The B2B recommerce company is scaling a nationwide supply chain for certified components, expanding local manufacturing capacity, and growing a refurbished device catalogue that now spans more than 100 mobile models

Fixtra, a business-to-business spare parts and device refurbishment company, is emerging as one of the structural forces behind India’s expanding repair and recommerce economy. Founded by technologist and industry veteran Anmol Gupta, the company has spent the past several years building a supply chain that connects certified component sources with the thousands of independent repair technicians who service the country’s smartphone user base. The result is a network built to bring order, consistency, and quality assurance to a market long defined by fragmentation.

At its foundation, Fixtra operates as a curated marketplace of certified mobile components, ranging from displays and batteries to camera modules and charging assemblies. Every component moving through the platform is tested against standards that mirror those used by authorized service centers, giving independent repairers access to a level of quality assurance that was previously available only to large, brand-affiliated networks. This shift has allowed thousands of local repair businesses across India to offer warranties and guarantees that stand up against those of multinational service providers.

Fixtra’s ambitions extend beyond the smartphone category. The company has structured its supply chain model to be adaptable across broader categories of consumer electronics and other repairable equipment, positioning itself as infrastructure for repair ecosystems rather than a single-category vendor. This cross-industry orientation reflects a deliberate strategy: build the logistics, quality control, and distribution architecture once, then extend it to any market where devices are repaired rather than replaced.

A central pillar of Fixtra’s growth has been its investment in local manufacturing. The company has worked to strengthen domestic production capability for spare parts within India, reducing dependence on fragmented, import-driven supply routes and shortening the distance between manufacturing and the repair counter. This localization strategy has improved consistency in component quality, brought down costs for repair businesses, and aligned Fixtra’s operations with the broader push toward self-reliant manufacturing within India’s electronics sector.

On the device side, Fixtra has built a refurbishment catalogue that now supports more than 100 mobile device models, each processed through a structured pipeline of diagnostics, repair, and quality testing before reaching the market. This scale allows Fixtra to serve as both a repairer and a distributor within the same ecosystem, supplying certified components to technicians while also channeling refurbished devices back into circulation. The dual role reinforces the company’s broader premise that a device’s value does not end with its first owner or its first fault.

Fixtra’s approach to the market rests on the idea that a reliable backbone of certified parts, consistent supply, and a distribution network built for local technicians can make repair a credible, sustainable alternative to replacement, with implications that extend well beyond mobile phones.

Fixtra’s model also carries a broader economic dimension. By supplying certified parts at scale, the company has given thousands of micro-entrepreneurs across India the tools to compete on quality rather than price alone, strengthening a segment of the economy that operates largely outside formal retail structures. As India’s installed base of electronic devices continues to grow, Fixtra’s positioning at the intersection of supply chain, local manufacturing, and refurbishment places it at the center of a market shift toward repair, reuse, and circularity.

The company’s leadership has indicated that its next phase of growth will focus on deepening manufacturing partnerships within India, widening the range of certified components available to its network, and further expanding its refurbished device portfolio. As the recommerce sector matures, Fixtra’s dual identity as both a spare parts distributor and a device repairer is expected to remain central to its strategy.

Industry observers point to Fixtra’s approach as a template for how supply chain discipline can be applied to sectors historically resistant to standardization. Rather than treating repair as a fallback for consumers who cannot afford new devices, the company frames it as a viable, quality-assured pathway that benefits technicians, consumers, and the environment alike. As component sourcing continues to shift toward domestic production and refurbishment gains legitimacy as a mainstream consumer choice, Fixtra’s combined role as manufacturer-aligned distributor and refurbisher positions it to shape how the broader electronics ecosystem thinks about the lifespan of a device.

About Fixtra

Fixtra is a business-to-business spare parts and device refurbishment company building certified supply chain infrastructure for India’s repair economy. The company supplies tested, certified mobile components to independent repair technicians nationwide and operates a refurbishment pipeline spanning more than 100 mobile device models. Fixtra was founded by Anmol Gupta, who previously co-founded and led Yaantra, a smartphone repair and refurbishment company acquired by Flipkart.

In an era where healthcare is evolving faster than ever, Dr. Deshbandhu Rajput has emerged as a visionary medical entrepreneur committed to making quality care more accessible, affordable, and patient centric. His journey reflects perseverance and continuous learning, anchored in a belief that true healthcare begins where compassion meets innovation.

Dr. Rajput began his professional path with a simple conviction that medicine extends far beyond prescriptions. He envisioned an integrated healthcare ecosystem, one where consultation, diagnostics, pharmacy services, preventive care, and aesthetic medicine work together to deliver holistic treatment. That vision now forms the foundation of his growing healthcare network.

Today, he leads a diversified enterprise spanning multispecialty clinics, aesthetic and trichology services, retail pharmacies, and patient wellness programs, all built on the principle of combining evidence based medical practice with advanced technology. His interest in modern dermatology, trichology, regenerative therapies, and preventive medicine has allowed countless patients to access safe, personalised treatment under a single roof.

Beyond clinical excellence, Dr. Rajput has distinguished himself through entrepreneurial leadership grounded in ethical practice, affordability, and transparency. Under his direction, healthcare services have expanded to include multispecialty consultations, advanced skin and aesthetic treatments, hair restoration, preventive health check-ups, modern pharmacy services, and health awareness initiatives, each designed to prioritise convenience and comprehensive patient support.

His professional journey has been marked by recognition for medical excellence and contributions to healthcare research, achievements that continue to inspire a younger generation of healthcare professionals. Yet what truly distinguishes Dr. Rajput is his belief that healthcare is fundamentally a relationship built on trust, one where every consultation and treatment plan is guided by compassion and scientific evidence.

As the healthcare landscape continues to shift, Dr. Rajput remains focused on expanding access through digital solutions, advanced treatment technologies, and integrated patient care. His long-term vision extends beyond treating illness toward building institutions that actively promote wellness and prevention within the communities they serve.

