In India’s rapidly evolving electronics industry, the biggest opportunity may not come from doing everything alone – but from understanding the power of collaboration between manufacturers and product developers.

As India strengthens its Electronics System Design & Manufacturing (ESDM) ecosystem, companies are increasingly being challenged to think beyond scalable manufacturing and to develop stronger capabilities across engineering, product development, embedded intelligence and scalable production.

No business can build everything alone. True competitive advantage comes from knowing when to collaborate rather than trying to build every capability in-house.

HOAGS Technologies, is an AI-driven, design-led B2B product based tech company, on the other end HLTRONICS India Pvt Ltd, an electronics manufacturing company. Both have mutually agreed to bring complementary strengths together to bridge the gap between product intelligence and scalable manufacturing.

HOAGS core strength includes AI, electronics system design, embedded development, IoT, local voice technology and connected products, while HLTRONICS has its strengths in DFM, DFA, expertise in SMT, PTH, testing and validation also including complete box-build assembly.

The idea is simple:

  • One company doesn’t need to do everything.
  • A technology company can focus on building better products.
  • A manufacturing specialist can focus on building them efficiently at scale.

Together, they can shorten the journey from:

Design → Prototype → Manufacturing → Testing → Scale

As India progresses from the “Make in India” vision towards a future of “Designed, Engineered and Made in India,” alliances like these could become an important part of the country’s next electronics chapter.

The country’s next challenge is not simply to manufacture more electronics, but to increase the amount of technology, design, engineering, intellectual property and value created within India.

The future of ESDM may therefore be less about “Who can do it all?” and more about “How to build the right ecosystem?”

For HOAGS and HLTRONICS, collaboration is not about reducing competition.

It is about combining specialised capabilities to build products that can compete globally.

Mumbai (Maharashtra) [India], August 27: Laghu Udyog Bharati (LUB) Mumbai Western Ekai was formally inaugurated by National Organisation Secretary Shri Prakash Chandra Ji, marking an important milestone in strengthening LUB’s presence and service to the MSME community in western Mumbai.

The inauguration programme witnessed the presence of senior LUB office-bearers and dignitaries. Maharashtra Pradesh Secretary Shri Harish Ji Hande introduced the newly formed Mumbai Western Ekai team, led by President Shri Mahesh Ji Jogani.

The programme was attended by Shri Ravi Ji Vaidya, Shri Ravindra Ji Sonvane, Shri Bhushan Ji Marde, Shri Gaurav Ji Joshi and Shri Jayesh Ji Dedhia, along with other distinguished members and entrepreneurs. The event received an encouraging response, with more than 130 entrepreneurs and LUB members participating. The enthusiastic participation reflected the growing commitment of the MSME fraternity towards collective growth, collaboration, and nation-building.

Addressing the gathering, President Shri Mahesh Ji Jogani Ji presented the roadmap and plan of action for Mumbai Western Ekai. He outlined the unit’s vision to actively engage with entrepreneurs, understand their challenges, facilitate solutions, and undertake initiatives contributing to the growth and development of MSMEs across western Mumbai. The dignitaries highlighted the important role of Laghu Udyog Bharati in strengthening India’s MSME ecosystem and contributing to the vision of Viksit Bharat. They emphasised greater cooperation among entrepreneurs, knowledge sharing, policy advocacy, and collective efforts to build a stronger and more self-reliant industrial ecosystem. Shri Parakh Ji Bhai Saheb delivered the keynote address and inspired the gathering with his valuable guidance and insights. His address encouraged entrepreneurs and members to work with dedication, unity, and a strong sense of responsibility towards society and the nation.

The inauguration concluded with renewed enthusiasm among members and entrepreneurs to contribute actively to the growth of MSMEs and the nation. The gathering resonated strongly with the spirit of “Udyog Seva – Rashtra Seva”, inspiring all present to work collectively towards strengthening entrepreneurship, empowering MSMEs and contributing to the journey of Viksit Bharat.

AI PIONEER OF INDIA 2026

Execurio Network launches its first and only research-backed national recognition for the trailblazers defining India’s AI moment — and India’s AI leaders are showing up.

Supported by the All India Society of AI and Law.

Research and Knowledge Partner: Coherent Market Insights.

Media Partners: Industry Outlook, Times of AI and more MUMBAI, INDIA -19th November-India’s next great technology chapter has begun — and the people

building it are about to take centre stage.

The initiative is supported by the All India Society of AI and Law, bringing an important dimension of

responsible AI, governance and legal thought leadership to the platform. Leading media voices including

Industry Outlook and Times of AI, along with additional media partners, will amplify the stories, ideas and achievements shaping India’s rapidly evolving AI ecosystem.

This is not another conversation about what AI might do. This is about the people already doing it.

THE LAUNCH OF A NEW NATIONAL AI BENCHMARK

Artificial Intelligence is moving at extraordinary speed.

Indian enterprises are deploying AI across functions. Startups are building globally ambitious products. Entrepreneurs are creating new business models. Researchers are pushing the boundaries of what machines can accomplish. Technology leaders are reimagining productivity, customer experience, decision-making and innovation.

And across this transformation, a new generation of pioneers is emerging. AI Pioneer of India 2026 is being launched to recognise them.

The platform will identify and celebrate individuals and organisations demonstrating exceptional innovation, leadership, impact, responsible AI adoption and the courage to build ahead of the curve.

Because India’s AI story should not be measured only by how much AI we consume. It should be measured by how much of the future we create.

FROM AI ADOPTION TO AI LEADERSHIP

The world is entering an AI-powered era.

