Author: Sutun Nayak

New Delhi [India], June 10: NoBroker, India’s leading proptech, has successfully established itself as a one-stop solution for anything real estate-related services. Their pursuit over the last 10+ years has been to help Indian home seekers eliminate brokers and simplify the home-buying and renting process. With Home services such as painting, cleaning, etc., Packers and movers, and Loan and legal solutions, they offer all the services a homeowner needs. 

Now, the company is turning its disruptive lens on one of real estate’s essential but unorganized segments: home interiors. NoBroker Interiors carries forward NoBroker’s signature ethos of transparency, trust, and customer-first service into the home interiors segment. This initiative is a full-stack, end-to-end interiors solution that makes the homeowner’s journey from property acquisition to a beautifully finished, move-in-ready home seamless. 

Challenges of the Traditional Indian Interior Segment 

The traditional interior segment and local carpenters or contractors often fail to meet customer expectations. Most of the process and communication between the parties is informal and carries little to no accountability. Additionally, there is a major lack of transparency regarding their interior costs, raw material quality, timelines, durability, and hidden costs. With homeowners not truly knowing the actual value of their dream decor, the fear of being overcharged looms. Another major challenge is innovation. Traditional home designers and their customers run in circles, searching for quality designs on Pinterest and Google Images, referencing previously executed designs or random websites that fail to offer custom decor. This archaic method is not only frustrating but also time-consuming and money-wasting. Outcome? Lack of proper planning leads to undesirable outcomes, poor finishes, compromised quality, and delayed timelines. 

How NoBroker Interiors reimagined the home interiors experience

NoBroker Interiors did not approach home décor as just a design problem, but as a customer experience problem first. By studying every recurring pain point across the interiors journey, the team built a model grounded in transparency, trust, and aspirational quality. The team studied all recurring renovation pain points and used those insights to build a decor model that delivered aspirational quality with transparency and trust. 

On the design front, NoBroker Interiors put technology at the center. An AI-driven design engine handles the heavy lifting behind the scenes, automating the backend work that once consumed designers’ time, so every recommendation is unique, driven by the homeowner’s needs, and not by designer convenience or commercial bias. NoBroker Interior is helping homeowners build their own Ideabook, collecting inspiration in one place and walking into consultations with clarity. Photorealistic 3D rendering then brings the vision to life before execution, eliminating guesswork and setting honest expectations. Backing all of this is 8 years of project learning and quality work; the NoBroker Interior’s process systematically catches errors before they reach the site.

On the communication front, an in-house CRM, ConvoZen, tracks every customer interaction from the first consultation through to final handover so that nothing falls through the cracks. ConvoZen bridges the major gap of untracked communication in the traditional segment. This tool adds layers on top to analyze every touchpoint, surfacing summaries and insights that keep both the customer and the team aligned at every stage. An integrated ERP manages all backend operations, ensuring smooth coordination across procurement, scheduling, and on-ground execution.

On quality, NoBroker Interiors sources materials from a carefully curated network of multiple trusted partners, ensuring that what goes into every home is authenticated, durable, and built to last.

The bigger picture

NoBroker Interiors’ broader goal is not to replace the human side of interior design, but to bring structure to the traditionally unstructured decor industry, establish transparency, and adopt a customer-first approach. From the first consultation through design planning, cost estimation, material selection, project updates, and final delivery, the company uses technology to eliminate the usual friction that makes home interiors stressful for customers.

By combining modern decor needs with tech-led execution, NoBroker Interiors is building an evolved model for India’s home interiors segment. As homeowners become more design-aware and quality-conscious, the company’s approach aims to move away from unstructured, one-size-fits-all interior solutions and toward a more personalized, transparent, and reliable approach to decor.

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Navi Mumbai (Maharashtra) [India], June 12: Paramatrix Technologies Limited (Paramatrix) (NSE: PARAMATRIX), a trusted provider of enterprise software products and digital IT services, has successfully completed the second tranche of its previously announced acquisition of Metasys Software Private Limited (Metasys).

Pursuant to the transaction, Paramatrix has acquired an additional 25% equity stake in Metasys, increasing its overall shareholding from 51% to 76%.

Following the completion of the first tranche in January 2026, Metasys became a subsidiary of Paramatrix. The phased acquisition structure was designed to ensure a seamless transition while creating a strong foundation for long-term collaboration between the two organizations.

