Category Archives: Business

ADP Appoints Gaurav Rathee as Head of HR for Global Shared Services International India & the Philippines

Hyderabad, Dec 10: ADP India, the world’s largest provider of human capital management solutions, has announced the appointment of Gaurav Rathee as Divisional Vice President and Head of Human Resources, overseeing the people strategy for two of ADP’s Global Shared Services International (GSSI) operations – India and the Philippines.

With a proven track record of over 25 years in human resources leadership, Gaurav brings deep expertise in building world-class talent ecosystems, driving large-scale organizational transformation, and fostering inclusive, high-performing workplaces. In his new role, he will lead the HR strategy for more than 15,000 associates across multiple locations.

Gaurav’s career began in 1999 with the Indian Army, Parachute Regiment Special Forces, where he served for eight years. During this time, he led Special Forces troops in high-pressure environments, overseeing training, performance, welfare and grievance management, and coordinating with government agencies on civic action and disaster relief missions. This early foundation in leadership, resilience, and people management has shaped his approach to building strong, purpose-driven teams throughout his corporate career.

Prior to joining ADP, Gaurav held senior leadership roles at Aon and Genpact, where he played a pivotal role in scaling global capability centers, strengthening leadership pipelines, and enhancing employee experience across diverse functions such as technology, analytics, operations, growth functions, and transformation teams. At ADP, Gaurav’s focus areas include strengthening ADP’s culture of collaboration, nurturing next-generation talent, and reinforcing the company’s position as an employer of choice in the industry.

Speaking about his appointment, Vijay Vemulapalli, General Manager and Managing Director, GSSI said,

“We are delighted to welcome Gaurav to ADP. His extensive leadership experience, strategic mindset, and deep commitment to people development make him an invaluable addition to our Global Shared Services International leadership team.”

Gaurav Rathee, Divisional Vice President and Head of HR, GSSI added,

“Stepping into ADP feels like joining a team that already knows the playbook of best practices, and is ready to invent a few new moves. Workforces today want more than roles, they want purpose, growth, and energy. ADP already has the foundation, and I’m delighted to help amplify that energy across India and the Philippines.” 

Gaurav holds a Bachelor of Science from Delhi University, an MBA in Human Resources from the Institute of Management Technology (IMT) Ghaziabad, an Executive Certificate in HR Management from XLRI Jamshedpur, and a Post Graduate Certification in Business Administration from the Management Development Institute (MDI) Gurgaon.

Khaitan & Co Appoints Dr. Vimal Choudhary as COO to Drive Strategic Growth

Khaitan & Co Appoints Dr. Vimal Choudhary as Chief Operating Officer, Strengthening Leadership Amidst Strategic Growth

Bengaluru, Dec 09: Khaitan & Co, a leading full-service Indian law firm, has announced the appointment of Dr. Vimal Choudhary as Chief Operating Officer (COO). Dr. Choudhary brings more than 23 years of deep experience in global consulting, strategy and operations, most recently as Head of McKinsey’s Global Centres in India and Global Chief Strategy Officer at McKinsey Global Services. He will be based at the Firm’s Mumbai office.  

Haigreve Khaitan, Senior Partner at Khaitan & Co said 

“We are thrilled to have Vimal join the Firm as our new COO. This appointment marks an important step forward in our continuous pursuit of excellence, transformation and strategic growth. In an era where operational sophistication and forward-thinking digital capabilities set industry benchmarks, Vimal’s exceptional track record in building world-class teams, leading global transformation, and driving strategic outcomes at scale will be crucial as we power the next chapter of our Firm’s evolution. His leadership comes at an exciting juncture for us, amplifying our ambition to deliver outstanding value for clients, strengthen our organisational foundations, and accelerate our journey as an employer of choice in the legal sector.”  

As COO, Dr. Choudhary will lead all of Khaitan & Co’s internal functions, with a sharpened mandate to drive strategic initiatives, infuse digital and AI-led innovation, optimise operational infrastructure, and elevate the Firm’s knowledge and capability platforms. His leadership will span all aspects of operations, with focus areas including the implementation of next-generation technology solutions, and instituting best-in-class processes for enhanced collaboration, resilience and scale. 

A Chartered Accountant and an MBA, Dr. Choudhary is a McKinsey veteran where during his 23-year tenure, he held several global leadership roles – shaping strategy and operations for McKinsey Global Services, overseeing the Firm’s largest office complex outside the US in India, and stewarding key initiatives around client services, acquisition integration, digital capability building, talent development and business expansion. He was also served on the Board of Directors at McKinsey Global Capabilities and Services and ETML Singapore, a boutique analytics company acquired by McKinsey. 