With a growing network of clinics and pharmacies and an unwavering commitment to medical excellence, Dr. Deshbandhu Rajput continues to shape the future of healthcare one patient, one innovation, and one community at a time, proving that ethical entrepreneurship and genuine compassion can move in step with one another.

In an industry built entirely on narrative, it takes a particular kind of professional to craft the story behind the stories, the one that gets a book noticed, a reader curious, and an author into the conversation. Suruchi Saran has spent more than fifteen years doing exactly that. As the marketing leader for one of India’s most recognised publishing houses, she has quietly shaped how books find their audience in an increasingly crowded, digital-first attention economy.

A Career Built Across the Publishing Ecosystem

Saran’s career reads like a map of India’s publishing and education landscape. She has held marketing and communications roles at some of the sector’s most respected names, including Macmillan Education India, SAGE Publications, and Pearson, before arriving at her current position leading Marketing at Bloomsbury Publishing India. That trajectory, spanning trade publishing, academic publishing, and education, has given her a rare, layered understanding of how content moves through vastly different audiences: students and educators on one end, general readers and literary communities on the other.

This breadth is not incidental. Publishing marketing is rarely a single discipline. It demands fluency in brand strategy one day and granular campaign execution the next, an ability to speak to booksellers, authors, journalists, and readers in entirely different registers, often within the same week. Few professionals accumulate genuine expertise across that range. Saran’s fifteen-plus years moving through leading publishing and education organisations suggest someone who did not simply adapt to each new role, but actively built on the one before it.

Leading Brand Strategy at Bloomsbury

At Bloomsbury Publishing India, Saran’s remit is expansive by design. She leads brand strategy and integrated campaigns, oversees digital and social media, drives publicity, manages author and influencer engagement, and shapes audience development, the full arc of how a book, and the house behind it, is presented to the world. It is a role that sits at the intersection of commerce and creativity, where a campaign has to be strategically sound enough to move sales and imaginative enough to make a reader stop scrolling.

What distinguishes this kind of marketing leadership in publishing is the collaborative machinery behind it. Saran works closely with editorial teams, sales, authors, and external partners, translating a manuscript’s essence into a campaign that feels distinctive rather than templated. A debut novelist, a returning bestselling author, and a heavyweight nonfiction title all demand entirely different marketing instincts, and building “distinctive campaigns” and “conversations around books and authors” at that scale requires precisely the kind of cross-functional coordination her role is built around.

Where Strategy Meets Storytelling

If there is a throughline in how Saran describes her own work, it is the deliberate fusion of strategy, storytelling, and creative execution. That combination matters more now than perhaps ever before. Publishing today competes not just with other books but with every other claim on a reader’s attention, streaming platforms, social feeds, podcasts, and short-form video among them. A marketing strategy that cannot translate a book’s ideas into something shareable, discussable, and culturally relevant risks the book disappearing into the noise, regardless of its literary merit.

This is where audience development becomes as important as publicity. It is not enough to announce a book’s arrival; the work lies in identifying who that book is actually for, and meeting them where they already are, whether that is a niche online community, an influencer’s following, or a traditional media outlet. Saran’s remit across digital, social, and influencer engagement reflects an industry that has had to rewire itself for exactly this kind of audience-first thinking, without losing sight of the author relationships and editorial integrity that have always underpinned good publishing marketing.

A Career Still in Motion

What emerges from Saran’s own account of her career is not a professional who arrived at seniority by accident, but one who built toward it deliberately, role by role, organisation by organisation, always within touching distance of the written word. From education publishing to trade publishing, from campaign execution to brand leadership, her journey mirrors the evolution of the industry itself: more integrated, more digital, and increasingly reliant on marketers who can think as creatively as the authors they represent.

As Bloomsbury India continues to build its presence in a competitive and fast-changing market, professionals like Saran, equal parts strategist and storyteller, are the ones ensuring that great books do not simply get published, but get heard. In an industry where the right story, told the right way, can be the difference between a book that fades and one that finds its readers, her work sits quietly but firmly at the center of that outcome.

Behind India’s most complex hospitals runs a quiet revolution in software, led by one technology leader who believed that better systems mean better patient care.

India’s healthcare sector is expanding at a pace that its paperwork simply cannot keep up with. Across the country, hospitals managing thousands of patients daily are discovering that manual records, fragmented departments, and disconnected systems are no longer just inconvenient. They are a liability. Into this critical gap, Softcure Technology LLP has arrived with a clear mission: to give India’s hospitals the digital infrastructure they have long needed and long deserved.

Founded under the technical leadership of Imran Khan, Founder and Chief Technology Officer, Softcure Technology has built its reputation on a straightforward but powerful conviction: that technology, when designed with genuine understanding of healthcare operations, becomes a tool that saves not just time but lives. Khan’s professional journey has been dedicated entirely to this purpose, combining deep expertise in enterprise software architecture, digital transformation, and the practical realities of hospital management into solutions that work where it matters most.

The company’s flagship product, the Softcure Hospital Management Information System, brings every major hospital function onto a single integrated platform. Patient registration, outpatient and inpatient services, laboratory operations, pharmacy management, radiology, billing, electronic medical records, inventory, and financial reporting all connect through one centralised system, eliminating the duplication, delay, and error that fragmented processes inevitably produce. The result is a hospital that communicates better internally, serves patients more efficiently, and allows its clinical staff to spend less time on administration and more time on care.

The numbers behind Softcure’s reach are striking. The company today serves more than 1,200 healthcare organisations across India, with its technology supporting over 1,20,000 patient registrations every single day. Its software has been aligned with India’s national digital health agenda through ABDM-enabled solutions supporting ABHA integration, and its Softcure Pro platform earned inclusion in India’s first NABH-certified batch for HISEMR systems, a recognition that underlines the company’s commitment to meeting the highest national standards for healthcare information management.

The industry has taken note. Softcure Technology has received recognition through the National Prestige Awards 2026 for Innovation in Healthcare Software, the International Icon Awards 2025, the Right Choice Award 2024 for Healthcare Software Development, and the National Healthcare Excellence Awards, among others.

