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Big Ideas Can Begin Anywhere: Tushar Tayal’s Journey from Tezpur to Vienna

Big Ideas Can Begin Anywhere: Tushar Tayal’s Journey from Tezpur to Vienna

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.

Beyond the Classroom: How Muqarrab Hadi Is Using Nature, Animals and Real-Life Experiences to Transform Learning

Beyond the Classroom: How Muqarrab Hadi Is Using Nature, Animals and Real-Life Experiences to Transform Learning

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.

Space of The Greats led by Varun Ajay Joshi Expands Real Estate Intelligence Infrastructure, While Scaling SahiJob’s Career Intelligence Business

Space of The Greats led by Varun Ajay Joshi Expands Real Estate Intelligence Infrastructure, While Scaling SahiJob’s Career Intelligence Business

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.

NoticePeriod.fyi Launches to Bring Transparency to Employee Exit Experiences in India

NoticePeriod.fyi Launches to Bring Transparency to Employee Exit Experiences in India

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.

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Designed by Prakash Nair: Inside Hyderabad’s First-of-Its-Kind Biophilic School Campus

Designed by Prakash Nair: Inside Hyderabad’s First-of-Its-Kind Biophilic School Campus

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.

From a Freedom Fighter’s Legacy to Global Education: Muqarrab Hadi’s Journey from New Zealand to Building a New Vision for Indian Schools

From a Freedom Fighter’s Legacy to Global Education: Muqarrab Hadi’s Journey from New Zealand to Building a New Vision for Indian Schools

Muqarrab Hadi — Educationist, Engineer, Academic, Author & School Director

For Muqarrab Hadi, education is more than a profession. It is a family legacy, a personal responsibility and a mission to contribute to the future of India.

Hadi comes from a family with a long association with education and public service. His grandfather was a freedom fighter who was honoured in 1972 by the Chief Minister of Uttar Pradesh in recognition of his contribution to the freedom struggle. His father, Musharraf Zama Khan, has dedicated decades of his life to education. Growing up in such an environment shaped Hadi’s belief that education should not be limited to textbooks and examinations, but should help children become confident, responsible, curious and compassionate individuals.

His own academic and professional journey has been international. With an engineering background and educational exposure in New Zealand, Hadi gained the opportunity to experience different approaches to learning outside India. His professional journey also took him to the Middle East, where he worked as a professor, gaining experience in higher education and interacting with students from diverse backgrounds.

Rather than keeping his international experiences limited to his own career, Hadi chose to bring those experiences back into the Indian education sector.

His educational philosophy is based on a simple observation: children learn what they see.

Hadi says he has experienced this with his own children as well as with students at his schools. When he uses a mobile phone, children naturally become curious about it. But when he puts the phone aside and starts reading a book, children often become interested in reading as well.

For him, this is a powerful lesson. Children observe adults constantly and learn from their behaviour more than from instructions.

This philosophy has also influenced the learning environment he is trying to create in his schools.

At his schools, Hadi has encouraged children to learn not only through conventional classroom teaching but also through direct interaction with nature, plants, birds and animals. Birds and animals are kept within the school environment to give children opportunities to observe living beings closely and understand compassion, responsibility and the natural world.

Children are encouraged to observe plants, understand nature and develop awareness about the environment. The idea is to move beyond simply reading about animals, birds, trees and nature in a textbook and allow students to experience these subjects in their everyday surroundings.

According to Hadi, a child who watches a plant grow, observes a bird closely or learns how to care for an animal can develop a different kind of understanding—one that combines knowledge with empathy and responsibility.

His approach also reflects his interest in writing and communication. Hadi has written books in both English and Hindi, using writing as another way to share ideas, knowledge and educational perspectives with a wider audience.

Over the years, his work in education has been associated with Hadi Academy and the development of Birr Scholars Academy, where the focus includes academics as well as communication, confidence, creativity, sports, practical learning and personality development.

His professional journey and contribution have also received recognition. He has been honoured at the state level, including recognition presented by the Deputy Chief Minister of Uttar Pradesh, along with other awards and recognitions received for his work.

For Hadi, however, awards are not the destination. He sees them as a reminder of the responsibility that comes with working in education.

His international academic exposure, engineering background, experience in higher education, writing and family legacy have shaped his belief that Indian schools can prepare children for a changing world while keeping them connected to values, nature and society.

In an age dominated by screens and digital distractions, Hadi believes children need meaningful experiences. Books, sports, creative activities, nature, animals, plants and real conversations can help children develop qualities that cannot always be taught through a screen.