Dr. Choudhary’s appointment underscores Khaitan & Co’s commitment to industry leadership, sustainable growth, and fostering an environment that attracts and nurtures top talent. It sets the stage for bold advances in client service, operational excellence, and the Firm’s long-term competitiveness in the evolving legal landscape.

DS Group Expands Hospitality Portfolio in the NE

Guwahati, Dec  9: Expanding its hospitality portfolio, the Dharampal Satyapal Group (DS Group), a leading FMCG conglomerate and multi-business corporation, has announced a strategic expansion of its hospitality portfolio in the North East with significant developments at its existing property – Radisson Blu Guwahati. This move introduces the largest pillar less convention centre in the North East, alongside 85 additional rooms, bringing the property’s total room inventory to 280. The new purpose-built convention centre boasts a 25,000 sq. ft. area which includes a 15000 sq. ft. pillar-less hall having a capacity for 1500 guests, effectively positioning Radisson Blu Guwahati as the region’s largest integrated convention and stay facility that addresses a significant gap in its MICE (Meetings, Incentives, Conferences, Exhibitions) infrastructure as well as weddings.

The new 25,000 sq. ft. convention centre at Radisson Blu, Guwahati will significantly enhance the region’s capacity for large-scale, multi-day conferences and events with integrated accommodation which was a need in this market. It is also ideal for weddings and large functions. This strategic expansion aligns with DS Group’s hospitality growth strategy, targeting high-growth markets with untapped potential. Guwahati was selected due to its emergence as a key economic and administrative hub in Northeast India, presenting a compelling combination of economic significance and rising demand.

Speaking on the occasion, Mr Nathan Andrews, Business Head, Hospitality, DS Group said,

“DS Group’s expansion aims to reposition Radisson Blu, Guwahati, as a preferred destination for business and leisure events, leveraging the city’s evolution as a gateway to the Northeast. By focusing on personalized service, authentic local experiences, and a tranquil ambiance, the property can seamlessly integrate its unique cultural ethos, continuing to serve diverse travellers while attracting a new segment of business, policy and cultural events.”

The additional rooms are expected to be operational by end of 2026, further enhancing the property’s ability to host large-scale, multi-day events with seamless guest experience. The expansion also elevates Radisson Blu Guwahati’s competitive positioning—not just within the city, but across the broader region.

The Radisson Blu in Guwahati offers an exotic and unique dining experience that truly highlights the rich culinary heritage of India’s North East. While Café B-You provides a diverse selection of international buffets and à la carte options with Mediterranean and Indian influences, the true gem for food enthusiasts is Nest Asia. Nest Asia is a major draw for guests, offering a curated North-Eastern dinner that takes diners on a delectable journey through the flavours of the “Seven Sisters” states. Here, one can savour authentic local cuisine, such as the comforting Aloo Pitika, a flavourful mashed potato dish, and the tangy Masor Tenga, a traditional Assamese fish curry. The meal culminates in the unique and subtly sweet Black Rice Kheer, a dessert that perfectly encapsulates the region’s distinct culinary identity.

Radisson Blu Guwahati aims to provide guests with an ideal starting point to explore the vibrant culture and stunning natural landscapes of Assam. Conveniently situated just 10 km from the airport, the hotel offers easy access to key attractions such as the sacred Kamakhya Temple (about 9.8 km), the picturesque Amchong Tea Estate (about 45 km), and the renowned Kaziranga National Park (about 174 km). This makes it a serene yet well-connected base for both leisure and business travellers. The hotel distinguishes itself through its exceptional service, thoughtfully curated regional experiences, and meticulous attention to aesthetic detail, seamlessly blending global standards with authentic local flavour. Guests consistently praise the warm hospitality, immersive experiences, and sense of serenity that embody the property’s unique cultural ethos.

