code so quickly, he said, the burden is around “reviewing this code and helping build coherent software.” \n\nTherefore, he said, “We are giving developers the tools and the ability to review code much faster and much more efficiently.” \n\nTangled bases itself on the idea that having a good code review system is fundamentally important to building good software, relevant even in a future where hundreds of LLMs work together with humans in the loop.\n\nAkshay said, “There is value in getting LLMs to review LLM-generated code. But fundamentally, having a human in the loop is almost like how there's a conductor in an orchestra.”\n\nThe human in the system is being repositioned rather than replaced.\n50:T4ec,At the heart of Tangled’s approach is a rethinking of the code collaboration system popularised by GitHub, which was founded in 2008 and acquired by Microsoft 10 years later. \n\nCEO Anirudh said, “GitHub pioneered the ‘pull request’ (PR) system back when they came out with it somewhere in 2008, and that hasn't really changed ever since. But unfortunately, the ecosystem around it has shifted with AI, and the PR system has proven to be inefficient at reviewing large swathes of code, at least the way GitHub does it.”\n\nAn alternative to the GitHub code review system is stacked PRs, which companies such as Google and Meta use. \n\n“In simple terms, it allows developers to stack their changes one on top of another and allows for faster and more efficient code review. And this translates very well into the world of LLMs,” he said, explaining why this has been implemented as a first-party feature in Tangled. \n\nNow, in this early phase of AI, developers use their computers to prompt an agent locally to write code.\n\nThe Tangled founders foresee a future when agents operate entirely autonomously, with the humans being “in the loop”, not necessarily at the level of code writing but at a higher architectural level, reviewing changes. \n51:T6b4,"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"India’s demographic advantage won’t last, and so whatever we build in the next 20 years is what we will have for the next 100 years, said Zoho Corporation founder and chief scientist Sridhar Vembu. \n\n“Indians are having fewer and fewer children. In fact, in a state like Tamil Nadu, we are almost in a crisis where the number of babies born every year is dropping rapidly,” he said in a conversation with YourStory Founder \u0026 CEO Shradha Sharma. “So, it is on the people who are young today to shape this country.”\n\nBut then, he said, it’s also a fact that India is now officially the most populous nation. “We have a special role in the world through sheer demographic weight.” And therefore, it is crucial to adopt a “Bharat-first” approach and to have a vision for the world. \n\nFor him, a Bharat-first vision has a philosophical basis. “The essence of Bharatiya (the Hindu philosophy) is both contentment and humility. This is what our saints and philosophers have taught us for millennia,” he said, calling it “an inclusive vision for the world.”\n\nThis inclusive spirit, however, is missing in today’s world of technology, he said. “Big Tech is effectively erecting monopolies.”\n\nVembu said, “If you go to the Integral Coach Factory in Chennai, it was built with Swiss help in the 1950s. They did not, at that time, erect a monopoly and say you pay tax to that monopoly. They gladly shared the technology.” \n\nHowever, “That spirit has been completely lost.”\n\nIndia, he said, is the only country that can actually fight what he calls “the East India Company” mode of existence. “This has nothing to do with capitalism or socialism. It has to do with humanism.”\n\n"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"52:Tbdd,"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"Vembu said, though technology plays an important role, in the quest to build it, “I cannot destroy the soil here, destroy the water here, and pollute all of that”. Contentment, therefore, should be “our foundational principle.”\n\nVembu is up between 330 and 430 am every day without the help of an alarm. He starts working almost immediately: “My brain is active and that’s the two hours when I get the most done.” He notes down ideas, reads papers, and sends them to engineers. \n\nHe does yoga for 40 minutes on most days, and sits still, silently on a rock or a creek for 10-15 minutes. He keeps the phone away for at least two to three hours. He takes a short nap in the afternoon and goes to bed at 9-930 pm. That’s his routine.\n\n“I enjoy the actual life,” said Vembu, who occasionally goes for a swim. He rarely watches movies and doesn’t know who the current IPL champion is, likening it to not knowing the \"president of Mongolia\".\n\nBeing in Tenkasi has added advantages, he said. The cost of living is low, and “I wake up to the sounds of peacocks every day.” He also said, “Everywhere I go here, there’s that instant recognition. That cannot be bought with money.”\n\nThat doesn’t mean village life is bereft of problems. “Look at remote villages, transport is a problem. How do we invent better transport? How do we invent cheaper transport? How do we invent health care?”\n\nAnd technology is needed to solve problems, such as better transport or healthcare in villages, “but you have to put technology in its place in the product framework of life.” \n\nThe problems that he mentioned can be solved by “determined entrepreneurs.” Vembu said, “The way I like to say is that there are only 832 districts and you split each district into maybe 20 mandals, we are talking about 16,000 to 20,000. Don't we have 20,000 determined people who can take root in each of these?”\n\n“And you go down to the panchayat level, there are only 650,000 villages. Do we have 650,000 people, one for every village? You see the numbers actually are not that big compared to our country's scale now.” \n \n This approach is what is called ‘divide-and-conquer’ in computer science, he said. “You take a massive problem, divide it into sub-problems.” These are what you solve for.\n\nVembu said, “You cannot look at the scale of this country only from the Delhi perspective or even the scale of Karnataka from a Bangalore perspective. I have a very different perspective sitting here. It's like the last village. I get a very different perspective on life itself from here. And all those places look remote to me from here, from this perspective.”\n\nHe said, “I am connected to the world. But when I read about a bubble in Silicon Valley, to me those are distant, abstract concerns. I am not living through that bubble. So, I can more calmly examine it. To me, a traffic problem is also something I can calmly examine. My traffic jam here is a herd of buffalo crossing the road in the evening.”\n"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"53:T788,"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"\nHe said no country has a delivery system that’s as “big, powerful, and direct” as India’s postal department, fondly referring to the organisation’s 4,50,000 members as “family”.\n\n“There is no reason that we can’t serve everyone. And that’s why we have to change our thinking,” he remarked, as he spoke about how the department has to take a “new direction”.\n\n“We have to channelise their capacity… And our department has to take India’s permanent asset to the global level,” Scindia noted.\n\nThe postal department is undergoing changes and introducing new products. \n\nToday, the Speed Post service is operational, alongside regular post. \n\nThe postal department is also undergoing changes and introducing new products. According to the minister, the postal department is launching new categories: 24-hour Speed Post for delivery within 24 hours, 48-hour Speed Post, and 72-hour Speed Post. \n\n“We are bringing international mail. So now your responsibility (addressing  postal department employees) is towards the whole world,” he said, \n\nFor generations, people have placed their trust and faith in the postman, according to Scindia. \n\n“Because my postman knows every house… every family… every son and daughter… every grandfather, grandmother, husband and wife. And the relationship of that faith is our biggest treasure,” he stated. \n“With the relationship of that faith, in every service of the people of the country, we should be able to grow together. This should be our resolve.”\n\nThe minister believes that ordinary post is on a “slight decline across the world” as modern technology takes over. “Mobile phones have come, SMS messages have come,” he noted. \n\nRemembering his days in boarding school, he said, “My parents used to write letters to me, and after lunch we would queue outside the dining hall waiting for mail. 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Now we have to transform ourselves into a logistics organisation,” Scindia noted.\n\nTo solidify its position, India Post is entering into collaborations and agreements with major last-mile delivery organisations, including Amazon and Shiprocket. It is also working with airlines like Air India for agreements, according to the minister.\n\nWhile acknowledging a current annual loss of close to Rs 26,000 crore or Rs 9,000 crore minus pensions, Scindia said the primary goal is to leverage the department’s capacity and transform India Post into a profitable organisation within the next five years. \n\n“My endeavour with everyone’s contribution is to convert it (India Post) into a profit centre,” he remarked.\n“There will be new responsibilities, new energy, new capacity, and new determination, and we must reach new heights together for India. 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which began as AdventNet in 1996, took an unconventional path in 2011 by setting up a development centre in Tenkasi, a rural area of Tamil Nadu. It has since doubled down on this approach of building offices in smaller towns and villages across the country. \\n\\n“We are not in Tenkasi because we want to sell our stuff here. We are here to make people productive so that they can earn, so that they can participate in the global economy,” said Vembu, who relocated to Tenkasi in 2019. \\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":2},\"data\":\"Sounds of the peacock \\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"$52\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":2},\"data\":\"Curiosity \u0026 philosophy\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"Vembu said he is happy he is now getting the time to do deep technology work. But why does he do this? It’s not for money - “I have zero interest in it.” He said, “These are all scientific projects driven by that curiosity to explore. 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Now, I have to do this to repay my gratitude to him.”\\n\"}}],\"timeLapsed\":\"22nd Dec 2025\",\"publishedDate\":\"December 22, 2025\",\"newReleased\":false},{\"id\":332904,\"title\":\"India Post is the most important delivery and logistics chain in the country: Jyotiraditya Scindia\",\"slug\":\"india-post-delivery-logistics-chain-jyotiraditya-scindia\",\"type\":\"RICH\",\"subtitle\":\"India Post is evolving from a vast letter-carrying network into a modern, digital highway for goods, money, and services across the nation, says Jyotiraditya M Scindia, Union Minister of Communications; and Development of North Eastern Region.\",\"publishedAt\":\"2026-01-07T13:08:20.435Z\",\"updatedAt\":\"2026-01-08T07:12:10.244Z\",\"brand\":{\"name\":\"YourStory\",\"slug\":\"yourstory\",\"locale\":\"en_GB\",\"path\":\"/\"},\"metadata\":{\"authors\":[{\"name\":\"Team YS\",\"username\":\"webmaster\",\"order\":0,\"imageUrl\":\"https://images.yourstory.com/cs/static/default-ys-image.jpg\",\"designation\":null,\"path\":\"/author/webmaster\"}],\"category\":{\"id\":2224,\"name\":\"Interview\",\"slug\":\"interview\",\"path\":\"/category/interview\"},\"excerpt\":\"India Post is evolving from a vast letter-carrying network into a modern, digital highway for goods, money, and services across the nation, says Jyotiraditya M Scindia, Union Minister of Communications; and Development of North Eastern Region.\",\"media\":\"https://images.yourstory.com/cs/2/11718bd02d6d11e9aa979329348d4c3e/Podcastcover2-1767778289957.jpg\",\"thumbnail\":\"https://images.yourstory.com/cs/2/11718bd02d6d11e9aa979329348d4c3e/Podcastcover2-1767778289957.jpg\",\"defaultThumbnail\":\"https://images.yourstory.com/cs/2/11718bd02d6d11e9aa979329348d4c3e/Podcastcover2-1767778289957.jpg\",\"brandSpotlight\":null,\"removeAds\":true,\"curatedCategories\":[],\"sponsoredStory\":null,\"isRegistrationRequired\":false,\"timeToRead\":5,\"reactions\":{\"contentId\":332904,\"commentCount\":0,\"likeCount\":220,\"dislikeCount\":0,\"fbShareCount\":10,\"twitterShareCount\":0,\"linkedinShareCount\":0,\"shareCount\":10},\"articleTopics\":[],\"richArticleTopics\":[{\"id\":\"991ecc30-663e-11eb-b571-b76e0f3e580d\",\"slug\":\"ecosystem-insights\",\"name\":\"Ecosystem Insights\",\"type\":\"RICH-ARTICLE-TOPIC\",\"order\":0}],\"tags\":[{\"name\":\"India Post\",\"slug\":\"india-post\",\"order\":0,\"path\":\"/tag/india-post\"},{\"name\":\"Jyotiraditya Scindia\",\"slug\":\"jyotiraditya-scindia\",\"order\":1,\"path\":\"/tag/jyotiraditya-scindia\"}],\"contentType\":\"Editorial\",\"storySchemaType\":\"article story\",\"parentGlossary\":null,\"sameParentGlossary\":[],\"schemaData.HowTo.StepsText\":\"\",\"AIGeneratedStory\":\"false\",\"storyShortHeading\":\"India Post is the most important delivery \u0026 logistics chain\",\"thumbnailMetadata\":{\"thumbnailSquare\":\"https://images.yourstory.com/cs/2/11718bd02d6d11e9aa979329348d4c3e/1x1pf-1767782010691.png\",\"thumbnailDouble\":\"https://images.yourstory.com/cs/2/11718bd02d6d11e9aa979329348d4c3e/Podcastcover2-1767778289957.jpg\",\"thumbnailVideo\":\"\",\"thumbnailBlur\":\"data:image/png;base64,/9j/2wBDAAYEBQYFBAYGBQYHBwYIChAKCgkJChQODwwQFxQYGBcUFhYaHSUfGhsjHBYWICwgIyYnKSopGR8tMC0oMCUoKSj/2wBDAQcHBwoIChMKChMoGhYaKCgoKCgoKCgoKCgoKCgoKCgoKCgoKCgoKCgoKCgoKCgoKCgoKCgoKCgoKCgoKCgoKCj/wAARCAAkAEADASIAAhEBAxEB/8QAGAAAAwEBAAAAAAAAAAAAAAAAAAIEAQX/xAAaEAEBAQEBAQEAAAAAAAAAAAAAAQMTAhES/8QAGAEBAQEBAQAAAAAAAAAAAAAAAAECBAX/xAAVEQEBAAAAAAAAAAAAAAAAAAAAAf/aAAwDAQACEQMRAD8A6s0PNEM0NNHE9FbNDTRFNDTRUW9DTRD0NNBmrujeiKaNmgjkTRs0RTQ00Gl00bNEU0NNAWzQ00RTRs0EW9GzRF0bNFRy56ppaANGlrZaAIaeq39UADfaJaAI/9k=\"},\"webStoryUrl\":\"\",\"companies\":[],\"glossaryTerms\":[],\"articleType\":\"Interview\",\"analyticsData\":{\"alsoReadCount\":0,\"imageCount\":0,\"videoCount\":0,\"companyConnectCount\":0},\"companyBlots\":[],\"videoBlots\":[]},\"snippets\":null,\"trailers\":null,\"path\":\"/2026/01/india-post-delivery-logistics-chain-jyotiraditya-scindia\",\"featured\":true,\"mobilePostJson\":[{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"India Post, the government-operated postal system—with its large geographical and human scale—functions as an invisible artery in the country, according to Jyotiraditya M Scindia, Union Minister of Communications and Development of North Eastern Region.\\n\\n“India Post is not visible [but it is] the biggest and most important delivery and logistics chain,” Scindia said, in a conversation with Shradha Sharma, Founder and CEO of \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"italic\":true},\"data\":\"YourStory\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\".\\n\\nHe explained the significance of India Post through the analogy of the human body and the heart. Every human being has a heart from which blood flows; but the heart cannot function until the entire body receives blood through the arteries, he said.  \\n\\nIn the same way, the Department of Posts in India plays the vital connecting role. \\n\\n“The post office should be the window to the world, to the common man,” he noted, recalling a phrase he had coined earlier.\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":2},\"data\":\"Massive scale\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"India Post operates a vast delivery system with 1,65,000 post offices touching 6,50,000 villages. Scindia believes this reach is unmatched globally.\\n\"}},{\"contentType\":\"html\",\"value\":{\"html\":\"\u003ciframe width=\\\"560\\\" height=\\\"315\\\" src=\\\"https://www.youtube.com/embed/P0PP3LGuZMc?si=m9DtL6PmG0sMkWfh\\\" title=\\\"YouTube video player\\\" frameborder=\\\"0\\\" allow=\\\"accelerometer; autoplay; clipboard-write; encrypted-media; gyroscope; picture-in-picture; web-share\\\" referrerpolicy=\\\"strict-origin-when-cross-origin\\\" allowfullscreen\u003e\u003c/iframe\u003e\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"$53\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"bold\":true,\"italic\":true},\"data\":\" Chitti aayi hai\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"bold\":true},\"data\":\".”\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"\\n\\nHe recalled being a 13- or 14-year-old in boarding school and writing home using the blue inland letter that cost 15 paise back then. \\n\\n“The habit of writing letters and the emotions that came with it were special. I still have those letters from my mother and father.”\\n\\n“The world is changing, and when the world changes, people change too. And when people change, so must we. And that’s why our India Post is taking a new form,” he said.\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":2},\"data\":\"The shift\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"Scindia detailed the strategic shift of India Post from a traditional letter carrier to a modern provider of comprehensive public and financial services.\\n\\nUnder his guidance, the department underwent a significant re-branding exercise, including transforming the symbol to a swish to show that “our emotions keep flowing, they don’t get stuck”, as well as designing new bags and a business process re-engineering exercise.\\n\\nIt adopted the slogan, “\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"italic\":true},\"data\":\"Dak sewa jan sewa \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"(Post service is public service).”\\n\\nIndia Post also adopted IT 2.0 capabilities. The postman now delivers banking services, including KYC accounts, RTGS, and NEFT money transfers via a handheld phone.\\n\\nThe post offices are now centres for crucial public services, such as Aadhaar card enrollments. The department also runs passport service centres, which have facilitated the creation of 1.85 crore passports, according to Scindia.\\n\\nThis vast network supports huge financial operations, including 32 crore Post Office Savings Bank accounts. Deposits in the Post Office Savings Bank have grown from Rs 6 lakh crore in 2014 to Rs 21 lakh crore today, the minister said. He also said that the India Post Payments Bank has nearly 12 crore customers and deposits of Rs 22,000 crore.\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":2},\"data\":\"Move to logistics \\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"$54\"}}],\"timeLapsed\":\"7th Jan 2026\",\"publishedDate\":\"January 07, 2026\",\"newReleased\":false},{\"id\":331889,\"title\":\"How Ankit Agrawal built InsuranceDekho, one district at a time\",\"slug\":\"how-ankit-agrawal-built-insurancedekho-one-district-at-a-time\",\"type\":\"RICH\",\"subtitle\":\"The co-founder of InsuranceDekho talks about how a focus on grassroots distribution and the 'cockroach mentality' enabled the building of a vast distribution network.\",\"publishedAt\":\"2025-11-27T12:37:11.547Z\",\"updatedAt\":\"2025-11-28T02:51:59.241Z\",\"brand\":{\"name\":\"YourStory\",\"slug\":\"yourstory\",\"locale\":\"en_GB\",\"path\":\"/\"},\"metadata\":{\"authors\":[{\"name\":\"Team YS\",\"username\":\"webmaster\",\"order\":0,\"imageUrl\":\"https://images.yourstory.com/cs/static/default-ys-image.jpg\",\"designation\":null,\"path\":\"/author/webmaster\"}],\"category\":{\"id\":2224,\"name\":\"Interview\",\"slug\":\"interview\",\"path\":\"/category/interview\"},\"excerpt\":\"The co-founder of InsuranceDekho talks about how a focus on grassroots distribution and the 'cockroach mentality' enabled the building of a vast distribution network.\",\"media\":\"https://images.yourstory.com/cs/2/11718bd02d6d11e9aa979329348d4c3e/WhatsAppImage2025-11-27at12-1764246641306.jpeg\",\"thumbnail\":\"https://images.yourstory.com/cs/2/11718bd02d6d11e9aa979329348d4c3e/WhatsAppImage2025-11-27at12-1764246641306.jpeg\",\"defaultThumbnail\":\"https://images.yourstory.com/cs/2/11718bd02d6d11e9aa979329348d4c3e/WhatsAppImage2025-11-27at12-1764246641306.jpeg\",\"brandSpotlight\":null,\"removeAds\":true,\"curatedCategories\":[],\"sponsoredStory\":null,\"isRegistrationRequired\":false,\"timeToRead\":6,\"reactions\":{\"contentId\":331889,\"commentCount\":0,\"likeCount\":137,\"dislikeCount\":0,\"fbShareCount\":2,\"twitterShareCount\":0,\"linkedinShareCount\":0,\"shareCount\":2},\"articleTopics\":[],\"richArticleTopics\":[{\"id\":\"991ecc38-663e-11eb-b571-b76e0f3e580d\",\"slug\":\"learn-from-the-best\",\"name\":\"Learn From The Best \",\"type\":\"RICH-ARTICLE-TOPIC\",\"order\":0}],\"tags\":[{\"name\":\"Insurance Dekho\",\"slug\":\"insurance-dekho\",\"order\":0,\"path\":\"/tag/insurance-dekho\"},{\"name\":\"Just In\",\"slug\":\"just-in\",\"order\":1,\"path\":\"/tag/just-in\"}],\"contentType\":\"Editorial\",\"storySchemaType\":\"article story\",\"parentGlossary\":null,\"sameParentGlossary\":[],\"schemaData.HowTo.StepsText\":\"\",\"AIGeneratedStory\":\"false\",\"storyShortHeading\":\"How Ankit Agrawal built InsuranceDekho\",\"thumbnailMetadata\":{\"thumbnailSquare\":\"https://images.yourstory.com/cs/2/11718bd02d6d11e9aa979329348d4c3e/WhatsAppImage2025-11-27at9-1764246669117.jpeg\",\"thumbnailDouble\":\"https://images.yourstory.com/cs/2/11718bd02d6d11e9aa979329348d4c3e/WhatsAppImage2025-11-27at12-1764246641306.jpeg\",\"thumbnailVideo\":\"\",\"thumbnailBlur\":\"data:image/png;base64,/9j/2wBDAAYEBQYFBAYGBQYHBwYIChAKCgkJChQODwwQFxQYGBcUFhYaHSUfGhsjHBYWICwgIyYnKSopGR8tMC0oMCUoKSj/2wBDAQcHBwoIChMKChMoGhYaKCgoKCgoKCgoKCgoKCgoKCgoKCgoKCgoKCgoKCgoKCgoKCgoKCgoKCgoKCgoKCgoKCj/wAARCAAkAEADASIAAhEBAxEB/8QAGAABAQEBAQAAAAAAAAAAAAAAAgABBAf/xAAVEAEBAAAAAAAAAAAAAAAAAAAAAf/EABgBAQADAQAAAAAAAAAAAAAAAAABAwYC/8QAFhEBAQEAAAAAAAAAAAAAAAAAABIR/9oADAMBAAIRAxEAPwDzaUoEKNbTPSUpQYUKThRsGFCjCjYyNhRjihQIUVUtk4UCHCiShQYUNJKNjI2GmOCHElbsoUSAocSAoUSSP//Z\"},\"webStoryUrl\":\"\",\"companies\":[],\"glossaryTerms\":[],\"articleType\":\"Interview\",\"analyticsData\":{\"alsoReadCount\":0,\"imageCount\":0,\"videoCount\":1,\"companyConnectCount\":0},\"companyBlots\":[],\"videoBlots\":[{\"id\":\"22h1uE0EE5Q\",\"url\":\"https://www.youtube.com/embed/22h1uE0EE5Q\",\"platform\":\"youtube\",\"mediaId\":\"22h1uE0EE5Q\",\"videoLink\":\"https://www.youtube.com/embed/22h1uE0EE5Q?rel=0\"}]},\"snippets\":null,\"trailers\":null,\"path\":\"/2025/11/how-ankit-agrawal-built-insurancedekho-one-district-at-a-time\",\"featured\":true,\"mobilePostJson\":[{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"Sometime in 2016, while on a visit to Ballia for a land transfer, Ankit Agrawal asked his taxi driver about the car's insurance (‘\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"italic\":true},\"data\":\"gadi ka bima\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"’). The driver’s repeated reference to LIC made it clear to Agrawal that the former had no clue about what he was asking about, and also that the car taking him from the Patna airport didn’t have insurance. \\n\\nThe insight for Agrawal from this little exchange with the cab driver was as follows: “\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"italic\":true},\"data\":\"Agar woh compulsory product ke liye nahin hai toh jo non-compulsory product hai jaise health ho gaya, life ho gaya toh problem ho gaye \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"(If that's the case for a compulsory product, then for non-compulsory products like health and life, there will be problems),” said Agrawal, recalling in a conversation with YourStory founder \u0026 CEO Shradha Sharma about the opportunity he saw while co-founding InsuranceDekho the same year. \\nThe reason for InsuranceDekho was this: while the 60 or so insurance companies have created many good products, they have not been able to deliver them to the last mile. Agrawal decided to build exactly that.\\nToday, InsuranceDekho has about 3 lakh agents, covering 98% of the pincodes in the country. Each month, these agents sell a total of 10-15 lakh policies. “We are very clear in another 5 years we have to cover all 600,000 villages in the country,” said Agrawal. \\n\\n\"}},{\"contentType\":\"youtube\",\"value\":{\"id\":\"22h1uE0EE5Q\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":2},\"data\":\"The distribution mode\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"Gurugram-based InsuranceDekho, which Agrawal co-founded with Amit Jain and Ish Babar, had two options: either go direct-to-consumer, create a B2C company like Zepto, or create an offline network where “we connect many brothers and sisters with us”. \\nThe second option involved training agents, who will then go village-to-village, house-to-house, explaining to people why insurance is necessary on the way to selling it. \\nInsuranceDekho chose the second option. Agrawal said, “That was a more tenable business to build because I believe in today's world distribution is the only mode.”\\nHe said, “\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"italic\":true},\"data\":\"Bharat\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\" (In India) \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"italic\":true},\"data\":\"mein jo prakritik aapda hai woh badhne lag gayi hai \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"(the natural calamities are starting to increase). So, we worked with insurance companies to create a product and take that product to the masses.” \\nAfter recurring flooding in Jammu \u0026 Kashmir, for instance, he said, InsuranceDekho’s agents were one of the first insurance distributors to tell people why buying a home insurance is important.\\nCovid was “an inflection point” for the business. Indians believe “\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"italic\":true},\"data\":\"humko kuchh nahin hoga\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\" (Nothing will happen to us),” he said. The pandemic challenged this notion, and a lot of peole started taking health insurance. Then, seeing others around them lose their lives and leave their family without any protection, people started getting life insurance. \\nAgrawal credited the Government for the sustained push in taking insurance down to a village level as also the regulator for making sure that the end-consumer is getting the value that they are paying for.\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":2},\"data\":\"The cockroach mentality\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"Agrawal’s childhood was spent partly in Bihar (he moved to West Bengal later), when 15-16-hour daily powercuts were the norm and a generator used to power a fan and a bulb in his house. It was a big joint family. And they ran a clothes shop as well as a small jewellery outlet. \\nHis grandfather used to promise Agrawal and his cousins that whoever makes the first sale of the day will be given sweets in the evening. “That \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"italic\":true},\"data\":\"lalach \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"(greed) for sweets used to make us good salesmen,” said Agrawal, in a lighter vein. \\nThough life then was difficult and he had to struggle for basic necessities, Agrawal said he is thankful for growing up in Bihar. “\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"italic\":true},\"data\":\"Bihar ne mere andar se dar nikal diya \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"(Bihar took the fear out of me),” he said, adding he is now unafraid of anything. “Kuch bhi hota main kehta hun, ‘dekh lenge’ (\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"italic\":true},\"data\":\"Whatever happens, I just say, \\\"We'll handle it\\\"\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"). \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"italic\":true},\"data\":\" \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"\\n“We lived in a loving environment, a caring environment but not in a environment where we were over protected. So that helped us get a lot of experiences.” This helped him in the entrepreneurship journey, during which he has tried everything from event management to T-shirt selling. “I have been a hustler. And I have done whatever I had to do to survive,” said Agrawal, invoking what he refers to as the ‘cockroach mentality’. \\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"bold\":true},\"data\":\"“\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"Because \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"italic\":true},\"data\":\"mera manna hai \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"(my belief is) \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"italic\":true},\"data\":\"ki jo tikta hai wahi banata hai \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"(that the one who stays/lasts is the one who makes it). If you keep surviving and if you keep turning up every day, you are ahead of 99.99% of people in the world.”\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":2},\"data\":\"It’s digital and offline\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"Adaptability and survival form the philosophical basis of InsuranceDekho too. “\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"italic\":true},\"data\":\"Jo aaj hum hai kal hum rahe na rahe \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"(Whether we are here today or not here tomorrow) that business survives the test of time. And that is what we built in insurance.”\\n\\nAgrawal said offline channels will remain relevant for a long time in the country. “This is a country where digital will also thrive, where a mix of digital plus offline will also thrive, and where pure offline will also thrive,” said he, adding that large parts of India will still need a mix of online and offline for at least the next 10 to 15 years.\\n\\nHe said there are sectors such as health insurance where the trust factor needs to be high. “Digital systems can help reduce friction. But wherever you need human interface, \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"italic\":true},\"data\":\"aapko vahan pe logon ki jarurat padegi \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"(you will need people there).” \\nInsuranceDekho first launched its team in all state capitals. In phase two, it opened in all major towns. In phase three, slowed down by the pandemic, the company started operating in all towns. And now, it’s trying to be present in every district, a goal to be met in two years. In five years, Agrawal wants InsuranceDekho to cover all the villages. \\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":2},\"data\":\"Manifesting success\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"Agrawal, a fan of the Bhagawad Gita, said he believes in the power of manifestation—“I keep manifesting that at one day I will stand in the Rajya Sabha and I will be giving a speech”. He prays in the temple for 5 minutes everyday, thanking God for everything. “\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"italic\":true},\"data\":\"Dada ji mere ko ek hi cheej sikhate the ki\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\" (and grandfather used to teach me only one thing, that) \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"italic\":true},\"data\":\"Bhagwan ko hamesha thank you bolo\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\" (always say thank you to God). \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"italic\":true},\"data\":\"Jo bhi hua tumko nahin pata aur kya ho sakta tha \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"(whatever happened, you don't know what else could have happened).”\\n\\nHis way of dealing with this immensely competitive business is to be in touch with the end user. And so, every quarter, he picks 10 partners (\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"italic\":true},\"data\":\"jinka main personal RM hota hun\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"—“I become their personal relationship manager”) with whom he has daily conversations. “Not everyone will give you good feedback, but if you keep listening, you’ll keep improving.”\\n\\n“You have to like being boring,” he said. “Success comes from showing up every day. \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"italic\":true},\"data\":\"Bas har din uth kar aa jaana hai\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\" (You just have to wake up and show up every day).”\\n\"}}],\"timeLapsed\":\"27th Nov 2025\",\"publishedDate\":\"November 27, 2025\",\"newReleased\":false}],\"brand\":{\"id\":2,\"name\":\"YourStory\",\"slug\":\"yourstory\",\"locale\":\"en_GB\",\"internal\":true}},\"item\":{\"type\":\"content\",\"dataAPI\":\"/api/v2/featured_stories?key=leadership_lens\u0026brand=yourstory\",\"dataAttribute\":\"leadership-lens\",\"revalidate\":3600},\"index\":6}]}]\n"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"56:T45f,Anil Kumar does not look like a matchmaker. He looks like what he once was: a researcher who spent years on US Navy supercomputers solving Reynolds-Averaged Navier-Stokes equations, a consulting engineer who spent seven years advising clients in the marine industry from a boutique firm in Seattle, a Chicago Booth MBA who received the Dean’s Award of Distinction. His WhatsApp status reads: “Have an ask? Please get straight to the point. Don’t send me a plain, ‘Hi/Hello/Hey’ \u0026 expect a response. Friends know that it peeves me.”\n\nThis is not a man given to small talk. And yet he has spent the better part of the last 17 years doing precisely that, peeling the layers of people’s lives in two-hour onboarding conversations, challenging clients on unrealistic expectations, and splashing cold water on faces that need it.\n\n“I’m not an elite matchmaker,” Kumar says, leaning into the phrase with relish. “I’m an accidental matchmaker. I’m an unlikely matchmaker. My dream was something completely different.”\n\nThat dream, articulated in Tamil with characteristic directness, was simple: IIT57:T951,"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"Venture capitalists like to ask founders whether there is product-market fit. They like to ask whether the dogs will eat the dog food. Kumar’s answer to both is the same, delivered with a bluntness that has become his signature: “I have lived customer pain. You want to see my wounds, my cuts, my burns and bruises?”