India has a unique opportunity to do more than participate. India can lead.

With one of the world’s largest technology ecosystems, an extraordinary entrepreneurial culture, a rapidly expanding digital economy and a deep pool of technology talent, India is uniquely positioned to become a defining force in the global AI landscape.

But leadership will not happen automatically. It will be built by individuals who take risks. By companies willing to reinvent themselves.

By founders who see possibilities before markets do.

By researchers who push beyond established boundaries.

By leaders who understand that responsible innovation is just as important as rapid innovation. AI Pioneer of India 2026 is for those leaders.

WHO WILL BE CALLED AN AI PIONEER?

The recognition will spotlight exceptional contributions across India’s AI ecosystem, including:

  • AI Founders & Entrepreneurs building the next generation of technology companies
  • Corporate & Business Leaders driving transformational AI adoption
  • Technology Innovators developing breakthrough AI applications and solutions
  • AI Researchers & Scientists advancing the boundaries of knowledge
  • Startups & Scale-ups using AI to solve significant business and societal challenges
  • Enterprises embedding AI into products, services, operations and strategy
  • Responsible AI Leaders advancing ethical, trustworthy and accountable AI
  • AI Talent & Workforce Champions preparing India for an AI-driven economy
  • Institutions & Ecosystem Builders strengthening India’s AI capabilities

The platform will celebrate the builders, the thinkers, the risk-takers and the leaders who are turning India’s AI ambition into measurable action.

AI WITH AMBITION. AI WITH RESPONSIBILITY. AI WITH IMPACT.

The AI revolution comes with enormous opportunity — and enormous responsibility.

As AI becomes embedded in everyday business and society, questions around trust, governance, ethics, privacy, accountability and law become increasingly critical.

That is why the support of the All India Society of AI and Law is particularly significant to the initiative.

AI Pioneer of India 2026 will help create a broader national dialogue around not only how fast India can innovate with AI, but also how responsibly India can lead with it.

The objective is clear:

Build boldly. Innovate responsibly. Create impact.

THE BOARDROOMS, LABS AND STARTUPS BUILDING TOMORROW

AI is no longer confined to technology departments. It is entering the boardroom.

It  is  reshaping  financial  services,  healthcare,  manufacturing,  retail,  education,  media,  law,  logistics, agriculture, cybersecurity and virtually every major sector of the economy.

The organisations that emerge as leaders will be those that do not treat AI as a trend — but as a fundamental shift in how businesses operate, compete and create value.

AI Pioneer of India 2026 will bring these stories into the spotlight. Because behind every breakthrough is a person who decided to build. Behind every transformation is a leader who decides to act.

And behind every new industry is a pioneer who was willing to go first.

THE FUTURE WILL HAVE MANY AUTHORS.

WE ARE HERE TO RECOGNISE THE PIONEERS.

With its launch, AI Pioneer of India 2026 aims to establish a powerful national platform for recognising India’s most consequential AI leadership.

It is an invitation to India’s founders, CEOs, technology leaders, innovators, researchers, enterprises and institutions:

Don’t just predict the future.

Build it.

Don’t just adopt AI.

Lead with it.

Don’t just watch India’s AI story unfold.

Help write it.

AI PIONEER OF INDIA 2026

Recognising the people and organisations building India’s AI-powered future.

Supported by: All India Society of AI and Law

Media Partners: Industry Outlook | Times of AI | And more

Presented by: Execurio Network

For nominations, partnerships and media enquiries:

Aishwarya Raj

aishwarya@execurio.in web: execurio.in

ABOUT EXECURIO NETWORK

Execurio Network is a platform dedicated to recognising exceptional organisations, entrepreneurs and leaders shaping the future of business, technology and society. Through its national recognition platforms and industry initiatives, Execurio Network creates visibility for achievement, innovation and leadership while bringing influential voices together around the ideas defining India’s next chapter.

“We were supposed to do food styling.”

That is how Nitin Tandon remembers the beginning of the Hocco × Mirzapur Bullet Ice Cream project.

There was no elaborate production brief waiting on the desk. No months-long development process. No grand plan to build a Mirzapur-inspired factory.

The Nitin Tandon Studios team was simply scheduled to join Hocco for a shoot involving the Mirzapur cast and crew.

Then came a seemingly innocuous request.

“Since you’re coming anyway, bring us some crazy ideas.”

The team took that literally. Dharmesh Joshi came onboard

Three ideas were developed overnight.

One was selected the following morning.

And within roughly a week, what began as a food-styling assignment had turned into a complete film production — with a fictional Katta factory, custom bullet moulds, industrial machinery, specialised food styling, production design and a rather ambitious attempt to make chocolate look like molten metal.

For Nitin Tandon Studios along with Dharmesh Joshi, the project became an interesting demonstration of how far a food-production company can stretch when it moves beyond simply making food look good.

The idea: What if the Ice Cream Bullet was actually made in Mirzapur?

Hocco’s collaboration with Mirzapur: The Movie had already produced an unusual product — a Bullet-shaped ice cream.

The obvious route for a production team would have been to photograph the product dramatically.

The Nitin Tandon Studios team and Dharmesh wanted to go one step further.

The thought was:

What if the Bullet Ice Cream was actually being manufactured inside the world of Mirzapur?

That changed everything.

Suddenly, the product needed a factory.

The factory needed machinery.

The machinery needed a production process.

And the production process needed to feel believable.

“We didn’t want to make another ice cream film,” says Tandon. “The idea was to make the product feel like it belonged to that world.”