Metasys is an established software services company with expertise in custom application development across technologies including Microsoft .NET, FileMaker, iOS, PHP, and React-based platforms. The company serves a diversified customer base across North America, Europe, and South-East Asia.

The increased ownership underscores Paramatrix’s confidence in Metasys’ business strengths and future potential. The transaction is expected to further support the Company’s efforts to expand its delivery capabilities, deepen customer engagement, and strengthen its presence across key international markets.

Commenting on the milestone, Mr. Mukesh Thumar, Founder, Managing Director & CEO of Paramatrix Technologies Limited, said: “The completion of the second tranche represents another important step in our journey with Metasys. Over the last few months, we have witnessed strong alignment between our teams and a shared commitment towards delivering value to customers. Increasing our stake reflects our confidence in the business and our belief in the opportunities that lie ahead as we continue building a stronger and more scalable technology platform.”

About Paramatrix Technologies Limited

Paramatrix Technologies Limited (NSE: PARAMATRIX) is a technology-driven enterprise software and digital IT services company established in 2004 and headquartered in Navi Mumbai, India. The Company designs and delivers enterprise software, digital transformation services, and proprietary product platforms used by clients across banking, financial services, insurance, healthcare, education, and other regulated industries.

Paramatrix’s product portfolio includes solutions for data management, automation, analytics, and gamified customer engagement (including the award-winning PLAYMITY platform). With a sharp focus on quality, customer outcomes, and innovation, Paramatrix continues to evolve into a multi-product, multi-geography group, supported by its recently inducted subsidiary Metasys Software Private Limited.

In FY26, the company reported Consolidated Total Income of ₹32.57 Cr, EBITDA of ₹4.46 Cr, and Net Profit of ₹2.61 Cr.

Disclaimer: This article is for informational purposes only and does not constitute financial advice.

Bengaluru EPCC firm eyes manufacturing scale-up with public market debut

Bengaluru (Karnataka) [India], June 12: Leapfrog Engineering Services Limited is heading to the stock markets. The Bengaluru-based engineering contractor has set June 17–19 as its IPO window on the BSE SME platform, offering shares at ₹21–₹23 each.

The total raise is ₹88.51 crore. Of that, ₹79.60 crore comes from a fresh issue of 3.46 crore shares; the rest ₹8.91 crore is an offer for sale by existing shareholders. Promoters will hold just over 67% post-listing.

What the money is for

The bulk of the fresh issue proceeds have a clear destination. About ₹27 crore goes toward building a new assembly facility in Bengaluru’s Yelenahalli area, and ₹36 crore will shore up working capital. The rest covers issue costs and general corporate use.

The factory isn’t just about capacity, it’s about reducing the company’s reliance on outside vendors for panel assembly work, which has been a structural constraint as export orders grow.

Two decades of reinvention

Founded in 2005, Leapfrog began as an electrical engineering services provider and has evolved into a multidisciplinary engineering solutions company with expertise in electrical, instrumentation, automation and control systems. Over the last two decades, the Company has successfully delivered projects across India and international markets, including Kuwait, the United States, Germany, Nigeria and Canada, serving multinational corporations, public sector undertakings and global EPC contractors.

The Company’s journey has been marked by continuous expansion, technological advancement and operational excellence. Key milestones include the execution of large-scale oil & gas projects, establishment of an assembly unit, implementation of ERP systems, entry into the automation domain, receipt of multiple export excellence awards, conversion into a public limited company, and obtaining UL 508A certification. These achievements have strengthened Leapfrog’s position as a trusted engineering partner with a growing global footprint.

 The numbers

FY25 revenue came in at ₹134.66 crore. EBITDA was ₹21.57 crore, a 16% margin, up sharply from the near-breakeven levels of FY23 when margins were barely touching 1%. PAT for the year was ₹16.22 crore.

The more recent data looks better still. For the nine months ended December 2025, EBITDA margins had climbed to nearly 20% and PAT margins crossed 14%. Whether that holds through a full year is the question, but the direction is clear.

Net worth has moved in a straight line upward from ₹5.32 crore in FY23 to ₹67.44 crore by December 2025. Debt-equity has come down from 2.45x in FY23 to 0.48x today, largely because the equity base was negligible back then rather than because the company was drowning in debt.