\n\nThe pain was not abstract. From his mid-20s to his mid-30s, Kumar tried every major online platform, Indian and American. He found two women he thought he would marry, both discovered online, both relationships ending in heartbreak. He once spoke to a woman for 17-and-a-half hours straight on the phone. The first 16 were wonderful. The last hour, they were screaming at each other. “It’s almost as if a 70 year relationship was compressed into not 17 months, not 17 weeks, but 17 hours,” he says. There was another call that lasted a full 24 hours. There was a woman in Los Angeles for whom he flew down on a weekend off between quarters at Chicago Booth, only to discover the interest was not mutual.\n\nThrough all of it, Kumar noticed something that bothered him far more than his own romantic misfortunes. The problem was not unique to him. Across his peer group of well-educated, accomplished, single professionals, the existing platforms were failing. Half the profiles on popular matchmaking sites, by his reckoning, were managed by a parent or guardian at a time when internet penetration in India was still in single digits. The matrimonial sites felt like instant-engagement factories. The dating apps, clones of American originals, were too provocative for a society where right-wing outfits still harassed couples on Valentine's Day. There was nothing in between.\n\nIn early 2009, midway through his MBA at Chicago Booth and freshly armed with experience as the first lead associate at Hyde Park Angels, one of the Midwest’s leading angel networks, Kumar conceived of Jodi365. Not Matrimony365 or Date365 but Jodi. The word that cuts across Hindi, Tamil, Bengali, Marathi, Gujarati and many other Indian languages. Find the right match, pair, couple, at a pace that is right for you. It aims to be a sensible hybrid between the traditional matrimonial sites and the emerging dating apps. “Conceived in Chicago, created in Chennai, catering to quality Indian singles worldwide,” as the website’s footer has read from the very first day.\n"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"58:Ta03,"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"Jodi365, by Kumar’s own frank admission, should have died at least half a dozen times in its first decade. That it survived is a testament to one particular quality: stubbornness.\n\nThe matchmaking industry is a brutal two-sided marketplace. You need men and women in roughly equal numbers, concentrated in local markets, with enough depth that someone in Coimbatore is not being matched exclusively with someone in Chennai. Unlike an Amazon or a Flipkart, where acquiring a customer creates lifetime value through repeat purchases, a matchmaking platform’s best outcome is its worst commercial reality: the better you are at finding someone a partner, the sooner you lose a paying customer.\n\nKumar bootstrapped for nine years before raising a few hundred thousand dollars from his personal network. He wiped out his savings. He liquidated the American equivalent of a pension fund, taking the early withdrawal penalty on the chin. He sold a custom home he had built in the United States and ploughed more than $300,000 of the proceeds into the business. His family, including a middle brother who happens to be one of Tamil cinema’s biggest stars, and his parents, stepped in when the cash ran dry.\n\nThe competitive landscape was pitiless from the start. When Tinder caught fire globally, the copycat effect was immediate in India. Kumar can rattle off a dozen dating apps that launched and burned through venture money in the years that followed: Vee, Woo, TrulyMadly, Matchify, iCrushiFlush, among others. TrulyMadly raised Rs 35 crore from Helion and Kae Capital, had the credibility of a MakeMyTrip co-founder, and still found the going difficult once Tinder, Bumble, Hinge, and OkCupid entered India. “Crashed and burned,” Kumar says flatly. “The Tinder of India will be a bloody Tinder because this is an open market.”\n\nA top-tier VC came knocking. Kumar spoke with the chief for two-and-a-half hours from an airport, flew to Sand Hill Road, was told they could write a cheque in a week. He turned them down. “I didn’t think money would solve the challenges I had in growing the business right then and there,” he says.\n\nThen came the trademark fight. Bharat Matrimony launched a product called Jodii, targeting a mass-market audience of users with modest educational backgrounds. Kumar sent a cease-and-desist within 10 days. The case went to the Madras High Court. A judge was on the verge of combining a temporary and permanent injunction into a single, swift order. But then the judge was rotated out and the case remains in appeal.\n"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"59:T122f,"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"For much of its early life, Jodi365 was built as a scalable platform with a difference. Where Tinder asked three questions (age, location, photo), Jodi365 asked 50 about the user and up to 30 about partner preferences. It introduced 5-second video selfie verification before Tinder did a picture one. It manually inspected every profile, investing three to four minutes per verification. It built a graph database-powered matching engine sophisticated enough to rival the systems used by the world's top travel sites, processing hundreds of thousands of match combinations in milliseconds rather than the 35 minutes the earlier architecture required.\n\nBut the market kept telling Kumar something he did not want to hear. Half the profiles that cleared verification never came back. In an age where a 30-second reel is a commitment, a consciously laborious onboarding process was haemorrhaging users faster than it was filtering out bad actors.\n\nThe breakthrough, when it came, was a surrender of sorts. Kumar stopped chasing impact at scale and focused on impact. “I told myself, duffer, the keyword there is not scale. It’s impact,” he says. “I can make a difference for the top one per cent, top 10 per cent. People who have intent and the means.”\n\nJodi365 pivoted to a purely personalised service. The self-service browsing experience was shut down. Users are still onboarded through the website and mobile app, answering a detailed questionnaire. But from there, a member of Kumar’s team takes over. When Kumar himself gets involved, at what the company calls its signature tier, the onboarding session rarely lasts less than two hours. Every question becomes a conversation. Must-haves are separated from nice-to-haves. Preferences are probed not as binary filters but as spectrums: what is ideal, what is not ideal but still acceptable, what is a hard line.\n\n“Think of me not as a shopkeeper peddling finite goods in an inventory,” Kumar says. “Think of me as a headhunter.”\n\nThe comparison is not casual. Jodi365’s offering mirrors executive search in its structure: searching, screening, curating, conducting the conversations that clients may be too polite or too embarrassed to initiate themselves. How much do you earn? What is your net worth? How many past relationships? How did your marriage end? What does shared custody look like? “There are some people who underestimate the value of having a trusted intermediary,” Kumar says.\n\nThe service is priced accordingly. The minimum retainer is Rs 1 lakh as an advance, with a success fee of another lakh when an engagement date is set. The signature tier, with Kumar’s personal involvement, starts at Rs 5 lakh. Despite the pricing, there is a de facto waiting list while Kumar gets more hands on deck. In the last two months alone, six new, handpicked client-facing associates have come on board. Kumar is working to expand the team capacity with six more people in client-facing and backend roles by mid-year. \n\nKumar has, in recent years, become something of a voice on social media, posting matchmaking advice, relationship wisdom, and hard-earned lessons from a lifetime spent in the trenches.\n\nHe never mentions Jodi365 in these posts. The content is not a marketing strategy so much as a compulsion to share what he has learnt. “I don’t advertise for business,” he says. That new clients find their way to Jodi365 through these posts is a happy consequence, not the design. When someone sends a direct message asking whether he serves people like them, the response is simple: “Talk to my team.”\n\nThe effect, over time, has been a quiet flywheel. Organic interest compounds with word of mouth and the referrals that come from successful matches.\n\nHe is cautious about predicting what Gen Z will want from matchmaking, despite fielding the question constantly. “If I have to hold on to any credibility, I’ll tell you this in all humility: I cannot claim to have the answers,” he says. “The space is still evolving.” What he does observe is that families have changed. The extended network of aunts and uncles and neighbours who once served as informal matchmakers has receded as nuclear families have turned inward. Divorce, once a source of paralysing stigma, has become common enough that most families have encountered it at close range. Parents are still involved in the search, but the decision, overwhelmingly, belongs to the children. “At most, we ask: how involved are your parents in the search and in the decision-making?” Kumar says. The answer, almost always, is that the search is collaborative but the decision is theirs.\n"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"5a:T670,"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"The substance of what Kumar does in those two-hour sessions is part diagnostics, part therapy, part provocation. He tells women who insist on a partner earning Rs 10 to 12 lakhs a month that they are probably pricing themselves out of the market. He tells men whose checklist is too rigid that a two-dimensional profile cannot capture a three-dimensional human being. “People are like onions,” he says. “You have to peel the layers. And only then you’ll know whether they’ll make you cry at the end.”\n\nHe counsels against rushing. His standard advice is blunt: do not commit until you have had a major fight. “You need to understand how the other person handles disagreements. How do they handle stress? How do they handle conflict? Do they know what relationship repair is like?”\n\nHe has talked women in their mid-40s into freezing their eggs. He has turned away clients he judged not yet ready. The clientele now spans professionals and entrepreneurs across India and the diaspora.\n\nWhat lends credibility to all of this is that Kumar has not been spared the full range of outcomes himself. A couple of years into building Jodi365, he met his future wife at an MBA networking dinner in Chennai. Whirlwind courtship, marriage, and then a difficult divorce that left him single again at 47. “What an irony,” he says. “So much good karma, for what?” But it only strengthened his resolve to help others get it right, and it gave him a depth of empathy that no business school case study could replicate. He can sit across from a divorcee in her late 20s or a widower in his 40s and speak from a place that is not theoretical.\n"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"5b:T732,"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"Kumar grew up in Chennai, the youngest of three brothers in an unusually progressive family. His father, a Tamil Brahmin from Kerala, married his mother, a Sindhi from pre-partition Karachi, in the Calcutta of the 1960s after a workplace romance that the paternal family initially boycotted. The freedom his parents gave their sons shaped everything that followed, including Kumar’s conviction that a matchmaking platform should allow users to select more than one faith, more than one community, and should never reduce identity to a single checkbox.\n\nHis middle brother is the Tamil superstar Ajith Kumar, who has plastered the Jodi365 logo on the cars of his racing team across multiple circuits. The association is a source of warmth rather than commercial strategy. Kumar does not plaster the endorsement on his website. “How do you put a price on relationships?” he asks, and means it.\n\nAt 53, Kumar works seven days a week. The company is profitable. He has begun writing angel cheques, appeared as a guest investor on a television show, and is exploring setting up a syndicate or a small fund. There are plans for a lighter, possibly free version of the Jodi365 platform. There is an AI project in the works to build a digital twin, trained on hundreds of hours of his matchmaking conversations, that could eventually serve as an in-app advisor.\n\nBut the ambition that animates Kumar most is not technological. It is personal. He has not yet become a father. He has not given up on the possibility. And he approaches this, as he approaches most things, with a candour that can be startling in its completeness.\n\n“I remind myself more and more: health is everything,” he says. “And there is so much more ahead.”\n\nHe pauses, and for a man who once talked to a stranger for 24 hours straight, the silence says everything.\n\n"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"5c:T6a8,"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"After building quick home services for daily chores, Snabbit is now testing instant salon-at-home services to see if it can become the next category that consumers can stop planning for.\n\nRecently, the Bengaluru-based quick home services startup announced its entry into beauty services in Bengaluru, aiming to disrupt a category long dominated by Urban Company with its appointment-led model.\n\nThe move marks Snabbit’s first major expansion beyond daily household chores and cleaning services. Beauty, the company believes, is a “high-frequency category with a large addressable market”.\n\n“This overlaps perfectly with the core category we have built,” says Aayush Agarwal, Founder and CEO, Snabbit. \n\n“Consumers today expect convenience everywhere, but availing beauty services still involves long waiting periods. We see an opportunity to fundamentally rethink the experience through speed, reliability and hyperlocal fulfilment.”\n\nThe company has quietly piloted the sub-15-minute service over the last six weeks in Bengaluru’s Sarjapur micromarket, where it claims to have completed over 2,000 jobs so far. According to the company, the average fulfilment time during the pilot has remained under 15 minutes.\n\nThe pilot currently operates with 25 active beauty professionals and is averaging nearly 50 jobs a day, the company stated in a press release.\n\nThe idea is simple: if consumers can order food and groceries and get house help instantly, why not get a blow-dry, threading, waxing, or facial at home before stepping out?\n\nBut whether beauty services can actually flourish as an instant service category, and not something consumers prefer planning for, remains a question. \n"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"5d:T858,"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1," by Redseer Strategy Consultants. \n\nThe report notes that the market is undergoing a structural shift, driven by rapid digitisation, changing consumer behaviour, Gen Z-led spending, and the rise of convenience-first commerce models.\n\nWithin this broader ecosystem, at-home salon services have emerged as a fast-growing niche. Industry estimates peg India’s home salon segment at over Rs 3,000 crore within the country’s nearly Rs 30,000 crore salon industry.\n\nThe category is currently dominated by Urban Company, which popularised appointment-led salon-at-home services like waxing, threading, facials and clean-ups. Yes Madam, another notable player in the BPC segment, hasn’t made a significant dent in Urban Company’s dominance, industry experts believe.\n\nSnabbit wants to challenge the market dominance. \n\n“We are seeing a very strong surge in demand, driven almost entirely by organic word-of-mouth in the dense neighbourhoods we have launched in,” says Dev Priyam, Vice President, Business at Snabbit, who leads the beauty category. \n\nHe continues, “Consumers should not have to plan around basic beauty needs anymore. Whether it’s before office, after work, or ahead of stepping out, beauty is increasingly becoming an instant, convenience-led use case.\n\n“Our focus right now is on perfecting the experience before folding the service into the Snabbit app and scaling it across our existing micromarkets.” \n\nIs the salon category the next logical market for Snabbit to enter?\n\nSatish Meena, Founder of research platform Datum Intelligence, believes so. “Urban Company has already created the market for beauty services at home. The problem Snabbit is now trying to solve is making it instant,” says Meena. \n\n“Salon is already one of Urban Company’s largest categories. Order-wise, I don’t know the exact number, but it is a significant chunk. Beauty and salon services are already meaningful for them. And I think that’s a much bigger challenge for any company because this is UC’s bread and butter.”\n\nThat said, will Snabbit actually be able to make a significant dent in a category that "])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"5e:T631,"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"For Snabbit, quick at-home beauty services could fundamentally change how often consumers interact with the platform, and potentially unlock an entirely new consumer behaviour around beauty and grooming.\n\nBeauty services naturally come with higher ticket sizes, since consumers would book multiple treatments together when a beautician makes a house visit. \n\n“If you are asking someone to come home, you usually take a combination of two-three services from that partner,” says Meena.\n\nHe adds, “Customers will be much more willing to order these services if someone can come in just 10 minutes and do your makeup, hair drying, or something else before a party. Otherwise, if you have to plan everything and book in advance, many times you don’t do it at all.\"\n\nHe also argues that this shift could move beauty services beyond occasion-led consumption into smaller, impulse-driven use cases.\n\n“Earlier, if you had a big party or something, then makeup artists and others would come home. But now, because it is available instantly, people may start using it even for smaller occasions, like going to a friend’s house,” he says. “You are not necessarily doing full makeup every time. You can call for basic services too.”\n\nConvenience could create frequency.\n\nThis shift is already visible, at least in part, in how Urban Company has evolved its salon business. Over the years, the listed company has steadily reduced fulfilment windows for beauty services—from bookings made hours or even days in advance to just 30-45 minutes prior in parts of Delhi-NCR today.\n\n"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"5f:T6fe,"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"“UC realised that customer expectations have changed across categories. Customers now want everything much faster,” says Meena. “That’s why they anticipated that beauty services would also eventually shift in this direction.”\n\nBut not everyone is convinced there is a strong  consumer need for instant beauty services. \n\nA senior VC executive tracking consumer internet startups says their firm’s consumer research suggests that most beauty services remain inherently planned purchases. \n\n“There’s no intuitive need for a quick beauty service. Most of these services tend to be planned because of the time it takes to finish them,” says the executive, requesting anonymity. \n\n“The quick-commerce model also structurally restricts the amount of cross-sell possible since professionals are operating on a tight clock.”\n\nThe executive doesn’t think beauty and salon services are a natural extension of quick house-help services. \n\n“It’s a good-to-have at best. The frequency of home services still makes a strong case given it needs to be done at least thrice a month. We don’t feel beauty is as high frequency but some particular use cases might have a higher frequency than others— blow drying was one such use case that came out when we spoke to consumers.”\n\nAvantika Jain, a Mumbai-based advertising professional, thinks there is demand for instant beauty services, particularly for last-minute use cases.\n\n“I think for threading and waxing, people need quick beauty services,” says Jain. “For example, on Urban Company, you still have to book fairly in advance for the next day, even on Yes Madam. A professional’s travel time is also long. So for quick things, say one has a flight or forgot to get something done, people can go for it.”\n"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"60:Tdfa,"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"Unlike traditional salon-at-home models that typically rely on advance scheduling and specialised professionals, Snabbit says it has built a leaner, instant-first operating model centred around high-frequency beauty use cases such as threading, waxing, clean-ups, facials, hair styling, saree draping, and head massages. \n\nA key part of this strategy lies in training beauticians as multi-skilled “all-rounders” capable of delivering multiple services in a single visit, instead of sending separate specialists for different requirements.\n\nHowever, beauty is a category where trust matters much more than convenience.\n\nConsumer perception poses a major challenge, as most users still primarily associate Snabbit with household chores.\n\nDespite the convenience, Jain says consumers may hesitate to trust newer platforms for personal grooming services. \n\n“Snabbit has been very much established as a cleaning brand for me, so I am not sure how it will transition,” she adds. “Their Instagram and marketing are all around cleaning and household help.\"\n\nFor the past two years, Jain has relied on two regular beauticians from Urban Company for her needs, whom she trusts and knows well.\n\n“I only book from Urban Company. I use Yes Madam when Urban Company isn’t available. For eyebrows and things like that, I don’t trust anyone else. Worst case, in an emergency, I would rather go to a salon downstairs,” she says.\n\nHaving said that, she also acknowledges that convenience and pricing could eventually influence consumer behaviour.\n\n“People are not loyal to Zepto or Blinkit either. People switch based on where there are better discounts or availability. I am also that kind of customer. But with this category, trust matters a lot,” she explains.\n\nThis is where Snabbit’s biggest challenge may lie, and a lot depends on training, service quality, and trust. \n\n“This is a very difficult category to build because customer expectations are very different. Beauty services are much more personal. Training and consistency will play a very significant role,” says Meena.\n\nHe says Urban Company has spent years building processes around beautician training, service quality, and consistency. \n\n“That’s something Snabbit will also have to build. In cleaning services, that is comparatively easier. Beauty is a very different category because customer expectations are much higher,” he says. \n\nFor now, Meena says profitability appears to be secondary for Snabbit. “The focus is market share. If this pilot scales, it becomes easier for Snabbit to raise the next round because this is already a proven category thanks to Urban Company,” he adds. \n\nHe believes the beauty push is part of a larger ambition to move beyond household chores and become a broader instant-services platform.\n\n“Eventually, I think Snabbit will enter most categories Urban Company is present in. The larger vision is becoming a platform that can provide instant manpower for any household task: beauty, yoga, baby care, elder care, or anything else,” he says. \n\nThe senior VC executive quoted earlier echoes this view. He says Snabbit wants to enter “everything that is of lower average order value (AOV)”. “Snabbit’s wedge is in entering markets that UC doesn’t concentrate as much on because of lower AOVs.”\n\nThe sub-15 salon-at-home service may give Snabbit access to customers. But whether it clocks in repeat usage depends entirely on the service quality, customer experience, and, more broadly, customers’ perception of the company itself. \n"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"61:Tbb4,"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"Ask G.R. Balasubramaniam whether he suffered to build what he built, and he will shut you down politely but firmly.\n\n“A labourer carries 100 kilograms on his back,” he says. “How can I say I suffered? A man who cannot feed his family—that is suffering. Everything else is just life.”\n\nHe is not being modest for the microphones or cameras. He has clearly thought about this for a long time, and he believes it completely. The trouble is that his own story keeps getting in the way of the argument.\nThis is a man who never finished school. Who was sent away from his village at 13 to work in a relative’s butter business. Who spent 14 years building up that business, and then found himself in a situation where he had to set up something on his own. Who then started his own venture with Rs 3,000 in a 10-by-20-foot rented shop, with no plan, no connections, and a wife to support.\n\nThat venture is now GRB Dairy Foods. It is on course to achieving revenues of Rs 1,400 crore. It employs 2,500 people. It sells ghee, sweets, snacks, and spices in more than 40 countries. And more importantly, it has never taken a single rupee from any outside investor.\n\nAnd its founder will tell you, with a straight face, that none of this was particularly difficult.\nThis is his story. You can decide for yourself.\n\nBalasubramaniam grew up in Chinna Karattupatty, a small village near Palani in Tamil Nadu. When he was a boy, the village had about 300 people. There was no bus. No electricity. No proper water supply. The nearest school beyond Class 5 was 5 kilometres away.\n\nHis father was not a rich man, but not a desperately poor one either. He made a living the way many men in that part of Tamil Nadu did in the 1960s: riding a bicycle from village to village, buying pulses and small produce, selling them in the next town. He also farmed a small piece of land. There were six children to raise.\n\nThe father wanted his sons to study. He pushed the eldest hard, arranging for school, paying what he could. The eldest refused. The second son studied, but without much interest or result. Balasubramaniam was the fifth child with a younger brother, and he was good at school. Sharp, eager, the one who actually wanted to be in a classroom.\nBut in 1970, when he was barely 13 and in Class 8, the family made a decision. His elder sister and her husband ran a small butter business in Bengaluru. The business was growing and they needed help. \nHiring outsiders was not how the business community operated. You sent your own people. So Balasubramaniam, the boy with the most academic promise in the family, was pulled out of school and sent to Bengaluru to work.\n\nHe did not go back to school.\n\nFor the next 14 years, he worked in his brother-in-law’s butter business. He did everything. He went to villages to buy butter from small producers. He delivered it to homes across Bengaluru. He kept accounts. He learned how to judge the quality of butter by touch and smell, how to convert it into "])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"62:T6d7,"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,", how to talk to customers, how to manage cash that came in slowly and went out fast. He did all of this not as a dependent but as someone who had decided, consciously, that this was his own business. Not in a legal sense. It belonged to his brother-in-law. But in the way he showed up every day, it was his.\n\n“I had no other option,” he says. “My father could not take me back. So I told myself, this is my life now. And because I threw myself into it fully, I learned everything. That involvement for those 14 years is the reason I am where I am today.”\n\nIn 1983, Balasubramaniam got married. After the wedding, he continued working with his brother-in-law, but the relationship began to shift. There was no big fight, no shouting match. What happened was quieter and, in its own way, harder to deal with. After some minor misunderstanding, his brother-in-law simply stopped giving him any responsibilities. Balasubramaniam still lived under his roof, still ate his food, and still had all the comforts of the household. But he had no work. Nothing to do. \n\n“He never told me to leave,” Balasubramaniam says. “He did not say go. But I had no work. In that situation, how can you stay?”\n\nSix months after his wedding, in 1984, he walked out. He was 28. He had Rs 6,000 in savings. He paid Rs 3,000 as advance rent for a small room. That left Rs 3,000. His father was in no position to help. His brothers were not around. He could not go back to his brother-in-law. He had no formal education and no certificate of any kind. Nobody was going to give him a job.\n\n“I sat not knowing what to do,” he says. “I knew butter, I knew ghee, but I had never been the one making decisions. It felt like a blank. Like nothing was there.”\n"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"63:T18a9,"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"Then a small idea arrived. He organised a chit fund, a rotating savings scheme common in South India where a group of people contribute a fixed amount every month, and one person gets the full pot each month by rotation or auction. His brother-in-law used to run one. Balasubramaniam thought: why not start one myself?\n\nThe problem was obvious. He had no money, no standing, no business of his own. Why would anyone trust him with their savings? But it turned out that 14 years of honest, hard work had given him something more valuable than capital. People knew him. They knew he was reliable. He went around asking people to join. Within a single day, the group was formed. By the second month, he drew the pot, about Rs 50,000, and used it to buy his first stock of butter.\n\nHe started small. Seventy-five kilograms of butter a month, delivered door to door across Bengaluru neighbourhoods on the same cycle-and-hustle model he had grown up watching. But during his years with his brother-in-law, he had noticed something that the others in the business had not bothered to think about. Butter did not last. It went bad quickly. Retailers lost money on spoilage. And the hotels and sweet shops that bought butter were only buying it to convert it into ghee anyway, often badly. They would burn it, or lose yield, or produce ghee that was inconsistent from one batch to the next.\n\nWhat if Balasubramaniam did the conversion himself? Buy the butter, make the ghee at home, and sell the finished product directly to hotels, sweet shops, and households? He had the skill. His wife helped with production. The response was immediate.\n\nWithin a year, his monthly income went from nearly nothing to Rs 25,000. He rented a 10-by-20-foot shop, hired his first few people, and started putting labels on his bottles. The label was simple: a plain sticker with three letters. G.R.B. His own initials. He did not have a grand branding strategy. He did not even register the name. A friend who ran a small printing press made him a hundred labels, single-colour. He stuck them on and started selling.\n\nThe one decision that shaped everything that followed was about quality, and it was non-negotiable from day one. The big dairy companies made ghee by mechanically separating cream from milk and processing it at scale. It was efficient and clean, but the product was bland. It lacked the aroma, the granulation, and the depth of flavour that Indian households associated with ghee made at home, the traditional way, from curd-churned butter clarified slowly over heat.\n\nBalasubramaniam’s ghee was made closer to that traditional method. His sourcing was different, his process was different, and the result tasted different. It also cost more to produce, which meant his retail price was Rs 20 to Rs 30 higher per kg than the competition.\n\nWhen he expanded to Chennai in 1993 under a new brand name Udhayam, his salesmen walked into shops where nobody had heard of Udhayam and quoted a price higher than the brand the shopkeeper already trusted. They were turned away. Laughed at. Told they were mad.\n\n“My boys came back with a lot of scolding,” he says, and he smiles when he says it.\n\nBut he had trained them the way he had trained himself: do not give up after the first visit. Go back. Go back again. Get the shopkeeper to try it just once. Get him to give it to one customer. Let the customer decide.\n\nThe customers decided. Once they tasted GRB Udhayam ghee, they came back for more. Shopkeepers who had refused to stock it started reordering. The word spread not through advertising but through kitchens. One household told another.\n\n“I was asked many times to reduce my price,” Balasubramaniam says. “I never did. If there is no business, that is fine. But there is no compromise on quality. Not then, not now, not ever.”\n\nThrough the 1990s, when the business was flourishing, he was alone. He bought the raw materials. He supervised production. He loaded the van. He delivered to shops. He collected payments. He came home and did the accounts. His wife ran the production floor and kept the operation alive while he was on the road.\n\nHe could see the business growing, but he could also see that he was the bottleneck. Every time he chased a new opportunity, something behind him slipped. He was one man doing five people’s jobs, and the maths was not going to work forever.\n\nThe solution scared him. He decided to hire people, even if it meant giving away half his income in salaries. The fixed cost of employees, month after month regardless of how sales went, kept him up at night. But the alternative was staying small forever, and he knew that was a slower kind of death.\n\nHe began building what became the first FMCG-style distribution network for ghee in India. He appointed distributors. He hired salesmen and put them on fixed routes, visiting individual retail shops every week, taking orders, building relationships, exactly the way companies like Hindustan Lever sold soap and toothpaste. Nobody in the ghee business had done this before. Ghee was sold in bulk, through wholesale markets. The idea of branding it, packaging it in consumer-sized bottles, and pushing it through retail, shop by shop, was entirely new.\n\nThe first factory came up in Bengaluru in 1991; Dindigul was the second factory. A bigger one followed in Hosur in 1999. Chennai became the first major market outside Bengaluru, and from there, GRB spread across Tamil Nadu, then to Karnataka, Andhra Pradesh, and beyond. A new facility near Madurai now handles expanded production, including sweets and snacks sold under the Town Bus brand.