27, May 2025
Understanding Hormonal Health in the Age of Burnout and Hustle Culture
By-Dr. Sumol Ratna, Assistant Professor, Department of Medicine, NIIMS Medical College & Hospital
In an increasingly modern society of constant productivity and “hustle culture,” hormonal health is an ever-more crucial and often overlooked element of wellness. Chronic stress, poor sleep hygiene, or extreme workload make it difficult to maintain the already tenuous balance of the endocrine system, leading to hormone dysregulation with far-reaching systemic effects.
The body’s stress response is controlled through the hypothalamic-pituitary-adrenal (HPA) axis, which becomes hyperactivated during prolonged pure psychological and physical stress situations. Prolonged cortisol elevation, classically referred to as the “stress hormone,” can lead to adrenal fatigue, poor glucose metabolism, and reduced homeostatic immunological function in your body, or simply stated, it may be undermining all your healthy nutrition and mental-related wellness activities. The hormonal ire of chronically elevated cortisol is when elevated levels suppress gonadotropin-releasing hormone (GnRh), causing menstrual irregularities, diminished libido, and other potential infertility consequences in females and males.
Simultaneously, erratic working hours and the light exposure of digital devices at night results in circadian misalignment that inhibits melatonin production, thus impairing sleep-wake cycles. This disruption affects the quality of sleep, but also negatively affects insulin sensitivity and the hormonal balance of leptin and ghrelin, leading to a state conducive to weight gain and the development of metabolic syndrome.
Moreover, thyroid function is frequently altered and often worsened by chronic stress and nutrient deficiencies from poor eating patterns, particularly in an increasingly stressed-out population. Fatigue, cognitive fog, and mood changes, the hallmark signs of thyroid dysfunction, are often misdiagnosed as “burnout”, which covers up an undiagnosed endocrine dysfunction.
The functioning of the dopaminergic system (responsible for motivation and reward processing) is also compromised. Constant overstimulation through production demands and computer work can inhibit dopamine receptors, which are associated with anhedonia and many aspects of depressed symptoms, two prominent characteristics of burnout.
Interventions must promote lifestyle medicine, which includes circadian rhythm control, stress reduction through mindfulness-based practices, sufficient diet with an emphasis on magnesium, zinc, and omega-3 fatty acids, and consistent physical activity. Symptomatic people should be evaluated for endocrine markers such as serum cortisol, thyroid profile, reproductive hormones, and insulin sensitivity.
The interplay between hormonal health and modern lifestyle stressors needs a multidisciplinary approach spanning medicine, psychology, and public health to mitigate long-term consequences in the age of chronic hustle.
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- By Neel Achary
26, May 2025
Sundaram Finance Ltd: Audited financial results for the financial year ended 31st March 2025
May 26, 2025: The Board of Directors of Sundaram Finance Ltd. (SFL) approved the audited standalone and consolidated financial results for the year ended March 31, 2025, at its meeting held on May 26, 2025, in Chennai.
“Team Sundaram has delivered 17% growth in AUM to Rs. 51,476 crores, asset quality with net stage 3 at 0.75% vs 0.63% last year and profits from operations growing 29% year-on-year. Our Group companies in asset management, general insurance and home finance have continued their trajectory from FY24 and recorded strong results. We continue to rely on our time-tested approach of steady and sustainable growth with best-in-class asset quality and consistent profitability,” said Harsha Viji, Executive Vice Chairman.
Disbursements for FY25 recorded a growth of 9% over FY24 with 11% growth in disbursements for Q4FY25 over last year. Gross stage 3 assets as on March 31, 2025, stood at 1.44% with provision cover of 49% as against 1.26% as on March 31, 2024, with provision cover of 50%. Profits from operations performed strongly, growing by 29% in FY25. Profit after tax registered a 6% rise in FY25, with net profit at Rs. 1,543 crores. After excluding exceptional item in FY24, profit after tax rose 16% in FY25. Return on assets closed at 2.85% in FY25 as against 3.18% for FY24 and capital adequacy at 20.4% remains quite comfortable.
Rajiv Lochan, Managing Director, stated, “FY25 was marked by subdued demand due to an extreme summer, general elections, a dull festive season and global volatility driven by tariff-related uncertainty as well as geopolitical complications. Customer outlook was, by and large, cautious and the burden of economic growth was largely supported by Government capex, which ended up at levels lower than the previous year. Given the uncertainties in the external demand, our focus on market share has remained clear. We have gained market share across nearly major asset classes that we focus on, resulting in 17% growth in AUM for FY25 and our laser-sharp focus on controlling our costs – borrowing, operating & credit – resulted in a 29% growth in profits from operations.”
