Vladivostok [Russia], September 2: During the Eastern Economic Forum 2026 (EEF-2026), Alexander Vedyakhin, First Deputy Chairman of the Management Board of Sberbank, announced the bank’s acquisition of two Summit Towers business centers in New Delhi. This marks an important milestone in expanding Sber’s and Russian business’s infrastructural presence in India.

The acquisition of these properties in the Indian capital will create a new foundation for long-term partnership. Sber is consistently expanding its presence in the country, and this investment is part of that strategy.

Alexander Vedyakhin, First Deputy Chairman of the Management Board of Sberbank:

“We are consistently expanding our presence in India, including in real estate. Not long ago, we acquired two business centers (Summit Towers) in New Delhi. Two large towers in the center of Delhi, next to the World Trade Center, will be completed by 2028. Here we will create a center for Russian-Indian cooperation – a new infrastructural foundation for Russian business presence in India. We invite Russian companies to become partners and join us”.

Earlier, the executive emphasized Sber’s intention to actively continue developing payment instruments and implementing AI solutions in India in 2027, strengthening its status as the primary provider of bilateral payments between the countries.

Alexander Vedyakhin, First Deputy Chairman of the Management Board of Sberbank:

“Over the past year, we have seen significant improvements both in banking services and in new business areas. Over 90% of payments from Russia to India are processed in less than 10 minutes (a year ago it was 60%), and more than a third of payments are processed within 60 seconds. In effect, if you make a transaction while on a call with an Indian colleague, the payment will be debited from the Russian company and credited to the Indian partner right during that very conversation. Payments between the countries are processed very quickly, clearly, efficiently, and with a low commission. This is yet another strong bridge for the development of our relations.”

Ahmedabad (Gujarat) [India], September 2: In what gemologists and cultural scholars are calling an unprecedented convergence of geology and sacred art, a microscopic 12-millimeter natural Chrysocolla gemstone has been revealed, bearing an astonishing natural formation that aligns flawlessly with the divine iconography of Lord Shrinathji.

Unlike carved idols or man-made artifacts, this rare copper silicate gem exhibits an intrinsic, untouched mineral matrix formed over millions of years. Without human intervention, the natural copper oxide patterns within the stone’s vibrant bluish-green sphere spontaneously display eight precise divine markers (Dev Nimit) that mirror the sacred Pushtimarg tradition:

•  The Celestial Hues: Radiant bluish-green tones representing the divine youthful form of Lord Krishna and infinite abundance.

•  The Shingara & Mukut: Intricate circular mineral formations mirroring the royal crown (Mayur Mukut) and sacred attire.

•  The “Kamal-Nayan” (Lotus Eyes): Slender, almond-shaped mineral bands forming lotus-petal eyes that radiate deep spiritual intent.

•  The Divine Childlike Contours: A full, serene facial structure capturing the essence of Bala Krishna.

•  The Lifting of Govardhan: A striking, upward-curving dark mineral band along the gem’s edge that perfectly traces the iconic posture of lifting Mount Govardhana to protect humanity.

•  The Mystic Smile: Gentle, curving mineral lines below the eyes bestowing peace (Shantam) and tranquil grace.

•  The Divine Kundal: Natural dark mineral extensions on the cheek area aligning precisely with traditional hanging earrings.

•  The Stone of Communication: Metaphysically known as the gem of expression, providing a direct “Divine Communication” of prosperity and peace.

An Unprecedented Phenomenon of Faith and Reality

The simultaneous convergence of eight complete divine markers within a single 12-millimeter natural specimen is a geological anomaly so extreme that it may never occur again in human history. For those who behold it with open hearts, it evokes an immediate sense of divine ecstasy and spiritual wonder.

To those who may view such a marvel with skepticism, one must ask: If a natural formation bearing eight distinct, flawless divine alignments is not miraculous enough, what else on this Earth could possibly surpass it? If such a rival wonder exists, let it be revealed to the world. But if contemplation leads to the undeniable truth that no other natural creation can replicate this sacred precision, then all are warmly invited to unite in reverence and rejoice in this timeless revelation.

A Sacred Trust and Global Significance

The private custodian of this divine relic emphasizes that the gem’s discovery is a karmic resonance, aligning the 8 physical signs with the 8 Sacred Poets (Ashtachhap) and the daily 8-fold devotional cycles (Ashtayama Seva) of the Pushtimarg path.

“For years, I have been the humble custodian of this gemstone, knowing in my heart that it held a miraculous secret,” states the Custodian. “To behold it with the naked eye is to experience an immediate spiritual stillness. It is not merely a stone, but a living ‘Swayambhu’ vision meant to reside where it can be honored as an enduring source of divine grace.”

Due to the extraordinary cultural significance and international interest surrounding this natural marvel, all formal inquiries from institutions, private collectors, and family offices are being confidentially screened by the editorial press team prior to private presentation.