\n\nToday, GRB exports to more than 40 countries, including Singapore, Australia, the UAE, and markets across Southeast Asia, the Middle East, and North America. Revenue crossed ₹1,000 crore two years ago in FY23-24. \n\nThis year, Balasubramaniam is targeting Rs 1,400 crore. Ghee still accounts for about 75 to 80 per cent of the business. In January 2026, the Indian Dairy Association honoured him with the Outstanding Dairy Professional Award for five decades of contribution to the industry. And not one rupee of this has come from outside investors. No venture capital, no private equity, no debt-fuelled expansion. Everything has been built from what the business earned.\n"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"64:T7ca,"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"Balasubramaniam’s two sons, Dhanraj and Balakarthik, now handle much of the company’s operations. Dhanraj looks after commercial strategy and sales. Balakarthik, who has a master’s degree in food processing engineering from the Illinois Institute of Technology in Chicago, runs production and marketing. Both are well-educated. Their father mentions this fact with something that is not quite pride and not quite sadness, but both at once.\n\nBecause when you ask GR Balasubramaniam about his one regret, the answer comes instantly. There is no pause, no false modesty, no weighing of words.\n\n“I never got to study,” he says. \"Even today, that is the one thing I feel is missing. I have struggled with communication so many times. People would say something and I would understand it differently. If I had studied, none of those problems would have existed.”\n\nYou might expect a man with his track record to have made peace with this, to have reframed it as the thing that pushed him into business and therefore, in a roundabout way, the thing that made him successful. People have said this to him. He does not buy it.\n\n“People ask whether not studying was actually a good thing, because it forced me into business. I have never once thought of it that way. Not for a single day.”\n\nIt is a striking thing to hear from a man who has spent the previous ninety minutes insisting that he has no complaints, that he has never suffered, that his generation’s troubles are nothing compared to the one before. He will wave away every hardship you throw at him. He will refuse to call his journey extraordinary. He will remind you about the labourer carrying 100 kilograms on his back.\n\nBut he will not let go of this. The boy who wanted to study and was sent to sell butter instead is still somewhere inside the man who built a company whose revenue is likely to touch Rs 1,400 crore. And that, more than any revenue number or export milestone, is the most striking thing he told us.\n\n"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"65:T4c7,One suggestion that often comes up is whether India could train its AI systems using datasets from ongoing conflicts such as the Russia-Ukraine war. But experts say that approach is largely impractical. \n\nShashidhara BP, former managing director of Aeronautical Development Establishment under the Defence Research and Development Organisation (DRDO), argues that such data is unlikely to be accessible. \n\n“It is almost impossible to use data generated in other war scenarios. Such datasets are typically proprietary to the respective defence forces and are almost always encrypted to prevent misuse,” he says. \n\nInstead, he believes India’s long-term strategy must focus on developing indigenous AI systems tailored to its own defence datasets. \n\n“There are a number of initiatives under way in both the government and private sector. As these technologies evolve and integrate, they can support the needs of the armed forces in a rapidly fast changing warfare environment,” he says. “Once we develop our own language models and train them on datasets generated across multiple applications, we will have a proven AI platform that can be deployed not just in defence but across other sectors as well.” \n66:T593,"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1," ecosystem while work continues in parallel on more sophisticated language models.\n\nJayaram also points to ongoing research aimed at training robust AI systems with smaller datasets, an approach that Trivedi had earlier highlighted.\n\n“When training samples are scarce, we apply mathematical transformations to generate additional samples over time. Once enough of these training datasets are created, they can be used to train models more effectively,” he says. \n\nAs warfare moves deeper into the era of intelligent automation, the ultimate goal is to build AI systems capable of operating with high precision and minimal collateral damage. Achieving that level of reliability, however, remains a major challenge. \n\n“At the end of the day, it’s not a level-playing field. A terrorist doesn’t care who gets harmed. They simply want to create chaos. But when we act against them, we cannot afford to hit the wrong target. Achieving that level of accuracy is vital,” Trivedi says. \n\nDespite the constraints, experts say the defence sector is steadily building momentum.\n\n“Our work reflects a thoughtful integration of language models and AI into operational workflows,” says a retired major general of the Indian Army, seeking anonymity. “The ecosystem is showing how sovereign technology can quietly yet powerfully enhance intelligent, inference, and situation awareness in modern military operations.” \n\n"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"67:T4be,data:image/png;base64,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:T8f6,"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"The ongoing conflict in West Asia has disrupted LPG shipments from the region which is a critical source of India’s cooking gas imports. \n\nWhile the Indian government has prioritised the LPG (liquefied petroleum gas) requirements of essential businesses like educational institutes and hospitals as well as households, restaurant operators and small eateries are largely fending for themselves. \n\nFrom tweaking the menu and focusing on essential food items to using domestic cylinders and alternative fuels, restaurants are resorting to various ways to keep their kitchens running. \n\nAcross the country—from New Delhi and Bengaluru to Coimbatore and Chennai—businesses in the F\u0026B industry have reported difficulty in sourcing commercial cylinders. Even if they manage to procure cylinders, they come at jacked-up prices. All this has affected their ability to run operations at full capacity, say restaurant operators. \n\nRestaurants generally run on a just-in-time inventory model and do not have many spare cylinders due to safety concerns and space constraints. So the sudden supply tightening has left them with very little cooking gas to run out the week.\n\n“Usually restaurants running at decent volumes rely on a gas tank which can maximum hold 2-3 days of stock, not beyond that. As of now, supply is becoming a challenge,” says Japtej Singh Ahluwalia, who operates eight restaurants across Chennai, including the brands Savya Rasa and Soy Soi. His business requires 20-25 commercial cylinders a day, with a capacity of 25 kg each. \n\nAbinash Panda, who runs two South Indian tiffin units in Bhubaneswar, says, “We are not getting enough gas, and have to adjust… We are paying Rs 500-600 extra per commercial cylinder, whatever we are getting from whatever source.”\n\nAhluwalia says some private gas distributors have hiked prices by 25%, while some have “flat-out” refused to sell. For now, he has removed food items cooked on equipment that guzzles gas, such as a pizza oven. \n\nIn fact, many restaurants have tweaked their menu to serve limited items. Some of them offer only items that don’t need cooking, such as beverages, salads and ice creams. \n\nCoimbatore's Annapoorna has announced that it would offer a limited menu, focusing on essential food items.\n"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"69:T4a9,Panda’s business is already witnessing a 5-10% drop in revenue. “If things don’t change, the impact could be 20%, effectively eroding profit margins,” he says. \n\nAhluwalia too expects greater impact from tomorrow or the day after if the situation doesn’t improve.  \n\nAnshoo Sharma, CEO \u0026 Founder at magicpin, a food delivery platform, says small restaurants are likely to be affected badly. As they form a large part of magicpin’s base, Sharma says the company is offering them insights into order volume so that they can plan accordingly. \n\n“Small restaurants operating with limited menus and reduced working hours will continue to receive demand support from our end. We will provide real-time AI-enabled support so that they have real-time volume insights and can prepare accordingly and judiciously,” says Sharma. \n\nCatering businesses are also feeling the pinch. \n\n“Even for a small wedding, we consume 15 to 20 cylinders a day. But it’s very difficult to manage that now,” shares the Jharkhand-based caterer quoted earlier.\n\nFood delivery operators are also reportedly impacted by the situation. However, Swiggy and Zomato declined to respond to queries from "])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"20:[\"$\",\"$L24\",null,{\"children\":[\"$\",\"$L55\",null,{\"data\":{\"stories\":[{\"id\":336591,\"title\":\"The accidental matchmaker: how a PhD in hydrodynamics built an elite matrimonial service\",\"slug\":\"the-accidental-matchmaker-phd-hydrodynamics-matrimonial-service\",\"type\":\"RICH\",\"subtitle\":\"Anil Kumar spent over a decade and a half in American academia and consulting before his own bruising search for love convinced him that Indian matchmaking was broken. Seventeen years and several near-death experiences later, Jodi365 is a profitable, growing business. \",\"publishedAt\":\"2026-06-03T01:15:00.000Z\",\"updatedAt\":\"2026-06-16T07:53:09.892Z\",\"brand\":{\"name\":\"YourStory\",\"slug\":\"yourstory\",\"locale\":\"en_GB\",\"path\":\"/\"},\"metadata\":{\"authors\":[{\"name\":\"Jarshad NK\",\"username\":\"jarshad-1651738052\",\"order\":0,\"imageUrl\":\"https://images.yourstory.com/cs/users/6a1bb650-cc4a-11ec-97ce-97ad6d1c8aba/6a1bb650-cc4a-11ec-97ce-97ad6d1c8aba.jpeg\",\"designation\":null,\"path\":\"/author/jarshad-1651738052\"}],\"category\":{\"id\":464,\"name\":\"In Depth\",\"slug\":\"ys-in-depth\",\"path\":\"/category/ys-in-depth\"},\"excerpt\":\"Anil Kumar spent over a decade and a half in American academia and consulting before his own bruising search for love convinced him that Indian matchmaking was broken. 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For superiority in modern warfare is increasingly measured in algorithms, not just in missiles or manpower. \\n\\n“Whoever owns the data has an edge in AI right now,” says Neeta Trivedi, Co-founder and CEO of defencetech startup Inferigence Quotient and a former scientist at Defence Research \u0026 Development Organisation (DRDO), where she spent 28 years. \\n\\nBut India faces a fundamental challenge: the country doesn’t have nearly enough data.\\n\\nAt a time when geopolitical tensions, from the ongoing Russia–Ukraine War to instability across West Asia, are accelerating the global push toward AI-enabled warfare, the ability to build intelligent defence systems has become a strategic priority for many nations.\\n\\nEven as the country experiments with AI-led warfare, demonstrated during Operation Sindoor, the gap between India and global military powers remains stark. The US \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"link\":\"https://www.war.gov/News/Transcripts/Transcript/Article/4228828/background-briefing-on-fy-2026-defense-budget/\"},\"data\":\"Pentagon\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\" has sought about $13.4 billion to advance defence AI capabilities. Estimates suggest China’s People's Liberation Army is investing between $1-2 billion annually on similar technologies. \\n\\nIndia’s allocation, by contrast, is far more modest: roughly \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"link\":\"https://www.delhipolicygroup.org/storage/uploads/publications_file/implementing-artificial-intelligence-in-the-indian-military-4854.pdf\"},\"data\":\"$$60 million\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\" spread evenly across five years per  2023 report from think tank Delhi Policy Group.\\n\\nThe disparity extends beyond funding. AI systems require enormous volumes of data to train effectively. The US hosts more than \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"link\":\"https://www.cargoson.com/en/blog/number-of-data-centers-by-country\"},\"data\":\"5,000 AI data centres\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\" while India has about \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"link\":\"https://www.netforchoice.com/blog/how-many-data-centers-in-india-complete-overview/\"},\"data\":\"150\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\". In practical terms, this means India is developing military AI with far smaller datasets than its geopolitical rivals. \\n\\nYet the question is not just how much data India has—but how it uses what already exists.\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":2},\"data\":\"India’s military AI has a data gap\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"Trivedi says large volumes of potentially valuable military data already exist, but remain largely untapped. For decades, unmanned aerial vehicles have captured vast amounts of surveillance footage. Much of that data has remained archived at ground stations. \\n\\n“The videos come to the ground stations and have just been sitting there for decades,” she says. “The data needs to be extracted and labelled for training. And it’s not just video; there are other sensors like radar. Private companies can’t access them because the data is classified, and the military hasn’t always had the bandwidth to process it.” \\n\"}},{\"contentType\":\"alsoRead\",\"value\":{\"title\":\"New-age defence tech is rising, but is India ready with the talent?\",\"thumbnail\":\"https://images.yourstory.com/cs/2/220356402d6d11e9aa979329348d4c3e/defence-rectangle-1764755008115.jpg?fm=png\u0026auto=format\u0026h=100\u0026w=100\u0026crop=entropy\u0026fit=crop\",\"publishedUrl\":\"https://yourstory.com/2025/12/new-age-defence-tech-rising-is-india-ready-with-talent\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"Even when datasets are available, they present another challenge. Much of the data generated in defence testing environments is relatively ‘clean’ compared to the messy, unpredictable conditions of real-world conflict. \\n\\nOne approach, Trivedi says, is to begin training AI models with available test data and then refine them using limited operational data once access is possible. At the same time, researchers are exploring whether effective AI systems can be trained with significantly smaller datasets.\\n\\n“They say if you want to familiarise a child with an elephant, you show them a few pictures and the child can identify the animal,” she says. “You don’t need millions of images. Researchers are exploring whether something similar can work for AI. Of course, the human brain works differently from machine learning models, but there is interesting work happening in that area.”\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":2},\"data\":\"The search for an indigenous solution\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"$65\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":2},\"data\":\"Building sovereign military AI \\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"For many Indian defencetech startups, that push toward indigenous AI development has already begun.\\nJayant Khatri, Co-founder and CEO of Apollyon Dynamics, says the company deliberately avoids using international LLMs or APIs, including tools like ChatGPT, to minimise the risk of sensitive data exposure. \\n\\n“We develop our own algorithms that run on edge computing systems,” he says, referring to computing that processes data close to the source rather than relying on cloud infrastructure. “We combine high-fidelity simulations with hardware-in-the-loop testing to create controlled training environments. Every field deployment feeds back into the system, creating a closed-loop learning process,” he says.\\n\"}},{\"contentType\":\"alsoRead\",\"value\":{\"title\":\"This student-led startup is revolutionising defence tech with agile kamikaze drones\",\"thumbnail\":\"https://images.yourstory.com/cs/2/94a03c40169611f0b4b0c5b62b4900c2/ApollyonDynamics1600x900-1766560991216.jpg?fm=png\u0026auto=format\u0026h=100\u0026w=100\u0026crop=entropy\u0026fit=crop\",\"publishedUrl\":\"https://yourstory.com/2025/12/hyderabad-student-startup-apollyon-dynamics-defence-tech-kamikaze-drones\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"The push toward sovereign AI platforms is also visible in initiatives such as Project Ekam, developed by the startup Neuralix. The platform, described as India’s first proprietary Defence AI-as-a-Service system, was inaugurated by Defence Minister Rajnath Singh in December 2025.\\n\\nAccording to Neuralix CEO and Founder Vikram Jayaram, working with military datasets is fundamentally different from handling the curated data used in most commercial GenAI systems. \\n\\n“Military data is extremely fragmented,” says Jayaram, who has spent nearly 27 years in the AI and machine learning industry. “These data sources were never designed for language models to ingest and process easily. The computing architecture is also limited for large-scale training permutations. It has taken years just to understand how to curate the data and determine whether building smaller, specialised models is more effective in most situations.” \\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":2},\"data\":\"No Ferraris on broken roads\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"Jayaram believes India should avoid joining the global race to build ever-larger language models. \\nInstead, he says the focus should be on solving specific decision support system problems with frameworks designed for India’s security constraints, particularly its limited access to large-scale datasets. Trying to replicate the approach taken by countries like the US could ultimately prove counterproductive.\\n\\n“Building large language models is like building a Ferrari. We can try to build one. But if you put a Ferrari on a bad road, the whole thing will tear apart. If the underlying data, infrastructure, or purpose is poor, it will never perform,” he says. “Our priority should be to address the fragmented problems we actually face. That’s why we are building smaller language models, or SLMs. These are easier to manage and iterate, and over time multiple specialised models can come together to form a larger system.” \\n\\nThe Ekam AI has already been deployed within the Indian \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"link\":\"https://yourstory.com/2025/08/indian-made-defence-products-gaining-global-recognition\"},\"data\":\"defence\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"$66\"}}],\"timeLapsed\":\"17th Mar 2026\",\"publishedDate\":\"March 17, 2026\",\"newReleased\":false},{\"id\":334857,\"title\":\"From menu cuts to electric grills: How Indian restaurants are tiding over the LPG crisis\",\"slug\":\"menu-cuts-to-electric-grills-how-indian-restaurants-are-tiding-over-lpg-crisis\",\"type\":\"RICH\",\"subtitle\":\"Tensions in West Asia have disrupted LPG supply to India. Many restaurants and eateries across the country are finding it hard to source commercial cylinders, and are resorting to various ways to keep their kitchens running. \",\"publishedAt\":\"2026-03-10T15:00:07.323Z\",\"updatedAt\":\"2026-03-15T03:14:01.316Z\",\"brand\":{\"name\":\"YourStory\",\"slug\":\"yourstory\",\"locale\":\"en_GB\",\"path\":\"/\"},\"metadata\":{\"authors\":[{\"name\":\"Akshita Toshniwal\",\"username\":\"akshitat-1714631777\",\"order\":0,\"imageUrl\":\"https://images.yourstory.com/cs/author/47ea3f60-084e-11ef-bdcb-2f46d4aa7266.jpg\",\"designation\":\"Correspondent\",\"path\":\"/author/akshitat-1714631777\"}],\"category\":{\"id\":464,\"name\":\"In Depth\",\"slug\":\"ys-in-depth\",\"path\":\"/category/ys-in-depth\"},\"excerpt\":\"Tensions in West Asia have disrupted LPG supply to India. Many restaurants and eateries across the country are finding it hard to source commercial cylinders, and are resorting to various ways to keep their kitchens running. \",\"media\":\"https://images.yourstory.com/cs/2/07f6d7f0ed8e11ed819979969b4b51e2/rossb-1771210604928.png\",\"thumbnail\":\"https://images.yourstory.com/cs/2/07f6d7f0ed8e11ed819979969b4b51e2/rossb-1771210604928.png\",\"defaultThumbnail\":\"https://images.yourstory.com/cs/2/07f6d7f0ed8e11ed819979969b4b51e2/rossb-1771210604928.png\",\"brandSpotlight\":null,\"removeAds\":null,\"curatedCategories\":[],\"sponsoredStory\":null,\"isRegistrationRequired\":false,\"timeToRead\":5,\"reactions\":{\"contentId\":334857,\"commentCount\":0,\"likeCount\":297,\"dislikeCount\":0,\"fbShareCount\":0,\"twitterShareCount\":0,\"linkedinShareCount\":0,\"shareCount\":0},\"articleTopics\":[],\"richArticleTopics\":[{\"id\":\"991ecc35-663e-11eb-b571-b76e0f3e580d\",\"slug\":\"industry-outlook-and-reports\",\"name\":\"Industry Outlook and Reports\",\"type\":\"RICH-ARTICLE-TOPIC\",\"order\":0}],\"tags\":[{\"name\":\"LPG\",\"slug\":\"lpg\",\"order\":0,\"path\":\"/tag/lpg\"},{\"name\":\"West Asia conflict\",\"slug\":\"west-asia\",\"order\":1,\"path\":\"/tag/west-asia\"},{\"name\":\"restaurants\",\"slug\":\"restaurants\",\"order\":2,\"path\":\"/tag/restaurants\"},{\"name\":\"energy crisis\",\"slug\":\"energy-crisis\",\"order\":3,\"path\":\"/tag/energy-crisis\"}],\"contentType\":\"Editorial\",\"storySchemaType\":\"article story\",\"parentGlossary\":null,\"sameParentGlossary\":[],\"schemaData.HowTo.StepsText\":\"\",\"AIGeneratedStory\":\"false\",\"storyShortHeading\":\"How Indian restaurants are surviving the LPG crisis\",\"thumbnailMetadata\":{\"thumbnailSquare\":\"https://images.yourstory.com/cs/2/c5c652a0fb5a11eca125d7821ea2fbc4/Image37v9-1773157678515.jpg\",\"thumbnailDouble\":\"https://images.yourstory.com/cs/2/07f6d7f0ed8e11ed819979969b4b51e2/rossb-1771210604928.png\",\"thumbnailVideo\":\"https://images.yourstory.com/cs/2/07f6d7f0ed8e11ed819979969b4b51e2/rossb-1771210604928.png\",\"thumbnailBlur\":\"$67\"},\"webStoryUrl\":\"\",\"companies\":[{\"id\":\"e8a67d60-83e5-11f0-9121-23b9412c9f6b\",\"name\":\"InRain construction Private Limited\",\"legalName\":\"InRain construction Private Limited\",\"slug\":\"inrain-construction-private-limited\",\"subtitle\":\"InRain® Construction Pvt. Ltd.(ICPL) is a Modular Rainwater Harvesting Company with a strong presence all over India. The company has successfully Installed more than 4000 Rainwater Harvesting Projects to enable it to conserve billions of gallons of water from wasting. We are privileged to introduce the next level Scientific Rainwater harvesting technology with more than 50 Ton/SQM Load bearing Structure for the 1st time in the world. We are proud partners of the Make in India Movement, having our own products and manufacturing.\",\"website\":\"https://www.inrainconstruction.com/rainwater-harvesting-system\",\"order\":0}],\"glossaryTerms\":[],\"articleType\":\"In-Depth\",\"analyticsData\":{\"alsoReadCount\":0,\"imageCount\":1,\"videoCount\":0,\"companyConnectCount\":0},\"companyBlots\":[],\"videoBlots\":[]},\"snippets\":null,\"trailers\":null,\"path\":\"/2026/03/menu-cuts-to-electric-grills-how-indian-restaurants-are-tiding-over-lpg-crisis\",\"featured\":true,\"mobilePostJson\":[{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"$68\"}},{\"contentType\":\"image\",\"value\":{\"src\":\"https://images.yourstory.com/cs/2/c5c652a0fb5a11eca125d7821ea2fbc4/WhatsAppImage2026-03-10at20-1773154970917.jpeg\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"The crisis has forced some restaurant operators to look at domestic cylinders to tide over the shortage. \\n\\n“Since one cannot use domestic cylinders in the business premises, people are taking a domestic cylinder and refilling that gas into an empty commercial cylinder for use in their restaurants,” says a Jharkhand-based restaurant operator and caterer, on the condition of anonymity.\\n\\nSome restaurants are also using electric grills and induction tawas. \\n\\nKarana Verma, Director of Noida-based Bawarchi Baba, says his outlets are using alternative fuels such as coal, wood, and even cow dung for some of their needs. \\n\\nHowever, given that flame-based cooking is an integral part of most Indian kitchens, one cannot redesign the entire setup overnight, says Anirudh Keny, Founder of Keen Mustard Ventures, which runs the Daysie and Serious Slice restaurants in Bengaluru.  \\n\\nThe supply crunch is yet to impact restaurants with piped natural gas setups. However, only a small fraction of outlets use these.\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":2},\"data\":\"Business impact \\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"$69\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"italic\":true},\"data\":\"YourStory\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\".\\n\\nIf the supply situation doesn’t get better in the next few days, industry players fear black market activity. \\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":2},\"data\":\"Managing the economics \\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"Apart from hiking the prices of cylinders, some gas distributors are also changing the terms of payment, asking for upfront cash payments as opposed to offering monthly credit. \\n\\nMeanwhile, some restaurant owners are mulling an LPG surcharge to manage the increased costs. \\n\\nAhluwalia says, “We are looking at adding an LPG surcharge, but we have not finalised on it. This is a sensitive thing, because the moment you do it, and if other restaurateurs are not doing it, there is a backlash.” \\n\\nRaising the prices of food items will be the last resort, say restaurants. \\n\\n“We are absorbing and hedging these costs as of now through internal structural optimisations. Instead of passing the burden to the consumer, we are accelerating our shift towards electronic cookware, which allows us to maintain our price points while sustaining the premium quality our customers expect,” says Arjun Toor, Co-founder, RollsKing, which runs 130 service points across 15 cities.\\n\"}}],\"timeLapsed\":\"10th Mar 2026\",\"publishedDate\":\"March 10, 2026\",\"newReleased\":false}],\"count\":0,\"category\":{\"id\":464,\"name\":\"In Depth\",\"slug\":\"ys-in-depth\",\"description\":\"Deep dive, data-driven stories on companies and trends in the tech and entrepreneurial ecosystem, with a focus on Indian startups and MSMEs.\\n\",\"locale\":\"en_GB\",\"path\":\"/category/ys-in-depth\",\"brand\":{\"id\":2,\"name\":\"YourStory\",\"slug\":\"yourstory\",\"locale\":\"en_GB\",\"internal\":true}}},\"item\":{\"type\":\"content\",\"dataAPI\":\"/api/v2/category/stories/?slug=ys-in-depth\u0026brand=yourstory\u0026limit=5\u0026skipFeatured=true\u0026skipDontShowOnHomepage=true\u0026greedy=true\",\"dataAttribute\":\"in-depth\",\"revalidate\":3600},\"index\":7}]}]\n"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"22:[\"$\",\"$L24\",\"explore-10\",{\"children\":[\"$\",\"$L6a\",null,{\"data\":{\"key\":\"ys_landing_page_explore\",\"value\":[{\"backgroundImage\":\"https://images.yourstory.com/homepage/explore/Segwise2+1.png\",\"name\":\"Segwise.Ai\",\"slug\":\"segwise\",\"clickCTA\":\"/companies/segwise\",\"section\":\"SAAS\"},{\"backgroundImage\":\"https://images.yourstory.com/homepage/explore/Frame+163.png\",\"name\":\"Ongil.Ai\",\"slug\":\"ongil\",\"clickCTA\":\"/companies/ongil\",\"section\":\"AI/ML\"},{\"backgroundImage\":\"https://images.yourstory.com/homepage/explore/Nexstem+1.png\",\"name\":\"NexStem\",\"slug\":\"nexstem\",\"clickCTA\":\"/companies/nexstem\",\"section\":\"Health-Tech\"},{\"backgroundImage\":\"https://images.yourstory.com/homepage/explore/Farmonaut.png\",\"name\":\"Farmonaut\",\"slug\":\"farmonaut\",\"clickCTA\":\"/companies/farmonaut\",\"section\":\"Agritech\"},{\"backgroundImage\":\"https://images.yourstory.com/homepage/explore/ReCircle+1.png\",\"name\":\"Recircle\",\"slug\":\"recircle\",\"clickCTA\":\"/companies/recircle\",\"section\":\"Cleantech\"},{\"backgroundImage\":\"https://images.yourstory.com/homepage/explore/Fabrik.png\",\"name\":\"Fabrik Space\",\"slug\":\"fabrik\",\"clickCTA\":\"/companies/fabrik\",\"section\":\"SAAS\"},{\"backgroundImage\":\"https://images.yourstory.com/homepage/explore/Frame+158+1.png\",\"name\":\"Verdant Impact\",\"slug\":\"verdant-impact\",\"clickCTA\":\"/companies/verdant-impact\",\"section\":\"Agritech\"},{\"backgroundImage\":\"https://images.yourstory.com/homepage/explore/ePlane+AI.png\",\"name\":\"The EPlane Company\",\"slug\":\"the-eplane-company\",\"clickCTA\":\"/companies/the-eplane-company\",\"section\":\"Mobility\"},{\"backgroundImage\":\"https://images.yourstory.com/homepage/explore/Nawgati.png\",\"name\":\"Nawgati\",\"slug\":\"nawgati\",\"clickCTA\":\"/companies/nawgati\",\"section\":\"Enterprise-Tech\"},{\"backgroundImage\":\"https://images.yourstory.com/homepage/explore/Kshana.png\",\"name\":\"Kshana Al\",\"slug\":\"kshanaai\",\"clickCTA\":\"/companies/kshanaai\",\"section\":\"AI/ML\"},{\"backgroundImage\":\"https://images.yourstory.com/homepage/explore/Marut+Drones+2.png\",\"name\":\"Marut Drones\",\"slug\":\"marut-drones\",\"clickCTA\":\"/companies/marut-drones\",\"section\":\"Dronetech\"},{\"backgroundImage\":\"https://images.yourstory.com/homepage/explore/Anatomech.png\",\"name\":\"Anatomech\",\"slug\":\"anatomech\",\"clickCTA\":\"/companies/anatomech\",\"section\":\"Health-Tech\"},{\"backgroundImage\":\"https://images.yourstory.com/homepage/explore/Naam.png\",\"name\":\"Naam\",\"slug\":\"naam\",\"clickCTA\":\"/companies/naam\",\"section\":\"AI/ML\"},{\"backgroundImage\":\"https://images.yourstory.com/homepage/explore/Visual+Dub+2.png\",\"name\":\"NeuralGarage\",\"slug\":\"neuralgarage\",\"clickCTA\":\"/companies/neuralgarage\",\"section\":\"AI/ML\"},{\"backgroundImage\":\"https://images.yourstory.com/homepage/explore/Monet+1.png\",\"name\":\"Monet Work\",\"slug\":\"monet-work\",\"clickCTA\":\"/companies/monet-work\",\"section\":\"Web3\"},{\"backgroundImage\":\"https://images.yourstory.com/homepage/explore/Evate+Technologies.png\",\"name\":\"Evate Technologies\",\"slug\":\"evate\",\"clickCTA\":\"/companies/evate\",\"section\":\"Mobility\"}],\"createdAt\":\"2024-03-05T00:00:00.000Z\",\"updatedAt\":\"2024-03-05T00:00:00.000Z\",\"brand\":{\"id\":2,\"name\":\"YourStory\",\"slug\":\"yourstory\",\"locale\":\"en_GB\",\"internal\":true}}}]}]\n"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"6c:T4f4,Joining two blood vessels thinner than a strand of spaghetti is one of the most demanding tasks in surgery, and the shortage of surgeons who can do it well has real human costs. Shira Medtech, an Ahmedabad-based medical device startup, is working to change that with a low-cost, high-precision implantable device designed to enable sutureless microvascular anastomosis, the faster and safer joining of tiny blood vessels. The goal is significant because it could widen access to reconstructive surgery in resource-limited settings and help prevent amputations that better surgical tools might otherwise avert.\n\nThe difficulty is structural. Microvascular surgery is a highly complicated procedure in which the two ends of a blood vessel are reattached to restore circulation, there are very few specialists trained in the field, and many junior doctors drop out because of the steep learning curve. The stakes are high in a country where, by one earlier estimate, around 12 million people are living with physical disabilities, many of them following amputations. Shira Medtech has been chipping away at this problem for years. Founded in 2016 by Anand Parikh, a graduate of IIT-Madras, the company built the Shira Clamp, which has been in use by surgeons since 2018.\n6d:T82e,"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"The flagship product set the foundation. The Shira Microvascular Clamp is an indigenously developed and patented device that simplifies microvascular anastomosis, enabling less experienced surgeons to perform a specialised surgery safely and serve patients of cancer surgery and preventable amputations. The thumbnail-sized device holds the vessel ends open and gives surgeons clear visual access to the suture site while reducing tissue manipulation, making the procedure easier, faster and more dependable than the traditional technique.\n\nThe newer ambition goes a step further, removing stitches from the equation altogether. The company has been developing products that can eliminate sutures, and the device now in focus is positioned as a low-cost, implantable solution for sutureless anastomosis. The appeal is intuitive. Hand-suturing vessels under a microscope is slow and unforgiving, so a reliable sutureless approach could cut operating time, reduce the skill barrier and improve outcomes, particularly in smaller hospitals that lack super-specialists.\n\nCredibility for the venture is not in short supply. Shira Medtech has won recognition from the Government of India, the Department of Biotechnology, the Department of Science and Technology, the Government of Gujarat, Tata Trusts, Lockheed Martin and Titan Company. It has also been backed by the BIRAC Biotechnology Ignition incubator and was awarded the Gandhian Young Technological Innovation Award. That recognition has continued recently. The idea was named among the winners at the National Bio Entrepreneurship Competition (NBEC) 2025, run by the Centre for Cellular and Molecular Platforms (C-CAMP), a Bengaluru-based life sciences research and innovation hub and one of India's largest biotech incubators, among the country's most prestigious platforms for deep-science entrepreneurs. Its clinical work has been documented in peer-reviewed surgical literature, and its reach is now crossing borders, with products that have received MDA approval and are available in Malaysia through an exclusive distribution partner.\n"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"6e:T52c,Anastomosis simply means surgically connecting two structures. In microvascular surgery, those structures are blood vessels often less than two millimetres across, reconnected so that blood can flow again after trauma, cancer removal or reconstruction.\n\nThe difficulty lies in the scale. A surgeon places a series of impossibly fine stitches around the rim of each vessel while peering through a microscope, with little margin for error. A clumsy join can clot or leak, undoing the entire operation and, in the worst cases, costing a patient their limb.