“Looking ahead, we expect macroeconomic sentiments to improve on the rural front because of above normal monsoons forecasted by the IMD and strong procurement, and, on the urban front, due to an improvement in government spending on infrastructure as well as the income tax benefits announced in the union budget. As private consumption improves, private sector capex will likely pick up. We are well positioned to continue our marathon running – steady growth, best-in-class asset quality and continued resilient profitability – and in delivering the Sundaram experience to our customers, people and partners,” he added.
STANDALONE PERFORMANCE HIGHLIGHTS FOR FY25
· Disbursements for FY25 grew by 9% to Rs. 28,405 crores as compared to Rs. 26,163 crores registered in FY24. Disbursements for Q4FY25 grew by 11% to Rs. 6,873 crores as compared to Rs. 6,209 crores registered in Q4FY24.
· The assets under management grew by 17% to Rs. 51,476 crores as on 31st March 2025 as against Rs. 43,987 crores as on 31st March 2024.
· Net interest income grew by 22% to Rs. 2,793 crores in FY25 from Rs. 2,284 crores in FY24.
· Gross stage 3 assets as on 31st March 2025 stood at 1.44% with 49% provision cover as against 1.26% with provision cover of 50% as on 31st March 2024. Net stage 3 assets as on 31st March 2025 closed at 0.75% as against 0.63% as on 31st March 2024.
· The Gross and Net NPA, as per RBI’s asset classification norms for NBFCs, are 2.17% and 1.38% respectively as against 1.98% and 1.25% as of 31st March 2024.
· Cost to income ratio improved to 30.80% in FY25 as against 34.68% in FY24.
· Profit after tax registered a 6% rise in FY25, with net profit at Rs. 1,543 crores. After excluding exceptional item in FY24, profit after tax rose 16% in FY25.
· Return on assets (ROA) for FY25 closed at 2.85% as against 3.18% for FY24. Return on equity (ROE) was at 16.30% for FY25 as against 17.51% for FY24.
· Capital Adequacy Ratio stood at 20.4% (Tier I –17.4%) as of 31st March 2025 compared to 20.5% (Tier I – 16.8%) as of 31st March 2024.
· The Company has declared a final dividend of Rs. 21/- per share (210%).
CONSOLIDATED PERFORMANCE HIGHLIGHTS FOR FY25
The consolidated results of SFL include the results of its standalone subsidiaries Sundaram Home Finance, Sundaram Asset Management and joint venture company Royal Sundaram General Insurance.
· The assets under management (AUM) in our lending and general insurance businesses stood at Rs. 78,145 crores as on 31st March 2025 as against Rs. 66,472 crores as on 31st March 2024, a growth of 18%. The assets under management of our asset management business stood at Rs. 71,826 crores as on 31st March 2025 as against Rs. 70,883 crores as on 31st March 2024.
· Profit after tax for FY25 grew by 31% to Rs. 1,879 crores as compared to Rs. 1,436 crores in FY24.
GROUP COMPANY PERFORMANCE HIGHLIGHTS
Our group companies continued to perform well.
· The asset management business closed the year ended 31st March 2025 with assets under management of Rs. 71,826 crores (over 80% in equity) and consolidated profits from the asset management businesses were at Rs. 154 crores as against Rs. 112 crores in FY24.
· Royal Sundaram reported a Gross Written Premium (GWP) of Rs. 4,065 crores as compared to Rs. 3,825 crores in the previous year, representing a growth of 6%. The company reported a profit after tax of Rs. 133 crores for FY25 as against a profit of Rs. 169 crores in FY24. Profit after tax during FY25 includes net loss of Rs. 38 crores on Fair Value of Equity investments as against net gain on Fair Value of equity investments of Rs. 71 crores in FY24.
· Sundaram Home Finance continued to grow strongly with disbursements up by 30% to Rs. 6,517 crores in FY25. The profit for FY25 was Rs. 245 crores, as against Rs. 236 crores in FY24.
ABOUT SUNDARAM FINANCE
Sundaram Finance was established in 1954 and the company has today grown into one of the most trusted and diversified financial services groups in India providing financing for commercial vehicles, cars & utility vehicles, tractors and farm equipment, construction equipment, SME finance and a range of working capital products for financing diesel, tyres, insurance as well as working capital for SMEs. Through its subsidiaries and group companies, the company offers home finance, loans against property, mutual funds and investment management solutions and the full range of general insurance products and services. It has a nationwide presence of over 700 branches, over 1 lakh depositors and nearly 5 lakh lending customers.