Order book tells the real story

The ₹384 crore order book as of March 2026 is the figure investors will likely anchor to. Exports make up ₹327 crore of that, most of it tied to ongoing and upcoming work in Kuwait, Bahrain, and the UAE.

The company has been working with Kuwait Oil Company clients for over 15 years, executing modular substation projects, SCADA systems, and electrical infrastructure across multiple oilfield facilities.

Leadership

Managing Director Prabhav Narasimha Rao has been at the helm since the beginning. His three decades in project management spanning large engineering firms and multinationals are reflected in the Middle East relationships that now define the company’s revenue profile.

CFO and Whole-Time Director Sapna Raghavendra oversees finances, while Kommanahalli Giridhar, a 42-year industry veteran, chairs the board as Non-Executive Director.

Valuation

At the top of the price band, the post-issue market cap works out to roughly ₹326 crore. On FY25 earnings, that’s about 14.6x P/E. As of December 2025 numbers (un-annualized), the P/E sits around 17.4x.

For a company of this size with export exposure, a visible order book, and improving margins, the pricing doesn’t look stretched though the heavy concentration in Kuwait and the working capital intensity of EPCC contracts are risks worth reading carefully in the prospectus.

Finshore Management Services, Kolkata, is the Book Running Lead Manager. Integrated Registry Management Services, Bengaluru, is the registrar.

Investors should read the Red Herring Prospectus and assess all risk factors before making any investment decision.

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Mayank Pathak, Managing Director – Translite Formwork and Scaffolding

New Delhi [India], June 11: Airports are among the most demanding infrastructure projects to execute. Unlike many construction sites that operate in isolated zones, airport projects often develop alongside active passenger movement, operational facilities, security systems, and continuous logistics activity. Every stage of execution must be planned with precision because even minor disruptions can affect mobility, safety, and daily operations.

Modern airport construction also represents a larger shift in infrastructure expectations. Today’s airports are no longer viewed purely as transport hubs. They are designed as integrated urban spaces that combine architecture, sustainability, passenger experience, and engineering efficiency. This transformation has increased the complexity of construction execution, especially in large projects such as Bengaluru’s Terminal 2 development, which reflects the growing emphasis on scale, design integration, and operational continuity.

For companies involved in construction support systems, these projects highlight an important reality. Building modern infrastructure is not only about permanent structures. It also depends heavily on how temporary systems such as scaffolding, formwork, and access platforms are planned and managed during execution.

Why Airport Construction Requires a Different Approach

Airport projects operate under conditions that are very different from conventional construction environments. Work often takes place within active campuses where movement restrictions, security requirements, and operational schedules must be respected throughout the project cycle.

In high-traffic environments, construction access becomes a major challenge. Materials must be transported efficiently without affecting public circulation. Work zones must remain controlled and clearly separated from operational areas. Temporary support systems must also adapt to changing site conditions as different phases of the project progress simultaneously.

This is where detailed planning becomes essential. Scaffolding and formwork systems cannot be treated as secondary site arrangements. They must be integrated into the broader execution strategy from the beginning.

Managing Execution in Limited and Active Spaces

Large airport projects involve multiple work fronts operating together. Structural works, finishing activities, utilities, façade systems, and elevated access requirements often overlap within the same construction cycle.

In constrained environments, modular scaffolding systems offer practical advantages. Systems such as Ringlock and Cuplock scaffolding allow predictable assembly and flexibility in configuration. Because components are standardized, they can be adjusted to suit varying heights, curved architectural sections, and restricted work zones without extensive modification.

This adaptability is particularly important in airport environments where access pathways and operational movement cannot be obstructed for long durations. Faster assembly and dismantling help maintain workflow continuity while minimizing congestion across active construction areas.

Precision Becomes More Important in Architectural Projects

Modern airports place strong emphasis on design and passenger experience. Large open spans, elevated roofing systems, landscaped interiors, and integrated lighting create visually complex structures that demand careful execution.

Temporary support systems play a significant role in maintaining alignment and stability during these stages. Formwork and scaffolding must support structural loads while also accommodating architectural detailing and finishing activities.

In such projects, engineering planning becomes critical. Load calculations, staging layouts, and access design must be prepared well before execution begins. This reduces the need for adjustments on site and helps maintain consistency across different construction stages.