\n\nThat is why tools matter so much here. Anything that holds the vessels steady, keeps them open or removes the need for stitches lowers the chance of failure and shortens a procedure that can otherwise run for hours.\n\nThe forward path for Shira Medtech runs through validation and access. A sutureless device that performs reliably in everyday operating theatres, not just in expert hands, could meaningfully expand who gets reconstructive surgery and where. With a track record of adoption, awards and an early international footprint behind it, the company is betting that the next leap in this field will be about removing complexity rather than adding it, putting advanced surgery within reach of the many hospitals that have long been priced or skilled out of it.\n\n6f:T85f,"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"This is not a company waiting on a single idea. Founded in 2022, it personalises health by identifying and modulating key gut bacteria, pairing microbiome data with AI and mathematical modelling. It already sells DNA sequencing-based microbiome tests and targeted prebiotics, including formulations aimed at sleep and stress and a test it markets as India's first in-depth gut microbiome test for PCOS, with processes certified to ISO 9001 and ISO 27001. The startup crossed 500 customers in its first year and holds two granted patents, with two more nearing completion. In June 2025 it raised Rs 4 crore in a seed round led by Inflection Point Ventures.\n\nThe coffee husk project is where the company's science is most visible, and the thesis is not improvised. Iom Bioworks' head of bioproducts research, Dr Divyashri G, is the lead author of a peer-reviewed review in Frontiers in Pharmacology that set out the experimental evidence for the neuroprotective potential of non-digestible oligosaccharides, pectic oligosaccharides among them. Published research has separately shown coffee processing waste to be a viable source of biologically active pectin, the material from which these oligosaccharides are made. India, a major coffee grower, generates the husk in large volumes, so the company is industrialising a pathway its own scientists have already mapped in the literature.\n\nThe leadership adds weight. Alongside founder and chief executive Bipin Pradeep Kumar and chief scientist Dr Samik Ghosh, the company counts Dr Hiroaki Kitano among its co-founders. Kitano helped pioneer the field of systems biology and is Chief Technology Officer of Sony Group and Chief Executive of Sony AI, a pedigree rare for an early-stage Indian wellness venture. The idea has earned national validation too, having been named among the winners at the National Bio Entrepreneurship Competition (NBEC) 2025, run by the Centre for Cellular and Molecular Platforms (C-CAMP), a Bengaluru-based life sciences research hub and one of India's largest biotech incubators. NBEC is among the country's most prestigious platforms for deep-science entrepreneurs."])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"70:T547,A Jharkhand-based deeptech startup is trying to answer a question that has stumped heavy industry for decades. What if the carbon pouring out of a factory chimney was not waste to be buried, but raw material to be sold? Intrinsic Foundries, a carbon-to-value biomanufacturing company, has raised Rs 12 crore in a seed funding round led by Transition VC, capital it plans to use to take its microalgae-based carbon capture technology from pilot to commercial scale. The round matters because it backs a rare idea in the climate space, one where cutting emissions could actually pay for itself rather than draining balance sheets.\n\nIndia has committed to reaching net zero by 2070, and the hardest part of that journey lies in the so-called hard-to-abate sectors such as steel, cement, refineries and chemicals. For these industries, carbon capture, utilisation and storage is widely seen as the only realistic lever. The problem has always been money. Traditionally, carbon capture has treated emissions as waste destined for underground storage, often costing tens of millions of dollars, an approach that is capital-heavy and rarely profitable. In its most recent Budget, India committed Rs 20,000 crore over five years to scale up Carbon Capture, Utilisation and Storage, a signal that the policy push is real even as the economics remain stubborn.\n71:T8fc,"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"Founded in 2023, Intrinsic Foundries converts industrial emissions, effluents and residues into premium biochemicals using proprietary microbial biorefinery systems, modular photobioreactors and integrated automation. The technology takes a biological route. It feeds captured carbon to microalgae grown inside controlled tanks, paired with what the company describes as Factory 4.0 automation. The microbes consume the carbon and, in turn, produce compounds that can be sold into multiple industries. It is advancing commercial engagement across cement, steel, pharmaceuticals, nutraceuticals and food systems through partnerships with industrial groups. In effect, a steel plant or refinery becomes a supplier of ingredients for the health and wellness shelves.\n\nThe startup says it has already moved beyond the whiteboard. In 2025, Intrinsic completed a successful proof of concept at a thermal power plant, demonstrating sustained carbon capture and stable operational performance under real-world conditions. Microalgae is its first focus, while it continues to develop other microbial biorefineries including yeast-based systems.\n\nThe roadmap is ambitious. Over the next 12 to 24 months, the company plans to commission multiple industrial pilots and operationalise its first one-tonne-per-day commercial plant. Part of the fresh capital will go towards executing industrial pilots, expanding research, filing IPs, and establishing its US entity to support global market development. Founder Shreyansh Jain, an alumnus of BITS Pilani and Cornell University, frames the opportunity bluntly. \"Carbon is not waste. It is a resource waiting to be transformed,\" he has said. Investors appear to share that read, pointing to weak unit economics and high capital costs as the real barriers that a revenue-generating model could finally clear.\n\nThe idea has earned national validation too. The venture, which entered as IIOT Innovation Private Limited, was named among the winners at the National Bio Entrepreneurship Competition (NBEC) 2025, run by the Centre for Cellular and Molecular Platforms (C-CAMP), a Bengaluru-based life sciences research and innovation hub and one of India's largest biotech incubators. NBEC is among the country's most prestigious platforms for deep-science entrepreneurs.\n"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"72:T562,"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"Microalgae are microscopic, fast-growing organisms that, much like plants, feed on carbon dioxide and sunlight. When industrial flue gas is channelled into a controlled photobioreactor, the algae absorb the carbon as they multiply.\n\nThat biomass is then processed to extract specific compounds, the kinds of fatty acids, proteins and pigments that already go into supplements, foods and skincare. Because the algae do the heavy lifting, the system sidesteps some of the energy-intensive chemistry that makes conventional capture so expensive.\n\nThe commercial logic is simple. If the end products fetch a premium, the cost of capturing carbon is offset by the value of what comes out the other side, turning an environmental cost centre into a potential profit line.\n\nWhether that promise holds at scale is the open question. Moving from a single proof of concept to a steady one-tonne-a-day plant, and then to volumes that would meaningfully dent India's industrial emissions, is a steep climb on which many climate ventures have stumbled. Yet cross-sector demand for sustainable ingredients is rising, and public funding is flowing towards capture, both of which work in the startup's favour. The next two years, as its pilots either prove or puncture the economics, will show whether factories that pay their own way to cleaner air can move from the lab into the mainstream.\n\n"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"73:T588,"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"When a brand sets up a showroom, experience centre, or any physical space meant to engage customers, the work is usually split across multiple vendors.\n\nA design agency handles the look. An interior firm executes the build. A systems integrator wires the technology. A software company develops the backend. Each handles a piece of the puzzle, but no one owns the full experience. \n\nWhen something goes wrong, accountability gets fragmented. When something works, measuring its impact is often an afterthought. Whether the space actually shortens a sales cycle or improves conversions is rarely tracked. \n\nPhygital Studio is trying to change that.\n\nFounded in Bengaluru in 2014 by Pratik Nagotra, the startup builds immersive, interactive physical experiences for brands. \n\nIts work spans experience centres, digital twins, interactive sales tools, projection rooms, and multi-screen installations, all powered by its proprietary platform, Beto.\n\nNagotra studied mechanical engineering at PES University in Bengaluru before completing a master's in racing engine design at Oxford Brookes University, England. After working at Bosch in Bengaluru, he decided to build something of his own. \n\nThe company began with apps and interactive tools for real estate clients. An early project for developer Kalra led to work with Prestige, one of Bengaluru’s largest real estate developers, and marked a turning point. \n"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"74:T4eb,Phygital Studio's work is divided into four categories, all built on one idea: helping brands deliver a complete, measurable experience in a single interaction.\n\nExperience centres are the most complex. These spaces use interactive screens, projections, and data visualisation to tell a brand’s story. Real estate developers, energy companies, and manufacturers use them.\n“You have 30 to 40 minutes with a customer. Everything they need to know has to happen in that room,” Nagotra says. \n\nDigital twins allow clients to showcase projects before they are built. These interactive 3D models let buyers and stakeholders explore spaces virtually. Over time, Nagotra believes this could extend into city-scale dashboards tracking utilities and infrastructure in real time.\n\nSales presenters are designed for field teams. Instead of brochures, salespeople use interactive applications to show live inventory, floor views, and layouts with real-time visualisation.\n\nRetail experiences sit closest to the consumer. These include immersive installations designed to increase engagement and footfall, such as a jewellery customisation tool for Rings and I, a laminates visualisation tool for Century Group, and a lighting simulator currently in development. \n\n75:T5d8,"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"Orange Health Labs owns the entire diagnostics chain. The company operates NABL-accredited and ICMR-certified labs, handling everything from basic blood sugar and cholesterol tests to advanced genetic panels across blood, urine, and others. \n\nThe intent is simple: patients rarely need just one test, so everything should be available in one place.\n“Our journey mirrors ordering groceries,” Gupta says. Patients book tests through the app or website, select a time slot, and an eMedic arrives at their home within 30 minutes. \n\nThe eMedics arrive in uniform with organised kits. The company’s 750 eMedics are required to hold a diploma or degree in medical lab technology and undergo full background verification before joining. \nOnce onboarded, they complete around 100 hours of training covering blood draws across patient types (elderly, children, and anxious patients), along with the single-prick technique. \n\n\"No matter which eMedic shows up or when, the experience should feel the same,\" Gupta says. Patients can track the eMedic in real time, make changes, or reorder services through the app. \n\nReports are reviewed by an in-house medical team and delivered within six hours for 98% of orders, with most arriving in about four hours. They are available as PDFs or in an interactive format that tracks health trends over time. \n\nPatients can also add their doctor's details while booking, after which the report is shared automatically with both the patient and the doctor. \n"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"76:T629,"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"“Starting in Bengaluru's Koramangala and HSR Layout, we became the city's top COVID testing lab during the pandemic,\" Gupta says.\n\nWhile home collection remains central, the company has since expanded to Delhi, Mumbai, and Hyderabad. Since 2024, it has also grown to over 75 walk-in collection centres. \n\nGupta says that nearly 70% of diagnostic errors occur before the sample even reaches the testing machine.\n”Speed in diagnostics is not just about convenience. Blood is data, and the moment it leaves the body, if it is not maintained in the right container at the right temperature, that data starts deteriorating,\" he adds. \n\nEvery sample is barcoded at collection and tracked in real time through the eMedic's app. It moves through regional hubs under temperature-controlled conditions, reaching the facility within 150 minutes and the testing machine within 180 minutes.\n\nThe technology layer follows the same principle. Built in-house, Orange Health's software uses AI to assign the nearest eMedic, optimise logistics routes, and speed up report processing when a patient's history indicates stable patterns. It also recognises routine queries and escalates to human agents only when needed.\n\nOn data security, Orange Health holds ISO 27001 and SOC 2 certifications. Patient phone numbers are masked from eMedics, each patient is assigned a unique ID, and reports are accessible only to the patient and the person who placed the order.\n\nThe company claims a Net Promoter Score above 85 since its inception, with over 50,000 Google reviews averaging 4.9 out of 5.\n"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"77:T534,, India’s clinical diagnostics market is expected to reach $4,427.5 million by 2030 at a CAGR of 10% between 2025 and 2030. \n\nWithin this space, Orange Health competes with players such as Dr Lal PathLabs, Redcliffe Labs, and Metropolis India. It differentiates itself in speed, full-stack ownership, and an at-home experience. \n\nAround 70% of its business comes directly from consumers through its app and website. The remaining 30% is driven by corporate partnerships, insurers, employers, and platforms like Amazon, for whose pharmacy and diagnostics vertical Orange Health is an exclusive partner. The company has more than 150 such partners. \n\nTo date, the company has served over 3 million orders and, beyond direct consumers, has onboarded over 2,000 clinics through its proprietary platform, enabling faster diagnosis and better clinical decision-making for doctors. \n\nOrange Health has raised $50 million to date, backed by Y Combinator, Accel India, General Catalyst, Bertelsmann India Investments, and Amazon's Smbhav Venture Fund. \n\nThe founders say the company reported Rs 138 crore in FY26 revenue, exiting the year at a Rs 180 crore ARR, a 65% year-on-year growth. Orange Health Labs' Bengaluru operations have hit 20% EBITDA profitability, with all other city operations now operationally profitable as well.\n78:T525,The next phase focuses on three priorities: expanding to new cities, strengthening its omnichannel presence, and widening test categories. A key part of this expansion is making diagnostics more personalised and proactive. \n\nOn the product side, the company has rolled out NeO Reports, letting customers view, filter, and share their health parameters with their family and providers. \n\nIt has also launched Orange One, an annual diagnostic subscription that includes a full-body checkup and follow-up tests for flagged health parameters at no extra charge. The service was paused in April 2026 as the company wanted to refine it before a relaunch. \n\nIn genetic testing, the Nutri DNA Test examines how individuals metabolise caffeine, sugar, salt, and fat. \n“My co-founder got it done and turns out he processes caffeine very fast; he can have coffee late in the evening and still sleep well,” Gupta says. “Those who are more sensitive would know to cut off earlier. Knowing that empowers you to adapt.”\n\n“As technology evolves, we will evolve with it,” Gupta says. \n\nThe longer-term vision is to transform Orange Health from a diagnostics provider to a health measurement platform that uses AI and accumulated patient data to recommend the right tests, at the right frequency, for each individual.\n79:T4fb,Hiring has become a volume problem.\n\nRecruiters post a role and are immediately flooded with applications. Most are irrelevant. Some are borderline. A few, genuinely strong, are buried somewhere in the pile. By the time shortlists are ready, the hiring cycle has already moved on to the next opening.\n\nAI hasn’t really fixed that. If anything, it has added another layer of noise. Candidates now mass-apply using automation tools, resumes are tailored at scale to match job descriptions, and interviews increasingly involve AI assistance in the background. The result? More applications, less clarity.\n\nBengaluru-based Equip is built around that exact friction point. Founded in 2020 by Jayanth Neelakanta, the platform uses AI to screen resumes, assess skills, and conduct interviews, compressing early-stage hiring into a largely automated workflow. The idea is not just to speed things up, but to identify early, before recruiters get overwhelmed.\n\nMore than 820 companies currently use the platform, including Wipro, Delhivery, and Shadowfax. Equip has also raised $400,000 in pre-seed funding from Better Capital in September, 2022.\n\nThe market is sizable. India's HR technology sector was valued at $1.2 billion in 2025 and is projected to nearly double by 2034, per 7a:T8ec,"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"Equip is structured across four core modules: resume screening, skill assessments, AI-led interviews, and candidate sourcing.\n\nThe first layer, resume screening, is free to use. Recruiters set role requirements, and the system begins filtering candidates based on those parameters. Applicants can apply directly or through a LinkedIn integration, answer custom questions like notice period or salary expectations, and receive a Job Fit Score.\nThat score ranges between 10% and 95%, benchmarked against the entire applicant pool, along with an AI-generated explanation of why a candidate fits, or doesn’t. \n\nThe startup says it can process around 100 resumes in five to seven minutes. \"We want to do what Amazon does, surface the most relevant result first,” Neelakanta says. \n\nThe second layer is skill assessment, which was the company’s original product. These tests are built for both technical and non-technical roles. A journalist might be evaluated on writing and communication, an accountant on live spreadsheet tasks, and an HR professional on policy-based MCQs.\n\nTests are auto-generated from a role-and-skill library and are proctored in real time. “We're built for scale. Campus hiring in India means thousands of candidates applying at once; the platform can handle up to 10,000 assessments running simultaneously,” Neelakanta says. \n\nThe third module is interviews. Candidates can go through one-way assessments or live conversational interviews. In the latter, Google’s Gemini powers real-time back-and-forth questioning designed to mimic a human interviewer.\n\nThe company claims latency is low enough that candidates often don’t realise they are speaking to an AI. Importantly, evaluation is based only on responses, not tone, appearance, or delivery style.\n\nThe newest addition is sourcing. Recruiters can now search a database of pre-assessed candidates based on role, location, and salary expectations. \n\n“We have around 2.2 lakh candidates in our database; we've already assessed them, so we know what they're good at, what salary they're expecting, what their notice period is,\" Neelakanta says.\n\nIf a candidate is introduced by a recruiter, they are excluded from the sourcing pool for three months, ensuring pipeline ownership remains intact.\n"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"7b:T594,"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"Equip doesn’t train its own foundational models. It relies on tools like OpenAI for resume analysis and Google’s Gemini for conversational interviews.\n\nBut the way data is handled is tightly controlled. Only role-relevant information is passed into models. If a recruiter marks certain fields as irrelevant, those fields are excluded entirely.\n\nCandidate data is not used to train external models and is not returned to providers.\n\nThere is also a strong emphasis on privacy. Unlike traditional proctoring systems that store full recordings, Equip processes video locally and only flags and stores data if a violation is detected. Encrypted storage and time-bound retention policies further reduce the window in which candidate data remains accessible.\n\nProctoring data is deleted after three months. Interview recordings are stored for recruiter review, but sensitive personal data is filtered out before any AI processing.\n\nFrom a compliance standpoint, the platform operates as a data processor, while recruiters act as data controllers. Candidates can request deletion, which is executed after recruiter approval.\n\nA newer layer of monitoring also lets candidates sync their phone camera with their laptop via QR code, widening the detection field during assessments.\n\n“Once candidates know they’re being watched, scores go down, not because we catch more cheaters, but because they stop trying,” Neelakanta says.\n"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"7c:T453,The longer-term plan is to move beyond hiring workflows into something closer to a professional signal layer.\n\nInstead of relying only on resumes, Equip wants to build profiles based on how candidates actually perform across tasks, challenges, and interactions. The aim is to understand skills through behaviour, not just claims on paper.\n\n“We want to do for your professional profile what Facebook and Instagram have done for your personal one,\" Neelakanta says. “Meta knows what to sell you based on how you interact with the platform. We want to know what job to show you based on how you perform on ours.”\n\nIn that vision, hiring becomes less about static CVs and more about continuous data.\n\nThe five-year view goes further. “In five years, workforces will be a mix of humans and AI agents,\" Neelakanta says. \"We're not just thinking about helping recruiters find human candidates; we're thinking about what hiring looks like in a world where both exist.”\n\nFor now, though, the focus remains narrower: reduce noise, surface signal, and make the first stage of hiring less of a guessing game.\n7d:T8e0,"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"On a typical evening at a bar, people gather to unwind. At a Pint of View (PoV) event, they gather to learn.\n\nThe Bengaluru-based startup has built a growing community around an unusual proposition: academic lectures delivered in neighbourhood bars. From bat ecology and neuroscience to history, literature, and art, its events attract hundreds of paying attendees looking to spend an evening engaging with ideas rather than small talk.\n\nFounded in 2025 by Harsh Snehanshu, Shruti Sah, and Meghna Chaudhury, PoV was inspired by the New York-based lecture series Lectures on Tap. The founders kept hoping someone would bring the concept to India. When that didn't happen, they decided to do it themselves.\n\nBut the idea was about more than simply moving lectures out of classrooms. For the founders, it was a response to a system that often treats education as a means to an end rather than something worth pursuing for its own sake.\n\n“We love reclaiming public spaces for the mind. This is also our sarcastic critique on the education system. There was a need to get away from the whole regimentation and power dynamic in the structure of the Indian education system. This sort of an environment where professors are interacting with adults who are snacking and drinking in front of them kind of normalises the dynamic between them,” Snehanshu says.\n\nSah believes many adults still want to learn, but simply lack access to the kind of learning they are interested in.\n\n“In universities, you can’t really sit at lectures outside of your degree and hence, curiosity often goes wasted. Our lectures fix that. Expert academics are delivering lectures in neighbourhood venues with no gatekeeping. It's all about genuine curiosity, nostalgia for classroom learning, and making it easy for working adults to explore subjects they always wished they could,” she says.\n\nThe founders are no strangers to building communities. Snehanshu and Sah previously co-founded Cubbon Reads, the silent reading movement that grew far beyond Bengaluru and eventually spread to dozens of cities around the world.\n\nPoV appears to be on a similar path. What started in Bengaluru now operates in 11 additional Indian cities and recently launched its first international chapter in London.\n"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"7e:Tc01,"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"India has become a critical pillar of engineering services firm Quest Global’s semiconductor business, accounting for the majority of its semiconductor engineering resources globally, as the company positions itself to capitalize on the rapid growth of the global chip industry driven by artificial intelligence (AI).\n\nIn an interaction with EnterpriseStory, Richard Bergman, Global Business Head – Semiconductor at Quest Global, said India is no longer viewed merely as a cost-effective talent destination but as a strategic centre that enables global semiconductor companies to scale engineering operations and accelerate product development.\n\n“India is core for us. It is where 80-90% of our resources are right now for the semiconductor business,” Bergman said, highlighting the country’s growing importance in supporting customers across North America, Europe and other global markets.\n\nAccording to Bergman, the semiconductor industry is currently experiencing what he describes as its “glory days,” with demand surging amid the rapid adoption of AI technologies. The global semiconductor market, valued at around $500 billion in 2023, is projected to expand significantly over the coming years as AI workloads drive demand for advanced processors, memory and specialised chips.\n\nThe emergence of generative AI applications following the launch of ChatGPT in late 2022 has accelerated investments across the semiconductor value chain, creating strong demand for chip design expertise and engineering talent. At the same time, governments worldwide have begun recognising semiconductors as strategic infrastructure, leading to increased investments in domestic manufacturing and supply chain resilience.\n\nAgainst this backdrop, Quest Global is strengthening its role as a strategic engineering partner to semiconductor companies. The company recently acquired BitSilica to bolster its front-end chip design capabilities, enabling it to offer end-to-end semiconductor engineering services, from design and verification to post-silicon validation and embedded software development.\n\nBergman noted that semiconductor companies are increasingly looking for long-term engineering partnerships rather than short-term staffing arrangements. “Customers want teams that can work across multiple generations of products and become deeply integrated into their design flows,” he said.\n\nAI is also reshaping how chips themselves are developed. Quest Global is investing heavily in applying AI across semiconductor development workflows and training its engineering workforce to support this transition. The company has tasked senior leadership with identifying areas where AI can improve chip design efficiency, while also collaborating closely with major semiconductor firms to integrate AI into their development processes.\n\n“With chip complexity increasing dramatically, AI will become a fundamental tool in semiconductor development,” Bergman said, adding that Quest Global aims to be a thought leader in helping customers navigate this transformation.\n\n"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"7f:T884,"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"Chennai-based SaaS company Zoho has launched its indigenously designed server named Nathu La.\n\nZoho said the rollout marks a new development in the company’s journey of building a full technology stack from hardware layers to software applications.\n\nThe new server was built out of its Nagpur centre, which was set up in 2020 to work on R\u0026D projects such as designing servers. According to Zoho, in 2023, the Indian government announced import restrictions on compute devices including servers, further highlighting the necessity to develop this technology in the country.\n\nThe Nathu La server, based on Intel Xeon 6 Processors, is designed to optimise performance for virtualisation (VM), High Performance Computing (HPC), AI inference, and storage applications.\n\n\"We are proud to build a server system that is truly designed in India and taking a step towards creating sovereign technology,\" said Shailesh Davey, CEO, Zoho Corp, per a statement.\n\nAll modular components including the DC-SCM and NIC (Network Interface Card) were designed in-house by Zoho's hardware engineering team and assembled by Indian EMS partners. Over five patents have been filed covering thermal management and cost-optimised server architecture designs.\n\nZoho claimed that Nathu La has achieved equivalent performance with 12-18% lower power consumption and 20-30% lower total cost of ownership (TCO). The Nathu La server, comprising Intel Xeon 6 processors, was developed collaboratively with Intel, leveraging their enablement capabilities and technical expertise.\n\nAccording to Zoho, India's digital infrastructure is expanding at an unprecedented pace. However, the server technology underpinning that infrastructure has historically been sourced from abroad, with Indian enterprises paying royalties and licensing fees to foreign entities.\n\n\"The development of the Nathu La server reflects our commitment to creating complex technology powered by talent from smaller towns and villages. Through focused investments in R\u0026D and skill development, this foray into hardware enables us not only to build and own the technology, but also to cultivate the expertise and talent behind it,\" Davey said.\n"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"80:T702,"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"Huang noted that the latest phase of AI adoption is fundamentally different from earlier waves because systems are now capable of autonomous reasoning and task execution.\n\n“Demand has gone parabolic. The reason is simple. Agentic AI has arrived. AI can now do productive and valuable work. Tokens are now profitable, so model makers are in a race to produce more,” Huang said during the earnings call.\n\nTokens are units of text or data processed by AI systems. More profitable AI services mean companies are willing to spend heavily on computing infrastructure, benefiting suppliers like NVIDIA.\n\nThe company’s strongest business remained data centres, where computing revenue rose 77% year-on-year to $60 billion while networking revenue nearly tripled to $15 billion. Networking has become increasingly important because modern AI systems require thousands of chips to work together efficiently. NVIDIA said InfiniBand revenue grew more than four-fold, driven by deployment of its latest networking technology.\n\nChief Financial Officer Colette Kress said NVIDIA’s customer base had broadened well beyond the large US cloud providers that initially drove AI demand. The company has now reorganised its reporting structure into two broad segments within data centres - Hyperscale and ACIE, which stands for AI Cloud, Industrial and Enterprise. The shift highlights how AI spending is spreading across industries, governments and regional cloud providers.\n\nKress noted that sovereign AI infrastructure is now deployed in nearly 40 countries representing $50 trillion in GDP, while the number of partner data centres exceeding 10 megawatts nearly doubled in a year to more than 80 sites.\n\nThat diversification is becoming strategically important. While hyperscale cloud companies such as "])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"81:T437,One of the quarter’s most significant announcements was Vera, NVIDIA’s first custom CPU designed for “agentic AI”. Huang said the launch opens a “brand new $200 billion TAM” for the company.\n\nThe company expects nearly $20 billion in CPU revenue this year and plans to begin production shipments of its next-generation VeraRubin systems in the second half of 2026. Kress said VeraRubin could deliver up to 35 times higher inference throughput than Blackwell.\n\n“VeraRubin is going to be even more successful than Grace Blackwell at this point. Every single frontier model company will jump on VeraRubin from the get go,” Huang noted.\n\nDespite the strong momentum, the results also highlighted several challenges.\n\nOne major uncertainty remains China. Although the US government has approved licences for H200 chips to be shipped to Chinese customers, NVIDIA said it had not yet generated revenue from those approvals and remained uncertain whether imports would ultimately be allowed. The company excluded any China data-centre compute revenue from its guidance.\n\n82:T4a3, are another concern. Huang acknowledged that demand for VeraRubin may outstrip supply for an extended period, while Kress warned that NVIDIA was “not immune to supply challenges”.\n\nOperating expenses are also rising rapidly. NVIDIA now expects full-year operating expenditure growth in the upper-40% range, driven by higher research spending and greater use of AI productivity tools. Consumer demand in parts of the edge computing business also weakened modestly because of higher memory and system prices.