Sundaram Finance’s vision is to be the most respected NBFC in the country and its mission is to deliver the Sundaram experience to all customers, big and small, in keeping with the ethos of the Company. Sundaram Finance embraces a philosophy that balances Growth with Quality and Profitability and remains rooted in its ideal of protecting and enhancing shareholder value. The founding philosophy of the company is that everything begins with the customer. Our founder, Late Sri T S Santhanam, enshrined in the company its core values – The Sundaram Way – that have been the company’s guiding light over the decades. The company is deeply rooted in its values and proud of its heritage, also constantly innovating in terms of technology and processes to deliver the unique Sundaram experience to its customers and stakeholders.
26, May 2025
MiQ Appoints Vikas Khanchandani as Strategic Advisor to Accelerate India Commercial Growth
Mumbai, India, May 26, 2025 – MiQ, a global programmatic media partner, announced the appointment of Vikas Khanchandani as Strategic Advisor for India Commercial, as part of its long-term vision for accelerated growth in the region. This move reflects MiQ’s commitment to investing in market-leading talent and solutions that shape the future of digital media.
With over two and half decades of experience across media, advertising, and digital transformation, Vikas brings with him a deep understanding of client needs, agency ecosystems, and cutting-edge technologies. As Strategic Advisor, he will focus on strengthening MiQ’s Partner relationships, scaling Advanced TV capabilities, and lending strategic counsel to unlock the next phase of growth for MiQ India.
“We are delighted to welcome Vikas to the MiQ India leadership journey,” said Varun Mohan, Chief Commercial Officer, MiQ India. “His experience, wisdom, and industry influence align perfectly with our mission to deliver market-leading innovation and value to our clients. Vikas will play a pivotal role in deepening our strategic partnerships and enhancing our Advanced TV and data-driven media solutions.”
Expressing his excitement, Vikas Khanchandani said, “I’m thrilled to be part of MiQ at such an exciting inflection point. MiQ’s commitment to innovation, client-centricity, and future-ready media solutions truly stands out in today’s landscape. I look forward to contributing to its momentum—helping build stronger partnerships, unlocking new growth avenues, and shaping the evolution of data-driven advertising in India.”
Vikas’ appointment underscores MiQ’s intent to build a forward-looking, high-impact commercial strategy for India—powered by leadership, technology, and trusted partnerships.
26, May 2025
Wonder Electricals Ltd. announces the audited financial results for Q4 & FY25
Delhi, 26th May 2025: Wonder Electricals Limited, one of India’s leading fans and appliances manufacturer, with a history of over two decades, announced its audited financial results for the quarter and full year ended March 31st, 2025.
Key Consolidated Financials:
| Particulars (Rs. Cr.) | Q4 FY25 | Q4 FY24 | YoY% | FY25 | FY24 | YoY% |
| Revenue from Operations | 312.03 | 259.29 | 20.3% | 894.50 | 569.99 | 56.9% |
| EBIDTA* | 17.49 | 13.63 | 28.3% | 38.76 | 24.63 | 57.4% |
| EBITDA Margin (%) | 5.60% | 5.26% | 34 bps | 4.33% | 4.32% | 1 bps |
| PAT | 9.19 | 6.53 | 40.6% | 16.58 | 10.16 | 63.2% |
| PAT Margin (%) | 2.94% | 2.52% | 42 bps | 1.85% | 1.78% | 7 bps |
Performance Highlights for the full year ended March 31st, 2025:
- Revenue from Operations for the quarter was Rs. 312.03 Crores in Q4 FY25, registering an increase of 20.3% YoY led by higher sales volume of ceiling, TPW, exhaust and farrata fans.
- EBITDA was at Rs. 17.49 Crores in Q4 FY25, registering a YoY increase of 28.3%, EBITDA Margins grew by 34 bps to 5.60% led by growth is mainly on account of higher contribution from the sales of value-added product.
- PAT was Rs. 9.19 Crores in Q4 FY25 compared to Rs. 6.53 crore in Q4 FY24, while PAT Margin stood at 40.6%,
Performance Highlights for the full year ended March 31st, 2025:
- Revenue from Operations for the financial year was Rs. 894.50 Crores, an increase of 56.9% YoY led by higher sales of ceiling, TPW, exhaust and farrata fans.
- EBITDA was at Rs. 24.63 crore in FY25, YoY increase of 57.4%. EBITDA Margin was at 4.33% in FY25.
- PAT was Rs. 16.58 crore in FY25 compared to Rs. 10.16 crore in FY24, up by 63.2% compared to the same period last year while PAT Margin stood at 1.85%, higher by 7 bps on YoY basis.