At its core, Softcure Technology is not simply a software company that serves hospitals. It is a partner in the larger project of making Indian healthcare smarter, faster, and more humane. As that project accelerates, Imran Khan and his team remain at the centre of it, building the systems that allow healing to happen with fewer obstacles in the way.

From a single entrepreneurial conviction in 1992, Vijayshree Group of Companies has grown into one of India’s most respected multi-sector enterprises. At the helm of its next chapter stands Director Rahul Bhurat Jain, who speaks to us about leadership, legacy, and the ambition to build a ten-billion-rupee enterprise by 2030.

There are businesses built for profit, and then there are businesses built on principle. Vijayshree Group of Companies, established in 1992 by visionary entrepreneur Shri Raju Bhurat, belongs firmly to the second category. What began as a humble enterprise rooted in industrial solutions has grown, over three decades, into one of India’s most respected multi-sector organisations, with a strong presence across automobiles, mining, hospitality, construction, power, agriculture, and the distribution of leading multinational brands.

The foundation on which Vijayshree Group stands has never shifted: four pillars of Trust, Values, Discipline, and Service. These are not corporate slogans displayed on lobby walls. They are the operating principles that have guided every decision, every partnership, and every expansion across thirty-two years of business. The Group’s trusted global partners reflect the calibre of that commitment, a roster that includes Sandvik, BKT Tyres, Eicher, Berco, Wilo, DuPont, TAFE, Thyssenkrupp India, and several other leading multinational names.

Carrying that legacy forward into its next phase of growth is Rahul Bhurat Jain, who joined the Group as Director in 2017 at the age of twenty-six. Armed with a Bachelor of Mechanical Engineering degree and a management education that sharpened his strategic instincts, Rahul brought both technical fluency and commercial clarity to a business that was already deeply trusted. His vision is ambitious and precise: to scale Vijayshree Group to a ten-billion-rupee enterprise by 2030, building not only on the legacy his father created but on a reinvented, innovation-forward organisation equipped to compete at a global level.

We sat down with Rahul Bhurat Jain to understand the thinking, the strategy, and the values behind one of India’s most quietly remarkable business stories.

• As Director of Vijayshree Group, what leadership mindset has guided your decision-making since taking charge in 2017?

Since taking charge in 2017, my leadership has been guided by what we call internally the Spirit of Vijayshree, a blend of embracing change while never compromising on our enduring values. I treat change as a philosophy, not merely a reaction to external pressure. No matter how secure the business feels, there is a restless edge to do more and reach into the future. This mindset has driven continuous transformation, strategic investments in new engineering services, and expansion into new geographies. I genuinely believe that to reap benefits tomorrow, we need to sow the seeds today.

• With a vision to achieve ten times growth by 2030, what strategic goals will define the company’s next chapter?

Vijayshree Group already positions itself as a one-stop shop, serving industrial, motors, steel, cement, mining, construction, power, agriculture, gold, and diamond industries with allied segments. This strong base gives us the platform to spread our wings into adjacent and complementary sectors. The strategic goal for our ten times growth is to deepen participation across these industries while identifying new, high-potential service and trading verticals that align with our capabilities and our established customer base across multiple locations in India.

• How do you balance operational efficiency with long-term business growth in a rapidly changing market?

Market forces are changing very rapidly, and as an organisation we must evolve, accept new challenges, and adapt to the expectations of the next generation. For me, balancing operational efficiency with long-term growth starts with a clear strategy and then aligning our day-to-day operations to that direction, rather than chasing short-term gains in isolation. We focus on investing in the right human resources, building a strong team culture, and enabling people with clear processes so that efficiency comes from discipline and teamwork, not from cutting corners. My father taught me one principle I carry with me every day: no human resource is expensive when you give them power, authority, and the freedom to deliver.

• Vijayshree Group has built its reputation on trust, values, discipline, and service. How do these principles shape your leadership approach?

I place a very high value on the core principles that Vijayshree is built upon. Being part of an organisation that has been in the market for thirty-two years, with customers consistently recognising these qualities, has set a clear benchmark for how I must lead. These values are the non-negotiable foundation of my leadership. They guide how I interact with my team, how I handle customer relationships, and how I take decisions, especially in difficult situations. I lead by example: being transparent to build trust, maintaining discipline in execution, and always keeping customer service at the centre of everything.

• What role does a customer-centric approach play in Vijayshree Group’s competitive position across its diverse business verticals?

For our customers, one of the core advantages we offer is the ease of dealing with a single point of contact for most of their operational requirements. This reduces follow-ups, confusion, and coordination gaps, which directly saves their time and improves their overall experience. We have positioned ourselves as a complete engineering solutions company, so customers do not need to approach multiple vendors for different needs. Timelines, technical discussions, and commercial coordination all become simpler and faster, which is a clear competitive edge in today’s market. By taking end-to-end ownership, we build long-term relationships rather than simply closing transactions. Customers see us as a trusted solutions partner, not just a supplier.

• How has your academic background in Mechanical Engineering and Business Management contributed to your strategic thinking?

My engineering background allows me to understand the technicalities of our products and solutions, speak the same language as our customers, and participate meaningfully in problem-solving conversations. The management education, on the other hand, has sharpened my thinking around strategy, finance, and operations, which supports better decision-making. That said, I believe that more than any degree, my hands-on experience in the field has given me deeper and more practical knowledge of how business actually works. Strategic thinking, for me, is an everyday learning process rooted in observing customers, teams, and markets, and continuously improving rather than relying solely on academic qualifications.

• How do you see innovation and digital transformation shaping Vijayshree Group’s future?

The industry is changing rapidly, and we have responded by bringing in fresh minds and investing in digital assets. Today, a strong internet presence has become vital to reaching and penetrating larger markets with greater accessibility. We are committed to building that presence in a purposeful and structured way as part of our broader growth strategy.