Companies involved in scaffolding and formwork support, including Translite Scaffolding Ltd., increasingly work within these requirements by aligning temporary support systems with structural and execution planning.

Safety in High-Movement Infrastructure Projects

Airport construction presents unique safety challenges because construction activity often takes place near operational zones. Maintaining safe movement for workers, contractors, and airport operations requires disciplined site management.

Temporary structures must provide stable working platforms while allowing efficient access across multiple elevations. Standardized systems help reduce variability during installation and support more predictable structural behaviour.

Manufacturing consistency also becomes important in such environments. Components fabricated to defined standards contribute to stability and reduce the risk of misalignment during assembly. In projects where multiple teams work simultaneously, predictable system performance helps improve coordination and safety.

The Role of Logistics and Material Flow

Material movement is one of the most sensitive aspects of airport construction. Large quantities of structural components, formwork materials, and scaffolding equipment must move through highly regulated environments without affecting operational areas.

Efficient logistics planning helps avoid bottlenecks. Modular systems support this process because components can be transported, assembled, dismantled, and redeployed with greater efficiency. Proper sequencing of deliveries and storage also helps reduce congestion in restricted workspaces.

For infrastructure support providers, understanding these logistical challenges is becoming increasingly important as projects shift toward more integrated and operationally sensitive environments.

Sustainability and Reusability in Modern Construction

Modern airport developments increasingly emphasize sustainability, both in architectural design and construction practices. Reusable scaffolding and modular formwork systems contribute to this objective by reducing material wastage and supporting long-term reuse across projects.

Durable systems fabricated with consistent specifications can be redeployed across multiple construction phases and future projects. This reduces unnecessary material replacement and supports more efficient resource utilization over time.

As infrastructure projects grow larger, reusable systems are becoming not only a cost consideration but also part of broader construction sustainability practices.

A Growing Need for Engineering-Led Construction Support

One of the key lessons from large airport developments is that temporary support systems must evolve alongside infrastructure complexity. As structures become larger and architectural requirements more demanding, scaffolding and formwork systems can no longer rely solely on conventional site practices.

Engineering-led planning, modularity, and standardization are becoming central to efficient execution. Temporary systems must be designed not only to support structural loads but also to align with project sequencing, safety planning, and operational movement.

This shift is gradually reshaping how infrastructure support systems are viewed within the construction ecosystem.

Looking Ahead

India’s infrastructure growth is moving toward increasingly complex urban and transport projects. Airports, metro systems, industrial corridors, and high-speed mobility networks all require stronger coordination between design and execution.

Projects such as Bengaluru’s airport expansion demonstrate how modern infrastructure depends on more than architectural ambition alone. Successful execution relies equally on the systems that support construction behind the scenes.

For companies working in scaffolding and formwork, this changing landscape presents both a challenge and an opportunity. As projects become more technically demanding, the role of engineered support systems will continue to grow in importance. Temporary structures may disappear once construction is complete, but during execution they remain one of the most important foundations supporting modern infrastructure development.

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Abhishek Rungta, Founder & CEO of INT. (Indus Net Technologies Ltd.)

Kolkata (West Bengal) [India], June 10: India’s Global Capability Centre story is extraordinary by almost any measure. The latest NASSCOM-Zinnov report puts the number at 2,117 GCCs operating across India as of FY26, employing 2.36 million professionals and generating $98.4 billion in annual revenue. More than one-third of Fortune Global 500 companies now have GCCs in India, and over 1,200 centres have embedded AI and machine learning capabilities.

By the headline numbers, this is a triumph. And in many ways, it genuinely is. But scale is no longer the question. Relevance is.

After nearly three decades of building enterprise technology systems for clients across 45 countries, I see a deeper shift underway. Many GCCs were built for a world of efficiency, execution and cost leverage. The next decade will reward GCCs that can own outcomes, redesign processes, apply AI responsibly, and influence enterprise decisions. That is a very different game. The decisions made over the next 18 to 24 months will determine which GCCs become genuine global enterprise nerve centres and which are reduced to execution arms, consolidated, or restructured when global boards reassess value.

The cost-arbitrage era is over. Many GCCs are still managed for it.