That distinction became the creative foundation for the film.

The strange case of chocolate becoming metal

One of the biggest challenges was making familiar food-production processes look like something completely different.

The team wanted chocolate to resemble molten metal.

The solution wasn’t to completely fake it with visual effects.

Instead, lighting, smoke, heat and food behaviour were used to create the illusion.

A red light helped give the chocolate a heated appearance. Hot smoke added atmosphere, while dry ice was used for the colder sequences.

The production team effectively took elements that belonged to a bakery or ice-cream facility and photographed them through the visual language of an industrial factory.

It was a recurring philosophy throughout the shoot:

The world could be fictional. The physical details had to feel real.

The factory had to be found before it could be filmed

The production challenge quickly moved beyond cameras and food.

The team needed machinery that could convincingly become part of the fictional Katta factory.

So producer Akshay Narayankar and the art team began looking through industrial estates, workshops and factories.

More than ten locations were explored.

Equipment was sourced and adapted.

Chains were tested.

Props were fabricated.

Some elements came from unexpected places — including a scrap dealer who eventually provided the oversized industrial chains the team was looking for.

The production was constantly operating between two worlds:

What does the creative require?

and

How do we actually make that happen?

For Narayankar, that is where production becomes creative problem-solving.

“If the director wants something, the producer’s job is to figure out how to get it,” is essentially the philosophy that drove the exercise.

The Bullet was treated like a character

For a studio known primarily for food styling, the most fascinating part of the production was perhaps the treatment of the product itself.

The Bullet Ice Cream couldn’t simply be visually attractive.

It had to carry attitude.

Its shape had to hold.

Its surface had to photograph correctly.

Its texture had to remain appetising.

And it had to exist naturally within a much darker cinematic environment.

That is where Tandon’s food-styling experience became central to the production.

His approach has increasingly moved towards treating the product as part of the narrative rather than simply as an object being photographed.

“If you have to think, you have to become the product,” is how he describes the philosophy.

In this case, that meant asking questions that went well beyond styling.

How would a Bullet be manufactured?

How would it move through the factory?

How would it be inspected?

How should the audience first see it?

The ice cream wasn’t just the hero product.

It became a character in the film.

Why the team didn’t need a celebrity

The Mirzapur universe comes with its own cast of recognisable characters.

There was therefore an obvious temptation to build the film around celebrity.

The team considered it, including the possibility of using Makbul’s voice because of the character’s association with the gun-making world.

But the idea eventually moved in another direction.

The product itself had enough narrative strength.

Instead of using celebrity to create attention, the production focused on making the Bullet Ice Cream interesting enough to hold attention on its own.

That decision also made the film more product-led.

The Bullet didn’t need to borrow the spotlight. It had its own story.

Even the casting changed on set

The production wasn’t immune to the kind of spontaneous decisions that happen when an idea meets a real set.

The performer originally considered for the final eating sequence didn’t quite fit the world the team had created.

He looked, according to the team, “too nice.”

The character coming out of this fictional factory needed to have a different physical presence.

So the team changed direction.

It’s a small detail, but it captures the nature of the production: the final film wasn’t simply being executed from a locked document.

The team was continuously responding to what they saw in front of the camera.

The bigger shift: From food stylist to creative production partner

Perhaps the most significant story behind the campaign is what it says about Nitin Tandon Studios itself.

The studio has been associated with food styling for more than three decades.

But food advertising has changed considerably.

The food stylist is no longer necessarily working at the end of the creative chain.

The person who understands how a product behaves can influence how it should be shot, lit, directed and ultimately presented.

That has led Nitin Tandon Studios to expand into concept development, direction and end-to-end production.

On this project, Dharmesh Joshi, as director and creative director, brought the narrative and visual perspective, while Tandon brought his understanding of food, styling and product behaviour.

The two approaches were complementary.

One asked:

“What is the story?”

The other asked:

“Will the food actually do that?”

The film was built somewhere between those two questions.

Why this matters to food advertising

There is a larger industry conversation underneath the campaign.

Food advertising has become increasingly polished.

But as production becomes more accessible, visual polish itself is becoming less distinctive.

The familiar language of food advertising — slow motion, chocolate pours, perfect surfaces, ingredient splashes and immaculate kitchens — is now available to almost every brand.

The challenge is therefore moving from production quality to creative relevance.

As Tandon and Narayankar see it, brands don’t simply need more content.

They need content that gives consumers a reason to stop.

That requires production teams to understand the product, the culture surrounding it and the audience consuming it.

The Hocco × Mirzapur film is an example of that thinking.

The product wasn’t placed into a world after the creative idea was finished.

The world was built around the product.

The production became the story

The campaign was eventually brought together by a team spanning food styling, direction, cinematography, production design, editing and colour.

  • Brand: Hocco
  • CMO: Roli Shrivastava
  • GM Marketing: Charles Thomas
  • Production House: Nitin Tandon Studios
  • Executive Producer: Akshay Narayankar
  • Producer: Arth Rathod
  • Director & Food Stylist: Nitin Tandon
  • Director & Creative Director: Dharmesh Joshi
  • Food Stylist: Pooja Patil
  • DOP: Titu Jina
  • Production Designers: Sayali & Anaya Joshi
  • Offline: Siddhesh Sawant
  • Grading: Swapnil Patole
  • Stills Photographer: Mihir Hardikar

What started with a casual request to “bring some crazy ideas” eventually required industrial location hunting, custom fabrication, specialised food styling, cinematography and post-production — all within a compressed production window.