Media Contact & Inquiries:

Representative: Swayambhu Heritage Custodian Official Contact Email:
shrinathji.manifestation@gmail.com
thedesertoraclestone@gmail.com

Rampur, Uttar Pradesh: At a time when environmental responsibility is becoming an increasingly important part of education, Birr Scholars Academy, Rampur, has taken a simple but meaningful step towards teaching children that cleanliness and responsible citizenship begin with everyday habits.

The school has introduced a dedicated Bottle Collection Point, where students can deposit their used plastic bottles instead of throwing them on roadsides or into general waste. The collected bottles are then planned to be sent for recycling, turning an ordinary waste item into an opportunity for environmental education.

The initiative is not intended to stop at the school gate. Birr Scholars Academy aims to develop this idea into a wider Clean & Green Rampur campaign, encouraging the concept of organised bottle collection and recycling points across Rampur city. The vision is to inspire schools, public institutions, businesses and citizens to participate so that waste is collected responsibly and recyclable material reaches the appropriate recycling channels.

Speaking about the initiative, Muqarrab Hadi said that education should not be limited to textbooks, examinations and academic achievements.

“An educated person should become a good human being and a responsible citizen. If education does not teach us responsibility towards society, nature and our surroundings, then the real value of education is incomplete.”

He further emphasised that children learn civic responsibility best when they see positive practices around them. A child who learns to put a bottle into a collection point rather than throwing it on the street is learning more than cleanliness — they are learning responsibility, discipline and respect for their community.

The Bottle Collection Point at Birr Scholars Academy is therefore being positioned not simply as a waste-management facility, but as a learning tool. Students can see firsthand how their daily choices affect the environment and how waste can be separated, collected and recycled rather than becoming part of the growing problem of plastic pollution.

The school believes that creating a Clean & Green Rampur will require collective participation. If similar collection points are established at schools, markets, offices, parks and other public places, citizens could have convenient locations to deposit recyclable bottles and other suitable plastic waste.

The initiative also reflects Birr Scholars Academy’s broader approach to education — one that connects classroom learning with nature, real-life experiences and social responsibility.

The message is simple: clean cities are not created only by municipal systems; they are created by responsible citizens. And responsible citizens are developed through meaningful education.

About Birr Scholars Academy

Birr Scholars Academy is an educational institution in Rampur focused on combining academic learning with practical experiences, environmental awareness, sports, nature and values-based education. Through initiatives such as the Bottle Collection Point, the school seeks to encourage students to become not only successful learners but also responsible members of society

New Delhi [India], September 1: Leadership is often linked to executive positions and authority. However, the groundwork of leadership starts much earlier when learning takes place in classrooms, playgrounds, interactions with peers, and making decisions. Primary and middle schools are essential in instilling confidence, sense of responsibility, empathy, and decision-making. Starting leadership education at this age means investing in oneself and the communities to be built in the future.

At Ortus International School, leadership is understood not as just a role but as a certain attitude. The learners are taught that leadership means taking the initiative, active listening, making responsible choices, and being courageous enough to make contributions. Such skills cannot be developed solely through textbooks and require actual practice of being responsible.

Such an idea was implemented through the Investiture Ceremony, where students from Grades 5 to 7 were appointed to the Student Body Council for the coming academic year. The event did not only mark appointing student leaders but also emphasized their commitment to services, responsibility, and the ability to lead by example. Responsibility can become a powerful instrument in building communication, collaboration, confidence, and moral decision-making for younger kids.

Adding further significance to the occasion was the presence of Ms. Sneha Yeduguri, Co-Founder of Avoca Salon, one of Hyderabad’s fastest-growing luxury beauty and wellness brands, who became the guest of honor. The entrepreneurial path of the guest allowed the students to think about different types of leadership. Leadership can be defined as entrepreneurship, creativity, perseverance, and the ability to build a meaningful venture.

Today’s schools have a significant duty to not only prepare learners academically but also to help them cope with the complexity and interconnection of the modern world. Leadership education teaches to feel comfortable when taking responsibility, be resilient when faced with difficulties, communicate confidently, and respect different points of view.

Thus, the Investiture Ceremony of Ortus International School reflects the idea that every child has a potential to be a leader and leadership starts much earlier than adulthood. Through individual experience, responsibility, and voice, educational organizations can raise responsible citizens and future change-makers.

Website: https://ortus.co.in

New Delhi [India], August 31: Through Space of The Greats Group and SahiJob, the entrepreneur is developing proprietary intelligence models that bring together artificial intelligence, behavioural science, organizational research and strategic decision-making.

The future is often discussed in separate conversations. Artificial intelligence belongs to technology.

Real estate belongs to business.

The future of work belongs to human resources.

But Varun Ajay Joshi believes the most important opportunities may emerge where these worlds begin to intersect.