• How do you cultivate a culture of collaboration, accountability, and high performance across your leadership team? 

My Papa has taught me do not negotiate on the salary but do not compromise on what results you need from him/her so on these principles of giving them power authority and delegation they are not just reviewed by achievements of target but also profitability.  

• What key factors allow an organisation to grow while preserving its core values and legacy?

I believe an organisation can truly grow only when it has a clear mindset of change and adaptation. Markets, technologies, and customer expectations keep evolving, and leaders must recognise the need of the hour and adjust strategies accordingly without resisting change. At the same time, core values and legacy act as a compass. They should guide how we change, not stop us from changing. When decisions are consistently aligned with the organisation’s founding principles, growth becomes an extension of the legacy rather than a threat to it. Thoughtfully expanding into product lines and services that complement the existing business allows the organisation to diversify and scale while remaining within its zone of expertise.

• Looking ahead, what is your long-term vision for Vijayshree Group, and how do you intend to position the company on the global stage?

My long-term vision is to scale Vijayshree Group to a ten-billion-rupee company by 2030, driven by sustainable and value-based growth. This is not only about numbers. It is about building a stronger brand, deeper customer relationships, and a more resilient organisation that can compete at a higher level. Today we work with nearly twenty multinational companies as authorised channel partners, including Sandvik, BKT Tyres, Wilo, Volvo, Eicher, TAFE, Thyssenkrupp India, and Berco, among others. We are expanding our network into new Indian cities including Bengaluru, Hyderabad, and across Chhattisgarh, bringing us closer to customers in emerging industrial and infrastructure hubs. On the global front, my aim is to position Vijayshree Group as a reliable engineering solutions partner in the Middle East and Asia, with a focused presence in markets such as Dubai and Kuala Lumpur. By entering these strategic locations, we can tap into fast-growing economies, absorb global best practices, and build Vijayshree into a recognised regional player while staying true to the values and legacy that brought us here.

Behind every museum showcase and gallery installation lies an invisible journey, one that demands precision, expertise, and absolute trust. For years, the movement of valuable artworks across India was accompanied by uncertainty, as the country’s logistics infrastructure had not evolved to match the growing significance of fine art. Recognising this critical gap, Anurag Sharma, Founder Director of United Art Logistics India Pvt. Ltd. (UAPL), built an organisation dedicated to ensuring that every artwork receives world-class protection from the moment it begins its journey to the moment it arrives at its destination.

Unlike conventional logistics, where speed and cost dominate decision-making, fine art logistics revolves entirely around preservation. Every painting, sculpture, installation, and collectible is unique, irreplaceable, and often carries immense cultural and historical weight. Sharma’s philosophy is simple yet powerful: every object deserves a handling process tailored to its individual requirements rather than a standardised shipping solution. This commitment has made UAPL a trusted partner for museums, galleries, auction houses, private collectors, and cultural institutions across India.

UAPL follows museum-grade standards across every aspect of its operations. Each artwork undergoes detailed condition reporting before and after transit, ensuring complete documentation of its state throughout the journey. The company designs custom-built crates, uses inert and non-abrasive packing materials, incorporates shock and vibration protection, and gives careful consideration to temperature and humidity requirements specific to each object. Wherever possible, artworks are packed directly at the owner’s premises, minimising unnecessary handling and reducing risk from the very outset.

At the heart of Sharma’s approach is a conviction that technology alone cannot protect art. People do. UAPL has invested heavily in developing highly trained and certified art handlers, technicians, riggers, packers, and condition reporters. White-glove handling is treated not as a luxury but as a discipline requiring years of experience, technical knowledge, and sound professional judgement. Beyond transportation, UAPL has developed secure, climate-controlled storage facilities where artworks remain protected between exhibitions, auctions, and private collections, safeguarding priceless pieces during their quietest years.

As India’s art market continues to expand through international exhibitions and global collaborations, the demand for professional fine art logistics has never been greater. Through meticulous processes, skilled manpower, and rigorous standards, Anurag Sharma has not only built a leading company but has elevated expectations across an entire industry. In the world of fine art logistics, the greatest achievement often goes entirely unnoticed: a crate is opened, and the artwork appears exactly as it left. That invisible success is the true legacy of Anurag Sharma and United Art Logistics India.

A Story of Ambition and Execution

The trajectory of Naresh Sisodia presents a compelling narrative of entrepreneurial vision transformed into tangible business success. Emerging from humble beginnings in Vrindavan, Sisodia has orchestrated the rise of Investo Group, a multi-sector conglomerate that stands as a testament to disciplined execution and long-term thinking.

Over more than a decade of entrepreneurial experience, he has established Investo as a respected and fast-growing brand, earning recognition in competitive and high-potential sectors. The philosophy that anchors his business ventures is both simple and profound:

“We don’t just build businesses, we build legacies.”

This principle encapsulates not merely the commercial objectives of his ventures but a deeper commitment to creating enduring value that extends beyond quarterly returns and market fluctuations.

Investo Group: The Foundation of Growth

Investo Group has been meticulously constructed as a growth-oriented, multi-sector conglomerate with a singular focus: creating scalable businesses that deliver long-term investor value.

The group’s operational framework rests upon three foundational pillars:

• Strong governance
• Disciplined execution
• Brand-led growth

These elements work in concert to enable the organization to identify and penetrate high-potential consumer and lifestyle sectors where differentiation and quality command premium positioning.

At its core, Investo positions itself with a distinctive identity: “The Brand Builder.” This designation reflects the organization’s operational DNA and strategic intent.

Rather than pursuing scattered acquisitions or commodity-driven ventures, Investo methodically builds brands through three interconnected mechanisms:

• Studios for content and creative production
• Ventures for strategic investments
• Communities for network development

These platforms operate across carefully selected sectors, including real estate and entertainment, each chosen for its potential to generate sustained growth and consumer engagement.

Professional Leadership and Organizational Integrity

The operational ethos of Investo Group is defined by a professional leadership DNA that prioritizes trust, scalability, customer-first ethics, and commitment to regulated business sectors.