The EY GCC Pulse Survey 2025 found that 92% of GCC leaders say their centres now contribute far beyond cost arbitrage, with 87% aiming to manage end-to-end processes for their global parent organisations. The aspiration is clear.

The reality is more complicated.

Most GCCs were designed, staffed, and measured for a world that no longer exists. Their processes are inherited from a decade of execution-first mandates. Their technology stacks reflect what was available five years ago. Their leadership structures are optimised for reporting to headquarters, not for owning outcomes. The aspiration to become an “innovation hub” collides, every quarter, with KPIs built around headcount, utilisation, and ticket resolution speed.

You cannot build an AI-native enterprise capability centre on a foundation designed for cost arbitrage. The physics do not work. And yet that is precisely what many GCCs are attempting.

Many of them do not have a technology problem. They have a process-memory problem. They continue to run workflows that made sense when the mandate was efficiency and control. AI will not fix those workflows. In many cases, it will only make the wrong workflow run faster.

AI cannot be a layer. It has to become the operating architecture.

India’s GCC sector has moved faster on AI adoption than almost any comparable global segment. More than 58% of GCCs are actively investing in Agentic AI, according to the EY GCC Pulse Survey. The ambition is real. But the execution gap is equally real.

Here is what I observe from the enterprise delivery side: most GCCs are grafting AI tools onto legacy workflows and calling it transformation. They are adding a GenAI interface to a broken process and measuring success by the interface adoption rate, not by whether the underlying business outcome changed. The result is impressive-looking pilots, rising AI expenditure, and persistent frustration at the senior leadership level when results do not compound.

The GCCs that will define the next decade are not adding AI to their existing operating models. They are rebuilding their operating models around AI. That is a fundamentally different exercise. It requires different leadership skills, different vendor relationships, different ways of measuring performance, and a willingness to retire processes that still “work” in a narrow sense but were never designed for the speed, complexity, and autonomy that AI-native operations demand.

The talent problem is real, but it is being misdiagnosed.
KPMG found that over 70% of GCC leaders identified talent as their top risk. That number does not surprise me. But the diagnosis is usually wrong.

The challenge is not finding people who know how to use AI tools. India produces AI talent at a scale no other country can match. The challenge is finding people who can think in systems, translate between business context and technical architecture, and own an outcome rather than execute a specification.

These are leadership skills, not technical skills. And they are not produced at scale by the same hiring pipelines that built India’s first generation of GCC talent. Building this capability requires a different relationship with talent: longer development cycles, broader rotation across functions, and deliberate exposure to strategic decision-making, not just operational delivery.

What must change, specifically?
Three things need to happen for India’s GCCs to realise their potential to generate $98.4 billion in annual revenue.

First, performance measurement has to shift from operational metrics to business outcomes. Utilisation rates and response times tell you nothing about whether the GCC is creating value for the enterprise. Measure revenue impact, product velocity, and decision quality instead.

Second, the relationship between GCCs and their service partners needs to mature from vendor management to co-creation. The NASSCOM-Zinnov report notes that 75% of India’s GCCs have the potential to evolve into portfolio or transformation hubs over the next five years. None of that evolution happens through transactional vendor relationships. It happens through partnerships where both parties carry real accountability for outcomes.

Third, the AI strategy must be set by people who understand both the technology and the business context deeply enough to make trade-offs. Not just by technology teams optimising for model performance, and not just by business teams adding AI line items to budget plans. The integration of those two perspectives is what separates productive AI investment from expensive experimentation.

India’s GCC sector is at an inflection point that comes around once in a generation. The infrastructure is built. The talent pool is deep. The policy environment is supportive. What remains is the harder work: changing the operating system. The next chapter of India’s GCC story will not be written by centres that merely adopt AI faster. It will be written by those who redesign themselves around outcomes.

That work will define whether India’s GCCs remain efficient delivery engines or become true enterprise nerve centres for the world. The winners will not be the ones who move fastest. They will be the ones that move most deliberately, with clarity on the outcomes they exist to create.

Abhishek Rungta is the Founder and CEO of INT (Indus Net Technologies), a full-stack digital transformation company serving 500+ enterprise clients across 45 countries. He writes on enterprise AI adoption, digital transformation, and long-term business building.

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Tata IIS and NST provide industry-aligned training, preparing youth for future-ready careers in emerging sectors.