His message to parents and educators is straightforward: before asking “What are children learning?”, adults should ask “What are children seeing?”

Children may forget many of the instructions adults give them, but the examples they see every day can become part of their personality.

From a family rooted in education and public service to an international academic journey, from engineering and higher education to writing books and developing experiential learning environments for children, Muqarrab Hadi is attempting to carry forward his family’s educational legacy while creating his own vision for the future.

For him, education is ultimately about creating curious minds, confident individuals and compassionate human beings.

His belief is simple: the best classroom is not always surrounded by four walls. Sometimes it is a book, a garden, a bird, an animal, a conversation—or simply the example set by an adult standing in front of a child.

OKINAWA HARBORVIEW HOTEL completes full-scale renovation to deliver a modern Okinawan experience

OKINAWA HARBORVIEW HOTEL completes full-scale renovation to deliver a modern Okinawan experience

A luxurious stay featuring a Club Lounge, Garden Pool, and Kobe Beef Teppanyaki

The Okinawa Harborview Hotel has announced the completion of full-scale renovations for their 50th anniversary and will hold a grand opening in the summer 2026. (Details: https://oka-hvh.com.e.asa.hp.transer.com/anniversary/).

Guest rooms have been upgraded to enhance comfort and more effectively accommodate the needs of long-term guests. The Club Lounge, for exclusive use by guests staying in club rooms, has been expanded as is now the largest in the city of Naha, and a menu has been developed for guests to experience Okinawan food culture. In addition, the “Teppanyaki Izumizaki” restaurant is the first in Okinawa to be certified to serve Kobe Beef, and also offers local beef all presented on traditionally crafted pottery, creating a blend of authentic Okinawan culture and high-class dining. Furthermore, the Garden Pool reopened on June 1, 2026 and has been renovated to deliver the feeling of a resort within the city of Naha.

Okinawa Harborview Hotel will carry on a half-century of history and hospitality while delivering the image of the “modern Okinawa” for the next 50 years.

Guest Rooms

Guest rooms have been renovated based on Ryukyu indigo, the traditional color of Okinawa, and designed to deliver feelings of relaxation and warmth. Among these rooms is the “Club Executive Twin,” designed for longer stays. It features an all-in-one washer/dryer, microwave, and other appliances. It is designed for efficiency and comfort, making it suitable for a wide range of stays, including travel and business.

The Largest Club Lounge in Naha

The rooftop lounge has been expanded to become the largest one in Naha. It offers an expansive view of the city and different food and drink options depending on the time of day. Menus for breakfast, tea time, dinner, and late-night dining have been developed to help guests experience the local culture and the slow passing of Okinawan time. The lounge is open until midnight, allowing the aura of Okinawa to linger even after a day of sightseeing.

Renovation special: Stay package with Club Lounge access (https://bit.ly/4579JeX)

Garden Pool

The pool has been transformed into a space that evokes a true resort atmosphere. During the day, guests can unwind on in-water loungers or beach chairs under the blue sky, while at night, mystical lighting illuminates the water’s surface.

Additionally, the newly opened poolside bar offers food and drinks created by hotel chefs and bartenders using local ingredients, allowing guests to casually enjoy Okinawa’s unique culinary culture in an open setting.

Teppanyaki Izumizaki

Based on the concept of “a blend of Ryukyu’s past and present,” this restaurant provides not only local beef, but is also the first in-hotel restaurant in Okinawa to be certified to serve Kobe Beef. Guests can enjoy a teppanyaki experience that engages all five senses, from the immersive atmosphere of watching the chef grill right before your eyes to the sounds and aromas.

Renovation special: Accommodation plan with a dinner featuring a tasting comparison of local Kuroge Wagyu and Kobe Beef (bit.ly/4xeGTFg)

Okinawa Harborview Hotel

The hotel was opened in 1975 due to the holding of the Okinawa International Ocean Exposition and has since hosted a large number of guests, including dignitaries from both Japan and abroad, as a premier urban Okinawa hotel. In celebration of the 50th anniversary in 2025, the hotel underwent full-scale renovations in order to prepare for the next generation. After overhauling the guest rooms, restaurant, Club Lounge, lobby, Garden Pool, and other areas of the hotel, it was ready for the grand opening. Combining distinctive Okinawan hospitality with a refined, evolved setting, the hotel offers guests a truly blissful stay.

Address: 900-0021 Okinawa, Naha, Izumizaki, 2-4-6, 2-46

Company Profile for Hotel Management Japan Co., Ltd.