DS Group’s long-term vision for its hospitality division is to become a leading player in the Indian market with a strong, diversified portfolio of modern, luxurious, and sustainable hotels across India. The growth strategy involves aggressive pan-India expansion through asset management and brand partnerships, targeting high-growth Tier I and Tier II cities, and capitalizing on the opportunity in domestic and international tourism with a mix of city and resort properties. The company plans to significantly expand its room inventory, aiming to double its current room count by 2029. This ambitious growth will be supported by an investment of INR 1000 crores over the next few years, funded through internal resources and strategic partnerships, leveraging the hospitality sector’s increasing contribution to the group’s overall revenue. While focusing primarily on luxury and mid-scale hotels, DS Group aims to have 10-12 hotels in its portfolio within the next three years, strategically located in key cities across India, including new developments in the North and East, and an expanded presence in the Northeast.

The DS Group has been in the hospitality business since 2000. Presently, its hospitality portfolio encompasses six distinguished properties which include The Namah Corbett and Namah Nainital are Radisson Individual Resorts, Radisson Blu Hotel Guwahati, InterContinental, Jaipur, Holiday Inn Express, Kolkata Airport and the Renaissance Hotel in Bengaluru.

Brakes India and TBK sign business alliance agreement

Chennai, Dec 9: Brakes India Private Limited and TBK Co., Ltd. recently signed a capital and business alliance agreement. With this, Brakes India, a TSF Group Company, acquires 10% shareholding in TBK through a primary capital infusion. The investment marks an important development for both organisations. This paves the way to leverage the strength of both the companies for commercial vehicle braking and create enhanced value for customers and stakeholders.

TBK, a leading global auto component manufacturer in the M&HCV segment specialises in brakes, pumps, and engine-related components.  This move gives both organisations the scope to draw on each other’s strengths. It provides access to complementary geographies and has the potential to engage new customers and explore new supply chains. This opportunity introduces Brakes India’s existing hydraulic and pneumatic products into new export markets. It also opens avenues to extend the complementary product portfolio of TBK in the Indian domestic market. “Through this partnership, both companies will mutually complement each other’s technological strengths and customer bases to the fullest extent, jointly creating high value-added products and solutions for respective markets. Together, we aim to unlock new opportunities and contribute to the advancement of next-generation mobility” said Mr Kaoru Ogata, President & CEO, TBK.

“This milestone is a starting point for a long-term association with TBK. It reinforces our commitment to strategic, long-term growth. With this agreement, Brake India has access to TBK’s line-up of products for the Indian market and will offer Brakes India’s leading pneumatic braking products to new customers outside of India” said Mr Sriram Viji, Managing Director, Brakes India. This collaboration drives the development of cleaner, safer and more efficient commercial vehicle braking technologies, supporting the industry’s shift towards advanced and sustainable mobility.

Reinvigorating India’s Ghost Shopping Centres can unlock INR 357 Cr in annual rentals: Knight Frank India

Mumbai, Dece 9: Knight Frank India today released its flagship retail study, Think India, Think Retail 2025 Value Capture: Unlocking Potential, presenting the most extensive mapping of the country’s retail real estate across 32 cities. A significant finding of the report is that nearly one-fifth of India’s operational shopping centres fall into the category of ‘Ghost Malls’ assets marked by high vacancies, weak tenant curation, ageing infrastructure, and declining relevance. Across 365 shopping centres surveyed, 74 have been classified as ghost assets, representing 15.5 million square feet (mn sq ft) of dormant retail potential. Within this pool, 15 centres with a combined area of 4.8 mn sq ft have been identified as high-potential assets that could deliver as much as INR 357 crore (cr) in annual rental revenues if reinvigorated effectively. Of the 15 shortlisted assets with clear reinvigoration potential, Tier 1 cities hold an opportunity of INR 236 crore in annual rentals, while Tier 2 cities add another INR 121 cr to the reinvigoration landscape.

The study reveals that the ghost mall challenge is not confined to smaller cities or emerging markets. Tier 1 cities account for 11.9 mn sq ft of this dormant stock, indicating that even some of the country’s earliest and most established malls have struggled to keep pace with changing consumer expectations, shifting brand strategies, and the evolution of modern, experience-led retail formats. Tier 2 cities contribute the remaining 3.6 mn sq ft, where operational inefficiencies, inconsistent management practices, and limited anchor presence have restrained shopping centres from reaching their full potential. 

Shishir Baijal, Chairman and Managing Director, Knight Frank India, said,

“India’s retail sector is entering a defining phase of growth, supported by strong consumption and a clear shift toward high-quality organised retail formats. Our analysis shows that reinvigorating 4.8 mn sq ft of dormant mall stock could unlock INR 357 cr in annual rentals, which is a substantial opportunity for developers and investors. With Grade A malls operating at only 5.7 percent vacancy and several Tier 2 cities demonstrating strong absorption trends, the sector is exceptionally well placed for future expansion. As consumer demand evolves and brands scale their footprint, revitalising older centres through redevelopment or adaptive reuse will play a pivotal role in shaping the next chapter of India’s retail transformation.”