\n\nStill, the financial position remains exceptionally strong. Free cash flow rose to a record $49 billion from $35 billion in the previous quarter. NVIDIA also announced an additional $80 billion share repurchase programme and increased its quarterly dividend to $0.25 per share from $0.01.\n\nFor the next quarter, NVIDIA forecast revenue of $91 billion, plus or minus 2%.\n\nThe company increasingly describes its products as the foundation for “AI factories” that generate intelligence in the same way traditional factories produce goods.\n\n“The buildout of AI factories - the largest infrastructure expansion in human history - is accelerating at extraordinary speed,” 83:T7ca,"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"data:image/png;base64,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"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"84:T480,Germany-headquartered global filtration solutions company Mann+Hummel has announced the launch of its Global Technology and Innovation Centre in Tumkur, Karnataka, along with the expansion of its manufacturing facility in Pune. The company said the combined investment in these two initiatives is expected to exceed ₹100 crore.\n\nThe innovation centre is designed to accelerate global product development and customer-centric innovation by integrating advanced research labs, testing infrastructure, digital engineering, and data analytics under one roof. The centre is expected to enable faster time-to-market and deeper collaboration with customers worldwide, leveraging India’s engineering ecosystem.\n\nThe company noted that this facility reinforces India’s role as a critical hub for engineering, innovation, and advanced filtration technologies.\n\nMann+Hummel has been in India over the last decades and currently employs 1,250 people across manufacturing facilities, technology centres and sales. This expansion will see the creation 300-400 new jobs over the next 12 months.\n\nSudeesh Karimbingal, Managing Director, Mann+Hummel India, said, 85:T4f2,data:image/png;base64,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86:T436,data:image/png;base64,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87:T4c6,data:image/png;base64,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"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"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88:T4e2,Social media was supposed to make life easier, more connected, and more informed. And in many ways, it has. But somewhere along the way, it also became exhausting. Endless scrolling, constant opinions, comparison, productivity pressure, trending outrage, unrealistic lifestyles, and the quiet anxiety of feeling like you’re always missing out can leave your mind feeling crowded without you even realising it.\nYou open one app for five minutes, and suddenly an hour disappears. You compare your life to strangers, absorb bad news you never asked for, and somehow end up feeling mentally drained. The hardest part is that this chaos becomes normal. You stop noticing how overstimulated your mind actually feels.\nThis is where the right books can quietly help. Not by aggressively telling you to delete apps or disappear offline, but by gently shifting your focus back to yourself. Some books slow your thoughts down. Others help you rethink your relationship with attention, productivity, and meaning. And a few simply remind you what life feels like when you are fully present.\nIf social media has started feeling more overwhelming than inspiring, here are 5 books that can help you mentally unplug and reconnect with a calmer version of yourself.\n89:T806,"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"data:image/png;base64,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"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"8a:Te86,"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"Shah grew up in Coimbatore in a family rooted in the textile industry. After completing his textile engineering degree, he joined his father for about six months and quickly realised he wasn’t cut out for the job.\n\n“The market was heavily commoditised, and no matter how much effort you put in, it was too competitive, and there was too much risk for too little return,” he admits.\n\nBut Shah was always sure of one thing: he wanted to build products and in his own company, as an entrepreneur. And, the only way to build something meaningful was to go the technology route.\n\nHe moved to the US to pursue a master’s in Materials Science and Textiles at the University of Massachusetts and worked nonstop in the lab for three years in a rigorous programme, where he admits he “didn’t almost make it.”\n\nNow that he had learned to think like a scientist, the grand plan was to gain industry experience in technology and corporate America, and then build something of his own.\n\nHe started as a scientist at a large multinational organisation in their medical business, designing surgical fabrics and eventually headed the R\u0026D division, staying there for 12 years.\n\n“In parallel, I kept trying different ideas and ventures, and I kept failing. Every time I failed, I learned something. The ideas kept getting more refined and real,” he says. He tried his hand in the medical device business and also ventured into large-scale solar farms. But they all failed.\n\nThe idea arrived, as many do, during a conversation. It was June 2017. A friend from Harvard Business School called Shah and asked him to look into the sanitary pad market in India — an investor had noticed that penetration was low and growth was high. When Shah started digging, it led him to the white space: at the time, only 40% of women in India used pads, and 60% did not. Demand wasn't the problem.\n\nBut making pads like everyone else held no interest. He could have done that 15 years ago in his father's business. So he started asking a different question: what hasn't the industry solved?\n\nHis wife gave him the answer. She said what millions of women have thought, but nobody in the industry has heard: \"I hate disposing of a pad. I can't stomach the footprint it leaves on the planet. If there's something we can solve, we should solve that.\"\n\n\"I had my first customer sitting right there. And I didn't have to fight the idea at home. That's a good start,” Shah says.\n\nHe began approaching the idea clinically, as his training had taught him. He started researching and building prototypes in his garage, and by November-December 2017, as a scientist, he was convinced that it was possible in principle. But what was also important was: did people actually want it?\n\nHe hired an independent third-party research firm to conduct studies with over 200 women on menstrual health and hygiene. They got the feedback they expected: everyone wanted a better pad, a softer and larger pad, but not one person spontaneously touched upon disposability as a problem.\n\n“But we anticipated that. So we planted the question at the end: “What if we gave you a product you could flush and never have to deal with disposal again? There was near disbelief among nearly every respondent. And then 85% said they would want to switch to a flushable option,” Shah explains.\n\nThe industry has done a remarkable job improving comfort and access — from reusable cloth to the first pads without wings, then with wings, then ultra-thin options. But not one organisation has solved for what happens after use.\n\nThe family then moved to Bengaluru, and Anabio was officially incorporated in September 2018. It is located in Electronic City, Bengaluru.\n"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"8b:Tc30,"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"The fully flushable, disposable sanitary pad is a highly-engineered product manufactured in Europe because, as Shah points out, precision manufacturing at this level requires European infrastructure.\n\n“We have built every single layer from scratch. Every top sheet, bottom layer, absorbent core — all of it is our own engineering. We then go to factories across Europe, rent machine time, provide them with our exact conditions, and produce each layer. We work across multiple countries to bring the final product together,” he explains.\n\nDuring the Covid-19 pandemic, when he couldn’t travel to Europe, he built a second line of business in life sciences, working on antiviral treatments. The business, Shah says, is earning multiple millions in revenue and generating profits, which are reinvested in the flushable pad project. \n\nAnabio Tech has earned the support of Startup Karnataka and the Biotechnology Industry Research Assistance Council (BIRAC). Two patents have been filed, with one already approved.\n\nThe company has been conducting consumer studies for the past five years, beginning with small cohorts of 50–100 participants and expanding significantly over the last year to include more than 2,000 users across India. The response has been encouraging, with 81% of users willing to switch to the product even in its current version.\n\nTo ensure performance across the country’s diverse sanitation infrastructure, the pads were tested in hundreds of toilet configurations and by consumers across 500–600 pin codes nationwide. In the majority of cases, it flushed in a single flush. Around 60% of pads flushed in a single attempt, 90% within two flushes, and 97–98% within three. While a small number of cases faced challenges due to low water pressure, the overall performance has exceeded expectations. \n\nAnabio Tech has also been working with the Bureau of Indian Standards (BIS) for a year, not just on its own product, but as a participant helping to build flushability standards.\n\nShah's journey has been marked by setbacks as much as breakthroughs. Beyond failed startup ventures and thousands of product iterations, he faced one of his biggest challenges in January 2025, when a fire destroyed Anabio Tech's laboratory, wiping out equipment and years of research and development work. Yet the team rebuilt and continued to pursue its vision.\n\n“We feel it's a miracle that we are still here. And we are genuinely blessed to be where we are,” he says.\n\nThe startup's innovation has garnered significant attention. In 2024, Anabio Tech was named Startup of the Year at the Bangalore Tech Summit. This year, it was featured among Chiratae Ventures' Sonic Deeptech Disruptors, a list spotlighting promising startups pushing the boundaries of deep technology.\n\n“Our prediction is that in the next 10 years, every sanitary pad and diaper will be flushable. The next wave is flushability becoming the default. We want more companies in this space, because Anabio alone cannot move an entire industry. But whoever enters this market, the standards have to be right,” concludes Shah.\n\n"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"8c:T575,Niharika talks about a time when negative comments would sit with her for hours. She’d talk to her mum, dwell on it, and be upset. But with time, she has learned to ignore the noise and keep her mum’s advice close to her heart. “She’d say, ‘Even if someone says something negative, that doesn’t make it true.’”\n\n“There’s a saying I love: even if you are the finest, juiciest peach, there will always be people who simply don’t like peaches.”\n\nNiharika believes that being real is the deal, and authenticity gives you longevity. \n\n“If I am real with my audience, they will stay wth me for years,” she notes.\n\nShe reveals that early on, she would say yes to every brand that approached her, regardless of whether it aligned with who she was.\n\n“I noticed that it made my audience unsure of what I stood for. Over time, I learned to say no to things I don’t connect with and work with brands I’d genuinely use, and to share everything with my audience,” she says. She works with big names such as L'Oréal, Maybelline, LAKMÉ, Reliance Digital, and Samsung, among others.\n\nAs Niharika walks the red carpet at Cannes on Saturday, in partnership with Samsung, it’s a dream come true.\n\n“When I started, I had no vision at all, I couldn’t have imagined the number of followers I have, the events I’d be invited to, or the brands I’d work with,” she says.\n\n8d:T181b,"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"Even as political parties woo women voters with promises of welfare, safety, and empowerment, the results of the 2026 assembly elections across five states tell a different story. When it comes to political power, women’s representation still remains low.\n\nAfter decades of women’s political mobilisation and the strong case for the Women’s Reservation Bill, few women actually made it to power in the recently concluded assembly elections in Kerala, Tamil Nadu, Assam, Puducherry and West Bengal.\n\nAcross these five states, 1019 women contested for 824 assembly seats and only 78 won.\n\nTamil Nadu sent 23 women to the Assembly, including 13 from actor C. Joseph Vijay’s two-year-old Tamilaga Vettri Kazhagam (TVK), out of the 443 women who contested the elections.\n\nWest Bengal, historically among the better-performing states on women’s representation, elected 37 women this year. With 385 women candidates, it had the second-highest number of women contesting the elections.\n\nKerala, despite its strong social development indicators, sent only 11 women out of 92 who contested the elections, while Assam elected seven.\n\nPuducherry stood out for a different reason altogether: despite 40 women contesting, not one made it to the Assembly. In 2021, it elected one woman. \n\nHowever, the numbers point to modest gains in women’s representation in Tamil Nadu, where the number increased from 12 to 23; in Assam, the number of women MLAs remained the same as in 2021. Kerala saw a decrease of one.  West Bengal, meanwhile, moved in the opposite direction, electing fewer women this time despite having more seats, down from 40 to 37.\n\nWomen turned out in greater numbers than men across all five assembly elections in 2026, reinforcing their growing electoral clout even as their representation in legislatures remains limited. \n\nIn West Bengal, 93.8% of women voted compared with 92.06% of men, the highest turnout among the five states. Tamil Nadu saw 86.2% female turnout, compared with 83.77% for men, while in Assam, 86.53% of women cast ballots, compared with 84.95% for men. Kerala recorded one of the widest gender gaps, with 81.17% of women voting compared with 74.9% of men. In Puducherry, too, women outpaced men at the ballot box. \n\nThe numbers once again prove that women are indispensable as voters but remain marginal in political power.\n\nEven after decades of debate around women’s reservation, why are most state assemblies still stuck below the 10% mark for women MLAs?\n\n“Our study shows that ticket distribution to women itself is less than 10% both for state and general elections. Therefore, the final figure reflects issues within the parties that prevent them from distributing tickets to women. This is indeed regrettable because while reservation in the legislature needs an amendment, if parties are sincere about women's reservation, they can at least give more tickets to women candidates,” says Aparajita Bharti, political analyst and founding partner, The Quantum Hub. \n\nIn 2023, a record 19 women were elected to a 90-member Assembly in Chhattisgarh, representing 21% of the total, the largest percentage of women MLAs in the country. Why are larger and more politically influential states lagging behind?\n\n“Tribal states often have slightly different gender norms, which lead to women taking more leadership. At the panchayati raj level, both Jharkhand and Chhattisgarh have more than 50% women panchayat leaders, meaning women win more seats than the number reserved for them. This is perhaps reflective of that at the state legislature as well,” says Bharti.\n\nOn the other hand, Kerala, often held up for its high literacy rates, strong social development, and comparatively better gender indicators, continues to have women making up less than 9% of its Assembly, exposing a striking contradiction between social progress and political representation. \n\n“Kerala is an interesting state in this regard, showing that empowerment doesn't automatically translate into political representation for women unless a specific policy nudge is provided. This is because politics, by its very nature, has high entry barriers coming from non-political families. Women, especially, often lack the financial and social capital to navigate the space. They are also more concerned about their safety in political spaces,” she points out.\n\nThe success of women candidates in India continues to depend heavily on leadership decisions rather than on systemic political reform, reflecting the highly centralised, personality-driven nature of most political parties. \n\n“All Indian political parties are quite centralised and personality-driven. We don't have a lot of democracy within our political parties, unfortunately, at this point,” Bharti noted, pointing out that while the Congress briefly experimented with primaries in 2014 to democratise candidate selection, the effort was not sustained. \n\nAgainst that backdrop, TVK sending 13 women to the Tamil Nadu Assembly in its very first election suggests that parties can significantly improve women’s representation when they choose to. \n\n“Political parties should make internal reservations in ticket distribution if they are serious about increasing women's representation. Our studies show that women have the same or more win rate as male candidates,” she says.\n\nAshweetha S, a member of TVK, says, “One aspect we should consider is what kind of women contested - they did not mostly come from legacy political parties. They are also young and will bring the much-needed women's perspective to the Assembly. Appointing S Keerthana as a minister is symbolic of its belief that young women can contribute to the development of the state.”\n\nIn this scenario, should parties voluntarily implement a 33% internal ticket quota before the reservation act becomes law? \n\n“The law has already been passed. But for the reservations to come into effect, a census and delimitation are required. Yes, political parties should walk the talk on women's representation through internal ticket quotas, rather than wait for the census and delimitation,” Bharti adds.\n\n"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"8e:T4e3,A Constitution Amendment Bill to implement reservation for women in legislatures in 2029 and increase the number of Lok Sabha seats was defeated in the Lower House on Friday.\n\nWhile 298 members voted in support of the Bill, 230 MPs voted against it. Out of 528 members who voted, the Bill required 352 votes for a two-thirds majority.\n\nAccording to the Constitution Amendment Bill, Lok Sabha seats were to be increased to a maximum of 850 from the current 543 to \"operationalise\" the women's reservation law before the 2029 parliamentary polls, following a delimitation exercise based on the 2011 Census.\n\nSeats were also to be increased in states and Union Territory assemblies to accommodate 33% reservation for women.\n\nIn September 2023, Parliament passed the Nari Shakti Vandan Adhiniyam, also known as the Women’s Reservation Act, marking a significant step towards strengthening women’s representation in legislative bodies.\n\nThe law mandates the reservation of one-third of seats for women in both the Lok Sabha and state legislative assemblies.\n\nHowever, the provisions of the Act are not expected to come into force before 2034, as implementation is contingent upon the completion of the delimitation exercise following the 2027 Census.\n\n8f:T1016,"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"data:image/png;base64,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"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"90:T513,When you get selected to represent the country, there is pressure. But pressure is a privilege because it means you have the opportunity to go out there and make a difference. Why do we train? As athletes, we train to represent our country and compete.\n\nI, for one, thrived on competition. As a tournament approached, you could almost sense the excitement. I never really looked at it as pressure; I looked at it as an opportunity to say, ‘Hey, now I have a chance to go out, give it my all, and showcase everything I’ve been training for.’\n\nOf course, that comes with its ups and downs. You don’t always succeed in sport. Two plus two is not always four—it can sometimes be zero, but it can also sometimes be five. That’s the nature of sport. You compete as hard as you can, and hopefully you come out on top. And no matter what happens, there’s always a next day. You get back to training and competing.\n\nWhile pressure can sometimes take away the joy of sport, competition isn’t the only place where pressure exists. Pressure is there every day because you set certain standards for yourself. I certainly did. In many cases, I wasn’t playing to meet other people’s expectations; I was playing to meet my own standards, which were often higher than what others expected of me.\n91:T81f,"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"At the time we were playing, there wasn't much social media, so there wasn’t a lot of hype around what we were doing. We were just grateful to get the opportunity to compete. It may sound trivial today, but back then, getting to a Commonwealth Games or qualifying for the Olympics was a huge deal. There was a lot of hard work involved, but also a fair amount of calculation and luck.\n\nBecause of that, I never really focused on whether something would be a first, whether I was emulating someone, or whether I was chasing a record.\n\nTake the World Junior Championships, for example. No Indian had ever won a medal there before. When I went into the tournament, believe it or not, we carried only two sets of kitting because that’s how far Indians were generally expected to go—maybe the second round. By the third or fourth round, I had run out of kitting and actually had to borrow clothes from other team members. The final I played was my seventh match of the tournament, so that tells you how prepared we were for a deep run.\n\nSimilarly, when I played my final National Championships, where I was attempting to win a ninth consecutive title, I knew what it would mean. Mr Prakash Padukone, who has always been my idol and mentor, was sitting in the stadium for the final. Across the net was a young Saina Nehwal, who was already generating a lot of attention and playing exceptionally well.\n\nBut even then, my focus wasn’t really on the record. I was dealing with a serious wrist injury, and all I was thinking about was whether I could get through the tournament. Match after match, my only prayer was, ‘Please let me finish this one. Please don’t let the pain come back.’\n\nThankfully, I managed to win. The pain returned the very next day—it was almost magical. Looking back, it feels like it was meant to happen.\n\nOf course, equalling Mr Padukone’s record was very special. He’s a legend, and I would never compare myself to him or to everything he has done for Indian badminton. But in hindsight, it feels good to know I was able to do what I loved.\n"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"92:T427,Having lived the life of an athlete, I believe it’s valuable to have experienced sportspersons on corporate boards because they bring a different perspective. It adds diversity of thought, enriches discussions, and broadens the way challenges and opportunities are viewed at the board level.\n\nHaving said that, when you break it down, many of the lessons from sport are directly applicable to the corporate world. As athletes, we've constantly dealt with uncertainty and external pressures. You learn how to stay calm, maintain clarity, and keep your focus despite the noise around you. \n\nThat mindset becomes particularly relevant in boardrooms as well. Decisions need to be based on substance and informed judgment. They require you to draw on your experience while exercising ethical judgement and safeguarding the company’s integrity. Whether it’s adhering to corporate governance standards, protecting the interests of minority shareholders, or ensuring due diligence throughout the decision-making process, independence and objectivity are critical.\n93:T7da,"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"data:image/png;base64,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"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"94:T49a,For me, every phase in my life has not been consciously made. It has been organic, and God has been kind. When I retired from my athletic career. I got into movies. It was a chance I took, and I did well. I was also working at the bank for 16 years. One day, I resigned, and my husband and I decided to start a school. \nI believe that in every step you take, give it 100%, and when you don't enjoy it, just move on and find another path. When I retired from athletics, I was at the peak. \n\nI was heading the Special Olympics programme for people with intellectual disabilities. We had 80,000 children. I would travel with the team and loved working with the team. \n\nMy husband and I decided to start an institution (KALS) in our hometown to integrate sports into the curriculum, and just let children enjoy and experience sports. \n\nEvery child from Grade 1 to Grade 12 is in the field at that particular time. We have about eight or nine people in the PE department, I think one of the largest in any school. Every academic teacher is involved in any sporting activity that takes place on campus. So it’s like a big family that’s growing through sports and education. \n95:T656,"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"data:image/png;base64,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"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"96:Ta2b,"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"Noronha believes apart from physical training, the mental approach to endurance sport is very important because your opponent is yourself, the distance, and the elements.\n\n\"I train my mind the same way I train my body—consistency and training. It's your mindset that carries you through these long-distance events,” she explains.\n\nHer training routine is rigorous throughout the year—she does four to five swims in a week, three bike sessions, and four runs. These change based on her goals, and, six months before a race, the intensity increases.\n\n“Three to four months before an Ironman is where the volumes and intensity almost touch the Ironman distances separately. My longest cycle ride would be maybe 180 km, my longest swim will be 4 km, and my longest run will be about 40 km. Then four to three weeks before the race, we start tapering down; so we gradually start decreasing the volume. I arrive at the race, at the start line, ready, prepared, and strong, ready to race,” Noronha explains.\n\nBut the real test comes during the race itself, especially when conditions can sometimes turn brutal.\nYet quitting, she says, never felt like an option.\n\n\"When things got tough during the race, I visualised the finish line and I reminded myself: this is why I started. You've trained for maybe two years and this is just one day—you need to do this,” she says.\nStaying present in the moment\n\nAn endurance sport like Ironman or a triathlon also involves loneliness and fatigue, because one is alone for long stretches of time. How did she train her mind during those moments?\n\n“Long training sessions help me to stay calm, be patient with myself and listen to my body. During the race, I break it down into smaller parts. I try to stay present in the moment and focus on the controllables like nutrition, breathing, technique, and form,” says Noronha. \n\nBehind every gruelling kilometre is a support system that makes it possible. Noronha credits her family for being with her every step of the way. Either her father or mother travels with her, taking care of the logistics while she takes care of the competition.\n\n\"These races are actually way more stressful for them than they are for me. I don't see that part of whatever's going on with them when I'm racing. It's only after that where they tell me what happened and how worried they were,” she says. \n\nNoronha is also the latest addition to Under Armour’s athlete roster, the UA SqUAd.\n\n‘Triathlon is a very expensive sport and not many take it up. Under Armour believed in me and saw the potential in me,” she says.\n"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"97:T65f,"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"Along with training for multiple Ironmans, Noronha is also simultaneously pursuing a BSc in data science and applications from IIT Madras through distance learning.\n\nHow does she manage it all?\n\n\"It's all about planning and following a schedule, I prioritise nutrition to fuel all of these long sessions. I also focus a lot on recovery and sleep so I can stay healthy and have enough energy for everything I'm doing in the whole day. For academic work, I plan everything, so nothing clashes. Following a schedule has helped me manage both sports and studies,” she shares.\n\nThe current record for completing an Ironman on all six continents is held by  26-year-old Canadian triathlete Connor Emen. \n\nNoronha wants to shatter the record across both genders. She is training for Ironman Philippines in May-June and aims to complete two other Ironmans this year, and one next year. \n\nNoronha believes endurance sport has changed the way she approaches everyday life.\n\n\"It's taught me patience, perspective, and how to stay calm when things don't go to plan,” she says. \n\nTo her, the Ironman title represents discipline, belief, and the courage to dream big at such a young age. “It motivates me to keep pushing forward, and keep setting bigger and bolder goals,” she says.\n\nAs Noronha prepares for the next phase of her journey, she is also racing to shift mindsets. \n“In a typical Ironman challenge, only 18% of the participants are women. I am glad the number is increasing. I want to use this platform to give back to the community. I want to encourage more young girls to step into endurance sports,” she says.\n\n\n\n"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"98:Tf76,"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"HealthQuad, the healthcare-focused investment platform backed by Quadria Group, has secured first-close commitments of Rs 550 crore for its third fund, HealthQuad Fund III, crossing one-third of its target corpus of Rs 1,700 crore. \n\nThe commitments come from a mix of existing limited partners from earlier funds as well as new investors, including domestic and international fund-of-funds, institutions, and family offices.\n\nHealthQuad is one of India’s best-known early-growth healthcare investors, while Quadria Group is among Asia’s largest healthcare-focused investment platforms, managing investments across South and Southeast Asia.\n\nThe new fund is expected to back technology-enabled healthcare businesses that have already achieved commercial traction and are positioned for large-scale growth.\n\nThe fund has already made its first commitment to Lifesigns, an artificial intelligence-powered remote patient monitoring company.\n\nHealthQuad said it is also evaluating additional proprietary opportunities as it begins constructing the Fund III portfolio.\n\nFounded in 2016, HealthQuad was created to support founders building scalable healthcare businesses using technology, innovative products and new delivery models. Its earlier funds invested in companies such as Qure.ai, Redcliffe Labs, Wysa, Cureskin, Medikabazaar and Ekincare, several of which have emerged as prominent names in India’s healthcare technology landscape.\n\nFund III will focus on HealthTech, MedTech, BioPharma Tech, and novel healthcare delivery models. These segments are expanding at annual rates ranging from 16% to 40%, and could account for more than 40% of India’s projected $600 billion healthcare market by 2030, according to the firm.\n\nRahul Agarwal, Partner and Investment Committee member at HealthQuad, said the healthcare sector is experiencing a major transformation driven by technology and AI. He noted that “the next decade will be defined by companies that leverage emerging technologies and AI” to make healthcare more accessible, affordable and focused on outcomes.\n\nThe investment thesis is closely linked to India’s healthcare challenges. HealthQuad estimates that bridging healthcare access gaps will require more than double the current bed capacity, over seven times the existing clinical workforce and around $500 billion of investment. The firm believes technology-led innovation can help improve access, affordability and quality of care.\n\nThe broader backdrop is favourable for healthcare investors. India’s healthtech sector continues to benefit from growing digital adoption, increasing use of AI tools by clinicians and government-led initiatives such as the Ayushman Bharat Digital Mission, which seeks to create a connected digital health ecosystem.\n\nMeanwhile, there has been rising demand for preventive care, digital diagnostics and continuous patient monitoring.\n\nRecent developments highlight sustained investor interest in healthcare and technology. Apollo Hospitals is progressing plans for a separate healthtech business focused on medical technology manufacturing, while healthcare AI companies such as Qure.ai are pursuing global expansion and preparing for potential public market listings.\n\nSunil Thakur, Co-founder and Investment Committee member at HealthQuad and Partner at Quadria Capital, said the firm was built on the belief that healthcare requires specialist investors capable of supporting founders through long growth cycles. He added Fund III reflects HealthQuad’s conviction that a new generation of entrepreneurs is creating world-class healthcare businesses from India and Asia.\n\nWith more than $400 million in assets under management across three funds and the backing of Quadria’s wider healthcare network, HealthQuad is positioning Fund III to capture the next wave of innovation in Indian healthcare, particularly where technology can help address long-standing gaps in access and delivery.\n"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"99:T502,data:image/png;base64,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9a:T103d,"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"Rusk Media, a digital entertainment company focused on Gen Z and millennial audience, has raised Rs 100 crore in a pre-Series C funding round led by Nazara Technologies, a listed gaming and sports media company.