This approach stands in stark contrast to organizations that prioritize short-term gains at the expense of institutional credibility.

Naresh Sisodia has assembled a leadership team dedicated to these principles, with key figures such as those managing studios, ventures, and communities bringing hands-on expertise and operational excellence to their respective domains.

The company’s journey thus far has been marked by the cultivation of four critical organizational strengths:

• Strong trust within stakeholder networks
• Demonstrated scale across multiple business units
• Cultivation of professional leadership at all organizational levels
• Unwavering commitment to customer-first ethics

These milestones are indicators of institutional maturity that position Investo for sustainable growth and adaptability in evolving market conditions.

The Ecosystem of Value Creation

Investo’s operational ecosystem is strategically designed to capture value across multiple consumer touchpoints.

The real estate division, represented by Investo Homes, reflects the group’s commitment to developing premium residential properties that transcend conventional housing to become lifestyle destinations.

This vertical reflects the broader organizational philosophy of building experiences rather than mere commodities.

Simultaneously, the entertainment and media ventures position Investo as a cultural and creative force capable of shaping consumer preferences and creating emotional connections that extend beyond transactional relationships.

The community-building dimension of Investo’s strategy demonstrates a sophisticated understanding of modern consumer behavior. In an era where consumers increasingly seek meaningful engagement and authentic connections, Investo’s community-focused initiatives create networks that generate loyalty, facilitate knowledge exchange, and establish the group as a trusted curator of experiences.

This ecosystem approach, wherein studios produce content, ventures generate returns, and communities sustain engagement, creates virtuous cycles of value creation that benefit all stakeholders.

National Expansion and Sector Diversification

The forward roadmap for Investo Group encompasses ambitious yet carefully calibrated expansion objectives.

National expansion across India represents a critical strategic priority, with the organization positioning itself to serve diverse regional markets while maintaining consistency in brand positioning and operational standards.

The expansion strategy extends beyond geographic reach to encompass sectoral diversification, with planned entry into media, film, and music sectors that align with the group’s core competencies in brand building and content creation.

Complementing these growth initiatives is a commitment to sustainability and value-building experiences across the spectrum of Investo’s offerings.

Whether through homes that integrate environmental considerations, commerce platforms that prioritize ethical practices, or growth-focused ventures that contribute positively to society, Investo’s trajectory reflects contemporary understanding that commercial success and social responsibility are not mutually exclusive objectives but complementary pursuits that enhance long-term organizational viability.

Leadership DNA and Future Vision

The leadership philosophy that permeates Investo Group is anchored in four transformative principles:

• Vision to identify emerging opportunities
• Innovation to differentiate offerings
• Excellence in execution
• Growth orientation that transcends incremental thinking

These elements combine to create an organizational culture capable of navigating complexity, adapting to market dynamics, and maintaining competitive advantage across multiple sectors and geographies.

The core operating philosophy of Investo Group — “Think Big. Build Bigger” — serves as both an aspirational statement and a practical operational framework.

This principle encourages organizational members to conceptualize opportunities at scale, challenge conventional assumptions, and pursue ambitious objectives while maintaining the disciplined execution necessary to transform vision into reality.

Under Naresh Sisodia’s leadership, this philosophy has evolved from a motivational slogan into an embedded organizational capability.

The Legacy Imperative

What distinguishes Naresh Sisodia’s approach to entrepreneurship is his deliberate focus on legacy building over transactional success.

This orientation shapes decision-making across all organizational levels, encouraging stakeholders to evaluate initiatives not merely by immediate financial returns but by their capacity to generate sustained value for multiple constituencies: customers, employees, investors, and broader society.

This perspective, while demanding greater strategic patience than purely extractive business models, creates organizational assets that appreciate over time and become increasingly difficult for competitors to replicate.

Investo Group’s multi-sector presence across real estate, entertainment, media, and allied domains represents a deliberate portfolio diversification strategy that reduces concentration risk while leveraging core organizational capabilities.

Each sector serves as a distinct market laboratory where the group tests methodologies, develops talent, and generates insights that inform broader strategic directions.

This approach transforms potential fragmentation into strategic advantage, with each business unit enriching the others through shared learning and collaborative development.

Building the Future Together

As Naresh Sisodia and Investo Group look toward the future, the organizational call to action remains unambiguous:

“Build the future together.”

This statement encapsulates the inclusive, collaborative orientation that defines the group’s stakeholder approach.

Rather than positioning Investo as a hierarchical command centre dispensing directive, the organization frames growth as a collective endeavour where employees, partners, customers, and investors all contribute to shared success.

The journey of Naresh Sisodia from humble Vrindavan beginnings to leadership of a multi-sector conglomerate demonstrates that sustainable entrepreneurial success derives not from relentless efficiency but from disciplined commitment to value creation, institutional integrity, and legacy building.

As Investo Group pursues national expansion and sectoral diversification, it does so under the guidance of a leader whose foundational philosophy ensures that ambition remains tethered to ethics and growth remains aligned with purpose.

In a business landscape increasingly defined by short-termism and extraction, Sisodia’s legacy-focused approach offers an alternative model — one that suggests the most profitable businesses are ultimately those that contribute meaningfully to the lives and aspirations of those they serve.

In the high-stakes world of broadcast journalism, where credibility is currency and clarity is king, Neha Khanna has carved out a reputation as one of India’s most authoritative voices on geopolitics and international affairs. With 22 years of experience spanning India’s leading news networks, she has evolved from a promising legal correspondent to a commanding primetime anchor whose insights shape how millions understand the world’s most complex stories.

Today, as Senior Anchor and Editorial Advisor at Times of India Digital, Khanna helms ‘Global Pulse,’ a weekly primetime show that deconstructs the week’s most significant geopolitical developments. Her daily show ‘Headlines@8’ keeps viewers abreast of breaking news, while her fortnightly podcast ‘Deep Focus’ for Chintan Research Foundation offers nuanced conversations with experts on geopolitics, economics, and climate.