Identifying ghost shopping centres is essential to unlocking viable reinvigoration opportunities. High vacancies, unstable tenant mixes, outdated layouts, and weak or missing anchor tenants are the clearest signals of an underperforming asset. Grade C malls and older developments, particularly in peripheral locations, are most vulnerable to obsolescence unless repositioned as community hubs, co-working spaces, or mixed-use developments.

Tier 1 cities are beginning to see a decline in ghost shopping centres as redevelopment, new ownership models, design upgrades, and alternate-use conversions bring ageing assets back to life. With rising flexible workspace demand and evolving retail formats, dormant centres are finding renewed relevance. While Grade A malls continue to outperform and lower-grade assets struggle, tightening quality supply is shifting attention to these revitalise-able centres. With focused interventions, improved management, and curated leasing, ghost malls can be repurposed into viable, future-ready assets that support the next phase of India’s retail growth.

Of the 365 shopping centres across the top 32 cities, 74 are classified as ghost malls. Within this group, immediate opportunity lies in the 15 centres which alone have the potential to unlock INR 357 cr in annual rentals by reinvigorating 4.8 mn sq ft of dormant space. 

Tier 1 cities offer two-thirds of immediate potential to generate a rental revenue of INR 236 cr, and Tier 2 cities comprises the remaining one third with INR 121 cr rental revenue. Reviving distressed centres, often at a lower cost than new builds, can rapidly yield healthy, value-added cashflows. 

India’s dormant retail infrastructure shows strong reinvigoration potential, especially in ageing but well-located shopping centres. Of the 74 ghost malls identified, 44% lie in the West, aligning with both favourable catchments and revenue potential. The West and South together contribute 77% of the estimated rental opportunity, while the Top 8 metros account for 66% of the INR 357 cr annual potential for 2025. Further, a rental yield of 5.86% makes reinvigoration a compelling investment. With improving connectivity and a shift toward experience-led, mixed-use development, revitalising dormant retail assets is set to drive the next wave of growth.

India’s retail real estate is becoming increasingly polarised. While Grade A malls record high occupancy, strong footfalls, and robust brand mixes, ageing and poorly designed centres from the early 2,000s face declining relevance due to structural flaws, weak catchment planning, outdated formats, and anchor tenant exits. Vacancy across 32 cities stands at 15.4%, yet the real challenge is a shortage of quality space, especially in Tier 2 cities. This gap creates a strong opportunity to revitalise dormant malls through design upgrades, tenant remixing, and alternate-use conversions. Success depends on accurate diagnosis and disciplined execution backed by strong design and management. 

In contrast, markets with ageing malls, fragmented ownership, or design inefficiencies demonstrate higher vacancy levels and weaker brand penetration. The analysis shows that vacancy across all shopping centres in the 32 cities stands at 15.4%, but this headline number masks a clear structural divide: Grade A centres enjoy single-digit vacancies driven by steady demand and robust performance, whereas Grade C assets experience vacancies as high as 36%. High streets in many cities continue to thrive, driven largely by Indian brands, while airports maintain a strong mix of premium international and domestic retailers. Overall, the Retail Pulse points to a market where demand is strong, consumer aspirations continue to rise, and the most significant opportunity lies in expanding and upgrading quality retail infrastructure to keep pace with evolving expectations.

Shopping Centre Performances across Cities

Across 32 Indian cities, the report reveals a dynamic, yet uneven retail landscape defined by strong demand for quality spaces and widening disparities between Grade A and lower-grade centres. Tier 1 cities account for 73% of India’s shopping centre stock, but several Tier 2 cities such as Mysuru, Vijayawada, Vadodara, Thiruvananthapuram, and Visakhapatnam have performed remarkably with near-full occupancy and balanced tenant mixes, highlighting growing appetite for organised retail beyond metros. 

High performing Markets based on Vacancy 

A handful of cities clearly outperform the rest on key metrics like vacancy. These high achievers generally have retail supply well calibrated to demand, and benefit from proactive centre management. Shopping centres in such cities operate near full capacity and enjoy healthy tenant mixes.