\n\nExisting and new investors including InfoEdge Ventures, the investment arm of Info Edge, IvyCap Ventures, a homegrown venture capital firm, and a consortium led by Audacity VC also participated in the round. \nAs part of the investment, representatives from Nazara Technologies and Audacity VC will join Rusk Media's board of directors.\n\nThe Mumbai-headquartered company said the fresh capital will be used to expand its content portfolio, strengthen its technology stack and scale its consumer platforms.\n\nA key focus will be taking some of its most successful intellectual properties, into new languages and overseas markets. These include I-Popstar, its talent reality franchise, and Engaged, a reality dating format aimed at younger audiences.\n\nThe company also plans to invest in Alright! TV, its proprietary mobile entertainment platform, while developing new sports and audio-first formats targeted at Gen Z and Gen Alpha consumers.\n\nAnother major area of investment will be AI. Rusk Media said it intends to build proprietary AI-driven production tools that can lower content creation costs, speed up production cycles and create new monetisation opportunities within the Alright! TV ecosystem.\n\nIn media and entertainment, AI is increasingly being used for editing, localisation, audience analysis and content generation, helping digital-first companies improve efficiency and reach.\n\nFounded in 2019, Rusk Media operates across content creation, distribution and monetisation. The company develops mobile-first video formats spanning scripted fiction, unscripted shows, animation, vertical dramas and live entertainment. Its content is distributed through social media platforms, streaming services such as Amazon MX Player and JioHotstar, and its own platform, Alright! TV.\n\nThe company also operates Rusk Ads, an advertising business that helps brands connect with digital audiences through content-led campaigns.\n\nExplaining the company’s ambitions, Mayank Yadav, co-founder and chief executive officer of Rusk Media, said, “Our goal has always been to redefine storytelling for the new generation.” He added that the company is combining AI-powered production capabilities with formats across entertainment, sports and audio to build globally relevant entertainment infrastructure from India.\n\nNazara Technologies' Managing Director Nitish Mittersain said the investment was driven by Rusk Media’s mix of youth-focused IPs, its growing direct-to-consumer platform and what he described as a “technology-first approach to production”.\n\nAccording to Mittersain, these are the factors that can create long-term value in modern media businesses.\nThe funding comes at a time when India’s digital content ecosystem is evolving rapidly. Short-form video, creator-led entertainment and mobile-first storytelling are attracting growing investor interest as internet penetration deepens and younger audiences increasingly consume content on smartphones.\n\nMedia companies are also experimenting with AI-enabled production and localisation to reduce costs and expand into regional and international markets.\n\nSeveral Indian creator economy, media-tech and entertainment startups have secured capital over the past year as investors look for scalable content businesses with strong audience engagement and proprietary IP. \nIndustry participants are also closely watching developments around digital content regulation, data governance and AI adoption, all of which are expected to shape the next phase of growth for online entertainment platforms.\n\nInvestors backing Rusk Media believe the company is well positioned to benefit from these shifts. \nInfoEdge Ventures partner Amit Behl said unscripted formats have become the “universal language” of younger digital audiences, while IvyCap Ventures founder Vikram Gupta highlighted the company’s position at the intersection of content, technology and audience engagement.\n"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"9b:T61e,"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"data:image/png;base64,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"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"9c:Tf9c,"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"Karo Sambhav, a circular economy and recycling company focused on recovering value from end-of-life products, has raised Rs 56 crore in a pre-Series A funding round from Rainmatter, the sustainability and climate-focused investment initiative backed by Zerodha.\n\nThe fresh capital will be used to expand Karo Sambhav’s recycling infrastructure and strengthen its ability to recover critical, precious and high-value materials from discarded products, particularly electronic waste or e-waste.\n\nThese materials include metals and minerals that are essential for manufacturing electronics, batteries, clean-energy technologies and advanced industrial equipment.\n\nAccording to the company, its immediate focus will be on e-waste because it contains substantial quantities of recoverable metals and components, while future infrastructure will also support other waste streams.\n\nFounded in 2017, Karo Sambhav operates two recycling facilities. It claims to have collection networks in more than 50 Indian cities and says it has channelled over 150,000 metric tonnes of waste into responsible recycling processes.\n\nIts operations span e-waste, batteries, glass and other end-of-life materials, supported by a technology platform designed to improve transparency and traceability throughout the recycling chain.\n\nExplaining the rationale behind the investment, Viraj Joshi, Vice President at Zerodha and Rainmatter, said Rainmatter supports organisations developing long-term solutions for climate resilience and resource efficiency.\n\nJoshi noted that Karo Sambhav has demonstrated “patient execution and systems-level impact” in a sector that remains challenging and fragmented. He added that the company is now positioned to scale infrastructure for critical material recovery and circular manufacturing in India.\n\nThe funding comes at a time when access to critical minerals has become a strategic priority for India. \nMaterials such as lithium, cobalt, nickel, graphite and rare earth elements are crucial for batteries, electric vehicles, renewable energy systems, defence equipment and digital infrastructure. Recovering these materials from waste streams can reduce dependence on imports while strengthening domestic supply chains.\n\nKaro Sambhav’s planned infrastructure has already received eligibility status under the Incentive Scheme for Promotion of Critical Mineral Recycling, a programme launched under the National Critical Mineral Mission. The scheme, backed by a Rs 1,500 crore government outlay, aims to build domestic recycling capacity for critical minerals recovered from e-waste, battery waste and industrial scrap.\n\nPranshu Singhal, Founder and Chief Executive of Karo Sambhav, said India’s manufacturing ambitions will require dependable access to critical and high-value materials. He noted that many of these resources already exist in products that have reached the end of their useful lives.\n\nThe opportunity is substantial. India is the world’s third-largest generator of e-waste, producing an estimated 4.1 million metric tonnes each year, while global e-waste volumes are projected to reach 82 million tonnes by 2030. This creates both an environmental challenge and a growing source of recoverable raw materials.\n\nThe wider recycling and circular economy sector has also attracted increasing investor attention. In recent months, recycling-focused ventures such as ScrapUncle, which raised Rs 22 crore in a pre-Series A round, tyre recycling startup ReGrip, which secured Rs 20.25 crore, and sanitary waste recycler PadCare Labs, which raised $3 million in a round led by Rainmatter, have all announced fresh funding.\n\nGovernment policy is moving in the same direction. The Ministry of Mines recently approved 58 companies as eligible participants under the critical mineral recycling incentive scheme, while states such as Haryana are drafting dedicated e-waste recycling policies to encourage investment in recycling infrastructure and material recovery.\n"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"9d:T95a,"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"data:image/png;base64,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"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"9e:T1104,"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"AI startup Pramaana Labs has secured $27 million in a seed funding round led by Khosla Ventures, with participation from Accel, Boldcap, Nexus Venture Partners, Premji Invest, and Unbound.\n\nPramaana is focused on making AI systems verifiably accurate. The funding underscores growing investor interest in technologies designed to improve the reliability of AI systems, particularly in sectors where errors can have serious consequences.\n\nThe Palo Alto-based Pramaana was founded in 2025 by IIT Madras alumni Ranjan Rajagopalan, Krishnan Raghavan, and Sanjay Ganapathy. It is developing technology that enables AI-generated answers to be mathematically verified before they are delivered to users.\n\nThe startup plans to use the capital to strengthen its research capabilities, train its verification models, and recruit engineering talent. The funding will also be used to expand its teams comprising domain specialists from fields such as taxation, healthcare, cybersecurity, and financial compliance.\n\nWhile generative AI has advanced rapidly over the past few years, businesses and regulators continue to grapple with a key limitation: AI systems can produce convincing responses that are sometimes factually wrong. This challenge, often referred to as 'hallucination', has become one of the biggest obstacles to deploying AI in highly regulated industries.\n\nPramaana is striving to address this issue through a technique known as 'formal verification'. Commonly used in areas such as semiconductor design and software security, formal verification relies on mathematical methods to prove whether a system behaves correctly. The startup applies this principle to AI by translating complex regulations, policies, and specialised knowledge into machine-readable rules that can be checked before an answer is generated.\n\nAccording to the company, its system analyses a query, converts it into a formal representation, and validates the result against encoded rules. If a response cannot be verified, the system is designed to explain why rather than provide an uncertain answer.\n\nExplaining the rationale behind the business, Chief Executive Officer Rajagopalan said many critical domains already operate according to clearly defined rules and standards. The challenge, he noted, is converting that knowledge into a format that machines can reason through with certainty.\n\nRajagopalan also said that proving the correctness of AI-generated answers could remove a huge barrier that prevents organisations from trusting autonomous systems.\n\nThe company has assembled a research network that includes academics from IIT Delhi, IIT Madras, and the University of California, Berkeley, alongside sponsored work at Stanford University’s Centaur Lab. Its tax-related initiatives are being advised by former US Internal Revenue Service Commissioner Danny Werfel.\n\nWerfel said responsible deployment remains essential as AI becomes more deeply embedded in professional workflows. He described verification technology as an important addition that could help tax professionals and taxpayers achieve faster and more accurate outcomes while maintaining confidence in the results.\n\nInvestors believe the technology could play an important role in the next stage of enterprise AI adoption.\n\nIn a joint statement, Accel’s Prashanth Prakash and Anagh Prasad said organisations in sectors such as healthcare, law, finance and government require a higher degree of certainty than current AI systems can typically provide. They noted that verification could become a foundational capability for deploying AI safely at scale.\n\nPramaana’s early investors include Google DeepMind’s Pushmeet Kohli and Microsoft’s Sriram Rajamani, two researchers whose work has helped shape the field of formal verification.\n\nThe funding comes amid rising interest in deeptech and AI startups globally. Investor appetite for specialised AI infrastructure companies has grown significantly as businesses move beyond experimentation and seek systems that can meet regulatory, compliance and governance requirements.\n\nDeeptech funding in India has also strengthened in recent times, supported by government efforts to encourage advanced technology development and commercialisation. Companies operating in healthcare, enterprise technology, and AI-enabled research have attracted funding. \n"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"23:[\"$\",\"$L24\",\"discover-11\",{\"children\":[\"$\",\"$L6b\",null,{\"data\":{\"category\":[{\"id\":394,\"name\":\"Startup\",\"slug\":\"ys-startup\",\"path\":\"/category/ys-startup\",\"brand\":{\"id\":2,\"name\":\"YourStory\",\"slug\":\"yourstory\",\"locale\":\"en_GB\",\"internal\":true},\"stories\":[{\"id\":336888,\"title\":\"India is ready to design for the world, says Dassault Systèmes' Sudarshan Mogasale\",\"slug\":\"bharat-innovates-2026-dassault-sudarshan-mogasale-india-deep-tech\",\"type\":\"RICH\",\"subtitle\":\"As 120 Indian startups prepare for Bharat Innovates 2026 in France, Dassault Systèmes Solutions Lab India CEO Sudarshan Mogasale says India is ready to become a global deep-tech design and innovation hub.\",\"publishedAt\":\"2026-06-15T13:43:22.431Z\",\"updatedAt\":\"2026-06-15T13:43:22.571Z\",\"brand\":{\"name\":\"YourStory\",\"slug\":\"yourstory\",\"locale\":\"en_GB\",\"path\":\"/\"},\"metadata\":{\"authors\":[{\"name\":\"Nucleus_AI\",\"username\":\"Nucleus_AI\",\"order\":0,\"imageUrl\":\"https://images.yourstory.com/cs/images/undefined/nucleus-1677242056743.png\",\"designation\":null,\"path\":\"/author/Nucleus_AI\"}],\"category\":{\"id\":394,\"name\":\"Startup\",\"slug\":\"ys-startup\",\"path\":\"/category/ys-startup\"},\"excerpt\":\" Sudarshan Mogasale, CEO of Dassault Systèmes Solutions Lab (India), on why deep tech in India is at an inflection point, the power of virtual twins, and the road to Bharat Innovates 2026 in France.\\n\",\"media\":\"https://images.yourstory.com/cs/2/6db16ae008d911e9bb473d9d98ed1e05/Image8p01-1781530012035.jpg\",\"thumbnail\":\"https://images.yourstory.com/cs/2/6db16ae008d911e9bb473d9d98ed1e05/Image8p01-1781530012035.jpg\",\"defaultThumbnail\":\"https://images.yourstory.com/cs/2/6db16ae008d911e9bb473d9d98ed1e05/Image8p01-1781530012035.jpg\",\"brandSpotlight\":null,\"removeAds\":null,\"curatedCategories\":[],\"sponsoredStory\":null,\"isRegistrationRequired\":false,\"timeToRead\":4,\"reactions\":{\"contentId\":336888,\"commentCount\":0,\"likeCount\":155,\"dislikeCount\":0,\"fbShareCount\":0,\"twitterShareCount\":0,\"linkedinShareCount\":0,\"shareCount\":0},\"articleTopics\":[],\"richArticleTopics\":[{\"id\":\"991ea520-663e-11eb-b571-b76e0f3e580d\",\"slug\":\"business-and-tech-news\",\"name\":\"Business and Tech News\",\"type\":\"RICH-ARTICLE-TOPIC\",\"order\":0}],\"tags\":[{\"name\":\"Bharat Innovates 2026\",\"slug\":\"bharat-innovates-2026\",\"order\":0,\"path\":\"/tag/bharat-innovates-2026\"},{\"name\":\"Sudarshan Mogasale\",\"slug\":\"sudarshan-mogasale\",\"order\":1,\"path\":\"/tag/sudarshan-mogasale\"},{\"name\":\"Dassault Systemes\",\"slug\":\"dassault-systemes\",\"order\":2,\"path\":\"/tag/dassault-systemes\"}],\"contentType\":\"Editorial\",\"storySchemaType\":\"article story\",\"parentGlossary\":null,\"sameParentGlossary\":[],\"schemaData.HowTo.StepsText\":\"\",\"AIGeneratedStory\":\"false\",\"storyShortHeading\":\"From Make in India to Design in India\",\"thumbnailMetadata\":{\"thumbnailSquare\":\"\",\"thumbnailDouble\":\"https://images.yourstory.com/cs/2/6db16ae008d911e9bb473d9d98ed1e05/Image8p01-1781530012035.jpg\",\"thumbnailVideo\":\"\",\"thumbnailBlur\":\"data:image/png;base64,/9j/2wBDAAYEBQYFBAYGBQYHBwYIChAKCgkJChQODwwQFxQYGBcUFhYaHSUfGhsjHBYWICwgIyYnKSopGR8tMC0oMCUoKSj/2wBDAQcHBwoIChMKChMoGhYaKCgoKCgoKCgoKCgoKCgoKCgoKCgoKCgoKCgoKCgoKCgoKCgoKCgoKCgoKCgoKCgoKCj/wAARCAAgAEADASIAAhEBAxEB/8QAGAABAQEBAQAAAAAAAAAAAAAAAgABBAj/xAAVEAEBAAAAAAAAAAAAAAAAAAABAP/EABYBAQEBAAAAAAAAAAAAAAAAAAABAv/EABQRAQAAAAAAAAAAAAAAAAAAAAD/2gAMAwEAAhEDEQA/APNoSCgkFhtBIKCYQYEgtCQQYEgtCQVHGEgoJBRUEgoJBBBILQkEEEgtCQRH/9k=\",\"thumbnailAssetAspectRatio\":2},\"webStoryUrl\":\"\",\"companies\":[],\"glossaryTerms\":[],\"articleType\":\"Analysis\",\"analyticsData\":{\"alsoReadCount\":0,\"imageCount\":0,\"videoCount\":0,\"companyConnectCount\":0},\"companyBlots\":[],\"videoBlots\":[]},\"snippets\":null,\"trailers\":null,\"path\":\"/2026/06/bharat-innovates-2026-dassault-sudarshan-mogasale-india-deep-tech\",\"featured\":false,\"mobilePostJson\":[{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"As 120 Indian startups prepare to fly to France for Bharat Innovates 2026, one of the people watching them closely is convinced India's moment has arrived. In a conversation with Shradha Sharma, Founder and CEO of YourStory and The Bharat Project, Sudarshan Mogasale, CEO of Dassault Systèmes Solutions Lab (India), said that deep tech in India is no longer a catch-up game but the country's defining phase of innovation. Why does that carry weight? Because the man making the case runs the India research arm of one of the world's biggest engineering-software companies, and he believes the country is ready to move from building things to designing them.\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":2},\"data\":\"Why deep tech in India is having its moment\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"Dassault Systèmes is the French company behind much of the software used to design everything from aircraft to cars, and its Solutions Lab is the firm's research and engineering base in India, out of Pune. Mogasale, a former ISRO engineer with more than two decades in the field, began with a simple fact. India produces around 15 lakh engineers a year, the largest such talent pool in the world, and channelling it into deep tech is now central to the country's self-reliance in technology. When Shradha asked why the conversation should move from making in India to designing in India, he did not hesitate. The real power, he said, lies in becoming a creator of original thought, an innovation hub that produces new products and solutions rather than only manufacturing someone else's. That, in his view, is where the future sits.\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":2},\"data\":\"India and France, better together\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"That ambition, he argued, cannot be built in isolation. When Shradha asked what India and France can learn from each other, Mogasale said deep tech always depends on a web of foundational and component technologies, which makes partnering with countries that already have them essential. He called India the workforce of the future for the entire world, and described Bharat Innovates 2026, an initiative of the Ministry of Education, as a moment to cherish. His read on the cohort was warm. Asked to judge, dispassionately, the 120 startups heading to Nice from 14 to 16 June 2026, he said the selection had been done well, that the companies are among the best he has seen, and that studying them had given him fresh ideas. Dassault already backs a couple of them through its startup programme, the 3DEXPERIENCE Lab.\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":2},\"data\":\"What a virtual twin actually is\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"One idea Shradha asked him to unpack for a general audience was the virtual twin. In plain terms, Mogasale described it as a digital replica of a physical object, a table, a chair, an aircraft, anything, captured inside the computer with its shape, its behaviour and even the way it is manufactured.\\n\\nThe point of it is speed and savings. Building a new product physically means burning time, effort and money on one iteration after another. Do that same optimisation digitally, powered by AI, and you can test far more versions, faster and at lower cost.\\n\\nThat, he said, is why a virtual twin is the engineering power to create the new world.\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":2},\"data\":\"The best time to be an engineer\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"For all the talk of disruption, Mogasale's message to young engineers was optimistic. This is the best time to be an engineer, he said, because AI is stripping away routine work and opening up options beyond human imagination, leaving people freer to be creative. The result, he predicted, will be small companies building large-impact products and a wave of Indian entrepreneurs solving hard problems. His advice was to stay confident, experiment, and lean on government policies and industry partners. The bigger prize, he added, is deployment. The world is full of clever AI models, but only a small number of people actually put them to use, and India, with its engineering depth, is well placed to make that technology work for businesses and societies everywhere. 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Motivational talks, self-help sessions, and personal success stories are largely avoided. Instead, the focus remains on academics and practitioners with deep expertise in their fields.\\n\\n“Our attendees are between the ages of 20 and 35, with the majority at the latter end — well past the self-help age. We are creating for settled adults who would like to spend their disposable time learning about things they are interested in whether it’s science, history or literature,” Snehanshu says.\\n\\nThe founders prefer speakers whose work is grounded in original research or significant professional experience.\\n\\n“Since we started, many therapists have approached us. But we never went ahead with any since their work is largely anecdotal. However, we are going to host our first therapist soon for a lecture on the neurobiology of addiction. But that would be more a lecture on \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"link\":\"https://yourstory.com/2026/01/cylnr-neuroscience-robotics-case-study\"},\"data\":\"neuroscience\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\" than on her case study,” he explains.\\n\\nThey have also found that interdisciplinary subjects often resonate strongly with audiences.\\n\\n“A lecture on art history won’t take you through the evolution of art in Uttar Pradesh but instead it’d be about intimacy explored through the works of an artist in Varanasi, for instance,” Sah says.\\n\\nOne of the lecturers, Gita Chadha, Professor, School of Arts and Sciences, \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"link\":\"https://yourstory.com/2021/07/indian-it-industry-revenues-will-see-double-digit-azim-premji\"},\"data\":\"Azim Premji\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\" University Bengaluru, said that she enjoyed giving her lecture \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"italic\":true},\"data\":\"Talking Science, Talking Gender\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\" at PoV, in both Bengaluru and Pune editions. \\n\\n“I was a bit sceptical initially thinking I'll have to tone down my content but the organisers didn't want any of that. The choices were left entirely to me. As a sociologist,  I find this a space to engage with thought. I do hope many people, especially from marginal locations, will comfortably access this space,” she says. \\n\\nLecturer of another PoV session \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"italic\":true},\"data\":\"Off-roading on Mars\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\", Nimisha Mittal, Satellite Operations Lead at Pixxel, formerly with NASA, had many favourable things to say about the audience. \\n\\n“The audience is intellectually curious which makes interacting with them fun and stimulating. I often come away from PoV lectures with questions and perspectives on the topic being discussed. Sometimes they will ask questions I had previously not given much thought to.”\\n\"}},{\"contentType\":\"alsoRead\",\"value\":{\"title\":\"How a silent reading movement is forging a sense of community across cities and towns in India\",\"thumbnail\":\"https://images.yourstory.com/cs/5/8e7cc4102d6c11e9aa979329348d4c3e/silentreading-1726197694320.png?fm=png\u0026auto=format\u0026h=100\u0026w=100\u0026crop=entropy\u0026fit=crop\",\"publishedUrl\":\"https://yourstory.com/socialstory/2024/09/silent-reading-movement-forging-sense-of-community-india\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":2},\"data\":\"From 60 attendees to sold-out venues\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"PoV's first event took place at Indiranagar Social on August 24, 2025. Called \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"italic\":true},\"data\":\"Bats \u0026 Booze\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\", the lecture featured bat researcher and conservationist Dr Rohit Chakravarty, often referred to as the Batman of India.\\n\\nThe founders were unsure how many people would show up.\\n\\n“Around 60 people showed up for the event, far exceeding our expectations. In earlier events before with previous entrepreneurial ventures, we majorly struggled to sell tickets. But I think with PoV, the messaging is far more clear and contributes to high sales,” Snehanshu says.\\n\\nThe concept quickly found an audience. Today, PoV regularly sells out 200-seat venues and hosts around 12 lectures every month in Bengaluru alone.\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":2},\"data\":\"Growing city by city\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"As the concept expanded, the founders made a conscious decision not to build a centralised organisation.\\nEach city chapter operates independently. Successful events in Mumbai, Hyderabad, Chennai, or London do not share ticket revenue with the founding team.\\n\\n“Lectures on Tap follows a centralised model. So they do over 21 lectures a month in New York City while only a couple of lectures in other cities. Centralising the model means more investment in resources; other curators become our employees. We don’t want that. It becomes very expensive and is very difficult to scale uniformly,” Snehanshu explains.\\n\"}},{\"contentType\":\"image\",\"value\":{\"src\":\"https://images.yourstory.com/cs/2/94a03c40169611f0b4b0c5b62b4900c2/DSC00869optimized4000-1781275816578.jpg\",\"caption\":\"\u003cp\u003e\\\"I've found that Pint of View lectures have been effective at introducing complex topics to people without dumbing them down,\\\" says science journalist \u003ca class=\\\"link inline_link\\\" href=\\\"https://jatan.space/about/\\\" data-clickurl=\\\"https://jatan.space/about/\\\" data-pageurl=\\\"https://yourstory.com/2026/06/pints-professors-and-packed-houses-how-pint-of-view-is-turning-bars-into-classrooms\\\" target=\\\"_blank\\\" rel=\\\"noopener nofollow\\\"\u003eJatan Mehta\u003c/a\u003e after his lecture \u003cem\u003eFly Me to the Moon. \u003c/em\u003e\u003c/p\u003e\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"The founders had used a similar model with Cubbon Reads, which eventually expanded to 140 chapters across 70 cities worldwide.\\n\\n“Other chapters of PoV only need to pay us for the brand licensing, a nominal amount. Our earning is completely through ticket sales alone. The venue gets a cut and we pay the lecturers well too. GST is 18% and I think it’s enough for the two of us right now,” he says.\\n\\nThe founders are not planning to build a large team.\\n\\nWhile they declined to share exact revenue figures, they say the Bengaluru chapter alone hosts about 12 lectures every month, with roughly 200 attendees paying an average ticket price of Rs 1,000. By their estimate, that translates to annual revenue of around Rs 2.9 crore.\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":2},\"data\":\"What's next?\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"The startup's international ambitions are already taking shape.\\n\\nLondon has hosted four events so far under the leadership of Chaudhury, while Amsterdam is next on the roadmap. \\n\\nCloser home, the team is planning a lecture festival in Bengaluru.\\n\\n“We are planning a two-day festival where lectures on different subjects will happen in different rooms. People can walk into anyone they would like but of course, with a beer in their hand,” Snehanshu says.\\nMumbai, Chennai, and Hyderabad have emerged as some of the strongest-performing chapters outside Bengaluru.\\n\\nThe founders also welcome the emergence of similar communities.\\n\\n“There are two-three such communities in Bengaluru itself and all seem to be doing well. What sets PoV (and every other community) apart is our curation. We need more such communities across the country to increase the \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"link\":\"https://yourstory.com/2025/03/markets-bounce-back-after-falling-in-opening-trade\"},\"data\":\"market\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\" together,” Sah says.\\n\\nPoV is also willing to take on subjects that sit closer to difficult conversations than comfortable ones. Recently, it hosted a lecture critiquing \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"italic\":true},\"data\":\"Dhurandhar\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\", a session that sparked debate among attendees.\\n\\n“Many professors were a bit apprehensive, but it was very well received. 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Revenue touched $81.6 billion, up 85% year-on-year, while data-centre revenue climbed to $75.2 billion, also a record.\\n\\nThe results show surging demand for AI infrastructure, particularly for the company’s Blackwell systems, which are increasingly being used to train and run advanced AI models.\\n\\nThe scale of the growth is striking even for NVIDIA, whose market value and influence have expanded rapidly since the launch of ChatGPT in late 2022 triggered a global race for \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"link\":\"https://yourstory.com/ai-story/tag/artificial-intelligence\"},\"data\":\"AI\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\" computing power.\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":2},\"data\":\"Parabolic demand\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"$80\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"link\":\"https://yourstory.com/2026/04/microsoft-to-go-bigger-on-capex-as-ai-led-cloud-surges\"},\"data\":\"Microsoft\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\", \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"link\":\"https://yourstory.com/2026/04/amazon-rides-ai-growth-wave-amid-india-ultra-fast-delivery-surge\"},\"data\":\"Amazon\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\" and \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"link\":\"https://yourstory.com/2026/04/alphabet-investment-strong-quarter-cloud-surges-on-ai-demand\"},\"data\":\"Google\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\" remain major customers, NVIDIA increasingly sees growth coming from enterprises, industrial users and governments building their own AI systems.\\n\\n“The world is rebuilding computing for agentic AI and robotic physical AI. NVIDIA sits at the centre of these transitions,” Huang explained this broader transformation.\\n\\nThe company also stressed that \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"link\":\"https://yourstory.com/ai-story/big-tech-ai-infra-capex-google-meta-amazon-microsoft\"},\"data\":\"AI infrastructure spending\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\" could still be in its early stages. Kress said analysts now expect AI infrastructure expenditure to reach between $3 trillion and $4 trillion annually by the end of the decade.\\n\\nA major reason for investor optimism is NVIDIA’s effort to evolve beyond graphics processors into a full-stack AI infrastructure company. Alongside Blackwell GPUs, the company is pushing networking products, software, AI tools and now CPUs designed specifically for AI workloads.\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":2},\"data\":\"Beyond GPUs\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"$81\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"link\":\"https://yourstory.com/2026/05/tim-cook-over-the-moon-on-india-as-iphone-powers-apple-growth\"},\"data\":\"Supply constraints\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"$82\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"link\":\"https://yourstory.com/tag/jensen-huang\"},\"data\":\"Huang\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\" said.\\n\\nAnd NVIDIA continues to sit at the centre of one of the fastest technology spending cycles in modern history.\\n\"}}],\"timeLapsed\":\"21st May 2026\",\"publishedDate\":\"May 21, 2026\",\"newReleased\":false},{\"id\":336336,\"title\":\"Mann+Hummel launches global tech centre in Karnataka\",\"slug\":\"mannhummel-launches-global-tech-centre-in-karnataka\",\"type\":\"RICH\",\"subtitle\":\"Mann+Hummel's new global technology centre in Tumkur, Karnataka, will leverage engineering expertise in India to enable faster time to market and deeper collaboration with customers worldwide. \",\"publishedAt\":\"2026-05-20T13:42:27.840Z\",\"updatedAt\":\"2026-05-20T13:42:28.159Z\",\"brand\":{\"name\":\"YourStory\",\"slug\":\"yourstory\",\"locale\":\"en_GB\",\"path\":\"/\"},\"metadata\":{\"authors\":[{\"name\":\"Team YS\",\"username\":\"webmaster\",\"order\":0,\"imageUrl\":\"https://images.yourstory.com/cs/static/default-ys-image.jpg\",\"designation\":null,\"path\":\"/author/webmaster\"}],\"category\":{\"id\":244,\"name\":\"Technology\",\"slug\":\"technology\",\"path\":\"/category/technology\"},\"excerpt\":\"Mann+Hummel's new global technology centre in Tumkur, Karnataka, will leverage engineering expertise in India to enable faster time to market and deeper collaboration with customers worldwide. \",\"media\":\"https://images.yourstory.com/cs/120/220356402d6d11e9aa979329348d4c3e/Mann-FINAL-1779283334976.png\",\"thumbnail\":\"https://images.yourstory.com/cs/120/220356402d6d11e9aa979329348d4c3e/Mann-FINAL-1779283334976.png\",\"defaultThumbnail\":\"https://images.yourstory.com/cs/120/220356402d6d11e9aa979329348d4c3e/Mann-FINAL-1779283334976.png\",\"brandSpotlight\":null,\"removeAds\":null,\"curatedCategories\":[],\"sponsoredStory\":null,\"isRegistrationRequired\":false,\"timeToRead\":2,\"reactions\":{\"contentId\":336336,\"commentCount\":0,\"likeCount\":114,\"dislikeCount\":0,\"fbShareCount\":0,\"twitterShareCount\":0,\"linkedinShareCount\":0,\"shareCount\":0},\"articleTopics\":[],\"richArticleTopics\":[{\"id\":\"991ea520-663e-11eb-b571-b76e0f3e580d\",\"slug\":\"business-and-tech-news\",\"name\":\"Business and Tech News\",\"type\":\"RICH-ARTICLE-TOPIC\",\"order\":0}],\"tags\":[{\"name\":\"Just In\",\"slug\":\"just-in\",\"order\":0,\"path\":\"/tag/just-in\"},{\"name\":\"Mann Hummel\",\"slug\":\"mann-hummel\",\"order\":1,\"path\":\"/tag/mann-hummel\"},{\"name\":\"India technology centre\",\"slug\":\"india-technology-centre\",\"order\":2,\"path\":\"/tag/india-technology-centre\"},{\"name\":\"filtration technology\",\"slug\":\"filtration-technology\",\"order\":3,\"path\":\"/tag/filtration-technology\"}],\"contentType\":\"Editorial\",\"storySchemaType\":\"news story\",\"parentGlossary\":null,\"sameParentGlossary\":[],\"schemaData.HowTo.StepsText\":\"\",\"AIGeneratedStory\":\"false\",\"storyShortHeading\":\"Mann+Hummel has been in India for 20 years\\n\\n\",\"thumbnailMetadata\":{\"thumbnailSquare\":\"\",\"thumbnailDouble\":\"https://images.yourstory.com/cs/120/220356402d6d11e9aa979329348d4c3e/Mann-FINAL-1779283334976.png\",\"thumbnailVideo\":\"\",\"thumbnailBlur\":\"$83\"},\"webStoryUrl\":\"\",\"companies\":[{\"id\":\"3ea738e0-33d1-11eb-b2d0-f7085f28adbe\",\"name\":\"Bosch\",\"legalName\":null,\"slug\":\"bosch\",\"subtitle\":\"Robert Bosch GmbH, or Bosch, is a German multinational engineering and technology company headquartered in Gerlingen, near Stuttgart, Germany.