New Delhi [India], June 11: India stands at a pivotal moment in its economic journey. With more than 1 billion people in the working-age population, the country possesses one of the world’s largest talent pools. Yet a significant challenge remains—while millions of young people graduate every year, only about 45% of graduates are considered industry-ready, highlighting the gap between traditional education and the skills required by employers.

To bridge this gap, the Tata Indian Institute of Skills (Tata IIS), in partnership with the Ministry of Skill Development and Entrepreneurship (MSDE), Government of India, is building a new model for industry-focused skilling through pioneering institutes IIS Mumbai and IIS Ahmedabad.

Drawing from the Tata Group’s legacy of institution building, Tata IIS is focused on preparing learners for careers in high-growth sectors through hands-on training, industry-aligned curricula, and exposure to advanced technologies.

India’s Growing Demand for Skilled Talent

India’s industrial landscape is evolving rapidly. Large-scale investments in manufacturing, infrastructure, and emerging technologies are creating unprecedented demand for skilled talent.

The electric mobility sector alone is projected to require a significant workforce as India moves towards an estimated 50 million electric vehicles by 2030. Manufacturing, electronics, hospitality, and retail are similarly expected to generate millions of employment opportunities over the coming decade.

As industries adopt automation, robotics, artificial intelligence, and smart manufacturing practices, employers are increasingly seeking candidates with practical skills and experience on industry-grade equipment.

This shift is encouraging students and young professionals to look beyond conventional academic pathways and explore technical skilling programs that are directly aligned with industry requirements.

Learning Built Around Industry

At Tata IIS, the emphasis is on competency-based learning that combines theoretical knowledge with extensive practical application.

The institutes feature infrastructure aligned with global manufacturing standards and are supported by leading technology partners including Phillips Machine Tools, Formlabs, Markforged, Mitutoyo, ZEISS, Hexagon, Schneider Electric, Tata Motors, Siemens, ABB, FANUC, Universal Robots, and FESTO.

Through this ecosystem, learners gain exposure to the same technologies and systems used across modern industrial environments worldwide, helping them build capabilities relevant to Industry 4.0.

National Skills Test (NST): A National Gateway to Skilling

Admission into Tata IIS programs is facilitated through the National Skills Test (NST), a merit-based assessment designed to evaluate technological aptitude, analytical ability, and readiness for technical learning.

Much like CAT serves as a gateway to management education and JEE serves as an entry pathway to engineering programs, NST is emerging as a structured national gateway for industry-focused skilling.

Conducted twice every year—in March and September— NST provides learners across India an opportunity to access programs in future-ready domains such as robotics, automation, electric vehicles, advanced manufacturing, and related technologies.

To ensure accessibility, Tata IIS has established test centres across the country, enabling learners from diverse geographies to participate. The initiative has already attracted thousands of registrations from across India, reflecting growing interest among young people seeking industry-relevant career pathways.

Registrations Now Open for NST September 2026

Registrations are currently open for the National Skills Test (NST) – September 2026. Young people aspiring to build careers in high-growth sectors such as manufacturing, automation, robotics, and electric vehicles can apply to take the test and explore industry-focused skilling pathways offered by Tata IIS.

As industries continue to seek talent equipped with practical skills and technological expertise, NST offers learners an opportunity to take the first step towards future-ready careers.

Registrations are now open. Don’t miss the opportunity to be part of India’s next generation of skilled professionals.

To register and learn more about the National Skills Test (NST), visit https://nst.tataiis.org/.

Know more about Tata IIS: https://www.tataiis.org/.

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Noida (Uttar Pradesh) [India], June 11: Today’s CEOs are deeply rooted in their ethical accountability, with a blend of modern technology. They are redefining their role at a higher level by identifying new sources of success in the corporate landscape. 

Reflecting this evolving role, TradeFlock proudly presents its latest edition, 10 Best CEOs in India 2026, featuring excellent leaders who are driven by AI implementation and domestic growth. They are shaping the future with bold concepts and innovative strategies for sustainable growth and business transformation. 

The selection process of these outstanding leaders follows an in-depth research and interview with various CEOs across diverse sectors, including finance, tech, pharmaceuticals, retail, etc. Each leader is selected on the basis of their impactful leadership, strategic mindset, innovative approach, governance, and contribution to futuristic organisational growth to be a part of the list. 