• Mysuru (vacancy ~2%) – A tightly supplied market with very limited organised retail space. The scarcity of shopping centres relative to demand ensures that any quality centre attracts strong footfalls and remains almost fully occupied.
• Vijayawada (vacancy ~4%) and Vadodara (~5%) – Both are mid-sized cities with steady growth in consumer spends, yet new retail supply has been introduced cautiously. This equilibrium means the existing shopping centres face less competition, keeping vacancies low and retailer interest high.
• Thiruvananthapuram (~6%) and Visakhapatnam (~6%) – Southern India’s rising retail stars, where robust consumer demand meets a new generation of well-managed shopping centres. These cities have benefited from avoiding overbuilding; each new centre has strong anchors and caters to an eager customer base, resulting in consistently high occupancy.

Underperforming Markets based on Vacancy

At the other end of the spectrum, several cities struggle with significant vacant retail space and underutilised shopping centres. The causes range from oversupply and poor planning to operational issues and changing market dynamics:

• Nagpur (vacancy ~49%) – Nearly half of this city’s shopping centre space lies empty. A spate of development in anticipation of future demand overshot what Nagpur’s consumer base could absorb. Excess capacity, combined with only modest growth in retailer interest, has led to centres that never achieved critical mass and languish with high vacancies.
• Amritsar (~41%) and Jalandhar (~34%) – In these cities of Punjab, developers built too many shopping centres in proximity, outpacing the depth of viable retail tenants. Though consumer appetite exists, when multiple large centres compete for the same set of brands, none can sustain healthy occupancy. The result has been chronically half-empty properties as retailers cherry-pick only the top-performing locations. 

Retail Density

Shopping centre density varies sharply, with cities like Mangaluru (1,521) and Lucknow (1,230) showing high penetration, while Pune (1,103) and Bengaluru (1,031) also reflect strong modern retail presence. In contrast, Surat (118) and Ludhiana (218) have limited mall infrastructure, where traditional formats dominate. Among metros, Mumbai and NCR benefit more from sheer market size than density, while Chennai and Hyderabad exhibit mid-level penetration. These contrasts highlight varied levels of market maturity and distinct opportunities for future retail expansion. 

Brand Mix 

Across India’s retail landscape, the mix of international and national brands differs sharply by format, revealing how each environment caters to distinct shopper expectations. Shopping centres offer the most balanced and globally attuned mix, with Indian brands accounting for 67% of the tenant universe and international brands contributing a significant 33%. This makes malls the primary gateways for global retailers entering India. High streets, by contrast, remain deeply rooted in domestic retail culture, with an overwhelming 86% share of Indian brands and only 14% international presence, reflecting their legacy-driven appeal and hyper-local relevance. Airports occupy a unique middle ground with 70% of brands here are Indian, while 30% are international, a ratio shaped by the affluent, captive traveller base that favours premium and global labels alongside established local favourites. Together, these contrasts demonstrate that while shopping centres and airports are driving international brand penetration across the country, high streets continue to champion India’s homegrown retail strength

Cloudera FSI Customers Win at IDC Future Enterprise Awards 2025

India, Dec 9:-Cloudera, the only company bringing AI to data anywhere, today announced that its customers, Taipei Fubon Commercial Bank and Axis Bank, have been named winners in the IDC Future Enterprise Awards 2025. These wins reflect the region’s accelerating shift toward AI-powered operations and reinforce Cloudera’s role as a trusted partner, enabling organizations to harness governed, scalable, and hybrid data capabilities for real-world impact.

“Cloudera is proud to support Taipei Fubon Commercial Bank and Axis Bank in their AI and data transformation journeys” says Remus Lim, Senior Vice President, Asia Pacific & Japan, Cloudera. “Their achievements at this year’s IDC Future Enterprise Awards demonstrate how a strong, governed, and hybrid data foundation enables organizations to build enterprise AI that delivers measurable business outcomes. We congratulate the winners for setting new benchmarks in innovation across the region.”

Taipei Fubon Commercial Bank Wins “Best in Digital Innovation” for Full-Product Recommendation and Optimal Contact Time Model

Taipei Fubon Commercial Bank has transformed its customer engagement strategy by replacing rule-based marketing with a fully AI-powered personalization engine. Powered by two advanced machine learning models the Full-Product Recommendation Model and the Optimal Contact Time Model  the bank delivers hyper-personalized, real-time offers embedded directly into digital and telemarketing workflows. This AI-driven approach has resulted in a 2.4× increase in conversion rates, a 1.3× uplift in engagement, and reduced operational waste across channels.