What distinguishes Khanna in a crowded media landscape is her unwavering commitment to depth over drama. Her journey began at NDTV in 2004, where she spent 13 formative years mastering the craft—from covering courtrooms to anchoring flagship shows like ‘The Buck Stops Here.’ She reported landmark Supreme Court judgments, traveled with India’s External Affairs Minister, and covered Prime Minister Modi’s historic UN General Assembly address in 2015.

Her international credentials are equally impressive. Selected for prestigious fellowships including the UN Reham Al-Farra Memorial Journalism Fellowship, the US State Department’s International Visitor Leadership Program, and most recently, the Jefferson Fellowship in 2024—where she was the only Indian journalist chosen—Khanna brings a global perspective to her analysis. She’s interviewed everyone from former Israeli Prime Ministers to infectious disease expert Dr. Anthony Fauci during the pandemic, from Ukrainian officials to Indian cabinet ministers.

In 2025, her documentary on the October 7 attacks in Israel, featuring interviews with victims and hostages, showcased her ability to humanize geopolitical tragedies. A Chevening Scholar from the London School of Economics and BBC Parliament alumna, Khanna represents a rare breed: the journalist-scholar who translates complexity into clarity without sacrificing substance.

In the lexicon of entrepreneurship, timing is often considered everything. Launch too early, and the market is not ready. Launch too late, and the opportunity has passed. But for Neeroo Khanna and her daughter Cherry Khanna, timing was never about market calculations or trend forecasting. It was about recognizing the precise moment when passion could no longer remain a private indulgence and had to become a public offering.

That moment arrived during COVID-19, when the world stood still and reflection became unavoidable. What emerged was World of NeCh, a luxury gifting and fashion brand whose very name tells the story of collaboration, legacy, and the beautiful fusion of two creative souls. NeCh: a portmanteau drawn from Neeroo and Cherry, representing not just shared initials but shared vision, values, and the unshakeable belief that handcrafted beauty can change lives.

At 62, Neeroo stepped away from four decades in the family export business to pursue formal training in chocolate-making, eventually earning an Advanced Diploma and building a portfolio of over 500 handcrafted products. Simultaneously, Cherry expanded the vision beyond confections into handcrafted couture, launching The Luxury Affair by Ryanna, named after her daughter, as a platform for preserving Indian textile heritage through occasion-wear that doubles as wearable art.

Together, they have built an enterprise rooted in a radical proposition: that luxury need not be mass-produced, that heritage deserves preservation, that women artisans deserve dignity, and that family and ambition are not opposing forces but complementary expressions of a life fully lived.

What follows is a rare dual conversation with both founders, exploring the philosophy, passion, and purpose driving World of NeCh and The Luxury Affair by Ryanna forward into a future where tradition and innovation walk hand in hand.

Cherry Khanna: The Vision Keeper

Your friends encouraged you to formalize your designer wardrobe, chocolate, and gifting business during COVID. What was that turning point?
My mother Neeroo ji and I started the brand The World of NeCh during COVID to nurture our creative satisfaction. Initially, we were involved in our family’s export business, but during the pandemic when everything came to a standstill, we reflected on the requests from friends and acquaintances who encouraged us to formalize our passion for chocolates, cavewear, sweets, and innovative gifting.
That moment became a turning point in our lives, moving from the backseat to taking the steering wheel ourselves. Later, I expanded my vision to what I had always dreamed of: designing handcrafted couture celebrating the beauty of Indian heritage and handwork to the fashion ramp.

How do you maintain handcrafted, in-house production at scale?
We work with many skilled karigars from villages whom we have adopted as part of our extended family. They work exclusively for our brand, ensuring prime quality and authenticity. Our production remains largely in-house so that every design maintains its individuality and finesse. Even at scale, every single piece is crafted with meticulous attention to detail, preserving the exclusivity and craftsmanship that define our creations.

You reject the idea that women must choose between family and work. How did you arrive at that philosophy?
I have always enjoyed working since my college days, and I grew up seeing my mother and my mother-in-law balancing their homes and professional responsibilities beautifully. That experience shaped my belief that family and work are not opposing choices; they are two sides of the same coin. Both must be balanced thoughtfully to move forward in life with stability and fulfillment.

School drop-offs and business meetings—how does this work in practice?
Discipline taught by my father and the spirit of hard work instilled by my second father, my father-in-law, are the foundations that help me manage all aspects of life. When the foundation is strong and passion is deep, balance comes naturally. My husband, Rajat Khanna, plays a significant role in my journey. His selfless and encouraging nature gives me wings to fly, knowing that he always supports me. So in reality, I am not balancing family and work; they are both balancing my passion and my time. I love caring for my family as much as I love fulfilling my dreams, and I equally cherish being a hands-on mother to my angel daughter Ryanna, after whom my business is named.

Neeroo Khanna: The Artisan Entrepreneur

What made you start World of NeCh in your golden years, when most people think about retiring?
I started World of NeCh in my golden years along with my daughter during the COVID period in 2020. After working with my husband in the export business for 41 years, I finally decided to follow my long-standing passion for creativity, fashion, and empowering women. What truly sparked this venture was my desire to prove that age is not a limitation and that dreams can be pursued at any stage of life. My entrepreneurial journey began at the age of 62.

You completed an advanced diploma in chocolate-making to create products yourself. What drove that commitment to hands-on craftsmanship?
I chose to pursue formal training because I wanted to create my products with complete confidence and mastery over the technical aspects of chocolate crafting. For me, learning the craft deeply meant being able to turn my vision into reality with precision, originality, and authenticity.

Over 500 products, all handcrafted. How do you maintain quality and scale without mechanization?
We maintain quality across more than 500 handcrafted products by following standardized recipes, producing in small batches, and working with a skilled and dedicated team. This approach allows us to ensure consistency, attention to detail, and the high standards that handcrafted luxury products require.