Hotel Management Japan Co., Ltd. operates 27 hotels across Japan with a total of 9,051 guest rooms and 4,018 employees. The company manages its own brands Oriental Hotels and Hotel Oriental Express, as well as other well-known brands such as Hilton, Hyatt, Sheraton, and Hotel Nikko.

Website: https://www.oriental-hotels.com/en/

Media Contact:

Company: Hotel Management Japan Co., Ltd.

Company location: 8F, Building C, Shinagawa Intercity, 2-15-3 Konan, Minato-ku, Tokyo, Japan

Company website: https://www.oriental-hotels.com

Contact person: Fujii

Mail: hmj-pr@bizcom-pr.co.jp

Building Trustworthy AI Starts With Trustworthy Data

Building Trustworthy AI Starts With Trustworthy Data

The biggest threat to artificial intelligence may not be an inadequate model, it may be the unreliable data quietly shaping every decision the model makes. As organizations increasingly use AI for predictions, recommendations, and operational decisions, the quality and traceability of their data have become critical business concerns. Paras Pandey, a data engineer at Amazon with six years of experience in data engineering, cloud platforms, ETL development, automation, and applied machine learning, believes that trustworthy AI must be supported by accurate, secure, well-governed, and explainable data. His observations reflect an independent industry perspective and do not represent the systems, practices, or views of his employer.

The rapid development of generative AI, predictive analytics, and intelligent automation has encouraged companies to focus heavily on model capabilities. Businesses frequently compare models based on accuracy, speed, reasoning ability, and the number of tasks they can perform.

However, the reliability of an AI system is also determined by what happens before information ever reaches the model.

Incomplete records, inconsistent labels, outdated information, duplicated entries, and unrepresentative datasets can significantly affect AI performance. Even a technically advanced model may generate misleading conclusions when it is trained or operated using unreliable data.

This is why trustworthy AI is not solely a model-development challenge. It is equally a data-engineering, governance, and organizational responsibility.

The Reliability of AI Begins Before Training

An AI model learns patterns from the information provided to it. When the underlying data contains systematic errors or fails to represent the environment in which the model will operate, those weaknesses can influence the model’s recommendations and predictions.

In a traditional reporting environment, a data-quality issue may result in an inaccurate dashboard or an incorrect monthly report. In an AI-supported process, the same issue may affect a customer recommendation, risk assessment, operational alert, or automated decision.

The potential consequences become greater when AI outputs are used without sufficient human review.

Organizations should therefore evaluate the complete data supply chain supporting an AI system. This means understanding where information originates, how it is collected, which transformations are applied, how frequently it is updated, and which teams are responsible for maintaining it.

It also requires documenting the limitations of the dataset.

For example, a customer-behavior model may appear accurate overall while performing poorly for a particular region, product category, or demographic group that was underrepresented in the training data. Without proper analysis, that limitation may remain hidden until the model is already being used.

Reliable AI development begins by asking whether the available data is genuinely suitable for the intended decision.

Data Quality Must Be Built Into the Platform

Many organizations treat data quality as a cleanup exercise performed after a problem appears. Pandey believes a more dependable approach is to embed quality checks directly into the data platform.

Automated validation can help identify missing records, duplicate transactions, unexpected schema changes, unusual volume fluctuations, invalid values, and delayed information.

These checks should not be limited to whether a pipeline completed successfully.

A data pipeline may run without a technical error while still delivering misleading information. For instance, two departments may use different definitions for terms such as “active customer,” “completed transaction,” or “recognized revenue.”

Both datasets may appear technically valid, but they can produce conflicting conclusions.

Trustworthy data therefore requires a combination of technical controls and agreed business definitions. Important terms should be documented, consistently applied, and assigned to accountable owners.

Data-quality rules should also be aligned with the intended use of the information. A minor delay may be acceptable for a monthly performance report but unacceptable for a system evaluating time-sensitive financial activity.

The required standard depends on the decision the data will support.

Data Lineage Creates Traceability

Modern AI systems rarely depend on a single source of information.

They may combine data from operational databases, application logs, documents, customer platforms, sensors, external providers, and historical archives. Before reaching a model, the information may be cleaned, filtered, joined, aggregated, anonymized, or enriched through multiple pipelines.

Data lineage records this journey.

It allows teams to understand where a piece of information originated, which transformations were applied, when it was processed, and which models or applications consumed it.

When an AI system produces an unexpected result, lineage can help investigators determine whether the problem originated in the source data, transformation logic, pipeline configuration, or model itself.