“Personalization is a key differentiator for the future of financial services, and AI is enabling us to engage customers with far greater precision and relevance,” says a spokesperson from Taipei Fubon Bank. “By combining product recommendation intelligence with optimal engagement timing, we have transformed the way we connect with our customers across channels. This award from IDC is a meaningful recognition of our team’s ability to apply machine learning creatively and responsibly to deliver better outcomes, higher engagement, and more seamless customer experiences.”

“Fubon Bank’s dual-model strategy reflects a shift toward intelligence-led marketing, where relevance and timing are optimized simultaneously. It’s a data-driven approach to engagement that measurably improves conversion and reduces friction,” says Daniel-Zoe Jimenez, Vice President, Digital Innovation, IDC Asia/Pacific. “The impact metrics—2.4× lift in conversion and reduced waste point to a maturing AI capability that aligns business goals with intelligent automation. It’s an example of how data science can be translated into everyday marketing decisions.”

Axis Bank Wins “Special Award for Customer Experience” for AI-Driven Personalization at Scale

Axis Bank has transformed customer engagement for over 50 million customers by building an AI-powered personalization engine on Cloudera’s anywhere cloud platform on AWS. The system analyzes more than 2,000 attributes per customer daily and generates 17,000+ personalized nudge variants across nine channels, including WhatsApp, email, push notifications, and Relationship Manager-assisted engagement.

This initiative has delivered measurable impact:

• 45% of term deposits now originate from personalized nudges
• 70% of instant credit card loans booked via nudges
• 10% uplift in personal loan campaign effectiveness
• 1.5× increase in BillPay registrations through experimentation-driven optimization

“At Axis Bank, delivering meaningful and timely customer experiences is at the heart of our digital transformation,” says Balaji Narayanamurthy, President & Head of Business Intelligence Unit at Axis Bank. “Through our personalization engine built on Cloudera’s platform, we’ve moved beyond traditional segmentation to real-time, AI-powered engagement that reflects each customer’s needs and behaviors. This shift has helped us deepen relationships, increase product relevance, and elevate satisfaction across millions of interactions daily. Our customer-first strategy is not just about using data it’s about turning insight into action to create seamless journeys that build long-term trust and value.”

“Axis Bank’s customer engagement transformation shows how scaled personalization, driven by AI and deep behavioral insight, can move the needle on both experience and conversion. The combination of a robust data foundation and intelligent decisioning models demonstrates maturity in applying AI across complex customer journeys,” says Dhiraj Badgujar, Senior Research Manager, IDC Asia/Pacific.

HEED Unveils India’s First Additively Manufactured  Electric Hydrojet Propulsion System 

Mysuru, Dec 09: HEED, a marine deep tech homegrown startup focused on clean  and accessible water mobility, proudly unveils India’s first additive-manufactured  electric hydrojet propulsion system. Designed, developed, and tested entirely in house in the royal city of Mysuru, this venture marks a significant step in India’s  

In its initial phase, HEED is applying its hydrojet propulsion system to the  recreational watercraft segment, developing fully electric jetboards that  combine performance with forward-looking design and clean propulsion. With this  foundation, the company aims to deliver accessible, clean-powered products that  can set new benchmarks in personal water mobility.

The hydrojet propulsion system is 100% electric and optimised for efficiency  across India’s diverse water conditions. While the current focus is on recreational  use, the system has the potential to power a wider range of future  applications, including performance vessels, passenger transport, and even defence and cargo solutions, positioning HEED as a foundational player in the  country’s long-term ambitious blue economy goals. Engineered in India 

The propulsion unit is supported by a dynamic test bench and sensory system,  both developed entirely in-house. This test setup enables high-fidelity performance  assessments and real-time data collection. With a payload capacity of up to  1000kg and force measurement capabilities reaching 500KgF (equivalent to  5000N or 5kN), the platform ensures the propulsion system can be precisely  tuned and validated under realistic load conditions.  In perspective: Successfully conducted first aquatic test 

Why It Matters 

This business initiative is a significant step toward strengthening India’s capabilities  in designing and building next-generation watercraft. Rooted in Mysuru, HEED  demonstrates what is achievable when performance engineering, local talent, and  electric mobility intersect. As a deep tech venture, the company combines  advanced hardware innovation and systems engineering to tackle complex  challenges in water mobility.