Visionaries at the Helm: Complete List of the 10 Best CEOs in India 2026

• Rakes Gaur – CEO – SAE Towers & Executive Director (CIS & Africa) at KEC International Ltd.

Rakesh Gaur is an exceptional leader with a strong focus on transforming underperforming units within the organisations. His unique leadership drove a remarkable 75%  CAGR turnaround in KEC International Railway Sector while building expertise in global infrastructure and cross-border power. With his strategic vision and bold ideas, he turns challenges into market-leading success across Central Asia. Read his exclusive conversation with TradeFlock in his recognition as the best CEO in India 2026.  

• CS Jadhav – CEO at Nutricircle Ltd. 
• Dr. George Noel Fernandes – CEO at MMRI’s Kamalnayan Bajaj Hospital
• Kishan Dumpeta – CEO at Tierra Agrotech Ltd. 
• Prahalad Singh Patel –  CEO & Managing Director at ProWaVe Consultants Pvt. Ltd. 
• Dr. Prasenjit Bakshi – CEO at Sujan Carnival Furniture (ACT Group of Companies
• CA Raman Khunger- CEO & Founder at Investyn Advisors 
• T. Hariraj – CEO at Voltech Manufacturing Company Ltd. 

The brilliant leaders featured here showcase the importance of visionary thinking and strategic leadership, both of which are necessary for operational excellence and inclusive growth. They stand out for their passion for innovation and unwavering commitment to reshape the corporate world. From a customer-centric approach and operational efficiency to scalability and sustainable development, they highlight the meaningful shift within Indian enterprise. 

TradeFlock Archive: Other Recently Released Editions 

TradeFlock is highly dedicated to offering leadership insights and conducting interviews with influential business leaders while sharing impactful success stories across finance, technology, operations, and business transformation. Since 2017, TradeFlock has been inspiring aspiring business leaders through visionary showcases and bold ideas that shape the business in India and global markets. Besides notable editions like 40 under 40, Most Iconic Women Leaders in the USA of the year, and Best CTOs of the year, here is a quick rundown of TradeFlock’s recently released editions. 

• Best Corporate Leaders in India 2026
• Most Influential Healthcare Leaders 2026
• Best CFOs in India 2026
• USA’s Most Influential COOs 2026
• Best Tech Leaders from Asia 2026

About The Publisher – TradeFlock

TradeFlock is a biweekly business magazine that publishes two to three editions every month, chronicling the stories of leaders, innovators, and organisations redefining industries across India, Asia, and the USA. Built on a merit-first editorial philosophy, every feature in TradeFlock is earned through a structured shortlisting process that evaluates real achievement, industry impact, and leadership contribution. No profile is a paid placement, and that distinction is precisely what gives a TradeFlock feature its credibility.

The magazine has become a platform where founders, CXOs, and companies across technology, healthcare, finance, manufacturing, real estate, and more than 21 other sectors have shared their journeys with a global readership of over 630,000. Special editions like Company of the Year and Best Companies to Work For have further cemented its reputation as a publication that recognises organisational excellence with the same editorial seriousness it applies to individual leadership.

Readers and business professionals can subscribe through tradeflock.com or Magzter, with affordable annual plans covering early access to both print and digital editions. In a landscape where publications like Entrepreneur India lean heavily into news and trend coverage, TradeFlock takes a different route, building deeply human narratives around the decisions, failures, and breakthroughs that define real business growth.

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Noida (Uttar Pradesh) [India], June 11: In healthcare institutions, every decision not just directly impacts business growth but also human lives. Healthcare leaders carry responsibilities far beyond the boardroom. They are transforming the healthcare industry from expanding access to providing quality care to strengthening healthcare infrastructure for a more inclusive healthcare ecosystem across the country. 

Reflecting this evolving role, TradeFlock presents its latest edition, India’s Most Influential Healthcare Leaders 2026, featuring outstanding healthcare leaders who are building stronger, more resilient organisations, combining AI-driven innovation with holistic treatment approaches to deliver impactful healthcare solutions. 

The selection process involved extensive research and interviews with hospital administration, healthcare founders, medical directors, pharmaceutical executives, and healthcare innovators across India. Each healthcare leader was assessed on the basis of leadership impact, innovative approaches, strategic vision, governance, and contributions to advancing the healthcare ecosystem to be a part of this list of India’s most influential healthcare leaders.