Without this visibility, an organization may know that an output is unreliable without being able to explain why.

Strong lineage also supports reproducibility. If a model needs to be reviewed months after it was developed, teams should be able to reconstruct the dataset and processing logic used during training.

This becomes particularly important in regulated or high-impact environments where organizations may need to explain how a decision was reached.

Trust Requires More Than Model Accuracy

A model can perform well during testing and still be unsuitable for real-world use.

Trust also depends on reliability, fairness, transparency, security, privacy, and consistency. An accurate model that cannot be monitored, explained, or protected from misuse may still create significant risk.

Data conditions can also change after deployment.

Customer preferences evolve. Product offerings change. Economic conditions shift. New regulations are introduced. A model trained on historical patterns may gradually become less effective as the operating environment changes.

Organizations should therefore monitor both model performance and the characteristics of incoming data.

When substantial changes are identified, the appropriate response may involve retraining the model, updating a business rule, correcting a pipeline, collecting more representative information, or temporarily limiting automation.

Monitoring should not focus only on overall averages. Performance may need to be evaluated across relevant regions, products, customer groups, and operating conditions.

A model that performs well in aggregate may still produce unacceptable outcomes in a particular context.

Data Engineers Are Becoming Central to AI Governance

The role of the data engineer is expanding as artificial intelligence becomes more deeply integrated into enterprise operations.

Data engineers have traditionally focused on collecting, transforming, storing, and delivering information reliably. They are now increasingly responsible for establishing the controls that allow AI systems to operate responsibly.

Their work may include implementing automated quality checks, managing metadata, maintaining lineage, protecting sensitive information, enforcing access controls, and creating reproducible datasets for model development.

They may also be responsible for monitoring freshness, pipeline failures, unexpected changes, and downstream dependencies.

These responsibilities directly influence whether an AI model can be investigated, audited, reproduced, and trusted.

Pandey sees data engineering as part of the broader AI governance architecture rather than a supporting activity performed only behind the scenes.

When an organization develops an AI governance policy without strengthening its underlying data infrastructure, it risks creating rules that cannot be consistently enforced.

Governance must be reflected in the design of the platform itself.

Human Oversight Remains Essential

Reliable data can improve AI performance, but it does not eliminate the need for human judgment.

Some decisions are too complex, ambiguous, or consequential to be delegated entirely to an automated system. Organizations need to define where AI can act independently and where human review is required.

The appropriate level of oversight depends on the potential impact of an incorrect decision.

A low-risk recommendation may be suitable for automation. A decision involving employment, healthcare, financial eligibility, safety, or legal rights may require stronger review and accountability.

Human oversight should not be treated as a vague requirement. Organizations should establish who reviews an AI-supported decision, what information is available to that reviewer, and how an output can be challenged or overridden.

Trust is strengthened when people understand both the capabilities and limitations of the system.

Trustworthy AI Is a Shared Responsibility

Technology alone cannot create trustworthy AI.

Business teams must help define the meaning and acceptable use of important information. Data engineers must make technical limitations visible. Data scientists must document how datasets are selected and prepared. Security and governance teams must establish controls proportionate to the risks involved.

Leadership must also recognize that data quality is not a one-time improvement project.

Datasets, pipelines, and business requirements change continuously. Trustworthy data requires ongoing ownership, monitoring, and investment.

An organization should be able to explain what information was used, why it was appropriate, how it was transformed, which limitations were identified, and what safeguards were applied.

The future of artificial intelligence will not be shaped solely by organizations that build the most advanced models. It will also be shaped by those that create the most dependable foundations around them.

Before enterprises can reasonably ask customers, employees, regulators, and other stakeholders to trust their AI systems, they must first demonstrate that they can trust the data supporting those systems.

On the sets of PREET, The Most Awaited Hollywood-Bollywood Crossover. An Interview with Sarvesh Jaidka (Fondly Known as SJ): A Journey of Vision, Reinvention and Destiny

On the sets of PREET, The Most Awaited Hollywood-Bollywood Crossover. An Interview with Sarvesh Jaidka (Fondly Known as SJ): A Journey of Vision, Reinvention and Destiny

There are entrepreneurs who succeed in one profession, and then there are individuals who redefine themselves every few years by embracing new opportunities. Sarvesh Jaidka, fondly known as SJ, belongs to the latter league. An economist by education, an entrepreneur by instinct, and a dreamer by temperament, he has left his mark across the events industry, real estate, political analysis, and now the world of cinema.