And perhaps that is what makes the project interesting from a production perspective.

The final film doesn’t show the chaos behind it.

It doesn’t show the industrial estates.

The scrap dealer.

The chains.

The custom moulds.

The discussions around heat and cold.

The casting change.

The equipment decisions.

The constant question of how to make something look bigger than the resources available.

It simply shows a Bullet Ice Cream existing inside a world where, somehow, it makes sense.

That is the job of production at its best.

Make the impossible look inevitable.

For Nitin Tandon Studios, the Hocco × Mirzapur project represents a broader evolution — from a studio that specialises in making food look good to one increasingly involved in deciding how food can become a story.

And in this case, the story began with a very simple question:

“Can you bring us some crazy ideas?”

The team did.

The answer was a Bullet.

And, rather unexpectedly, it was made of ice cream.

Instagram: https://www.instagram.com/reels/DcYyZodCpMk/
Linkedin: https://www.linkedin.com/posts/chefnitintandon_hocco-mirzapur-hoccoxmirzapur-ugcPost-7497993181914087426-dvij/

Hong Kong / Hyderabad (Telangana) [India], August 26: String Metaverse Limited (BSE: 534535) today announced that its wholly owned Hong Kong subsidiary, String Fintech HK Limited, has received a Dun & Bradstreet (D&B) Rating of 3AA1, with a “Strong (Minimal Risk)” assessment, according to a D&B Latest report.

The assessment marks an important institutional milestone as String Metaverse expands its global financial-technology and digital-asset infrastructure.

KEY D&B ASSESSMENT

D&B Rating: 3AA1

Risk Indicator: 1 — Strong (Minimal Risk)

Risk Predictor Score: 7 vs. industry median of 6.1 across 1,781 firms

12-Month Financial Distress Probability: 0.23%

STRONG FINANCIAL PROFILE

For the financial year ended March 31, 2025, String Fintech HK Limited reported:

Revenue: US$44.59 million

Profit After Tax: US$3.99 million

Net Profit Margin: 8.94%

Current Ratio: 16.14

Total Indebtedness: Nil

The D&B assessment also reported no registered charge against the company and found no record of civil suits across the Hong Kong court and government records searched for the preceding five years.

BUILDING INSTITUTIONAL-GRADE GLOBAL INFRASTRUCTURE

Hong Kong is a strategic hub in String Metaverse’s international architecture as the Group builds infrastructure across digital assets, Web3, financial technology and data services.

Ganesh Meenavalli, Managing Director, String Metaverse Limited, said:

“As String Metaverse expands globally, scale must be matched by institutional credibility, financial discipline and strong governance. The D&B assessment of our Hong Kong subsidiary is an encouraging validation of the financial foundations we are building across the Group.”

He further added: “Hong Kong is strategically important to our global ambitions. Our objective is to build String into an institution capable of connecting traditional financial markets with the emerging digital-asset economy.”

ABOUT STRING METAVERSE LIMITED

String Metaverse Limited (BSE: 534535) is building businesses and infrastructure across digital assets, Web3, financial technology, data services and next-generation digital commerce.

Through its international subsidiaries and operating entities, the Group is developing a globally connected infrastructure platform positioned at the convergence of traditional finance, digital assets and the tokenized economy.

New Delhi [India], August 26: Big entrepreneurial journeys do not always begin in big cities. Sometimes, they begin in smaller towns, with a simple idea, a willingness to learn and the ambition to build something that reaches far beyond the place where it started.

For Tushar Tayal, founder of Travelidea, that journey began in Assam and has gradually expanded across cities, countries and international business networks. Today, the entrepreneur from Tezpur is preparing to represent India as part of the Indian delegation to the G20 Young Entrepreneurs’ Alliance (G20 YEA) Summit 2026 in Vienna.

The opportunity places Tushar among a global community of young entrepreneurs, business leaders and innovators from G20 economies. The summit is expected to provide a platform for conversations around entrepreneurship, business growth, innovation, international collaboration and the role of young entrepreneurs in shaping the global economy.

But Tushar’s journey to Vienna is about more than an international summit. It is also a story about how an entrepreneur from Assam can build a business with a global outlook while remaining connected to his roots.

From Assam to the Global Business Landscape

Tushar Tayal’s entrepreneurial journey reflects a growing trend among young entrepreneurs from emerging cities and regions: building businesses locally while thinking globally.

Based in Assam, Tushar founded Travelidea, a business operating in the areas of international travel, visa assistance and corporate travel. What began within the travel ecosystem gradually developed into a broader understanding of global mobility and the opportunities created when people, businesses and markets become more connected.

The travel industry often sits at the intersection of multiple sectors. A person travelling overseas may be pursuing education, starting a business, attending a conference, exploring a new market, visiting family or simply experiencing another part of the world.

For Tushar, this human side of travel became an important part of his entrepreneurial perspective.

“Every visa application has a story behind it.”

Behind every document, application and itinerary, he believes, there is an individual with a goal. That goal could be studying abroad, expanding a company, attending an international event, exploring investment opportunities or simply experiencing a different culture.

This perspective has influenced the way Tushar looks at the travel and mobility sector–not merely as a service industry, but as an ecosystem that can connect people with new possibilities.

Building Travelidea with a Global Vision

Travelidea operates across areas including international travel, visa assistance and corporate travel, helping individuals and organisations navigate the complexities associated with international mobility.

As global travel and cross-border business continue to evolve, the role of travel companies is also changing. Customers increasingly look for more than tickets and itineraries. They seek guidance, convenience, reliable information and support throughout the process.