The commitment to in-house development, local sourcing, and domestic assembly  reflects a broader vision of economic self-reliance and technical excellence in  India’s blue economy. 

Impact Potential: 

As one of the first Indian companies to focus exclusively on electric hydrojet  propulsion, HEED is uniquely positioned to help shape India’s future in maritime  transport. While recreational watercraft remain the core priority today, the  foundational technology being built has the potential to scale into multiple sectors  as the company grows.

Colliers Secures Full Ownership of India Business to Accelerate Growth and Market Leadership

Gurgaon, Dec 09: Colliers, a leading diversified professional services and investment management company, today announced that it has acquired 100% ownership of its business in India. This strategic milestone underscores Colliers’ confidence in the Indian market and its commitment to driving accelerated growth in one of the world’s most dynamic and fast paced real estate landscapes.

India is a key growth engine for Colliers globally, and this move positions the firm to deepen client relationships, invest in talent and technology, and build market-leading capabilities across all service lines. With new leadership in place, Colliers India is entering a transformative chapter aligned with the company’s vision, focused on innovation, sustainability, and delivering exceptional outcomes for clients.

“The Colliers India business is recognized and strongly supported by the firm’s global platform for its ambitious vision and strategic importance,” said Badal Yagnik, Chief Executive Officer & Managing Director, Colliers India. “Our ambition for Colliers India is bold, we are investing in our people, platforms, and capabilities to set new benchmarks for excellence. Our focus is on delivering innovative solutions, strengthening client partnerships, and creating long-term value for all stakeholders.”

Looking ahead, Colliers aims to unlock new opportunities by combining global expertise with deep local insights, driving sustainable growth, and reinforcing its position as the most trusted advisor in India’s real estate sector.

McCann crafts AU Small Finance Bank’s new Brand Campaign, featuring Ranbir Kapoor & Rashmika Mandanna

Hyderabad, Dec  08 : AU Small Finance Bank (AU SFB), India’s largest Small Finance Bank and the first to receive in-principle approval from the Reserve Bank of India to transition into a Universal Bank, has unveiled its new brand campaign carrying forward the brand’s core theme of “Soch Badlo, aur Bank Bhi” (Change Your Thinking, Change Your Bank). Featuring Bollywood actors Ranbir Kapoor and Rashmika Mandanna, the campaign marks a creative departure from its predecessor, with McCann delivering a fresh, entertainment-forward interpretation of the core messaging that repositions AU SFB’s brand promise for a broader audience.

The campaign relies on humour, everyday conversations, and relatable character moments to drive its central premise: encouraging viewers to critically examine whether their current bank truly meets their financial needs. Rather than hard-selling AU SFB’s services, Ranbir and Rashmika function as subtle catalysts within these narratives, gently prompting audiences to consider more rewarding banking choices. By grounding the message in authentic, recognizable scenarios, the campaign invites consumers to rethink their banking relationships and explore what AU SFB offers as an alternative.

The communication highlights AU’s strengthened product propositions across consumer and business segments. On the consumer side, the bank offers higher interest rates with monthly payouts on AU Savings Accounts, alongside lifestyle benefits and merchant offers on AU Debit Cards. For businesses, AU’s comprehensive Current Account suite integrates lending, payment collections, merchant solutions, and Trade & Forex services – all designed to consolidate banking operations in one platform.

Central to this offering are the AU 0101 App and AU 0101 Business App, which bring branch-equivalent service to mobile devices. Both platforms deliver seamless digital banking, real-time account visibility, integrated money management, quick payments, collections and service requests, positioning AU’s digital infrastructure as a key differentiator in a market increasingly demanding convenience without compromise.

Speaking about the campaign, Sanjay Agarwal, Founder, MD & CEO, AU Small Finance Bank, said,

“This campaign, based on core thought of ‘Soch Badlo, aur Bank Bhi’, inspires customers to reflect on their banking choices, as we bring the message in a more contemporary, relatable, and entertaining way. Ranbir and Rashmika help us convey this with honesty and charm, while our product strengths in Savings and Current Accounts provide strong reasons to make the switch. This campaign reinforces our commitment to offering customers a smarter, more intuitive banking experience as we prepare for our transition into a Universal Bank.”

Sharing his perspective, Prasoon Joshi, Chief Creative Officer & CEO of McCann Worldgroup India said,

“It’s about exploring the consumer’s evolving mindset through a lens of warmth and relatability. The team wanted to move away from being transactional and find the humour in everyday human truths. The films are rooted in the texture of daily life. The brand team through this campaign created an invitation for people to pause and rethink their banking relationship, but with a smile.”