Recent Developments during the quarter:
- Company approved final dividend of Rs. 0.10/- per share for the financial year ended 31st March 2025
Management Comment:
Commenting on the performance, Mr. Yogesh Sahni, Promoter & Managing Director of Wonder Electricals Ltd. said: “We are pleased to report a strong performance for the financial year ended March 31, 2025. FY25 has been a landmark year for Wonder Electricals Limited, marked by robust revenue growth, operational efficiencies, and strengthened financial metrics.
The Company achieved a 57% year-on-year increase in Revenue, reaching ₹894.5 Crores, driven by sustained sales momentum and higher volumes across key markets. This growth reflects the continued trust of our customers and the effectiveness of our on- ground execution and channel engagement strategies.
We have also made significant strides in operational efficiency. Our working inventory days improved from 40 days in FY24 to 25 days in FY25, highlighting the consistently strong demand environment and our ability to efficiently manage supply chain and distribution dynamics.
On the profitability front, we are pleased to report an improvement in our return ratios. Return on Equity (ROE) increased from 11.56% in FY24 to 16.5% in FY25, while Return on Capital Employed (ROCE) rose from 12.4% to 16.3%, reflecting better capital allocation and stronger earnings growth.
In recognition of the Company’s performance, the Board of Directors has recommended a final dividend of ₹0.10 per share for FY25.
We extend our sincere gratitude to our employees, partners, and stakeholders for their continued support and look forward to building on this positive momentum in the coming year”
Company Overview
Founded in 2003, Wonder Electricals Ltd. is a leading fan manufacturer and OEM/ODM in India, recognized as one of the largest fan producers in the country. With a production capacity of 40,000 fans per day, we are dedicated to leveraging advanced technology to enhance both our products and manufacturing processes. Guided by an experienced management team and supported by a reliable network of vendors, we have consistently achieved strong growth since our inception. Our commitment to quality is reflected in our critical ISO certifications and compliance with stringent quality management standards.
Wonder Electricals operates three state-of-the-art fan manufacturing units and two captive component facilities, offering fully integrated manufacturing solutions. We proudly serve over 15 major Indian brands, positioning us for continued expansion and success in the global market.
26, May 2025
From Kalam to the Asian Stage: Vasundhara’s Rise Through Chance2Sports
Pune: 26/05/2025 – Chance2Sports (C2S), the grassroots talent development platform, is proud to announce that two of its young athletes from the Kanga Kids program — Vasundhara and Anika — have earned their spots on the Indian team following standout performances at the Asian Junior Trials 2025.
When a young girl like Vasundhara from a small town rises to the top in an elite sport like squash, it speaks volumes about how the game is expanding to every corner of the country. Her journey is a true inspiration.
Hailing from Kalam—a small town with limited access to high-performance sports infrastructure—Vasundhara’s story is nothing short of extraordinary. She recently finished third in the Under-15 category and earned a place in the Indian national squad.
Her achievement is a powerful reminder of what’s possible when raw talent is given the right opportunity and support. Vasundhara represents the future of Indian squash—and the promise of countless young athletes waiting to be discovered.
Despite the financial challenges that come with self-sponsored participation at this level, Vasundhara’s family stood firmly behind her, and so did the Chance2Sports ecosystem. The platform continues to mentor and support athletes like her, ensuring that dreams aren’t lost due to a lack of access or support.
Adding to the celebration was Anika, who clinched the top spot in the U-17 category, emerging as the No. 1 player in her division. At just 15, this golden girl continues to reach new heights, impressing with her calm presence and natural leadership. A proud ambassador for the Kanga Kids initiative, Anika is now firmly established as one of the most successful racket sports players to emerge from Pune.
Speaking about this, Abhinav Sinha, coach of Chance2Sports, said, “Vasundhara’s story is why we started Chance2Sports, to discover untapped potential and create real pathways for athletes from every corner of the country. Her performance, her family’s belief, and her determination inspire us all. And with Anika continuing to raise the bar at the top level, we are seeing the vision of Kanga Kids come to life: where talent, no matter where it comes from, gets the chance to shine on the biggest stages.”
The Kanga Kids programme by Chance2Sports focuses on early-stage talent scouting, technical training, and providing competitive exposure across India. Vasundhara and Anika’s selection to represent India reflects their individual drive and the structured support system built around them.
26, May 2025
People by WTF x YouTube: Nikhil Kamath Unpacks the Creator Economy, AI, and the Future of Content with CEO Neal Mohan
National, May 26, 2025: In the latest episode of People by WTF, investor and entrepreneur Nikhil Kamath dives into an in-depth conversation with YouTube CEO Neal Mohan, exploring the evolution of the creator economy, content monetization, India’s growing cultural footprint in the digital world, and the platform’s bold bets on AI.