What makes his story compelling is not merely the diversity of his achievements but the common thread that connects them all, an unwavering belief that opportunities favour those willing to act. Whether pioneering exhibition concepts in India during the 1990s, analysing political trends long before they became mainstream discussions, or stepping into film production, Sarvesh has consistently followed instinct over convention.

In this candid conversation, he speaks about destiny, entrepreneurship, family, politics, music, travel, and the philosophy that continues to guide his life.

Q. You have recently entered the ever-growing world of cinema as a producer. How did this journey begin?

Sarvesh: “People often think this was a sudden decision, but in reality films have always been a part of my life. Cinema runs in my blood.

My father was an actor and a producer-director, and our production house was associated with some of the biggest names in the film industry from the early 1980s through the mid-1980s. Growing up in that environment, cinema was naturally an integral part of our family life.

Today, the legacy continues through my son, Jayesh Jaidka, who holds a Master’s degree in Filmmaking and has won numerous international awards as a director. He conceptualised our latest project, and I naturally stepped into the role of producer.

Our forthcoming feature film, PREET, is a Hollywood-Bollywood crossover with a young, energetic team. There are several exciting names associated with the project, which we will announce at the right time. Looking back, I genuinely feel destiny brought me into filmmaking, and I am enjoying every moment of this journey.”

Sarvesh Jaidka on the sets of PREET

Q. Before films, you made a name for yourself in the events industry. Was that a planned career?

Sarvesh: “Not at all. If I look back honestly, destiny has played a major role throughout my life.

Academically, I completed my Master’s in Economics, graduated in Commerce and studied Business Management with specialization in International Marketing. Like many young graduates, I wasn’t certain which career to pursue.

Then, in 1994, my wife and I visited a trade exhibition. She looked around and simply said, ‘Why don’t you organise exhibitions? You can do this.’

That single suggestion changed my life.

Within a few weeks, I organised my very first exhibition in Ludhiana with more than a hundred stalls and participation from several multinational companies. For someone completely new to the industry, it was both challenging and exciting.

That experience taught me an important lesson, sometimes success begins when someone believes in you before you fully believe in yourself.”

Q. Looking back, are you proud of what you achieved as an event entrepreneur?

Sarvesh: “Absolutely.

The initial years were difficult, but I was fortunate to work alongside some of the most respected names in the industry, which gave credibility to my work from the very beginning.

One of my biggest satisfactions was introducing investment and real estate exhibitions in the late 1990s, at a time when very few people had even heard of such concepts.

Over the years, my team organised nearly 200 national and international exhibitions across sectors including automobiles, consumer products, jewellery, education, careers, tourism and real estate. Those years gave me recognition not only as an organiser but also as a contributor to several business and trade publications.

Eventually, the industry evolved. Economic liberalisation, the rise of shopping malls, digital marketing and institutional organisers changed the business model.

I had already diversified into real estate during the mid-1990s. When exhibitions began slowing down, moving into real estate full-time became a natural progression rather than a difficult decision.”

Trade fair, 1999 , a glimpse of the exhibition journey that shaped SJ’s entrepreneurial career

Q. Many people also know you as a political strategist and analyst whose predictions have often proved accurate. How do you view this reputation?

Sarvesh: “Politics has always fascinated me, but I have never analysed it through astrology or horoscopes. My understanding comes from studying situations, governance, public sentiment and economic realities.

Over the years, several observations that I made regarding national politics eventually came true, including major political shifts and leadership changes.

People sometimes call them predictions, but for me they are simply conclusions drawn after careful observation.

My analysis has never been about supporting one political party over another. My only interest is understanding where the country is heading and how policy decisions affect our people and our economy.

Someone once told me that I could become a kingmaker but never a king. I smiled because I have never aspired to either role. If my thoughts can contribute positively to society or help someone understand the political landscape better, that itself is satisfying.”

Q. Beyond business and public life, what keeps you inspired?

Sarvesh: “Life itself inspires me.

Travelling is one of my greatest passions, and I must give full credit to my wife. She plans every journey while I happily become her travelling companion. Together we have explored many countries, experienced different cultures and observed how societies and economies function across the world. Every destination teaches us something new.

Music is another passion very close to my heart. I love singing, especially timeless classics, and I regularly share them through my YouTube channel. In the near future, I hope to release my own original compositions, either independently or as part of my film projects.

I also enjoy sports, although finding the time, and suitable company, to play regularly has become increasingly difficult.”