Through Space of The Greats Group and SahiJob – Fit Hai Toh Hit Hai, Joshi is developing proprietary intelligence initiatives across the intersection of AI, real estate, people, psychology and the future of work.

The common thread is intelligence.

Not intelligence as simply collecting more data.

But intelligence as the ability to understand increasingly complex systems before making consequential decisions.

The People & Culture Genius Model

One of the initiatives emerging from this research direction is the People & Culture Genius Model, a proprietary intelligence framework developed around the relationship between people, organizations and the changing future of work.

The model sits at the intersection of organizational dynamics, behavioural understanding, workforce environments and emerging technological change.

As artificial intelligence continues to reshape jobs and organizations, the question for businesses is no longer simply what technology can do.

It is increasingly about understanding what people do differently. Why do individuals with similar qualifications perform differently? How do organizational environments influence behaviour?

How do people adapt to rapid change?

And how should organizations think about human capability in an AI-driven economy?

The specific methodologies behind the People & Culture Genius Model remain proprietary.

However, its development reflects a multidisciplinary approach combining behavioural research, organizational analysis, statistical testing, scenario modelling and simulation-based evaluation.

The objective is not to reduce people to a score or a formula.

It is to develop more sophisticated ways of understanding complexity.

AI Changes the Nature of Human Value

Artificial intelligence is changing the nature of work. Routine tasks can increasingly be automated.

Information can be processed at unprecedented speed.

And organizations are beginning to rethink the skills they will require in the coming decade. For Joshi, however, AI also makes the human side of organizations more important.

As machines become increasingly capable of processing information, qualities such as judgment, adaptability, behavioural understanding and the ability to operate within complex environments may become increasingly valuable.

This is one of the areas where SahiJob’s Career Intelligence research is evolving.

The platform is being developed around a broader understanding of careers and employability–not simply qualifications or available job opportunities.

The underlying research examines the changing relationship between people, skills, employers, organizational environments and technological transformation.

Career Intelligence Beyond the Job Search

Through SahiJob, Space of The Greats Group is building a growing ecosystem connecting education, employability and employment.

The platform has established 100+ institutional and educational partnerships, alongside 330+ employment partnerships across Mumbai and Dubai, spanning connections across 5,000+ companies.

But the long-term ambition extends beyond building a conventional jobs platform.

Joshi leads SahiJob’s research, operational strategy and proprietary intelligence initiatives, with the objective of developing deeper understanding around how careers and the employment ecosystem are evolving.

The research methodologies remain closely held. But the philosophy behind the work is clear.

Career decisions are influenced by more than a degree. Employability is influenced by more than a resume.

And the future of work will require more than simply matching people to available jobs.

Intelligence Moves Into Real Estate

The same research philosophy is also influencing the Group’s real estate initiatives.

Real estate is increasingly becoming an environment where data, customer behaviour, market dynamics and organizational capability intersect.

Space of The Greats Group is developing proprietary intelligence infrastructure focused on bringing greater clarity into complex real estate environments.

The Group has established relationships with 10+ real estate developers in Mumbai, while continuing to develop its broader strategic presence across India and the Middle East.

The underlying systems remain proprietary.

However, the focus is on understanding the dynamics surrounding decisions and transactions, and helping create stronger alignment across complex deal environments.

For Joshi, the connection between real estate and the future of work may be more significant than it initially appears.

Both are fundamentally shaped by people making consequential decisions. Both are increasingly influenced by technology.

And both require organizations to understand changing behaviour.

Research Beyond Intuition

At the centre of Space of The Greats Group’s approach is a belief that important decisions should not depend entirely on intuition.

The intelligence models being developed across the Group involve a combination of holistic research dynamics, analytical frameworks, statistical testing, comparative analysis and scenario-based simulations.

The purpose is to continuously examine assumptions and evaluate how different variables behave under different conditions.

For Joshi, research is not simply about collecting information.

It is about challenging assumptions.

Testing relationships. Examining patterns.

And developing stronger clarity before acting.

This philosophy connects the Group’s work across Career Intelligence, People & Culture research and Real Estate Intelligence.

The Larger Intersection

For Varun Ajay Joshi, the future will not be shaped by artificial intelligence alone. It will be shaped by what happens when AI meets human behaviour.

When technology meets organizations. When psychology meets business.

And when intelligence moves beyond information into better decision-making. That is the intersection where Space of The Greats Group is building.

Through SahiJob, the Group is exploring the changing future of careers and human capability.

Through the People & Culture Genius Model, it is examining the relationship between people, organizations and an AI-driven economy.

And through proprietary real estate intelligence initiatives, it is applying similar principles of research and clarity to complex business environments.

The models may remain proprietary. The research may continue to evolve.

But the philosophy behind them remains consistent.

Understand deeper. Test harder. Think longer.

And ultimately:

Clarity first. Everything else follows.

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

Research and Knowledge Partner: Coherent Market Insights

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.

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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.