Tell us about the women in your network and what that employment means to them.
Many women artisans are part of our extended creative network. Working with us gives them an opportunity to use their skills, earn independently, and gain confidence in their craft. For many of them, it is more than just employment; it is a way to feel valued, empowered, and proud of what they create.

You source artisans’ work but provide your own formulations. What is the difference?
While we collaborate with talented artisans for handcrafted elements, we also develop and provide our own unique formulations, recipes, and product concepts. This approach allows us to maintain the distinct identity, quality standards, and originality of our brand while still celebrating the craftsmanship of artisans.

How does sustainability fit into your luxury gifting philosophy?
Sustainability is not separate from luxury; it elevates it. Our gifting philosophy blends elegance with responsibility by prioritizing mindful sourcing, handcrafted production, minimal waste, and thoughtful packaging that can be reused or repurposed. True luxury is not only about how beautiful a gift looks, but also how ethically and responsibly it is made.

What is the emotion or message behind what you create?
The main emotion behind everything we create is love and care. Our message is that gifting is not just about giving a product; it is about sharing feelings. Every handcrafted piece reflects thoughtfulness, warmth, and a personal touch. We want people to feel special, valued, and connected when they receive our creations.

Brand Vision & Philosophy

What does The Luxury Affair by Ryanna represent to you?
The Luxury Affair by Ryanna is my dream—a platform where creativity meets purpose. Through this brand, I aim to preserve and celebrate our cultural heritage, which often risks being overshadowed in the pace of modern culture. It represents the art, finesse, and beauty of handcrafted work from across India.
The vision is to highlight traditional craftsmanship—whether it is Chikankari from Lucknow, Sozni embroidery from Kashmir, or Phulkari from Punjab—and present it on international platforms while preserving its grace for generations to come.

Can you give a specific example of how these values informed a major decision?
Luxury is not loud; it is intentional. Instead of following market waves or fleeting trends, we focus on handcrafted, delicately embroidered ensembles inspired by vintage artistry. Every creation is designed with subtle handwork and personalized detailing. Each motif carries a memory, and every thread tells a story.
We choose elegance over excess and guide our clients to appreciate timeless craftsmanship so that what they wear is not just beautiful but also meaningful and unforgettable.

Is it profit, impact, preservation of heritage, or something else?
The core vision of The Luxury Affair by Ryanna is the preservation of our cultural heritage in a way that meaningfully impacts society. The brand inspires women artisans to express their creativity through thread and fabric, turning their craft into masterpieces. At the same time, it encourages the youth to not only acknowledge but also appreciate and proudly adorn our rich heritage.

What’s the promise behind your enterprises?
The promise is to celebrate occasions with artistry, authenticity, and heart. Each piece reflects skilled Indian craftsmanship, patience, and passion, ensuring that when a woman wears it, she feels confident, graceful, and unforgettable. Inspired by the vision of Narendra Modi and the spirit of “Made in India,” the brand uplifts local artisans and traditional techniques while carrying India’s cultural legacy into contemporary fashion.

As a visionary entrepreneur, how do you see your business five years from now?
Five years from now, I envision The Luxury Affair by Ryanna as a celebrated global occasion-wear house, synonymous with refined Indian craftsmanship and modern elegance. The brand will expand from a beloved homegrown label into an international platform showcasing handcrafted heritage while empowering artisans across India. Rooted in “Made in India,” it will carry India’s creative soul onto the global stage with pride, grace, and purpose.

What do you say to women who see you as a role model?
Never shrink your dreams to fit the world; let your courage expand the world to fit your dreams. I am not just building a clothing label; I am building a legacy of dignity, hard work, and pride in our roots. Believe in your craft, stand tall in your values, uplift others as you rise, and wear your ambition as gracefully as you would wear your finest attire. A woman of true substance does not compete for crowns; she straightens another woman’s crown while rising.

Future Outlook

Where do you see this heading in the next few years?
We envision World of NeCh growing into a strong luxury gifting brand known for its quality and heartfelt craftsmanship. We aim to reach more cities and expand internationally while keeping everything handcrafted and personal. Our goal is to expand our network, empower more women artisans, and make World of NeCh a trusted name for meaningful, premium gifts.

Many women see your work as a form of women empowerment. What is your perspective?
Women empowerment is not just a slogan; it is about creating real opportunities. When women are able to earn with dignity, use their skills, and grow with confidence, true empowerment happens. Through my work, I hope to see women artisans feel independent, valued, and proud of what they create.

Handcrafted luxuries: are you confined to domestic distribution, or do you plan to export to other countries?
We do not want to remain limited to India. While our current focus is strong within the domestic market, our vision is also to take handcrafted luxury gifts to international markets. Our goal is to showcase Indian craftsmanship to the world while maintaining the same quality, attention to detail, and personal touch that defines World of NeCh.

There are individuals who encounter the world’s suffering and look away, and there are those who step forward and refuse to let it remain unchanged. Yashika Shaikh belongs, unequivocally, to the latter. A social activist, a certified nutritionist, and the founding force behind the SURAJ Welfare and Charitable Society, she has spent the better part of two decades weaving together threads of healthcare, education, cultural preservation, and women’s empowerment into a tapestry of real, lasting transformation. Her story is not one of sudden illumination or a single defining moment; it is, instead, a quiet and resolute accumulation of choices made in service of others, stretching from the foothills of Uttarakhand to the corridors of New Delhi and far beyond.

Roots of Resolve

The seeds of Yashika’s life mission were planted long before she had the vocabulary to name what she was doing. Born into a family that placed extraordinary value on service and kindness, she was shaped, from her earliest years, by parents whose teachings on compassion and responsibility toward others left an indelible impression. By 2008, the year she enrolled at Graphic Era University in Dehradun to pursue her bachelor’s degree in Business Management and Marketing, that impression had already crystallised into intent. It is worth pausing on this detail, for it reveals much about the woman Yashika was becoming. While most students of her age were focused exclusively on carving out personal futures, Yashika was simultaneously laying the groundwork for something far greater than herself. The same year she began her undergraduate studies, she co-founded SURAJ Welfare and Charitable Society, an organisation that would grow, over the next decade and a half, into one of the most quietly impactful NGOs operating across India today.