This candid conversation pulls back the curtain on YouTube’s next decade, with Neal Mohan sharing rare behind-the-scenes insights into how the platform brings it mission to “give everyone a voice and show them the world” to life – from thriving in the fast-evolving creator economy and harnessing AI for content innovation and protecting the rights of content owners.
The episode is a must-listen for content creators, media professionals, entrepreneurs, marketers, tech innovators, and anyone trying to stay ahead in the ever-evolving digital ecosystem. Key discussions include:
1. YouTube’s bet on podcasts: Nikhil points out that as trust in corporate-owned news channels declines, audiences are turning to podcasters who are perceived as more independent and authentic. “I feel that recently, people have gotten disillusioned by corporations owning news channels and assume the newscaster’s views will also be biased. And a podcaster seems to be more of an independent character. So the bias of the corporation doesn’t translate onto him. Why do you think people are moving to podcasts in the news information space?” Nikhil asks Neal.
Neal shares that while the U.S. elections last year were a pivotal point to bringing the success of podcasts on YouTube into focus, podcasts on YouTube are “an overnight success many years in the making.” YouTube’s early bet on podcasting was driven by the belief that users wouldn’t just listen but also want to watch conversations. This intuition proved right during the pandemic, when visual connection became more important than ever. Neal outlines YouTube’s three-part podcast strategy: 1) focus on visual consumption, 2) enable easy discovery, and 3) ensure built-in monetization, creating a space where independent voices thrive alongside traditional media.
“We bet on the fact that people would want to watch a conversation, not listen to it. Lots of people listen to podcasts on YouTube, but lots of people watch it. And obviously COVID was an accelerator. When people were at home, they wanted to see what was happening. There’s an enormous amount of podcast content that’s viewed not just on mobile phones, but on television screens.” says Neal.
2. YouTube’s creator-centric universe: Neal describes YouTube as a platform unlike social media or traditional TV – a global stage built by technologists where creators are in control. Emphasizing diversity in content and format, he explains that YouTube empowers creators with tools to express themselves freely, especially in linguistically and culturally rich markets like India. With features supporting multiple languages, screen types – from TV screens to smartphones to car radio, and content formats, YouTube aims to give diverse voices a platform for expression and engagement.
Speaking about YouTube’s goal, Neal shares, “Our ambition is to be a streaming service where you can watch, create, and share video, regardless of where you are in the world, who you are.” He explains YouTube’s role with an analogy. “We build the theater, we build the rooms in the theater, we build the stage, we build the seats, but you’re (creators are) the one who’s on the stage.”
3. Creators, the new start-ups of the entertainment industry, are shaping content trends of tomorrow: Nikhil asks Neal to predict what content and platforms will be viewed for engaging within a decade from now. Neal predicts that in a decade, current content trends, like YouTube’s growth in living rooms, will persist. He highlights that creator-led content production will become mainstream, with AI serving as a tool to enhance human creativity rather than replace it. Furthermore, he anticipates that consumers, particularly younger audiences, will drive the demand for all forms of content (long-form, Shorts, live, podcasts) to be consolidated in one place, accessible on any device they choose, making the “plethora of consumer choice even more dramatic.”
Neal offered examples of new AI tools, such as Dreamscreen, that allow creators to generate visuals, alter settings, or even dub content into multiple languages within seconds. These innovations are not just futuristic gimmicks but real tools driving speed, efficiency, and imagination. For creators, AI is quickly becoming the co-pilot of the creative process.
Describing YouTube’s work to bring the latest AI-powered tools to creators, Neal explains, “I get to work very closely with Google DeepMind every day, particularly in areas of audio and video with the VO models, et cetera. So I see how powerful that innovation can be. …(what) I think is also very important, is the applications of these models. At YouTube, our focus is really obviously working on the deep sort of technology and collaboration with DeepMind, but also just as much turning it into tools and features.”
4. Consistency over clout: how creators win: Nikhil asks Neal where young Indian entrepreneurs should focus on building influence today, and what practical tips they need to succeed on platforms like YouTube or social media. He says, “The line between an influencer and somebody who wants to start a business is fading in India, like it is elsewhere in the world. Many believe that to build influence, first one needs to build a product on top of that influence. Where should these people focus on building?”
Here, Neal offered a powerful reality check for anyone trying to build a career as a creator: content creation can’t just be a means to an end. If your only goal is to sell something, your audience will see through it. The first rule, according to Neal, is simple but essential: which is to be passionate about what you’re creating. If you’re genuinely excited about your content, that authenticity shines through and helps you build trust and a loyal following. The second piece of advice that Neal offers is to play the long game. YouTube isn’t about overnight virality. It’s a slow burn that rewards consistency and clarity. Creators should give themselves time to set expectations for their audience and for the algorithm, which is ultimately a reflection of audience engagement.
