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.

At just seven years old, Tanvish Mehta is already building a journey that few adults could claim, one that spans academics, public speaking, literature, sport, and a deep curiosity about Indian mythology and values. A Class III student at GD Goenka Public School, Model Town, New Delhi, Tanvish has emerged as a confident, expressive young achiever whose interests reach well beyond the conventional classroom.

Among his most distinctive achievements is his association with the book “10 Divine Lessons by Lord Krishna,” a project rooted in his early fascination with Indian philosophy and the timeless values associated with the deity. For Tanvish, the book represents more than a literary milestone. It reflects his effort to understand and share meaningful life lessons in a way that resonates with young readers.

His communication skills have found further expression through the TED-Ed Voice Masters Club, where, under the mentorship of Mrs. Chhavi Mehta, he has taken on a series of significant speaking opportunities. His journey has included an appearance with Radio Mirchi, a speech delivered at IIT Delhi, and a turn as a young TED Speaker at a TED-Ed event hosted at GD Goenka School, Paschim Vihar.

Tanvish’s achievements are not confined to the stage or the page. A passionate competitive skater, he has earned silver and bronze medals at open-state and Delhi State Championship level events, a pursuit that has instilled discipline, focus, and perseverance alongside his creative pursuits. He has also explored acting, singing, and hands-on learning through school activities, including representing a community helper and contributing to an astronomy exhibition.

Behind this expansive journey stand his parents, Taani and Bishu Mehta, who have encouraged him to explore his many interests while staying grounded in kindness, discipline, and humility. For them, every achievement matters, but the larger goal remains helping Tanvish grow into a confident, compassionate, and well-rounded individual.

At seven, Tanvish Mehta stands only at the beginning of his story. Yet across the skating rink, the speaking platform, and the pages of literature, he continues to explore new possibilities, a reminder that age need not define ambition, and that with the right encouragement, children can begin finding their voice remarkably early.

Some journeys are defined by a single achievement. Others are built over years through consistency, resilience, and an unwavering commitment to one’s craft. Dr. Sakshi Duggal Kumria’s journey belongs firmly to the latter, an evolution from expertise and entrepreneurship into a powerful national and international media presence, marked by more than five hundred awards, two Forbes features, and recognition across global platforms.

An entrepreneur, celebrity numerologist, global healer, Vastu expert, and official TEDx speaker, Dr. Sakshi has built a distinctive identity in the world of numerology and holistic guidance. Today, her name carries weight not only for her expertise but for an expanding presence across television, magazines, and digital media.

Among her proudest milestones is being featured by Forbes twice, a distinction that places her among professionals whose work has earned significant editorial attention on one of the world’s most prestigious platforms. Her accomplishments extend well beyond this, spanning the covers and cover stories of numerous magazines, along with extensive features in print and digital publications, each appearance reinforcing her position as a recognisable and trusted voice in her field.

Her journey has also crossed international borders, with honours and recognition on platforms in Dubai and London reflecting the growing global appeal of her work. Television has played an equally defining role. Dr. Sakshi has appeared across numerous global media platforms, sharing her insights through interviews and features, and her successful show on Sadhna Channel marked a significant progression, from being featured in media to becoming a television personality with a platform entirely her own.

Her presence as an official TEDx speaker has offered another prestigious avenue for sharing her ideas with a wider audience, while her recognition as Best Numerologist 2025 adds a further accolade to an already extensive list of achievements. Across numerology, Vastu, healing, entrepreneurship, and public communication, she has built a multifaceted professional identity rather than confining herself to a single role.

What truly distinguishes her story is not any one milestone, but the sheer breadth and consistency of a journey that continues to expand. Magazine covers, Forbes features, international honours, television appearances, and a growing digital community have each become chapters in a career that shows no signs of slowing.

Today, Dr. Sakshi Duggal Kumria stands at an exciting point in her journey, recognised across multiple platforms and increasingly visible on the international stage. With continued media interest and new opportunities unfolding, her next chapter promises to be yet another step in a story that is, by every indication, still being written.

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.

Director, Poonawalla Group

Some people choose a lane. Michelle Poonawalla chooses the entire road. As Managing Director of the Poonawalla Group and the Poonawalla Engineering Group, Michelle occupies one of India’s most prestigious seats of industrial leadership, steering a legacy enterprise with the precision of a strategist and the imagination of a creative.

Yet to define her by business alone would be to miss the fuller, richer picture entirely. Granddaughter of Jehangir Vazifdar, the celebrated architect of South Mumbai who counted M.F. Husain and S.H. Raza among his contemporaries, Michelle grew up in a home where art was not decoration, it was conversation.

Educated in Interior Design and Arts at the American College, London, she returned to India with a trained eye and a restless intellect, one that has since found expression across boardrooms, gallery walls, luxury interiors, and global conservation stages in equal measure.

Her art, which is technically adventurous and emotionally resonant, has been exhibited at the Saatchi Gallery in London, the Kochi-Muziris Biennale, the 7th Mediations Biennale in Poland, and the Parma Art Fair in Italy, among others.

Working at the intersection of video mapping, motion sensors, and traditional canvas, she uses her practice to explore memory, identity, climate change, and the fragility of the natural world.

Off the canvas, she is an equally committed philanthropist, with her family’s legacy spanning cancer care buildings, schools, and medical units across Pune, and a passionate environmental advocate who has lent her voice and visibility to causes from tiger conservation to elephant welfare.