A Life Lived in Parallel

What distinguishes Yashika Shaikh from many of her contemporaries in the social sector is the remarkable duality with which she has lived her professional life. For over nine years, from 2015 through 2024, she served as an Assistant Manager at AAMOGH TRADEX Pvt. Ltd. in New Delhi, navigating the demands of the corporate world with the same discipline and commitment she brought to her humanitarian work. Far from being in contradiction, these two spheres informed and strengthened each other. The organisational acumen she honed in the boardroom enriched her ability to lead and scale SURAJ, while her experiences on the ground gave her a moral grounding that few in the corporate world possess.

As a nutritionist, she has brought an additional dimension to her work. In communities where malnutrition and its effects of poverty persist, Yashika’s ability to integrate health and nutrition education into SURAJ’s programmes has meant that the organisation’s interventions address not just the symptoms of deprivation, but some of its most stubborn underlying causes. Her approach is holistic in the truest sense of the word: she does not see a child in need of food as separate from a woman in need of dignity, or a young artist in need of economic stability as separate from a community in need of cultural continuity.

The SURAJ Story: Light in the Margins

The name SURAJ, meaning “sun” in Hindi, was chosen with intention, for the organisation was conceived as a source of light for those living in the margins of society. Formally registered and operational since 2008, the SURAJ Welfare and Charitable Society has grown into a pan-India organisation with its roots firmly planted in Dehradun, Uttarakhand, and its reach extending across states and communities that rarely feature in the conversations of privilege.

At the heart of SURAJ’s philosophy is a conviction that health and hygiene form the bedrock of any meaningful social upliftment. The organisation’s mission, articulated with striking clarity, is to construct a self-sustaining social infrastructure that addresses multiple, interconnected challenges. In practice, this translates into an expansive web of programmes that span four interconnected domains: women’s empowerment, child welfare and education, cultural sustainability, and health and hygiene outreach.

SURAJ’s work in women’s empowerment is perhaps its most far-reaching contribution. Less privileged women are supported through carefully designed programmes in health awareness, personal hygiene, and skill development, with the explicit goal of equipping them not merely to survive, but to achieve genuine self-reliance.

These are not short-term interventions; they are sustained engagements that walk alongside women as they move toward economic and personal independence. The organisation’s child welfare model is equally ambitious. SURAJ has developed what its beneficiaries refer to as a holistic support structure, one that accompanies children from their earliest years through to a point of self-sufficiency. This is a profound commitment, one that requires consistency, resources, and an unwavering belief in the potential of every child, regardless of the circumstances of their birth.

Through educational outreach, donation drives, and partnerships with other welfare bodies, SURAJ ensures that children facing poverty, abuse, or neglect are not simply given temporary relief, but are provided with the foundations for a different future.

“SURAJ does not offer charity. It offers the architecture of a different life.”

Culture as a Livelihood

One of the most distinctive and visionary aspects of SURAJ’s work lies in its approach to cultural sustainability. Through a significant partnership with VEVA ART, Yashika has championed the cause of Madhubani art, an ancient and intricate folk tradition whose practitioners are, in many cases, among the most economically vulnerable artisans in India.

Rather than treating culture as an afterthought to material welfare, SURAJ has positioned it as an economic resource and a source of pride, helping local artists find markets and recognition for their craft. This dimension of SURAJ’s work reflects Yashika’s understanding that human dignity is not reducible to food, shelter, and healthcare alone. A community that loses its cultural heritage loses something irreplaceable, and Yashika, through her advocacy and partnerships, has worked to ensure that tradition and livelihood are not in competition, but are mutually reinforcing.

The New Wave Art Initiative has recognised SURAJ’s contributions in this domain, lending further credibility to an approach that has quietly transformed the lives of artists who might otherwise have been compelled to abandon their craft.

Recognition Hard-Earned and Well-Deserved

In October 2024, Yashika Shaikh and SURAJ received recognition of a particularly meaningful kind. Mr. Kailash Gahlot, Cabinet Minister for the Government of Delhi, formally acknowledged the organisation’s continuous and impactful efforts in empowering women and supporting vulnerable communities.

For an NGO that has operated largely away from the spotlight, preferring results over recognition, this governmental acknowledgement represented a significant and well-earned validation of years of devoted work. Around the same time, prominent media personality Viral Bhayani chose to spotlight Yashika’s work in women’s healthcare and community empowerment, bringing the story of SURAJ to an audience that extended well beyond the communities the organisation serves.

These twin moments of recognition—one institutional and one public—offered a rare convergence: the work had reached a scale where it could no longer remain invisible. Yet, it is worth noting that Yashika has never appeared to measure her success in awards or accolades. Her secretary role at SURAJ, held with quiet dedication since March 2010, speaks to a person far more invested in the slow, unglamorous work of institution building than in the theatre of public recognition.

A Light That Keeps Spreading

To understand Yashika Shaikh is to understand that genuine change requires a particular kind of tenacity: the kind that does not depend on applause, that does not diminish in the face of setbacks, and that finds its sustenance not in outcomes alone, but in the act of showing up, day after day, for those who have not been shown up for.

She has built, over the course of more than fifteen years, an organisation that aligns itself with the United Nations’ Sustainable Development Goals, working toward better health, expanded education, reduced inequality, environmental awareness, and inclusive economic growth. SURAJ does not ask for gratitude from the communities it serves. It asks only for the chance to be useful, and to keep going.

In this, it mirrors the woman at its helm: purposeful, consistent, and quietly extraordinary.

As this edition’s cover personality, Yashika Shaikh is not merely a story worth telling. She is a reminder of what becomes possible when a single person refuses to mistake comfort for contentment, and chooses, instead, the far more demanding and far more rewarding path of service.