Neal underscores that success comes when you stay true to your voice, show up regularly, and let your content evolve with you, saying, “YouTube is really the home for creators. And I use that term creator specifically as opposed to influencer or what have you. Because the primary purpose of your presence and investment on YouTube has to be the act of creation, about having an idea, whatever the topic, whether it’s funny, whether it’s sports, whether it’s business, and sharing it.”
He goes on to share that creators who have found success on the platform consider YouTube to be “their home”, because “it is a place where they have that connection to their audience in a way that is deeper and more authentic than they can get anywhere else.”
5. Content trends entrepreneurs can’t ignore: Nikhil, wearing his investor hat, asks where he should invest between Spotify, YouTube, movie theaters, Hollywood studios, or news networks, and asks Neal to offer five non-obvious insights to help entrepreneurs grow their business through content. Neal delivered five sharp insights: 1) Creators own their story and pace, 2) Instant feedback helps iterate faster, 3) Content is borderless, 4) Multi-screen consumption is rising, and 5) Revenue streams must evolve.
Neal emphasized that entrepreneurs should stop thinking of YouTube as just an ad platform. From direct fan funding to merch, creators must innovate in how they monetize. He also shared data on the explosion of creator-led global businesses originating from India, showcasing how content is becoming a launchpad for entrepreneurship.
Sharing how truly authentic content can find success across the world, Neal shares that “You have to be someone who’s truly entrepreneurial in the best sense, like someone who’s willing to work hard and really give into their passion. And I see that every time I’m here in India. And I really think that that’s where all of this success has come from. Something like on the order of 15%, which translates to about 45 billion hours of watch time of content created by Indian creators, is actually consumed outside of India. So it’s an exporter of ideas and culture.”
6. Battling Piracy: YouTube’s Silent War: Responding to concerns about piracy raised by Nikhil, Neal acknowledged it as a persistent challenge. He detailed YouTube’s two-pronged approach: using DRM and friction-based deterrents to limit content theft, and applying policy tools to disrupt unauthorized distribution.
While acknowledging that perfect protection is elusive, Neal assured that YouTube has one of the most robust frameworks in place to balance creator rights with viewer accessibility. Addressing concerns about film releases on YouTube, Neal shared the platform’s two-part approach: powerful DRM technologies to discourage theft, and strict policy enforcement to curb unauthorized distribution. He acknowledged the limitations but stressed that YouTube’s anti-piracy systems are among the most robust globally. For creators and filmmakers, this means a safer space to publish and monetize long-form, high-value content. Neal also teased upcoming features to better protect IP and expand revenue channels.
26, May 2025
50 Rural Innovators to Represent India at Global JUNICORN & AI Summits in Texas
Bengaluru 26 May 20256; In a proud moment for Indian grassroots innovation, 50 rural student innovators and mentors from Telangana, Andhra Pradesh, Odisha, and Karnataka departed for the United States today to represent India at the Global JUNICORN (29 May) and Global AI (30 May) Summits hosted by the International Startups Foundation (ISF) at Texas State University.
Selected from over 1,000 applicants through a rigorous six-month process, the delegation received a grand send-off at Kempegowda International Airport. For many, it’s their first time boarding an aircraft or travelling outside their home state.
Mr Rao Munukutla, Executive Director & CEO of Bengaluru Airport City Limited, personally greeted the group. “These young minds are carrying India’s spirit of innovation to the world stage. Our airport is proud to be the launchpad for such dreams,” he said, as celebrations—including a cake-cutting ceremony and special displays—lit up the terminal.
The innovators, dubbed ‘JUNICORNs’, will travel across Dallas, Austin, San Marcos, and Houston, showcasing their homegrown solutions to global mentors, industry leaders, and venture capitalists. The journey also includes visits to NASA’s Space Center, the Texas Science Museum, and leading innovation hubs.
ISF Founder Chairman Dr J.A. Chowdary is already in the U.S. preparing the ecosystem to support the young innovators. Leading the delegation is ISF Co-Founder Dr Siva Mahesh Tangutooru, who called it “a life-changing journey that will inspire real change in their communities.”
ISF, a not-for-profit organisation, is on a mission to create 100,000 youth entrepreneurs by 2030, empowering rural and underrepresented talent through global exposure, mentorship, and startup incubation.