\",\"website\":\"https://www.bosch.in/\",\"order\":0}],\"glossaryTerms\":[],\"articleType\":\"News Reports\",\"analyticsData\":{\"alsoReadCount\":0,\"imageCount\":0,\"videoCount\":0,\"companyConnectCount\":0},\"companyBlots\":[],\"videoBlots\":[]},\"snippets\":null,\"trailers\":null,\"path\":\"/enterprise-story/2026/05/mannhummel-launches-global-tech-centre-in-karnataka\",\"featured\":false,\"mobilePostJson\":[{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"$84\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"italic\":true},\"data\":\"“\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"For over 20 years, our Indian engineering team has been deeply embedded in our global product development. 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Yet, the real engine of consistent wealth in the Indian economy isn’t always exciting. Some of the most steady, recession-proof, and highly profitable ventures are those that might seem downright \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"italic\":true},\"data\":\"boring\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\" at first glance but quietly generate crores in revenue year after year. \\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":2},\"data\":\"1. Scrap Collection \u0026 Recycling\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"At first thought, scrap collection doesn’t scream “fortune.” But India produces millions of tons of waste annually, including metal, plastic, and e-waste all of which have strong end-market demand from recycling plants and manufacturers. The margins in this sector can be surprisingly healthy, especially for operators who streamline collection and sorting. \\nWhy it makes money:\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"list\":\"bullet\"},\"data\":\"Constant supply of waste from factories, construction sites, and households\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"list\":\"bullet\"},\"data\":\"Essential service with minimal glamour\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"list\":\"bullet\"},\"data\":\"High demand from domestic recyclers\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":2},\"data\":\"2. Cloud Kitchens (Without a Dining Space)\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"The explosion of food delivery platforms like Swiggy and Zomato has enabled a new breed of kitchen: delivery-only food businesses. These operations skip the expensive dining area and front-of-house staff, cutting costs dramatically while still turning out substantial profits. \\nBusiness snapshot:\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"list\":\"bullet\"},\"data\":\"Lower setup costs than traditional restaurants\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"list\":\"bullet\"},\"data\":\"High potential for volume sales\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"list\":\"bullet\"},\"data\":\"Attractive margins in niche or popular cuisines\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":2},\"data\":\"3. Commercial Cleaning \u0026 Facility Management\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"Commercial cleaning services may lack the glamour of a luxury brand, but they are indispensable. Offices, factories, hospitals, malls, and schools all require regular cleaning, sanitization, and maintenance and are willing to pay for reliability and quality. \\nWhat makes it profitable:\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"list\":\"bullet\"},\"data\":\"Recurring contracts with stable clients\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"list\":\"bullet\"},\"data\":\"Low technological barriers\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"list\":\"bullet\"},\"data\":\"Essential service unaffected by trends\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":2},\"data\":\"4. Waste Management \u0026 Sewage Services\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"Taking trash off people’s hands is literally a business that cleans up. Waste management and related services — including municipal contracts for garbage collection and sewage maintenance are examples of boring infrastructure businesses that consistently generate revenue. Globally, waste services command steady cash flows because the need never goes away. \\nProfit drivers:\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"list\":\"bullet\"},\"data\":\"Government and corporate contracts\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"list\":\"bullet\"},\"data\":\"Little competition due to regulatory complexity\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"list\":\"bullet\"},\"data\":\"Long-term, recurring revenue\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":2},\"data\":\"5. Industrial Components \u0026 Supplies\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"Not glamourous, but massively profitable are businesses producing mundane industrial essentials, such as tags, labels, cables, wires, and small hardware components. One reported example from India describes a company that generates nearly ₹75 crore annually simply by making clothing tags — tiny fabric pieces most people never notice. \\nWhy it’s big business:\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"list\":\"bullet\"},\"data\":\"B2B demand from manufacturing sectors\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"list\":\"bullet\"},\"data\":\"Bulk, repeat orders\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"list\":\"bullet\"},\"data\":\"Stable procurement cycles\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":2},\"data\":\"6. EV Rentals \u0026 Logistics Support\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"A new twist on boring: electric vehicle rentals for delivery drivers and commuters. With demand from both businesses and individuals rising, rental fleets — particularly of EV bikes and autos are generating solid revenue. \\nHighlights:\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"list\":\"bullet\"},\"data\":\"Daily rentals add up fast with fleet scale\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"list\":\"bullet\"},\"data\":\"Growing usage in urban delivery ecosystems\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":2},\"data\":\"Why Boring = Profitable\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"Business experts note that the sexiest businesses often deliver less profit than the mundane ones. Why? Because boring businesses solve everyday problems at scale and have predictable cash flows. They are less dependent on trends and more embedded in essential services or industrial supply chains. \\nKey takeaways:\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"list\":\"bullet\"},\"data\":\"Glamour doesn’t guarantee profit — stability does\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"list\":\"bullet\"},\"data\":\"Essential services and industrial supply chains are wealth factories\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"list\":\"bullet\"},\"data\":\"Many ventures quietly generate crores without ever going viral\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"\\nIn India’s dynamic economy, the boring backbone industries from recycling to cloud kitchens to cleaning services and industrial supplies quietly contribute huge value. 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Here’s how unexpected mistakes turned into billion-dollar businesses.\",\"publishedAt\":\"2026-01-16T08:13:37.557Z\",\"updatedAt\":\"2026-01-16T08:31:12.509Z\",\"brand\":{\"name\":\"YourStory\",\"slug\":\"yourstory\",\"locale\":\"en_GB\",\"path\":\"/\"},\"metadata\":{\"authors\":[{\"name\":\"Nucleus_AI\",\"username\":\"Nucleus_AI\",\"order\":0,\"imageUrl\":\"https://images.yourstory.com/cs/images/undefined/nucleus-1677242056743.png\",\"designation\":null,\"path\":\"/author/Nucleus_AI\"}],\"category\":{\"id\":224,\"name\":\"Business Ideas\",\"slug\":\"business-ideas\",\"path\":\"/category/business-ideas\"},\"excerpt\":\"Some of the world’s most influential companies were not born from perfect planning or flawless foresight. 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Instead, they emerged from errors, failed experiments, or unintended outcomes. These stories challenge the popular myth that success always follows a straight line. In reality, many breakthroughs happen when people notice value in something that was never meant to work.\\n\\nHere are some of the biggest companies and products that began as accidents, yet went on to reshape industries.\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":2},\"data\":\"3M: A Failed Glue That Changed Office Work Forever\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"The multinational conglomerate 3M was built on experimentation, but one of its most famous successes began as a failure.\\n\\nIn 1968, a 3M scientist was trying to develop a super-strong adhesive. Instead, he created a weak glue that stuck lightly and peeled off easily. For years, it was considered useless. The breakthrough came when another employee realised this “failed” adhesive could be used to create reusable bookmarks.\\n\\nThat idea evolved into Post-it Notes, now one of the most recognisable office products in the world. What began as a rejected experiment became a multi-billion-dollar product line and a symbol of everyday productivity.\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":2},\"data\":\"YouTube: A Dating Site That Nobody Wanted\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"When YouTube launched in 2005, it was not meant to be a video-sharing giant. Its founders initially designed it as a video-based dating platform, hoping users would upload clips introducing themselves.\\n\\nThe idea failed. People showed no interest in dating videos. However, users began uploading random clips instead—pets, events, jokes, and personal moments. The founders noticed this unexpected behaviour and pivoted quickly.\\n\\nThat accidental shift turned YouTube into the world’s largest video platform. Just over a year later, it was acquired by Google, cementing its place in internet history.\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":2},\"data\":\"Slack: A Game That Never Took Off\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"Today, Slack is a core workplace tool used by millions. But it started as an internal communication system built for a failed online game.\\n\\nThe company behind Slack was developing a multiplayer game that struggled to gain traction. While the game faltered, the team realised their internal chat tool was solving real communication problems more effectively than the product they were selling.\\n\\nThey abandoned the game, refined the tool, and launched Slack as a standalone product. What was once a side utility became a dominant force in workplace collaboration.\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":2},\"data\":\"Coca-Cola: Medicine That Turned Into a Global Drink\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"One of the most recognisable brands in the world, Coca-Cola, began as a medicinal experiment.\\nIn 1886, pharmacist John Stith Pemberton created a syrup intended to treat headaches and fatigue. When mixed accidentally with carbonated water instead of plain water, the drink tasted better than expected. It was sold at soda fountains as a refreshing beverage rather than medicine.\\n\\nThe accidental combination transformed Coca-Cola into a cultural and commercial phenomenon, eventually becoming one of the most valuable brands in history.\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":2},\"data\":\"Penicillin and the Birth of Modern Medicine\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"Not all “companies” born by accident began as businesses. Some discoveries later became entire industries. In 1928, Alexander Fleming noticed that mould had contaminated one of his laboratory samples and killed the surrounding bacteria.\\n\\nInstead of discarding the sample, he studied it. That observation led to the discovery of penicillin, which later became the foundation of the modern antibiotic industry. Pharmaceutical giants and life-saving treatments followed, all rooted in a laboratory accident.\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":2},\"data\":\"Why Accidental Success Matters\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"These stories share a common thread: attention, curiosity, and flexibility. The mistake itself did not create success. The ability to recognise unexpected value did.\\n\\nIn many cases, the original idea failed completely. What mattered was the willingness to pause, observe user behaviour, or rethink assumptions. Companies that succeeded were not those that avoided mistakes, but those that learned from them faster than others.\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":2},\"data\":\"Failure as a Starting Point\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"In hindsight, these accidents look inevitable. At the time, they were uncertain, risky, and often ignored. Yet they remind us that innovation rarely follows a clean blueprint.\\n\\nSome of the biggest companies in the world exist today not because everything went right, but because someone paid attention when something went wrong.\\n\"}}],\"timeLapsed\":\"16th Jan 2026\",\"publishedDate\":\"January 16, 2026\",\"newReleased\":false},{\"id\":329418,\"title\":\"5 Profitable small business ideas for new founders\",\"slug\":\"simple-profitable-business-ideas-india\",\"type\":\"RICH\",\"subtitle\":\"Are you young and ambitious? Check out these 5 profitable business ideas in India to earn quick cash!\",\"publishedAt\":\"2025-10-11T13:45:00.000Z\",\"updatedAt\":\"2025-10-11T13:45:00.706Z\",\"brand\":{\"name\":\"YourStory\",\"slug\":\"yourstory\",\"locale\":\"en_GB\",\"path\":\"/\"},\"metadata\":{\"authors\":[{\"name\":\"Aasma Khan\",\"username\":\"aasma-1683542979\",\"order\":0,\"imageUrl\":\"https://images.yourstory.com/cs/users/07f6d7f0-ed8e-11ed-8199-79969b4b51e2/google/profile_image_1774525130419.jpg\",\"designation\":null,\"path\":\"/author/aasma-1683542979\"}],\"category\":{\"id\":224,\"name\":\"Business Ideas\",\"slug\":\"business-ideas\",\"path\":\"/category/business-ideas\"},\"excerpt\":\"Discover 5 simple and profitable business ideas in India that blend creativity, demand, and strong margins—perfect for aspiring entrepreneurs.\",\"media\":\"https://images.yourstory.com/cs/2/07f6d7f0ed8e11ed819979969b4b51e2/Innovationissayingnoto1000things-1759828189306.png\",\"thumbnail\":\"https://images.yourstory.com/cs/2/07f6d7f0ed8e11ed819979969b4b51e2/Innovationissayingnoto1000things-1759828189306.png\",\"defaultThumbnail\":\"https://images.yourstory.com/cs/2/07f6d7f0ed8e11ed819979969b4b51e2/Innovationissayingnoto1000things-1759828189306.png\",\"brandSpotlight\":null,\"removeAds\":null,\"curatedCategories\":[],\"sponsoredStory\":null,\"isRegistrationRequired\":false,\"timeToRead\":4,\"reactions\":{\"contentId\":329418,\"commentCount\":0,\"likeCount\":183,\"dislikeCount\":0,\"fbShareCount\":6,\"twitterShareCount\":0,\"linkedinShareCount\":0,\"shareCount\":6},\"articleTopics\":[],\"richArticleTopics\":[{\"id\":\"991ecc3a-663e-11eb-b571-b76e0f3e580d\",\"slug\":\"looking-for-business-ideas\",\"name\":\"Looking for Business Ideas\",\"type\":\"RICH-ARTICLE-TOPIC\",\"order\":0}],\"tags\":[{\"name\":\"profitable business ideas\",\"slug\":\"profitable-business-ideas\",\"order\":0,\"path\":\"/tag/profitable-business-ideas\"},{\"name\":\"young entrepreneurs\",\"slug\":\"young-entrepreneurs\",\"order\":1,\"path\":\"/tag/young-entrepreneurs\"},{\"name\":\"Startup ideas\",\"slug\":\"startup-ideas\",\"order\":2,\"path\":\"/tag/startup-ideas\"},{\"name\":\"starting a business\",\"slug\":\"starting-a-business\",\"order\":3,\"path\":\"/tag/starting-a-business\"},{\"name\":\"Entrepreneurship\",\"slug\":\"Entrepreneurship-01\",\"order\":4,\"path\":\"/tag/Entrepreneurship-01\"}],\"contentType\":\"Content\",\"storySchemaType\":\"article story\",\"parentGlossary\":null,\"sameParentGlossary\":[],\"schemaData.HowTo.StepsText\":\"\",\"AIGeneratedStory\":\"false\",\"storyShortHeading\":\"Side hustles that can grow into empires\",\"thumbnailMetadata\":{\"thumbnailSquare\":\"\",\"thumbnailDouble\":\"https://images.yourstory.com/cs/2/07f6d7f0ed8e11ed819979969b4b51e2/Innovationissayingnoto1000things-1759828189306.png\",\"thumbnailVideo\":\"\",\"thumbnailBlur\":\"data:image/png;base64,iVBORw0KGgoAAAANSUhEUgAAAEAAAAAgCAIAAAAt/+nTAAAACXBIWXMAAB2HAAAdhwGP5fFlAAAA7ElEQVR4nO3V2w6DIBAEUJ6Y2f7/BzdY26SyKovC2koyr8CccAuIsSJsFhgTbgHgBYJCgHtRGj0JcMKMOCOxJkaAvjaOJR7B7AGaNLZ7sKr6BpRutxMAimcCmM/rNQBICVVXMK0kDcJugBbtZTYMAP9xB7BISwBMd3oDsPVWdARgG5MDutaVQ6QXICvtW1eMqvBDpUVLAriXkAHArY/QYxGWJo2lC0Bpw6pAUbEFgMvUNt6PZGvNWQPsdtVCBwB1zxtQOOw6AM6ZAMYxA8CxA7AdoZMezcq3Vax3oOAP6gp4rH0XOaD4E/UHfBhP4bW1d4M3yqUAAAAASUVORK5CYII=\",\"thumbnailAssetAspectRatio\":2},\"webStoryUrl\":\"\",\"companies\":[],\"glossaryTerms\":[],\"articleType\":\"Features\",\"analyticsData\":{\"alsoReadCount\":1,\"imageCount\":1,\"videoCount\":0,\"companyConnectCount\":0},\"companyBlots\":[],\"videoBlots\":[]},\"snippets\":null,\"trailers\":null,\"path\":\"/2025/09/simple-profitable-business-ideas-india\",\"featured\":false,\"mobilePostJson\":[{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"What separates a side hustle from a real business?\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"It’s not funding or getting viral, it’s the ability to spot everyday opportunities and package them into something people will pay for again and again.\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"In a world where trends come and go faster than a social-media reel, entrepreneurs who focus on simple, scalable, and high-margin products often build lasting success. \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"So, if you’re searching for your next venture, here are 5 \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"link\":\"https://yourstory.com/smbstory/start-small-business-ideas-low-investment-manufacturing-profitable-company\"},\"data\":\"profitable business ideas \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"that blend creativity and demand! \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":2},\"data\":\"5 Simple business ideas for entrepreneurs in india\\n\"}},{\"contentType\":\"image\",\"value\":{\"src\":\"https://images.yourstory.com/cs/2/07f6d7f0ed8e11ed819979969b4b51e2/Not-To-DoList7-1745865985520.png\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":3},\"data\":\"1. Instant coffee pouches \\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"The global coffee craze isn’t slowing down, but not everyone wants to spend 5 minutes brewing a cup. Meet instant coffee pouches, the smarter, sleeker version of instant coffee. They dissolve instantly in hot water, come in travel-friendly sachets, and fit perfectly in the “on-the-go” lifestyle.\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"bold\":true},\"data\":\"Why it works:\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"list\":\"bullet\"},\"data\":\"Low production and shipping costs mean strong profit margins.\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"list\":\"bullet\"},\"data\":\"Ideal for corporate gifting, hotels, and travel markets.\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"list\":\"bullet\"},\"data\":\"Endless potential for flavour innovation—hazelnut mocha, caramel roast, or local blends.\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"bold\":true},\"data\":\"Pro tip: \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"Make sustainability your selling point. Use compostable sachets and recyclable packaging, and you’ll win eco-conscious customers too.\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":3},\"data\":\"2. Mini ice cream sticks\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"Nothing triggers emotion like nostalgia, and mini ice cream sticks are a sweet way to tap into it. Small portions, playful packaging, and inventive flavours can make this a hit among kids and even adults.\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"bold\":true},\"data\":\"Why it works:\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"list\":\"bullet\"},\"data\":\"Small-batch production keeps waste and risk low.\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"list\":\"bullet\"},\"data\":\"High markup on \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"link\":\"https://yourstory.com/2025/01/flash-sales-decoding-psychology-impulse-buying\"},\"data\":\"impulse buys \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"as people spend easily on treats.\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"list\":\"bullet\"},\"data\":\"Perfect for events, cafés, and local pop-ups.\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"bold\":true},\"data\":\"Pro tip:\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\" Launch “flavour discovery boxes”—packs with 6-8 mini sticks of exotic or seasonal flavours. It’s an easy way to encourage repeat purchases and social sharing.\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":3},\"data\":\"3. Customised return gifts\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"Return gifts have evolved from mere formality to thoughtful gestures. From birthdays to corporate events, people now want personalised keepsakes that stand out. That’s your business opportunity.\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"bold\":true},\"data\":\"Why it works:\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"list\":\"bullet\"},\"data\":\"Personalisation commands \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"link\":\"https://yourstory.com/2020/09/pricing-strategies-services-business-pros-cons\"},\"data\":\"premium pricing\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\".\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"list\":\"bullet\"},\"data\":\"Small, low-cost items like candles, coasters, or notebooks can be bundled beautifully.\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"list\":\"bullet\"},\"data\":\"Events mean repeat customers—weddings, baby showers, office parties, festivals.\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"bold\":true},\"data\":\"Pro tip:\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\" Offer an online design tool that lets customers build their own bundles—choose colours, names, and packaging. You print, pack, and ship. High perceived value, low inventory risk.\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"\\n\"}},{\"contentType\":\"alsoRead\",\"value\":{\"title\":\"10 Low-Cost Business Ideas with High-Profit Margins: Start Now!\",\"thumbnail\":\"https://images.yourstory.com/cs/2/96eabe90392211eb93f18319e8c07a74/Imagesz2o-1697791389804.jpg?fm=png\u0026auto=format\u0026h=100\u0026w=100\u0026crop=entropy\u0026fit=crop\",\"publishedUrl\":\"https://yourstory.com/2023/10/low-cost-high-profit-business-ventures\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":3},\"data\":\"4. Designer stationery\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"Stationery has gone from practical to personal. Designer desk kits with aesthetic notebooks, pens, and organisers can turn everyday workspaces into creative corners. The right branding can make these feel like collectables rather than supplies.\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"bold\":true},\"data\":\"Why it works:\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"list\":\"bullet\"},\"data\":\"High demand among students, professionals, and creators.\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"list\":\"bullet\"},\"data\":\"Lightweight products = low shipping costs and easy storage.\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"list\":\"bullet\"},\"data\":\"Great for subscription or seasonal drops.\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"bold\":true},\"data\":\"Pro tip:\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\" Collaborate with local artists for limited-edition collections. A new design every month keeps the brand fresh and builds a loyal fanbase.\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":3},\"data\":\"5. Self-care boxes\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"As more people prioritise wellness, self-care gift boxes are becoming a staple. Filled with candles, bath salts, teas, and affirmation cards, they make the perfect \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"link\":\"https://yourstory.com/2025/03/yerkes-dodson-law-stress-performance\"},\"data\":\"stress-relief \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"kit or thoughtful gift.\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"bold\":true},\"data\":\"Why it works:\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"list\":\"bullet\"},\"data\":\"High perceived value = generous margins.\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"list\":\"bullet\"},\"data\":\"Perfect for gifting seasons, events, and subscription models.\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"list\":\"bullet\"},\"data\":\"Easy to customise for niches—men’s self-care, teen wellness, or “Sunday reset” themes.\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"bold\":true},\"data\":\"Pro tip:\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\" Add a storytelling element. Include a short guide, or like a “five-minute unwind routine” to make your box more experiential and memorable.\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":2},\"data\":\"Finding your perfect fit\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"All 5 of these \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"link\":\"https://yourstory.com/2025/01/work-home-business-ideas-india-2025\"},\"data\":\"business ideas\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\" can be profitable, but only if you align them with your strengths. Love design? Go with stationery or return gifts. Obsessed with food and flavour? Ice cream or coffee might be your arena. Passionate about wellness? The self-care box is calling your name.\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"Start lean, test your product with a small audience, and focus relentlessly on branding and packaging, because in today’s market, presentation is profit. All the best!\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"\\n\"}}],\"timeLapsed\":\"11th Oct 2025\",\"publishedDate\":\"October 11, 2025\",\"newReleased\":false},{\"id\":325933,\"title\":\"This Indian Tree Can Make You Richer Than Sugarcane or Wheat\",\"slug\":\"indian-tree-make-richer-sugarcane\",\"type\":\"RICH\",\"subtitle\":\"This miracle tree can earn you 4x more than wheat or sugarcane—yes, really.\\r\\nExplore how moringa farming or products could be your next big venture!\",\"publishedAt\":\"2025-06-12T08:48:03.453Z\",\"updatedAt\":\"2025-06-12T12:36:33.748Z\",\"brand\":{\"name\":\"YourStory\",\"slug\":\"yourstory\",\"locale\":\"en_GB\",\"path\":\"/\"},\"metadata\":{\"authors\":[{\"name\":\"Nucleus_AI\",\"username\":\"Nucleus_AI\",\"order\":0,\"imageUrl\":\"https://images.yourstory.com/cs/images/undefined/nucleus-1677242056743.png\",\"designation\":null,\"path\":\"/author/Nucleus_AI\"}],\"category\":{\"id\":224,\"name\":\"Business Ideas\",\"slug\":\"business-ideas\",\"path\":\"/category/business-ideas\"},\"excerpt\":\"This miracle tree can earn you 4x more than wheat or sugarcane—yes, really.\\nExplore how moringa farming or products could be your next big venture!\",\"media\":\"https://images.yourstory.com/cs/2/1a70b4f0170611edbdd8b5d28d859895/Xpieder12-1749731778384.png\",\"thumbnail\":\"https://images.yourstory.com/cs/2/1a70b4f0170611edbdd8b5d28d859895/Xpieder12-1749731778384.png\",\"defaultThumbnail\":\"https://images.yourstory.com/cs/2/1a70b4f0170611edbdd8b5d28d859895/Xpieder12-1749731778384.png\",\"brandSpotlight\":null,\"removeAds\":null,\"curatedCategories\":[],\"sponsoredStory\":null,\"isRegistrationRequired\":false,\"timeToRead\":3,\"reactions\":{\"contentId\":325933,\"commentCount\":0,\"likeCount\":155,\"dislikeCount\":0,\"fbShareCount\":2,\"twitterShareCount\":0,\"linkedinShareCount\":0,\"shareCount\":2},\"articleTopics\":[],\"richArticleTopics\":[{\"id\":\"dba80449-a8d8-41e8-9f0d-c269d6e06bfc\",\"slug\":\"others\",\"name\":\"Others\",\"type\":\"RICH-ARTICLE-TOPIC\",\"order\":0}],\"tags\":[{\"name\":\"moringa\",\"slug\":\"moringa\",\"order\":0,\"path\":\"/tag/moringa\"},{\"name\":\"Agriculture in India\",\"slug\":\"agriculture-in-india\",\"order\":1,\"path\":\"/tag/agriculture-in-india\"},{\"name\":\"export\",\"slug\":\"export\",\"order\":2,\"path\":\"/tag/export\"},{\"name\":\"agribusiness\",\"slug\":\"agribusiness\",\"order\":3,\"path\":\"/tag/agribusiness\"}],\"contentType\":\"Editorial\",\"storySchemaType\":\"article story\",\"parentGlossary\":null,\"sameParentGlossary\":[],\"schemaData.HowTo.StepsText\":\"\",\"AIGeneratedStory\":\"false\",\"storyShortHeading\":\"This Indian Tree Can Make You Richer Than Sugarcane or Wheat\",\"thumbnailMetadata\":{\"thumbnailSquare\":\"\",\"thumbnailDouble\":\"https://images.yourstory.com/cs/2/1a70b4f0170611edbdd8b5d28d859895/Xpieder12-1749731778384.png\",\"thumbnailVideo\":\"\",\"thumbnailBlur\":\"$86\",\"thumbnailAssetAspectRatio\":2},\"webStoryUrl\":\"\",\"companies\":[],\"glossaryTerms\":[],\"articleType\":\"Analysis\",\"analyticsData\":{\"alsoReadCount\":0,\"imageCount\":0,\"videoCount\":0,\"companyConnectCount\":0},\"companyBlots\":[],\"videoBlots\":[]},\"snippets\":null,\"trailers\":null,\"path\":\"/2025/06/indian-tree-make-richer-sugarcane\",\"featured\":false,\"mobilePostJson\":[{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"What if one tree could earn you more than rice, wheat, or even sugarcane? Meet \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"italic\":true},\"data\":\"moringa\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\", also known as the “miracle tree.” Native to India and already powering a booming global wellness industry, moringa is being hailed as the next green gold for farmers and entrepreneurs alike.\\n\"}},{\"contentType\":\"divider\",\"value\":{}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":2},\"data\":\"Why Moringa is Called the Miracle Tree\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"Moringa is a nutritional powerhouse. Its leaves contain seven times more vitamin C than oranges, 17 times more calcium than milk, and nine times more protein than yogurt. But the benefits don’t stop there. Every part of the plant—leaves, pods, seeds, and even roots—can be consumed or used in medicines, beauty products, and health supplements.\\n\\nMore importantly, the moringa tree is resilient. 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Or Kiran and Pardeep Mann in Haryana, who net over ₹7 lakh per acre by turning moringa leaves into high-margin powder.\\n\\nBy contrast, wheat and rice farmers typically earn ₹25,000–50,000 per acre per year. Even sugarcane peaks at ₹1 lakh per acre—only a fraction of what moringa can yield.\\n\"}},{\"contentType\":\"divider\",\"value\":{}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":2},\"data\":\"How You Can Get Started\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"Farmers can begin by planting moringa on underutilized or marginal lands. With proper pruning and organic practices, leaves can be harvested every 45–60 days, allowing for multiple yield cycles each year.\\n\\nEntrepreneurs can take it further by investing in small-scale processing units to produce value-added products—powders, capsules, teas, oils, and cosmetics. 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It starts quietly, a thought you replay, a conversation you analyse too much, a mistake you can’t stop revisiting, or a fear about something that hasn’t even happened yet. Before you realise it, your mind feels crowded. You are physically present, but mentally stuck in loops of worry, doubt, and “what ifs.”\\nThis is where \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"italic\":true},\"data\":\"The Happiness Trap\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\" by Russ Harris offers a refreshingly different perspective. Based on principles of Acceptance and Commitment Therapy (ACT), the book challenges the idea that happiness comes from eliminating negative thoughts. Instead, it teaches readers how to respond to thoughts differently, without letting them control life.\\nIf you constantly find yourself overanalysing situations or mentally exhausting yourself, here are 5 valuable teachings from \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"italic\":true},\"data\":\"The Happiness Trap\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\" that can help you overthink less.\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":2},\"data\":\"5 Practical teachings from The Happiness Trap \\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":3},\"data\":\"1. Thoughts are not always facts\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"One of the biggest lessons in the book is learning that just because you think something does not automatically make it true.\\nOverthinkers often treat thoughts like evidence. \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"italic\":true},\"data\":\"What if I fail? What if they dislike me? What if I made the wrong choice?\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\" These thoughts feel real, so they begin shaping emotions and actions.