For entrepreneurs in this space, understanding the changing expectations of travellers and businesses can create opportunities to build more meaningful services. Tushar’s vision for Travelidea has increasingly extended beyond conventional travel services. He sees global mobility as a broader opportunity–one that connects education, entrepreneurship, tourism, business and international collaboration.

This approach has helped shape his belief that travel can become a bridge between people and markets. For an entrepreneur based in Assam, developing such an outlook also means looking beyond geographical boundaries while continuing to create opportunities from home.

An International Education That Shaped His Perspective

Tushar’s exposure to international environments began well before his selection for the G20 YEA Summit. After growing up in Assam, he pursued his education at the SP Jain School of Global Management, an experience that exposed him to international academic and business environments.

His journey also took him to cities such as Singapore, Dubai and Sydney. Living and studying in different international environments can offer entrepreneurs a perspective that is difficult to gain from textbooks alone. Exposure to different cultures, business practices, consumer behaviours and economic ecosystems can influence the way a person approaches entrepreneurship.

For Tushar, those experiences contributed to a broader understanding of how businesses operate across borders. Yet, despite spending time in several international business hubs, he chose to return to India and build his professional journey here.

That decision is an important part of his story. It demonstrates that international exposure does not necessarily mean leaving one’s roots behind. Instead, it can provide the knowledge and perspective to create something locally with a much wider ambition.

From Tezpur to International Platforms

Tezpur may not immediately come to mind when people think about global entrepreneurship. But Tushar’s journey challenges the assumption that entrepreneurs need to come from metropolitan cities to participate in international business conversations.

India’s entrepreneurial ecosystem is increasingly expanding beyond traditional startup hubs. Entrepreneurs from smaller cities and regional markets are creating businesses, developing professional networks and participating in global forums. Tushar’s journey from Tezpur, Assam, to Vienna is an example of that changing landscape.

His selection for the Indian delegation to the G20 Young Entrepreneurs’ Alliance Summit 2026 brings visibility not only to his entrepreneurial journey but also to the potential of young business leaders emerging from Northeast India.

For Assam and the wider Northeast, international platforms such as the G20 YEA can create opportunities to showcase ideas, businesses and perspectives that may otherwise remain outside the global conversation.

Entrepreneurship Beyond Business Growth

Tushar’s leadership journey also extends beyond Travelidea. Through his association with JCI Tezpur Rise East and JCI India, he has taken on leadership responsibilities and participated in platforms that encourage young people to engage in entrepreneurship, leadership and community development.

These experiences have contributed to his understanding of leadership as something larger than running a company. Entrepreneurship, in his view, is not only about revenue, expansion or market share. It can also be about creating connections, opening doors and contributing to a larger ecosystem.

His involvement with JCI has also provided opportunities to interact with young leaders from different backgrounds and professional environments. Over time, these experiences have helped him develop a more collaborative approach to leadership–one where networking is not simply about meeting people, but about creating relationships that can eventually lead to meaningful partnerships.

Why the G20 YEA Opportunity Matters

The G20 Young Entrepreneurs’ Alliance brings together young entrepreneurs from G20 economies and provides a platform for dialogue, networking and collaboration.

For participating entrepreneurs, such platforms can offer access to ideas and perspectives from different markets. They also provide an opportunity to understand how entrepreneurs in other countries approach common challenges such as innovation, economic growth, sustainability, employment and international business.

For Tushar, being part of the Indian delegation to the G20 YEA Summit 2026 in Vienna represents another step in a journey that started far from the traditional centres of global business.

It also gives him an opportunity to represent a particular perspective: that of an entrepreneur who has built his experience in Assam while gaining international exposure through education, business and leadership.

The summit can therefore become more than a professional milestone. It can be an opportunity to exchange ideas, establish international relationships and explore potential collaborations that extend beyond existing markets.

From Global Mobility to Global Collaboration

One of the most interesting aspects of Tushar’s entrepreneurial philosophy is his understanding of mobility.

His work in travel and visa assistance naturally places him close to people who are crossing borders for different reasons. But he increasingly sees these movements as part of a larger global ecosystem.

  • A student travelling abroad represents an exchange of knowledge.
  • An entrepreneur attending an international conference represents an exchange of ideas.
  • A company entering a new country represents an exchange of business opportunities.
  • A tourist visiting another country represents an exchange of culture.
  • An international collaboration can potentially create opportunities for businesses and communities on both sides.

This is why Tushar believes entrepreneurs can play a role beyond their own companies. They can act as connectors between people, markets and countries. For him, every international collaboration can become a small bridge.

The Importance of Thinking Beyond Borders

In today’s interconnected economy, geographical boundaries are becoming less restrictive for entrepreneurs who are willing to learn, adapt and build international networks.

Digital platforms have made it easier for businesses to communicate across countries. International education has become more accessible. Global conferences bring entrepreneurs together. And customers increasingly interact with brands and services from different parts of the world. But building a global outlook requires more than simply travelling internationally.

It requires curiosity about other markets, an understanding of different cultures, the ability to build relationships and the confidence to participate in conversations beyond one’s immediate environment.

Tushar’s journey reflects this approach. His experiences in Singapore, Dubai and Sydney, combined with his entrepreneurial work in India, have allowed him to view business through both local and international lenses. That combination may become particularly valuable as he participates in conversations at the G20 YEA Summit.

Representing Assam on a Global Stage

For many young entrepreneurs in Assam, seeing someone from the region participate in a global entrepreneurial forum can carry a significance beyond one individual’s achievement. Assam has a growing community of entrepreneurs, professionals, innovators and young leaders who are increasingly engaging with national and international opportunities.