The films have been directed by Hemant Bhandari and produced by Chrome pictures. The campaign will run across television, digital platforms, social media, and print, strengthening AU’s reach across customer segments. With this renewed creative push, AU reinforces its ambition to be the preferred banking partner for individuals and businesses across India.

TechnoStruct Academy Projects 81% Growth, $16M Valuation by FY26

New Delhi, December 8:- TechnoStruct Academy  the global Building Information Modeling (BIM) and Virtual Design & Construction (VDC) education leader with roots in India, today announced a transformational expansion aimed at solidifying its position as the worldwide standard for future-ready professionals in the Architectural, Engineering and Construction (AEC) industry. Backed by California-headquartered TechnoStruct LLC, TSA is projecting approximately 81% year-on-year revenue growthscaling from INR 72 million to INR 130 million in the current fiscal year while maintaining a robust USD 16 million valuation.

The expansion is anchored by three strategic pillars: the launch of the BuildingSMART-Certified Leadership Program, deepened partnerships with premier global and Indian engineering institutions, and accelerated market penetration across India’s construction technology boom. Together, these initiatives position TSA uniquely as an Indian brand that has successfully scaled globally, now serving learners across 29 countries with operational centres in San Francisco, Redwood City, Irvine, Dallas, Mexico, Germany and India (Gurugram and Pune).

“This isn’t just about growing a number it’s about demonstrating that world-class AEC education can originate from India and compete globally,”

said Mr. Roy Aniruddha, Founder and Chairman, TechnoStruct Academy. “By partnering with institutions like Michigan State University’s School of Construction Management, which ranks among the top 10 globally in its field, we’re setting a new benchmark. Our approach is different: we combine software-agnostic, project-driven BIM training with real billable project exposurethe same model that our parent company, TechnoStruct LLC, uses on projects like Google Bay View Campus and Apple headquarters. For learners across our 29-country footprint, this means acquiring skills that directly translate into global employability. It also sends a signal to Indian talent that you don’t need to leave India to access world-class digital construction education.”

The global infrastructure, the Indian heart; 

TSA operates at the intersection of India’s rapidly growing AEC market and global construction standards. Government initiatives such as the Smart Cities Mission and Gati Shakti have created unprecedented demand for digitally skilled professionals, while international clients increasingly expect ISO 19650 compliance and openBIM maturity across project teams. TSA’s expansion strategy directly addresses this dual opportunity: building deeper roots in India’s engineering ecosystem while leveraging its international presence to deliver globally-benchmarked curriculum.

The company’s program portfolio now spans specialized certifications in BIM for Infrastructure, Digital Construction Project Management, Data Science in Construction and advanced 4D/5D planning tools such as Bexel Manager all designed around live, billable project work rather than simulation or academic exercises.

BuildingSMART-Certified Leadership Program;

At the centre of this expansion is the Leadership Program, a global initiative for BIM and VDC professionals aspiring to lead complex, multi-stakeholder projects. The program is built around openBIM methodologies and ISO 19650 standards, which have become essential for large-scale government contracts and international delivery. Participants work alongside active practitioners from TechnoStruct LLC, ensuring that leadership lessons are grounded in real project challenges rather than theory.

Serving three distinct cohorts;

TSA tailors its offerings to three audiences: engineering students seeking job-readiness and live project exposure; working professionals upskilling through the BIM-Ready+ International Post-Graduation program; and corporate leaders needing to standardise BIM practices across global portfolios. This segmented approach has enabled TSA to build deep relationships within each cohort, resulting in strong placement outcomes and corporate partnerships across the world.

Practitioner-led, standards-aligned; 

TSA’s courses are led by active BIM architects, engineers and project managers from TechnoStruct LLC who bring direct experience from landmark global projects. This ensures that every course remains current, industry-relevant and directly applicable to today’s AEC challenges. Collaborations with buildingSMART International and Autodesk further guarantee curriculum alignment with global best practices and emerging standards.

Scaling an Indian advantage; 

With 81% projected growth, a USD 16 million valuation and a learner base spanning 29 countries, TechnoStruct Academy is demonstrating that India can be a source of globally competitive digital construction talent. The expansion reinforces TSA’s vision: to build a sustainable, innovation-driven institution that shapes the future of digital engineering leadership on a worldwide stage.