\\nRuss Harris encourages readers to create distance from thoughts instead of immediately believing them. A thought is simply a thought, not necessarily reality. Learning this shift can feel incredibly freeing because it reduces the power anxious thinking holds over daily life.\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":3},\"data\":\"2. Stop fighting every negative feeling\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"Many people believe \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"link\":\"https://yourstory.com/2026/02/valuing-peace-constant-productivity\"},\"data\":\"mental peace\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\" comes from avoiding discomfort. But according to the book, constantly fighting sadness, fear, anxiety, or stress often makes them stronger.\\nThe teaching here is acceptance, not giving up, but allowing emotions to exist without constantly battling them. When you stop resisting every uncomfortable feeling, it often loses intensity naturally.\\nFor overthinkers, this lesson is powerful because much mental exhaustion comes from trying to control emotions instead of understanding them.\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":3},\"data\":\"3. Focus on the present moment\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"Overthinking usually lives in two places: regret about the past or fear about the future. Rarely does it stay in the present.\\nOne of the strongest teachings in \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"italic\":true},\"data\":\"The Happiness Trap\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\" is learning to return attention to \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"italic\":true},\"data\":\"now\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\". What is happening in this moment? What can you actually control today?\\nSimple mindfulness habits, paying attention to breathing, surroundings, or current tasks, can interrupt endless mental spirals. This doesn’t erase worries, but it prevents them from completely taking over.\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":3},\"data\":\"4. You don’t have to control every thought\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"Many overthinkers believe mental peace means having only positive or \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"link\":\"https://yourstory.com/2024/11/become-calmer-person-master-skills\"},\"data\":\"calm thoughts\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\". But the book argues something surprising: trying to control thoughts often makes them stronger.\\nThe more you tell yourself \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"italic\":true},\"data\":\"don’t think about it\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\", the more persistent the thought becomes. Instead of fighting thoughts, Russ Harris suggests observing them without attachment. Let them come and go without reacting immediately.\\nThis teaching feels relieving because it removes pressure. You do not need a perfect mind to feel okay.\\n\"}},{\"contentType\":\"alsoRead\",\"value\":{\"title\":\"5 books every overthinker needs for daily mental calm\",\"thumbnail\":\"https://images.yourstory.com/cs/2/ba6b0930e8cd11edbf1c2f9de7fdeb77/SHERLOCKHOLMES31-1758025485078.png?fm=png\u0026auto=format\u0026h=100\u0026w=100\u0026crop=entropy\u0026fit=crop\",\"publishedUrl\":\"https://yourstory.com/2025/09/books-comfort-food-overthinkers\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":3},\"data\":\"5. Build a life around values, not fears\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"Perhaps the most powerful lesson in the book is this: stop letting fear make decisions for you.\\nOverthinking often creates hesitation. You delay opportunities, avoid risks, or overanalyse choices because fear feels overwhelming. 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What truly matters to me?\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\" Decisions rooted in values often create more peace than decisions rooted in fear.\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":2},\"data\":\"Final thoughts\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"italic\":true},\"data\":\"The Happiness Trap\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\" offers an important reminder: the goal is not to stop thinking completely, but to stop being controlled by your thoughts. \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"link\":\"https://yourstory.com/2025/04/stop-overthinking-daily-habits\"},\"data\":\"Overthinking\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\" often grows when people try too hard to eliminate uncertainty, discomfort, or fear. 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Jain is busy packing for her trip to Cannes on the day of the interview. She’s excited, stressed, and worried that things aren't going according to plan. But she also wants her audience, over 83,000 followers on Instagram and 1.6 million subscribers on YouTube, to know every bit about it. Not just the red-carpet finished look, but also the chaos behind it.\\n\"}},{\"contentType\":\"image\",\"value\":{\"src\":\"https://images.yourstory.com/cs/4/8e7cc4102d6c11e9aa979329348d4c3e/Image4NiharikaJainniharikajain-1778748822775.jpeg\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"\\n“My whole identity as an influencer has been very authentic. People know me as the girl next door, someone they can relate to. On the internet, people see a lot of glamour and perfection, but I’ve always shown the BTS (behind the scenes). As I fly out tonight, I wanted to show them the chaos and the glamour. 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People struggle in front of the camera, and I wanted to help,” she says.\\n\\nHer very first video, “five poses with your hands” became a huge hit. From there, she expanded: fashion, beauty, travel, lifestyle. Each expansion was less a pivot than a widening of scope, and the camera pulled back to reveal more of who she already was. \\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":2},\"data\":\"The defining moments\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"The defining moments in Niharika’s career don’t reflect the metrics alone; it’s all about people.\\nHer first was in Sarojini Nagar, a popular shopping market in Delhi, where she was shooting for a video.\\n\\n“A girl stopped me in the crowd and asked, ‘Aren't you the one who posts posing videos?’ That was the moment I understood people are actually watching and are taking what I do seriously,” she recalls. The absence of specific content landed with a stranger’s remark. \\n\\nThe second moment is emotional. Niharika runs a community called “Wake Up With Me”, a morning routine for women that includes meditation, rituals, and grounding habits. At an event, a young girl came up to her crying.\\n\\n“She said: Ever since I joined this community, ever since I started doing what you told me to do, my life has changed. I was going through a very rough patch. And I have been able to overcome it because of you.”\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"\\n\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"She pauses. ‘These are the moments that stay close to my heart.’’\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"\\n\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"Niharika admits that the social media game can be exhausting.  Audience growth and decline, algorithms can shift without notice. \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"\\n\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"“When you see the audience getting bored with something, or when they come to you and say, I would like to see something else, it gets very stressful,” she says.\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"\\n\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"Her creative process is, fittingly, an act of faith. She travels a lot, to Rishikesh, especially whenever she feels blocked. She sits near the Ganges for hours, watching people and the water. “I get new ideas every time I sit and observe nature out there,” she says. \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":2},\"data\":\"Becoming an entrepreneur\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"It was in Kedarnath that the idea for Dumroo, her handcrafted jewellery brand, took root. She launched the brand two years ago.\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"\\n\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"“My whole identity has been about helping women feel, look better and own their story. I am also very spiritual and connected to Mahadev. I am a jewellery hoarder, and wanted a brand that truly reflected me,” she explains.\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"\\n\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"She says Dumroo’s tagline—“Handcrafted jewellery that celebrates your inner Shakti”—is more than a marketing line; it reflects the brand's philosophy. Every piece is personally designed by her and handcrafted by skilled karigars in Faridabad. Dumroo’s debut collection, \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"italic\":true},\"data\":\"Chand\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\", weaves femininity into each design. \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"\\n\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"The response to Dumroo has been encouraging, but Niharika admits that all feedback hasn’t been positive.\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"“My audience gives me honest feedback. Early on, my designs were on the heavier side. Women asked for something lighter that they can wear to college or everyday events. I worked on a lighter range,” she says.\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"\\n\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"What has entrepreneurship taught her that influencing did not?\\n\\nEntrepreneurship, Niharika has discovered, asks something of her that content creation does not: patience. \\n\\n“With a brand, it’s a completely different pace. Samples that don’t turn out as envisioned, market slowdowns. You have to keep nurturing it. 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It starts off as something you really want to do. While passion is important, it’s also about having fun along the journey. Over the years, apart from the fame, titles, and trophies, it was more about the decisions I made along the way. \\n\\nThese are simple things like how ready you are when you start training, how many times you have said no to certain things while training, how well you attempt a particular shot or repeat what you do, and the quality you bring to your practice sessions.\\n\\nAt the end of the day, when you look at it, one decision over the other in each session compounds in a way to make you actually more dominant, make you win much more, and keep winning.\\n\\nI started playing in 1989 at my first nationals and continued competing at nationals for 17 years. I won 16 singles titles in 17 years. So, pretty much, I was the number one in the country right from the day I started playing the nationals to the day I retired.\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":3},\"data\":\"HS: You competed in the formative era of Indian badminton, much before sports science and global exposure became mainstream. What did your generation have to do differently to compete at the international level as opposed to what is available today?\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"bold\":true},\"data\":\"AP:  \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"We played during the era where we got a little more than the athletes who played before us. I trained under coaches who had represented India. Anil Pradhan, my first coach, had been a national doubles champion. 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There wasn’t enough exposure or funding. \\n\\nBut I think belief comes from the fact, or from where you are at that moment and what you have around you, and a little more than that.\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":3},\"data\":\"HS: How did you manage the stress, pressure, self-doubt, and setbacks in your journey? \\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"bold\":true},\"data\":\"AP: \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"$90\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":3},\"data\":\"HS: You have had many firsts and set several records—from becoming the first Indian woman to win the French Open junior title and a medal at the World Junior Championships, to equalling Prakash Padukone’s historic national record. 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But I believed that if you wanted attention as much as the boys did, you’d have to work twice as hard and do twice as well. \\n\\n A men’s singles national champion would be treated differently from a women’s singles national champion. So that little bit of motivation or realisation to know that you have to do more really pushed us. I don’t think gender was talked about as openly and in a way that we talk about it today. \\n\\nBut it just helps to know—or rather share—what it did for me as a person, because being a very shy, introverted child, sport really gave me a platform to actually express, to prove, to compete, in many ways. And I think that is very powerful because confidence comes from evidence. \\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":3},\"data\":\"HS: From sports governance to corporate governance—you are doing a lot of work even with startups that have become mainstream. You are on the board of Eternal and Hero MotoCorp. 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\",\"media\":\"https://images.yourstory.com/cs/4/8e7cc4102d6c11e9aa979329348d4c3e/ankitaarise15-1779853160138.png\",\"thumbnail\":\"https://images.yourstory.com/cs/4/8e7cc4102d6c11e9aa979329348d4c3e/ankitaarise15-1779853160138.png\",\"defaultThumbnail\":\"https://images.yourstory.com/cs/4/8e7cc4102d6c11e9aa979329348d4c3e/ankitaarise15-1779853160138.png\",\"brandSpotlight\":null,\"removeAds\":null,\"curatedCategories\":[],\"sponsoredStory\":null,\"isRegistrationRequired\":false,\"timeToRead\":9,\"reactions\":{\"contentId\":336478,\"commentCount\":0,\"likeCount\":296,\"dislikeCount\":0,\"fbShareCount\":0,\"twitterShareCount\":0,\"linkedinShareCount\":0,\"shareCount\":0},\"articleTopics\":[],\"richArticleTopics\":[{\"id\":\"991ecc36-663e-11eb-b571-b76e0f3e580d\",\"slug\":\"inspiring-stories\",\"name\":\"Inspiring stories\",\"type\":\"RICH-ARTICLE-TOPIC\",\"order\":0}],\"tags\":[{\"name\":\"women in 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barriers\",\"thumbnailMetadata\":{\"thumbnailSquare\":\"https://images.yourstory.com/cs/4/8e7cc4102d6c11e9aa979329348d4c3e/9Y2A4477-1779853377788.jpg\",\"thumbnailDouble\":\"https://images.yourstory.com/cs/4/8e7cc4102d6c11e9aa979329348d4c3e/ankitaarise15-1779853160138.png\",\"thumbnailVideo\":\"https://images.yourstory.com/cs/4/8e7cc4102d6c11e9aa979329348d4c3e/ankitaarise15-1779853160138.png\",\"thumbnailBlur\":\"$93\"},\"webStoryUrl\":\"\",\"companies\":[],\"glossaryTerms\":[],\"articleType\":\"Interview\",\"analyticsData\":{\"alsoReadCount\":0,\"imageCount\":1,\"videoCount\":0,\"companyConnectCount\":0},\"companyBlots\":[],\"videoBlots\":[]},\"snippets\":null,\"trailers\":null,\"path\":\"/herstory/2026/05/ashwini-nachappa-breaking-barriers-success-building-champions\",\"featured\":true,\"mobilePostJson\":[{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"Ashwini Nachappa, famously known as India’s FloJo (after the US sprinter, Florence Griffith Joyner), was a dominant force in the sprint circuit in the 1980s and ‘90s. \\n\\nShe shot to fame when she outran sprint queen PT Usha on two occasions. \\n\\nNachappa had a distinguished international athletics career, representing India at three South Asian Federation Games—winning two silver medals each in Nepal (1984) and Bangladesh (1986), followed by an impressive three gold medals in Pakistan (1988). \\n\"}},{\"contentType\":\"image\",\"value\":{\"src\":\"https://images.yourstory.com/cs/4/8e7cc4102d6c11e9aa979329348d4c3e/9Y2A4477-1779853377788.jpg\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"\\nShe also competed in two Asian Games, finishing sixth in the long jump at the 1986 Seoul Games and winning a silver medal as part of India’s 4x100m relay team at the 1990 Beijing Asian Games. \\n\\nHer global appearances included the World Championships in Rome (1987) and Tokyo (1991), where she was part of India’s 4x400m relay squad on both occasions. \\n\\nIn a notable domestic achievement, she clinched the 200m gold at the 1990 National Open Meet in New Delhi, finishing ahead of Usha with a timing of 24.07 seconds. \\n\\nAn Arjuna Awardee, Nachappa did not end her tryst with sports with retirement. \\n\\nShe went on to shape the next generation of athletes through Karaumbiah Academy for Learning and Sports (KALS) and Ashwini’s Sports Foundation, building sustainable pathways for young talent, especially from rural India. \\n\\nIn a conversation with \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"italic\":true},\"data\":\"YourStory’s \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"Senior Director - Strategic Partnerships \u0026 Content, Shivani Muthanna\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"italic\":true},\"data\":\", \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"Ashwini Nachappa takes us through her journey in sport, beating PT Usha, creating new pathways, and what legacy means to her.\\n\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"italic\":true},\"data\":\"Edited excerpts from the interview:\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":3},\"data\":\"HerStory (HS): Going back to your early days, when did you realise that speed wasn’t just talent but an identity that you wanted to create for yourself? And what did discipline look like before all the medals came in?\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"bold\":true},\"data\":\"Ashwini Nachappa (AN): \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"I took up sports by chance. Though I was born in Coorg, my dad used to work in Kolkata, and we lived there. The late ‘70s were a time of chaos and a lot of strikes, workers' unions; so my sister and I moved to Bengaluru to pursue an education. \\n\\nOur house was next to the Kanteerava Stadium, and we would walk there every evening to watch all the athletes run. The discipline was already set in at that young age, intentionally by my mother, and we were bribed to run. We would get a Nutrient sweet for every lap we ran, and I think at that early age, collecting those sweets became a passion.\\n\\nThe coaches recognised our natural talent and encouraged us to run at an early age. My sister and I went on to become school and state champions, running in our Bata shoes.\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":3},\"data\":\"HS: You went on to prove yourself, win, and create many records. You became an elite athlete in an era with limited sports science, infrastructure, visibility, and support. So what did preparation look like when it actually came to that level—both mentally and physically?\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"bold\":true},\"data\":\"AN: \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"The support was just our coach and the family. At that time, the Bangalore school games would be like the Olympic Games. There was no transport, we would just walk from every school and culminate in that stadium. I think winning at that young age really propelled that journey into the state championships, the national championships, and then, as a young athlete, you always want to be at the Olympic Games and represent the country. It wasn't so much about breaking a record. \\n\\nMy very first spikes were handed over as a gift from my PE teacher, who was from Sri Lanka. These are people who really touched our lives, to not look back and just look forward. MP Ganesh, the former Olympian, gave us our first tracksuit. So many in this journey really stood with us.\\n\\nWe didn’t have a synthetic track. It was a cinder track. Sports science was unheard of. We just ran because we just love to run. \\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":3},\"data\":\"HS: In the 1980s, women’s visibility in sport came with both admiration and scrutiny. So how did you deal with some of that pressure, the expectations, and the public perception?\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"bold\":true},\"data\":\"AN:\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\" I was fortunate to have a mother who was truly a woman of substance. My father continued working in Kolkata and sent the little money we had. And she made it a point that, till the day I retired, she would walk with me to the stadium, sit there, and just watch. \\n\\nOnce you start winning and getting to be known—those days, every paper had the Bangalore school games covered, the nationals—and we always came back home with a medal. So I think when you have a journey like that… I didn't worry about the outside world at all. \\n\\nPE teachers really disciplined us in school. We went for basketball, we went for hockey, we all played sports—and it was a great atmosphere at that point in time. It’s only now that I think we, as parents, need to be blamed as well as educators, because we are overly protective of our children. We don’t want them to go through what we've gone through. So I think that’s where it’s all diluted.\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":3},\"data\":\"HS: Takes us back to the 1988 Olympics in Seoul. What was that journey like? \\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"bold\":true},\"data\":\"AN: \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"The first international championship that I took part in was the SAF Games in Nepal in ‘84. I think wearing the Indian colours is a different feel. By the time I was 16-17 years old, I was already representing the country. Qualifying for the Olympic Games was an achievement in itself, given our very limited exposure. \\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":3},\"data\":\"HS: You also competed against the big names and defeated icons like PT Usha. What worked for you? Your temperament, the way you were trained, or something deeper?\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"bold\":true},\"data\":\"AN: \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"For a long time, I was perfectly happy coming second to Usha. She felt invincible—one of Asia’s greatest athletes—so beating her wasn’t even on our horizon. That changed when I met sports psychologist Dr Rupen Das in the late ‘80s. He introduced me to meditation and visualisation, which completely transformed my mindset. I stopped racing against a person and started racing against time—against the goals I had set for myself. \\n\\nThat mental shift changed everything: my performance, my approach to competition, even my outlook on life. Sports psychology taught me to set realistic targets, stay intensely focused, and respect rivals without being defined by them. It was such a game-changer that we even proposed introducing sports psychology into India’s training system. \\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":3},\"data\":\"HS: You were also known as one of India's glamour girls in the sports field—a label that can both elevate and, in a sense, trivialise the achievement. So how did you navigate being seen not just as an athlete but also as a public figure?\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"bold\":true},\"data\":\"AN:\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\" No, I think that's what the media called me because I was in an era where all of us had basic clothing. We didn't have fancy clothing. It just so happened that my sister was in the US—she went on a sports scholarship to Arkansas—and had already sent a few pieces of running gear by the time I started wearing leotards and one-piece suits, and I always had long, polished nails. So I was comfortable in my own skin, and I have always wanted to be different, especially on the track. It always made me perform better. And that’s how people started—the media started labelling. It doesn’t trivialise as long as your performance does the talking.\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":3},\"data\":\"HS: How do you define success after stepping away from competition to build something new and sustainable? \\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"bold\":true},\"data\":\"AN: \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"$94\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":3},\"data\":\"HS: What would your message be to aspiring women athletes who want to break barriers?\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"bold\":true},\"data\":\"AN:  \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"Believe in yourself. Believe in the process. Don’t look for shortcuts. Failures are a crucial part of everyone’s journey, so embrace them—don’t fear them. Never doubt yourself. With your support system, stay committed to your goal, regardless of how many setbacks you face. It will take time, so have patience. But above all, trust the process.\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":3},\"data\":\"HS: What does legacy mean to you, being one of the women changemakers in culture, sports, and community, and everything you’ve done to create this pathway for women in sports?\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"bold\":true},\"data\":\"AN:\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\" If I can contribute to the community, impact lives through sports, and mentor young kids—that’s what I’ve tried to do all my life. If people remember me for that, and also for the courage I have shown on and off the track, I would be happy. Also, knowing when to let go with grace is important because nothing in life is permanent. \\n\\nBut, most importantly, no matter what you achieve, keep your feet on the ground and your head on your shoulders.\\n\"}}],\"timeLapsed\":\"27th May 2026\",\"publishedDate\":\"May 27, 2026\",\"newReleased\":false},{\"id\":334510,\"title\":\"5 Indian sportswomen who dominated headlines this month\",\"slug\":\"5-indian-sportswomen-who-dominated-headlines-this-month\",\"type\":\"RICH\",\"subtitle\":\"Across stadiums, tracks, and pitches, Indian women athletes delivered defining performances in February. Here are five of them who made headlines and the country proud. \",\"publishedAt\":\"2026-02-25T01:45:00.000Z\",\"updatedAt\":\"2026-02-28T08:49:39.070Z\",\"brand\":{\"name\":\"YourStory\",\"slug\":\"yourstory\",\"locale\":\"en_GB\",\"path\":\"/\"},\"metadata\":{\"authors\":[{\"name\":\"Saranya Chakrapani\",\"username\":\"saranya-chakrapani\",\"order\":0,\"imageUrl\":\"https://images.yourstory.com/cs/users/1eb831f0-849a-11eb-a883-4b7b03b72ad8/profile_image_1615708304337.jpg\",\"designation\":null,\"path\":\"/author/saranya-chakrapani\"}],\"category\":{\"id\":35,\"name\":\"Sports\",\"slug\":\"sports\",\"path\":\"/category/sports\"},\"excerpt\":\"Across stadiums, tracks, and pitches, Indian women athletes delivered defining performances in February. Here are five of them who made headlines and the country proud. \",\"media\":\"https://images.yourstory.com/cs/4/8e7cc4102d6c11e9aa979329348d4c3e/WomenAthletesListicle1600X900-1771940020763.jpg\",\"thumbnail\":\"https://images.yourstory.com/cs/4/8e7cc4102d6c11e9aa979329348d4c3e/WomenAthletesListicle1600X900-1771940020763.jpg\",\"defaultThumbnail\":\"https://images.yourstory.com/cs/4/8e7cc4102d6c11e9aa979329348d4c3e/WomenAthletesListicle1600X900-1771940020763.jpg\",\"brandSpotlight\":null,\"removeAds\":null,\"curatedCategories\":[],\"sponsoredStory\":null,\"isRegistrationRequired\":false,\"timeToRead\":4,\"reactions\":{\"contentId\":334510,\"commentCount\":0,\"likeCount\":282,\"dislikeCount\":0,\"fbShareCount\":0,\"twitterShareCount\":0,\"linkedinShareCount\":0,\"shareCount\":0},\"articleTopics\":[],\"richArticleTopics\":[{\"id\":\"dba80449-a8d8-41e8-9f0d-c269d6e06bfc\",\"slug\":\"others\",\"name\":\"Others\",\"type\":\"RICH-ARTICLE-TOPIC\",\"order\":0}],\"tags\":[{\"name\":\"sportswomen\",\"slug\":\"sportswomen\",\"order\":0,\"path\":\"/tag/sportswomen\"}],\"contentType\":\"Editorial\",\"storySchemaType\":\"article story\",\"parentGlossary\":null,\"sameParentGlossary\":[],\"schemaData.HowTo.StepsText\":\"\",\"AIGeneratedStory\":\"false\",\"storyShortHeading\":\"5 Indian sportswomen who dominated headlines\",\"thumbnailMetadata\":{\"thumbnailSquare\":\"https://images.yourstory.com/cs/4/8e7cc4102d6c11e9aa979329348d4c3e/WomenAthletesListicle900X900-1771940063051.jpg\",\"thumbnailDouble\":\"\",\"thumbnailVideo\":\"\",\"thumbnailBlur\":\"data:image/png;base64,/9j/2wBDAAYEBQYFBAYGBQYHBwYIChAKCgkJChQODwwQFxQYGBcUFhYaHSUfGhsjHBYWICwgIyYnKSopGR8tMC0oMCUoKSj/2wBDAQcHBwoIChMKChMoGhYaKCgoKCgoKCgoKCgoKCgoKCgoKCgoKCgoKCgoKCgoKCgoKCgoKCgoKCgoKCgoKCgoKCj/wAARCAAkAEADASIAAhEBAxEB/8QAFgABAQEAAAAAAAAAAAAAAAAAAAEE/8QAFRABAQAAAAAAAAAAAAAAAAAAABH/xAAYAQEAAwEAAAAAAAAAAAAAAAAAAQIDBv/EABURAQEAAAAAAAAAAAAAAAAAAAAR/9oADAMBAAIRAxEAPwDBCA6GsiAsKILCFEFIUFBWgBCgEIUBQoAIAAAAAAH/2Q==\"},\"webStoryUrl\":\"\",\"companies\":[],\"glossaryTerms\":[],\"articleType\":\"Features\",\"analyticsData\":{\"alsoReadCount\":0,\"imageCount\":0,\"videoCount\":0,\"companyConnectCount\":0},\"companyBlots\":[],\"videoBlots\":[]},\"snippets\":null,\"trailers\":null,\"path\":\"/herstory/2026/02/5-indian-sportswomen-who-dominated-headlines-this-month\",\"featured\":true,\"mobilePostJson\":[{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"Indian women athletes have been making headlines across disciplines recently—from cricket and marathon running to para-athletics. Whether through record-breaking milestones, title-winning performances, or major national honours, these sportswomen are shaping the conversation around India’s sporting rise. Their stories are rooted in persistence, skill, and years of steady work and training before they reached the spotlight.\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":3},\"data\":\"Tejal Hasabnis\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"An unbeaten half-century in a final—that’s how Tejal Hasabnis grabbed headlines this week. The India A batter scored a steady 51 not out off 34 balls to help her team defeat Bangladesh A by 46 runs and win the Women’s Asia Cup Rising Stars title, earning Player of the Match. She earned a reputation as a calm, reliable top-order batter who performs well under pressure.\\n\\nHasabnis is from Pune, Maharashtra, and plays domestic cricket for her state side. Born on August 16, 1997, she is a right-handed batter and part-time off-spin bowler who made her India debut in 2024. \\nThe only child of a banker father and architect mother, Hasabnis grew up with strong family support, which gave her the foundation to follow her passion and turn consistent performances into national-level victory.\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":3},\"data\":\"Harmanpreet Kaur\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"India captain \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"link\":\"https://yourstory.com/herstory/tag/harmanpreet-kaur\"},\"data\":\"Harmanpreet Kaur\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\" added another landmark to her career when she became the most-capped woman in international cricket during the second T20I against Australia on February 19. Known for her fearless batting and composure in high-pressure matches, she has led the team across formats and played key roles in some of its most memorable wins over the past decade.\\n\\nKaur grew up in Moga, Punjab, where her father, a former sportsperson and her first coach, encouraged her to take cricket seriously. With few girls’ teams around, she often trained with boys. It became an experience that toughened her game early and helped shape the powerful, resilient cricketer she is today.\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":3},\"data\":\"Nirmaben Thakor \\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"Nirmaben Thakor moved into the spotlight this week after winning the women’s race at the New Delhi Marathon on February 22, clocking 2:41:15 to finish ahead of Bhagirathi and Ashwini Jadhav. The victory came at the 11th edition of the national marathon, which drew over 30,000 runners from 31 countries, making it one of India’s biggest road-running events. \\n\\nThakor comes from Hajipur village in Patan district, Gujarat, and is the daughter of a farmer. The 27-year-old long-distance runner, who trains in Nashik under coach Vijendra Singh, has built her career through prize-money races while managing financial constraints and training expenses. Earlier, she won the Tata Mumbai Marathon Indian elite title back-to-back, including a 2:50:06 finish in 2025.\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":3},\"data\":\"Smriti Mandhana\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"This week, Smriti Mandhana was named BBC Indian Sportswoman of the Year 2025, adding another major honour to an already glittering career. The award recognised her consistency across formats and her role as one of the most reliable pillars of India’s batting line-up. \"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"link\":\"https://yourstory.com/herstory/2021/07/100-emerging-women-leaders-cricket-smriti-mandhana\"},\"data\":\"Mandhana\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\" has built a reputation for scoring under pressure and shaping match results at the international level.\\n\\nShe grew up in Sangli, Maharashtra, in a cricket-loving family. Her father and brother both played district cricket and encouraged her early interest in the sport. Mandhana made her India debut as a teenager in 2013 and has since become one of the team’s senior leaders, combining her calm temperament with strokeplay.\\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{\"header\":3},\"data\":\"Preethi Pal \\n\"}},{\"contentType\":\"text\",\"value\":{\"formats\":{},\"data\":\"Named Para-Sportswoman of the Year, following her strong performance at the Paris 2024 Paralympics, Indian sprinter Preethi Pal won two bronze medals there, making her one of the country’s top para-athletes. Her races stood out for her quick starts and determined finishes, which helped her reach the podium on one of sport’s biggest stages.\\n\\nPal, from Uttar Pradesh, was diagnosed with cerebral palsy, a condition that affects movement and coordination. With steady training, she started athletics later in life and rose through state and national-level competitions. 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