Tushar’s journey adds another example to that evolving narrative. His story demonstrates that entrepreneurs from Northeast India can build businesses, develop international exposure and participate in global platforms without losing their connection to their home region.

The journey from Tezpur to Vienna is therefore not just geographical. It represents a movement from a local entrepreneurial idea towards a broader global vision.

What Comes Next for Tushar Tayal?

The G20 YEA Summit 2026 is another milestone, but it is unlikely to be the final destination. For Tushar, the larger opportunity lies in using international exposure to continue building connections between India and the global business community. His experience in international travel, visa assistance, corporate travel, entrepreneurship and leadership gives him a unique intersection of experiences.

The next phase could involve deeper international partnerships, new business opportunities and stronger connections between entrepreneurs across markets. The real value of an international platform often lies not only in what happens during the event but also in what happens after it–conversations that turn into partnerships, introductions that turn into opportunities and ideas that eventually become businesses or initiatives. For an entrepreneur with a strong belief in global mobility, that possibility is particularly relevant.

A Local Beginning, a Global Ambition

Tushar Tayal’s journey offers a simple reminder: where you begin does not necessarily determine how far you can go. And now, his journey is taking him to Vienna as part of the Indian delegation to the G20 Young Entrepreneurs’ Alliance Summit 2026.

But perhaps the most important part of the story is not the distance travelled. It is the mindset behind it. A willingness to learn from different markets. The courage to build something from a smaller city. The ability to turn international exposure into local action. countries.

From Tezpur to Vienna, Tushar Tayal’s journey is a reminder that global ambition does not have to begin in a global city. Sometimes, it begins with a local idea. It begins with one entrepreneur willing to think beyond the obvious. And sometimes, a journey that starts in a small corner of Assam can eventually find its way into one of the world’s most important conversations on young entrepreneurship.

Muqarrab Hadi — Educationist, Academic, Author & School Director

In an age when children are increasingly surrounded by screens, digital content and virtual experiences, educationist Muqarrab Hadi believes that some of the most valuable lessons can still be found outside the classroom.

His approach to education focuses on giving children opportunities to observe, experience and interact with the world around them. For Hadi, a school should not only be a place where children learn from books and teachers; it should also be a place where they can discover nature, understand living beings and develop curiosity through real-life experiences.

One of the distinctive features of his approach is the use of nature, plants, birds and animals as part of children’s learning environment.

At his schools, children have opportunities to observe birds and animals closely and learn about their behaviour and needs. They are also encouraged to understand plants and nature through direct observation rather than learning about them only through textbooks.

Hadi believes that when children see a plant growing, observe a bird, understand how an animal behaves or participate in caring for a living being, they develop a different kind of knowledge—one that combines information with empathy and responsibility.

“Children should not only read about nature; wherever possible, they should experience it,” is the philosophy behind this approach.

For Hadi, experiential learning does not mean replacing classroom education. Instead, it complements academic learning by allowing students to connect what they study with what they see in real life.

A lesson about plants can become more meaningful when a child can actually observe a plant, understand its growth and learn why it needs water, sunlight and care. Similarly, learning about animals can become more engaging when students have the opportunity to observe their behaviour and understand the importance of treating living beings with compassion.

This approach is particularly relevant at a time when many children spend a significant amount of their free time on smartphones and digital platforms.

Hadi believes technology has an important role in modern education, but children also need opportunities to put screens aside and interact with the physical world.

Books, sports, gardens, animals, plants, experiments, conversations and outdoor activities can provide children with experiences that cannot always be replicated through a screen.

His philosophy is connected with a broader belief that the world itself can become a classroom.

Hadi has also observed that children learn differently when they are given opportunities to explore rather than simply being instructed. Curiosity encourages questions, and questions often become the starting point of meaningful learning.

This approach extends beyond science and environmental education. Interaction with animals can teach responsibility. Caring for plants can develop patience. Working together during activities can build teamwork. Sports can develop discipline and resilience. Communicating with others can strengthen confidence.

In this way, education becomes connected with everyday life.

Hadi’s international academic and professional experience has also influenced his thinking. With an engineering background and educational exposure in New Zealand, followed by professional experience as a professor in the Middle East, he has experienced different educational environments and interacted with students from diverse backgrounds.

He believes Indian schools have the opportunity to combine strong academic foundations with practical experiences, creativity, communication and values.

Through his work with Hadi Academy and Birr Scholars Academy, Hadi has sought to create learning environments where children can participate in activities beyond conventional classroom teaching.

His approach also reflects his interest in writing and communication. Hadi has authored books in both English and Hindi, using writing as another medium to share knowledge and ideas related to education and society.

For Hadi, the objective is not to make the classroom less important, but to make the entire educational experience richer.

A child reading about an animal is learning. A child observing that animal is learning differently. A child learning to care for it is developing responsibility. A child asking why it behaves in a particular way is developing curiosity.

These small experiences can gradually influence how children understand the world.

Hadi believes that education should therefore encourage children to observe, question, explore and care.

In his view, preparing children for the future requires more than academic knowledge. They need confidence to communicate, curiosity to learn, discipline to work, empathy to understand others and awareness of the world they live in.

“Education should not end when a child closes a textbook,” Hadi believes. “Learning should continue when the child steps outside the classroom.”

For him, a garden can be a laboratory, a bird can become a lesson in observation, an animal can teach responsibility, a sport can teach teamwork and a conversation can teach communication.