26, May 2025
From Kala Ghoda to Pan-India: Kumari Jewels Accelerates Growth. Targets 35 Stores in Three Years
Mumbai, April 26, 2025: In just six months since its Diwali 2024 debut, Kumari Jewels, a modern extension of the storied DP Jewellers, has transformed from a single store in Kala Ghoda to a vibrant presence in Mumbai, with its second outlet opening on the upscale Turner Road, Bandra. Fueled by a vision to capture the style-driven aspirations of India’s under-35 demographic, over 70% of the nation’s population, the brand is now accelerating its growth, targeting five to six stores in Mumbai by December 2025 and 30 to 35 stores across India’s major metros within three years. With a focus on Bangalore, Hyderabad, Delhi-NCR, and Mumbai, followed by Pune, Ahmedabad, Baroda, Chandigarh, and Jaipur, Kumari Jewels is poised to reshape the country’s organised jewellery market.
“Kumari is not just a new brand—it’s a new blueprint for what jewellery retail in India can look like,” said Amit Bandi, CEO of Kumari Fine Jewellery. “We’re building a model that’s agile, data-led, and deeply attuned to how young India shops today—style-first, digitally connected, and experience-driven. With the momentum we’ve seen, our target of 35 stores in three years is not just ambitious, it’s inevitable.”
Unlike the mass-merchandise model of its parent company, DP Jewellers (DP Abhushan LTD.), with 11 stores across Rajasthan and Madhya Pradesh since 1940, Kumari Jewels targets a gap in the market left unaddressed. “Our vision was to evolve from the traditional mass-merchandise model of approach of DP Jewellers into a modern retail experience that speaks to today’s youth,” said Vikas Kataria, Co-Founder of Kumari Fine Jewellery. “The jewellery market in India is ready for disruption,and Kumari Jewels addresses a vital need offering accessible, style-led designs that enable self-expression while staying true to our heritage of craftsmanship.”
Their lightweight, customizable collections, starting at INR 10,000 and reaching up to INR 1.5 lakh, offer affordable luxury for everyday wear. This style-led approach has driven remarkable traction: the brand has logged a consistent 20% month-on-month revenue growth, doubled monthly sales, and recorded 300,000 digital engagements, up from 25,000 in November 2024. This growth highlights Kumari Jewels’ resonance with young professionals and women seeking versatile jewellery for dynamic lifestyles.
“As a veteran in the jewellery industry, I’ve seen the power of tradition, but Kumari Jewels is about breaking boundaries,” said Yash Kataria, Co-Founder of Kumari Fine Jewellery. “Our style-led approach brings international trends to India at prices that make luxury inclusive, starting at INR 10,000. We’re crafting a brand that’s aspirational yet attainable, and I’m excited to lead this journey to make Kumari a household name across India and beyond.”
The brand’s omnichannel strategy has been a cornerstone of its success, seamlessly blending physical retail with digital outreach. Performance marketing and social media campaigns have fueled exponential online growth, while the Kala Ghoda store’s early experiments refined its consumer approach. Internationally, the brand is eyeing pop-up stores in London and the UAE by December 2025, a move that underscores its global ambitions.
“Our designs are inspired by global fashion, blending contemporary aesthetics with India’s rich heritage,” said Supriya Kataria, Creative Director of Kumari Fine Jewellery. “We’re bringing in sleek, versatile pieces that resonate with the modern Indian woman—featuring minimalist forms and bold accents seen on runways in Paris and Milan, yet staying rooted in Indian cultural identity.”
By scaling to 30–35 stores across major metros within three years and exploring global pop-ups, Kumari Jewels is not only redefining affordable luxury but also setting a new benchmark for style-driven innovation. As India’s organised jewellery sector continues its robust growth, Kumari Jewels is poised to lead, delivering vibrant, accessible glamour to a generation ready to embrace it.
26, May 2025
Government of Andhra Pradesh Partners with Paripatram to Advance Circular Economy Initiatives
Vijayawada, Andhra Pradesh, 26th May 2025 – The Government of Andhra Pradesh, in collaboration with the Ministry of Environment, Forest and Climate Change (MoEF&CC), Central Pollution Control Board (CPCB), and Andhra Pradesh Pollution Control Board (APPCB), hosted a two-day Circular Economy Workshop on May 22–23, 2025, at Hotel Fortune Murali Park, Vijayawada.
The workshop brought together over 200+ key stakeholders from central and state government departments, industry, recycling networks, urban local bodies, and the informal sector to build a shared understanding of circular economy pathways tailored to Andhra Pradesh.
Organized under the theme “Adopting the Circular Economy Concept in Andhra Pradesh,” the workshop aimed to promote integrated thinking across regulatory, operational, and business dimensions of resource recovery. Paripatram Solutions served as the Knowledge Partner, playing a pivotal role in curating technical content and facilitating cross-sectoral collaboration.