Recipient of the Shiromani Award at the NRI World Summit 2022 in the United Kingdom, Michelle Poonawalla is, above all else, proof that the most compelling lives are the ones that refuse to be summarised.

1. As Director, you have been a catalyst for “revitalizing and modernizing” the group’s manufacturing operations. What is your philosophy on balancing the heritage of a long-standing group with the disruptive technologies of the modern industrial era?

Legacy provides both credibility and a sense of identity, but long-term relevance depends on the ability to evolve. The approach is to preserve core strengths, values, craftsmanship, and institutional knowledge while thoughtfully integrating advanced technologies that enhance efficiency and global competitiveness.

Modernization, in that sense, is not disruptive for its own sake. It is a calibrated progression that strengthens what already exists while preparing for what lies ahead.

2. Your strategic focus on Human Resources is credited with propelling the Poonawalla Group to new heights. In an increasingly automated world, why do you believe a “people-first” approach remains a business’s strongest competitive advantage?

While automation drives efficiency and consistency, it is people who bring context, judgment, and innovation. A people-first philosophy ensures that organizations remain agile and future-ready, because empowered individuals are more likely to anticipate change rather than react to it.

Investing in human capital builds not just capability but culture, and culture remains one of the most enduring differentiators in a highly automated world.

3. From heavy manufacturing to luxury interior development in Mumbai and Alibag, your portfolio is incredibly diverse. How do you shift your mindset when moving from the high-precision world of engineering to the aesthetic-driven world of luxury real estate?

Working across sectors requires an ability to operate with both precision and sensitivity. Engineering environments demand structured thinking, technical accuracy, and operational discipline, whereas luxury development is inherently experiential, requiring an understanding of aesthetics, emotion, and spatial storytelling.

The transition lies in adapting the lens, while maintaining a consistent commitment to excellence, detail, and long-term value creation across both domains.

4. You are often described as a “polymath of celebrated stature.” How does your background as an accomplished artist inform your “strategic acumen” when making high-stakes business decisions?

An artistic practice cultivates a heightened sense of awareness, the ability to observe, interpret, and engage with complexity more intuitively. This perspective becomes invaluable in strategic decision-making, particularly when navigating ambiguity or incomplete information.

It encourages lateral thinking, measured risk-taking, and a deeper appreciation for nuance, all of which contribute to more balanced and forward-looking business outcomes.

5. Under your guidance, your studio has undertaken an array of premium projects. Beyond the price point, what are the “Michelle Poonawalla” hallmarks of excellence that define a property as truly “luxury”?

True luxury lies in restraint, intention, and authenticity. It is reflected in the quality of materials, the precision of execution, and the coherence of the overall experience.

Beyond aesthetics, it is about creating spaces that evoke a sense of ease, belonging, and timelessness. The most refined environments are those where every element is considered, yet nothing feels excessive — an interplay of sophistication and subtlety.

6. You’ve used thought-provoking videos at international events to address climate change. To what extent do you believe a modern CEO is responsible for being a public advocate for global social and environmental issues?

The role of leadership today extends well beyond organizational boundaries. There is an increasing expectation and responsibility to engage with broader societal and environmental challenges.

Advocacy, however, must be grounded in credibility. It becomes meaningful when it is informed, consistent, and supported by tangible action within the organisation, ensuring that the external voice aligns with internal practice.

7. The Poonawalla family has a massive legacy of giving, from the Zavaray Poonawalla Cancer Building to the Soli Poonawalla School. How do you ensure these philanthropic endeavors are as strategically managed and impactful as your business ventures?

Philanthropy is most effective when it is approached with clarity, structure, and long-term intent. Rather than episodic contributions, the focus is on sustained engagement, measurable outcomes, and strong governance frameworks.

This ensures that initiatives create lasting impact, whether in education, healthcare, or community development, and move beyond short-term relief to meaningful transformation.

8. A fascinating aspect of your group is the humanitarian assistance provided to the Poona District Leprosy Committee by outsourcing component manufacturing to them. How can other corporations look at their own supply chains as a tool for social good?

Supply chains present a unique opportunity to integrate social impact into core operations. By partnering with organisations such as the Poona District Leprosy Committee, businesses can create employment ecosystems that restore dignity and foster inclusion.

It is a model that demonstrates how operational efficiency and social responsibility can coexist and even reinforce one another.

9. With the Yohan Poonawalla Foundation’s support for the Neuro Trauma Unit at Ruby Hall Clinic and various educational institutions, how do you select which socio-economic sectors are most in need of your group’s “munificent donations”?

The selection process is guided by both immediacy and long-term relevance. Sectors such as healthcare and education naturally emerge as priorities due to their foundational role in societal progress.

Supporting institutions like Ruby Hall Clinic reflects a commitment to strengthening infrastructure that has both immediate life-saving impact and sustained community value.

10. With the Shiromani Award for your contributions to the Arts and your leadership in the industrial sector, what is the next “new height” you are determined to steer the Poonawalla Group toward?

The next phase is centred on building an ecosystem that is resilient, forward-looking, and globally competitive. This involves embracing innovation, strengthening operational excellence, and embedding sustainability into decision-making at every level.

Growth, today, is not just about expansion; it is about creating value that is enduring, responsible, and relevant in a rapidly changing world.