This philosophy represents a simple but powerful idea: the best learning often happens when children are given the opportunity to experience what they are being taught.

As schools prepare children for a rapidly changing world, Hadi believes that education must remain connected to something timeless—the curiosity of a child and the world around them.

Beyond the classroom lies an entire world waiting to be explored. For Muqarrab Hadi, that world is not separate from education—it is part of education itself.

Mumbai | August 2026 – Space of The Greats Group, founded and led by entrepreneur and strategist Varun Ajay Joshi, is expanding its intelligence-led business architecture beyond workforce and career strategy into the development of a proprietary Real Estate Intelligence Infrastructure designed to help real estate organizations make better decisions across people, properties, buyers, business performance and growth.

The expansion represents the next stage in Joshi’s broader ambition: to build specialized intelligence infrastructure for industries where conventional consulting, CRM systems and data dashboards often fail to capture the human and organizational factors behind business decisions.

Alongside the Group’s growing Career Intelligence business, led operationally by Raj Ashok Pawar as Business Head – SahiJob, the real estate vertical is being developed as a proprietary

strategic infrastructure for brokerages, developers and real estate organizations across India and the Middle East.

From Real Estate Brokerage to Real Estate Intelligence

Real estate has traditionally operated through a combination of relationships, market knowledge, sales experience, property databases and increasingly sophisticated CRM systems.

Joshi’s approach begins with a different premise.

Real estate decisions are not purely property decisions. They are people, psychology, timing, economics, organizational capability and market-context decisions happening simultaneously.

Space of The Greats is therefore developing an intelligence architecture that seeks to connect these layers rather than treating them as independent functions.

Its proprietary infrastructure is being designed to help organizations understand:

  • how buyers make decisions;
  • why certain properties create stronger conviction than others;
  • how buyer personas interact with specific property characteristics;
  • how agents perform across different stages of the property lifecycle;
  • where organizations lose value through poor alignment;
  • how talent, culture and sales capability influence brokerage performance;
  • how market conditions affect buyer psychology and transaction behaviour; and
  • how organizations can build repeatable systems instead of depending entirely on individual sales performers.

The objective is not to replace the expertise of real estate professionals. It is to institutionalize intelligence around that expertise.

Building a Proprietary Decision Infrastructure

At the centre of the Group’s real estate work is a proprietary architecture combining behavioural intelligence, buyer alignment, organizational intelligence, property intelligence and sales infrastructure.

The system is being developed around the belief that traditional real estate technology largely answers “what happened?”, while the next generation of infrastructure must help organizations understand “why is it happening, what is likely to happen next, and what should we do about it?

Space of The Greats is consequently developing decision-support systems that bring together multiple dimensions of the property lifecycle.

These include buyer psychology, persona alignment, property characteristics, agent capability, organizational behaviour, market conditions, sales performance and strategic decision-making.

Rather than functioning as another CRM layer, the infrastructure is intended to operate as an intelligence layer above existing business systems.

The broader philosophy is simple:

Data tells an organization what is happening. Intelligence helps it understand what to do next.

From Mumbai to the Middle East

The real estate intelligence initiative is being developed with a particular focus on the India and Middle East markets.

The Group’s work has involved studying diverse real estate ecosystems, including the Mumbai market and the rapidly evolving brokerage environment of Dubai and the wider UAE.

The two markets present fundamentally different decision environments.

Mumbai frequently involves highly compressed decisions influenced by affordability, urgency, family structures, social considerations and intense competition for limited opportunities.

The UAE, particularly Dubai, operates within a different environment shaped by international capital, luxury consumption, migration, investment psychology, future-oriented wealth creation and rapid market cycles.

Space of The Greats believes that a single generic real estate playbook cannot adequately address both environments.

Its infrastructure is therefore being designed around contextual intelligence rather than one-size-fits-all solutions.

Varun Ajay Joshi: Building Across Two Intelligence Economies

The development of the real estate infrastructure further expands Joshi’s role as the architect of Space of The Greats Group’s broader intelligence strategy.

His work now spans two distinct but connected areas.

The first is Career Intelligence, through SahiJob – Fit Hai Toh Hit Hai.

The second is Real Estate Intelligence, through Space of The Greats’ proprietary infrastructure for organizations operating across property, people and business performance.

The connection between the two is deliberate.

Joshi describes this as the development of an “intelligence infrastructure company rather than a conventional consulting company.”

The Group is not attempting to build another collection of advisory services. It is developing proprietary frameworks, models and decision-support systems that can be adapted across markets and organizations.

One Group. Multiple Intelligence Architectures.

The evolution of Space of The Greats reflects a broader shift in the company’s strategy.

Rather than building a single general-purpose consulting platform, the Group is developing specialized intelligence architectures for specific decision environments.

Career Intelligence addresses the relationship between people and the employment economy.

Real Estate Intelligence addresses the relationship between people, property and organizational performance.

Human and behavioural sciences provide another layer of research into how individuals and organizations make decisions.

The long-term ambition is to connect these specialized systems into a broader portfolio of decision-support infrastructure for the future of work, business and industry.

For Joshi, the opportunity lies in the gap between information and intelligence.

“Every industry today has more data than it has ever had,” says Joshi. “The competitive advantage will increasingly come from understanding that data in context – understanding people, understanding systems, and understanding the decisions that connect them.”

That philosophy is now becoming the foundation of Space of The Greats Group’s next chapter.

From career intelligence to real estate intelligence, the Group is building proprietary infrastructure around one central idea: better decisions create better outcomes.