The event was inaugurated by Chief Guest Sri G. Anantha Ramu, Special Chief Secretary, Environment, Forest, Science & Technology Department, Government of Andhra Pradesh. He was joined by Dr. P. Krishnaiah, Chairman, APPCB; Sri Komma Reddy Pattabi Ram, Swachh Andhra Corporation; Shri Polamreddy Dinesh Reddy, APEMCL; Sri B.S.S. Prasad, Chairman, SEIAA, AP; Smt. H.D. Varalaxmi, Regional Director, CPCB – Southern Zone; and other key dignitaries including Shri Sanjay Mehta, President, MRAI; Shri Gautam Mehra, Director, Paripatram; and Sri Saravanan, Member Secretary, APPCB.
The workshop focused on rethinking waste not as a burden, but as a resource. Discussions centred around practical strategies to implement circular economy principles and develop frameworks across major waste streams. Participants engaged in interactive sessions covering urban waste, industrial and hazardous waste, e-waste and batteries, end-of-life vehicles, construction and demolition (C&D) waste, and circular materials recovery.
Key themes included strengthening source segregation in cities, expanding decentralized composting and material recovery facilities, and integrating informal waste workers into structured livelihoods. For industrial and hazardous waste, calls were made to improve tracking mechanisms, enable safe co-processing in cement kilns, and promote cleaner production practices.
In the realm of e-waste and battery management, participants highlighted the need to build robust collection ecosystems, expand formal dismantling capacity, and address the emerging challenge of managing end-of-life solar panels. Sessions on automotive and C&D waste explored the potential of recycling markets for scrap metal, tyres, rubber, and gypsum, and the development of digital systems to track material flows.
A recurring message across all sessions was the need for institutional coordination, digital traceability, and market development for secondary materials. Participants also emphasized the importance of public-private partnerships and aligned policy frameworks to scale up circular economy practices.
The workshop reaffirmed Andhra Pradesh’s commitment to embedding circularity into its developmental strategy. It embraced the P4 model as espoused by Hon’ble Chief Minister Nara Chandrababu Naidu, positioning the People as key stakeholders in building a state-wide circular economy partnership.
The Andhra Pradesh Pollution Control Board was commended for its leadership in driving this multi-stakeholder initiative, while Paripatram Solutions was acknowledged for its technical expertise and facilitation support as the Knowledge Partner.
As Andhra Pradesh moves towards a sustainable and resource-efficient future, this workshop marks a significant milestone in aligning policies, people, and practices toward a circular, zero-waste, circular economy model.
26, May 2025
NRIs Reshape Indian Real Estate: Investment Share Soars to 20% in 2025
India’s real estate sector is experiencing a significant transformation, driven by Non-Resident Indian (NRI) investors whose participation in property purchases has surged from 7–10% in 2015–2018 to an estimated 18–20% in 2025. This upward trend underscores the growing confidence NRIs have in India’s real estate market as a stable and lucrative investment avenue.
According to insights from Wisdom Hatch, NRIs are increasingly viewing Indian real estate, particularly in the luxury segment, as a strategic asset for long-term wealth preservation. This shift is influenced by factors such as emotional ties to the homeland, favorable currency exchange rates, and enhanced transparency in the property market.
The GRI Club reports that India’s residential real estate sector is poised for its third consecutive year of record-breaking sales, with transactions expected to surpass ₹5.1 trillion across the top seven cities in 2024. NRIs contribute significantly to this growth, accounting for 15–25% of investments in premium projects across major urban centers.
In Gurugram, areas like Dwarka Expressway and Southern Peripheral Road (SPR) have emerged as hotspots for NRI investments. Dwarka Expressway has witnessed a 79% increase in property prices over the past five years, driven by infrastructure developments and improved connectivity. Similarly, SPR has seen property values more than double, with a 125% surge in prices over the same period, positioning it as a burgeoning business and residential hub.
Mr. Devender Aggarwal, Co-Founder and Joint Managing Director of Signature Global says, “Over the past decade, we have witnessed a transformational shift in the Indian real estate landscape, with NRI participation evolving from a marginal share to a commanding presence. The surge from 7–10% in 2015–18 to nearly 20% today isn’t just a statistic — it’s a reflection of growing global confidence in India’s economic resilience, regulatory transparency, and real estate potential. Several factors have catalyzed this trend: enhanced infrastructure, better global connectivity, stable policy environment under RERA, and most importantly, the emotional and financial pull of investing in a rapidly developing India.
At Signature Global, we are seeing a marked uptick in interest from NRIs — particularly for premium and well-located properties that offer both capital appreciation and rental yield. With the rise of India as a global economic powerhouse, NRIs view real estate here as a gateway to secure long-term wealth while also staying connected to their roots. This rising trend isn’t just boosting demand — it’s also raising the bar for quality, transparency, and delivery timelines across the sector.”