India’s 10 Most Influential Healthcare Leaders 2026: The Complete List Is Here

• Dr Vijay Viswanathan – Chief Physician and Chairman & Managing Director at M.V. Hospital for Diabetes Pvt. Ltd. 

Dr Vijay Viswanathan is widely recognised for his contributions to diabetic research and patient care through clinical excellence, research, and medical education. With decades of experience in diabetology and more than 300 published research papers, he significantly advances diabetes awareness, prevention, and treatment practices worldwide. Dr Vijay Viswananathan was also appointed as the President of D-Foot International, an NGO based in Brussels, Belgium, in 2021. Read his exclusive conversation with TradeFlock in his recognition as the most influential healthcare leader in India 2026.  

• Dr Atantra Das Gupta – Founder of Khush-AI & Art and Co-founder of Transformed Arrogyam
• Chetan  Bipinchandra Shah – COO & Director at Senores Pharmaceuticals Ltd.  
• Divesh Mahendra Parekh – Head of Finance at Clinical Diagnostic Centre 
• Dr Lakshmipathy Ramesh Nagarajan – Founder & Managing Director and Senior Consultant Geriatrician at Geri Care Health Services Pvt. Ltd.
• Dr Priyanka Bahl – Medical Director at Woodlands Hospital
• Santosh Aghamkar – Director International Sales at Medica Corporation

Read about other leaders among India’s 10 most influential healthcare leaders 

The exceptional pioneers featured here reflect the significance of purpose-led leadership and strategic thinking, both of which are essential for operational agility and sustainable growth. From patient-focused care and operational efficiency to scalable and inclusive development, their work highlights a silent evolution of healthcare leadership across domestic and international markets.

Latest Editions from the TradeFlock Archive

TradeFlock is dedicated to highlighting leadership insights and conducting interviews with influential leaders, sharing impactful success stories across finance, technology, operations, and business transformation. Since 2017, TradeFlock has been inspiring emerging innovators through visionary leadership and bold ideas that influence both Indian and global markets. Apart from its exclusive editions like 40 Under 40,  Marketing Leaders of the Year, and HR Leaders of the Year, here’s a quick overview of the latest editions published by TradeFlock. 

• Most Inspiring Global Business Icons 
• Most Iconic Women Leaders in USA 2026
• Best Business Leaders in India 2026
• Best Tech Leaders from Asia 2026
• Visionary CEOs to Watch in 2026

About the Publisher: TradeFlock

TradeFlock is a biweekly independent business magazine documenting the journeys of leaders, entrepreneurs, and organisations. Where publications like Forbes have long centred their coverage around established corporate names and billion-dollar valuations, TradeFlock was built on a different premise entirely. It exists to give emerging entrepreneurs, first-generation business builders, and sector specialists a platform as credible and visible as any legacy publication, one that tells the stories mainstream business media routinely overlooks. It has also diversified its executive branding via its YouTube channel, LinkedIn Newsletter, and various categories such as success insights.

At its core, TradeFlock is a merit-driven publication where editorial features are never sold. Profiles are shortlisted purely on the strength of a leader’s experience, industry impact, milestones, and mentorship. The only costs a featured leader bears are optional, covering reprint rights or physical deliverables such as certificates and awards, none of which influence the editorial decision. This distinction ensures that recognition in TradeFlock carries genuine weight, not a price tag. Nominations are open to everyone, including self-nominations, colleagues, HR teams, and organisations, through TradFlock Nomination.

With a readership of 630,697 spanning CXOs, startup founders, entrepreneurs, and decision-makers across 32 industries, including finance, healthcare, technology, and real estate, TradeFlock Magazine reaches an audience that is both influential and highly engaged. The magazine is available in print and digital formats through tradeflock.com and Magzter, with annual subscription plans that offer early access and discounted pricing for both editions.

For those looking to contribute editorially for the press mention, TradeFlock welcomes thought leaders and industry experts to submit authored articles and quotes for its Big Take and spotlight section at editors@tradeflock.com, making it as open to voices as it is to stories.

If you object to the content of this press release, please notify us at pr.error.rectification@gmail.com. We will respond and rectify the situation within 24 hours.