Q. Finally, what is the philosophy that guides your life?

Sarvesh: “The first principle is simple, always remain positive.

Even if there is only a one percent chance of success, give it your hundred percent. Many times that one percent succeeds because most people never even attempt it.

Secondly, remain humble. No matter how successful you become, humility earns more respect than achievement alone.

Thirdly, be kind and respectful towards everyone.

And finally, I strongly believe in being loyal to your country. Nationalism, for me, is not merely an emotion; it reflects one’s character. Whatever we do professionally, we should strive to contribute positively to our nation and its people.”

The Man Behind the Journey

As our conversation drew to a close, one impression stood out above everything else. Sarvesh Jaidka’s story is not merely about changing careers, it is about continually embracing new beginnings.

From pioneering India’s exhibition industry during its formative years to establishing himself in real estate, from becoming a respected political observer to entering film production with PREET, every chapter reflects adaptability, curiosity and the courage to move beyond comfort zones.

Perhaps the most remarkable aspect of his journey is that he never claims to have planned it all. Again and again, he credits destiny, family, hard work and an optimistic outlook for opening doors at the right time. Yet, destiny alone does not create success; it rewards those prepared to recognise opportunity when it arrives.

As Sarvesh Jaidka (SJ) and his team prepare for the release of PREET, one thing is certain, whether in business, public life or cinema, he continues to reinvent himself while remaining grounded in the values he cherishes most.

We wish him and his team every success and look forward to meeting him again after the release of PREET to discuss the next chapter in a journey that continues to inspire.

Liberty Shoes Unveils Future-Ready Footwear Innovations at SS27 NCM Meeting in Goa

Liberty Shoes Unveils Future-Ready Footwear Innovations at SS27 NCM Meeting in Goa

Goa [India], August 21: Liberty Shoes Ltd. hosted its SS27 NCM Meeting at Taj Horizon, Goa, presenting an impressive collection of approximately 500 new footwear samples designed around the evolving needs and expectations of modern consumers.

The SS27 collection reflects Liberty’s strong focus on innovation, comfort, lightweight construction, advanced technologies and consumer-centric product development, offering a glimpse into the future of footwear.

Technology-Led Innovation at the Core

A key highlight of the collection is the introduction of several innovative footwear technologies:

* Handsfree Technology – Easy-to-wear footwear designed for maximum convenience without the need to use hands.

* Nitro Sole Technology – Advanced sole construction focused on enhanced cushioning, comfort and performance.

* Lightweight / Zero Gravity Footwear – Ultra-light designs offering a barely-there wearing experience.

* Barefoot Technology – Footwear designed to provide a more natural feel, flexibility and freedom of movement.

* Acu Sense Technology – Comfort-oriented footwear incorporating targeted pressure-point stimulation.

* Open Footwear Category – An expanded range of innovative sandals, slippers and open styles combining comfort with contemporary design.

A Special Focus on Kids’ Footwear

The SS27 collection also presents an exciting and playful Kids’ Footwear Range, bringing together technology, comfort and fun.

The range includes handsfree footwear, light-up technology, character-inspired designs and comfortable sandals, offering children an engaging footwear experience while addressing parents’ expectations for comfort, functionality and ease of use.

Next-Generation Footbed & Comfort Technologies

Another major highlight of the collection is the development of innovative footbeds and comfort technologies, including a wide range of massage and support-oriented concepts.

These include:

  • 11-Point Massage Technology – Targeted stimulation across key pressure points of the foot.
  • 10-Point Massage Technology – Multi-point foot stimulation designed for enhanced comfort.
  • 9-Point Massage Technology – Targeted support aimed at providing a relaxing walking experience.
  • Wave Massage Technology – A wave-patterned footbed designed to create a soothing massage sensation while walking.
  • Doctor Footbed – A comfort-focused design developed with enhanced foot support.
  • 6 Sense Technology – An advanced comfort concept aimed at enhancing the overall sensory experience of walking.

A Glimpse into the Future of Footwear

The SS27 NCM Meeting reflects Liberty Shoes Ltd.’s commitment to continuously evolving with changing consumer preferences and emerging footwear trends.

With a strong emphasis on technology-led innovation, superior comfort, lightweight performance, natural movement, kids’ footwear and consumer-centric solutions, the SS27 collection presents a promising and forward-looking vision for the footwear industry.

The extensive showcase of nearly 500 new samples at Taj Horizon, Goa, underlines Liberty’s continued efforts to combine innovation, functionality and style to create footwear solutions for the next generation of consumers.