New platform lets employees anonymously share and discover real-world experiences around notice periods, full-and-final settlements, paperwork, and outstanding dues

NEW DELHI, INDIA — August 19, 2026: Today marks the launch of NoticePeriod.fyi, a new platform designed to make one of the least transparent parts of employment in India—the exit process, more visible and easier to navigate.

While employees routinely research companies before accepting a job, there is considerably less information about what happens when they decide to leave. NoticePeriod.fyi aims to fill that gap by collecting anonymous exit reviews from employees across India, covering issues such as notice periods, buyout requests, full-and-final settlements, relieving and experience letters, PF and gratuity, and other outstanding dues.

“People spend hours researching what a company is like to join, but very little time researching what it is like to leave,” said the team behind NoticePeriod.fyi. “We wanted to create a place where employees could share what actually happened during their exit, and where people considering a job could see those experiences before making a decision.”

Turning exit experiences into useful data

NoticePeriod.fyi allows employees to submit anonymous reports about their experience leaving a company. Reports are reviewed by a moderator and published without the employee’s name. Employees can also provide supporting documentation, such as relieving letters or full-and-final statements, to receive a verified badge; the documentation is kept private and is only accessible to the moderator.

The platform organizes experiences around four core aspects of the exit process:

  • Notice period: How long employees actually served and whether buyouts were
  • Full and final settlement: How long employees were promised they would wait versus how long payment actually took.
  • Paperwork: Whether relieving and experience letters were provided
  • Dues: Whether items such as PF and gratuity were handled correctly and on

These factors contribute to an Exit Score, giving users a simple way to understand patterns in how companies handle employee departures. Companies require a minimum number of approved reports before appearing in the rankings, helping prevent conclusions from being drawn from isolated experiences.

Built around anonymous participation

Privacy is a central part of the platform. NoticePeriod.fyi says employee names, employee IDs, and manager names are not published with reports. Reports are associated with information such as role and month rather than personally identifying details.

The platform also states that companies cannot pay to remove reports, edit scores, or purchase better rankings.

“Exit experiences should be documented by the people who lived them, not shaped by the companies being reviewed,” the NoticePeriod.fyi team said.

A resource for employees researching their next move

With NoticePeriod.fyi, employees can search for companies and browse available exit experiences before joining, or contribute their own experience after leaving.

The platform is launching with a focus on building its underlying dataset and encouraging employees across India’s technology, finance, consulting, e-commerce, healthcare, manufacturing, and other industries to contribute.

NoticePeriod.fyi is now live at www.noticeperiod.fyi.

About NoticePeriod.fyi

NoticePeriod.fyi is an independent platform for anonymous employee exit reviews in India. It helps employees understand how companies handle notice periods, full-and-final settlements, paperwork, and outstanding dues. Reports are submitted by individuals and represent their own experiences.

Hyderabad (Telangana) [India], August 25: A new kind of learning environment opened its doors to children and families in Nanakramguda, Hyderabad, in July 2026. At Sagebrook International School, the space itself is treated as a partner in a child’s development rather than a container for it. Created in partnership with Whitgift School UK, the campus is a first-of-its-kind in Hyderabad: a school where biophilic design and a neuro-inclusive philosophy shape every space a child moves through.

The campus is designed by Prakash Nair, the globally recognised school architect behind Education Design International and a winner of the A4LE MacConnell Award, the highest international honour in school design. Nair is known worldwide for replacing the old classroom-and-corridor template with environments built around how children actually learn, treating wellbeing not as a programme but as something designed into the architecture itself.

The thinking behind it is simple. Sagebrook calls it regulation over control. Rather than asking young children to sit still and comply, its spaces are shaped to help them settle their own nervous systems, on the understanding that calmer bodies make for sharper, more curious minds. Every choice reflects it, from the fall of daylight across a classroom to the texture of a wall.

Step inside and that intention is immediate. Classrooms are sunlit and finished in warm, natural materials, with birch ply, tactile textures and soft, considered light throughout. Between the busier zones sit quiet corners and refuge nooks, calm spaces where a child can pause, self-regulate and reflect, then return ready to learn.

The campus is built around a set of signature spaces that turn everyday learning into experience. A kitchen garden and the Children’s Kitchen take children from soil to plate, putting real ingredients and real tasks into small hands. A sand pit invites open-ended, sensory play. And a koi pond brings the living presence of water into the heart of the school, a quiet, literal expression of Sagebrook’s Flow Like a River philosophy.

The same care extends to what the building is made of. Low-VOC finishes, high recycled content and energy-efficient lighting were chosen not only to lighten the school’s footprint but to protect the air children breathe and the spaces they spend their days in. Modular, adaptable planning lets those spaces evolve as learning does, with little waste.

For Head of School Zoe L. Hauser, the promise is that such care is not the exception but the rule. “Neuro-inclusion is not a special room at the end of a hall,” she says. “It is calm, and safety is built into every space a child moves through.”

For the school’s founders, the aim was to translate that belief into architecture. “We did not set out to build a beautiful school, or one more institution to be managed,” says Praveen Raju, who founded Sagebrook with Eshita Kalidindi. “We built a place designed to be felt, and to raise the bar for what a school in India can be.”

Guided by its values, RISE with Freedom and Joy, Sagebrook stands as a working argument that a world-class education and deep care for how children develop are not competing goals, but the same one.

Sagebrook International School welcomed its first cohort from Beginnings to Grade 3. Admissions for AY 2027-28 are now open.

Visit www.sagebrook.in today.