Tag: lifestyle

Ravi Gilani Founder & Managing Consultant, Goldratt Bharat

New Delhi [India], May 6: In an industry where business turnarounds are often linked to cost cutting and workforce reduction, a different approach has quietly taken shape over the past two decades. Instead of shrinking organisations to restore profitability, it focuses on improving how they function as systems. The result is not just recovery, but sustained growth.

The man who has continually enabled enterprises to do this is  Ravi Gilani, Founder and Managing Consultant of Goldratt Bharat. Over 27 years, he has directly  worked with more than 150 companies across sectors, building a reputation for turning around businesses without layoffs or heavy capital investment. His work has consistently focused on improving cash flow, delivery performance, and measurements alignment, increasing throughput rather than reducing scale.

A Different Starting Point

Most turnaround strategies begin with cost control. When companies face financial stress, the immediate response is to cut expenses, reduce headcount, and conserve cash. While this may provide short-term relief, it rarely addresses the underlying reasons for underperformance.

Ravi Gilani’s approach begins with a different question. Instead of asking what to cut, he asks what is limiting the system. This perspective is rooted in the Theory of Constraints, which treats organisations as interconnected systems governed by a single constraint at any point in time.

The implication is straightforward. Improving areas that are not constrained will not significantly change overall performance. Real impact comes from identifying and addressing the factor that is holding the system back. The constraint is not a negative word, it is a leverage point.

Constraints are not good or bad, they are facts of life. The output of the system will be limited by the constraint, whether it’s acknowledged or not. Knowledge of the constraint and managing it well enables companies to maximize throughput.  

From Operations to Consulting

Before building his consulting practice, Ravi Gilani, an IIT Delhi alumnus, spent over two decades in operations at Tata Motors and Eicher. This experience shaped his understanding of how manufacturing systems function in reality.

On the shopfloor, problems are rarely theoretical. Delays in one area can affect production schedules, delivery commitments, and ultimately cash flow. These experiences highlighted a recurring pattern. Departments often performed well individually, but the system as a whole struggled to deliver consistent results. This gap between local efficiency and overall performance became a central theme in his later work.

Building a Track Record Across Industries

Through Goldratt Bharat, Ravi Gilani has applied constraint-based thinking across a wide range of industries, including automotive, metals, aerospace, retail, infrastructure, and financial services. The scale of this work is significant, with more than 150 companies engaged and over 200,000 professionals trained.

While each organisation presents unique challenges, the underlying issues often share similarities. Companies invest in improving processes, technology, and capacity, yet struggle with delivery reliability, excess inventory, and stretched cash cycles. These challenges are typically addressed through multiple parallel initiatives, which can dilute focus.

By identifying the constraint and aligning the measurements and reviews  around it, the approach brings clarity in decision-making. Instead of spreading efforts across the organisation, it concentrates on the area that has maximum impact on the  system output.

Multiplying Cash Velocity

One of the defining aspects of this work is the focus on cash flow. In many organisations, cash is treated as a consequence of sales order book and cost control decisions. In reality, it is often constrained by several decisions on what to produce, what to procure, how much to procure  and several such daily decisions.  

By improving flow across the system, organisations are able to reduce their cash to cash cycle time. This can help the company to rotate cash faster, and generate more cash in turn –  improving cash velocity. It involves reducing inventory and receivables,shortening lead times, and aligning production with actual demand.

The impact of this approach is visible in large-scale transformations such as Jindal Steel. Over a multi-year period, the company achieved significant improvements in working capital reduction, profitability, and set new operational and financial benchmarks. Cash released through better system alignment enabled investment in growth and reduction of debt. Total employment increased by close to 30% during this period.

Similar patterns can be seen in mid-sized and smaller organisations. At Paharpur Group, the  loss-making flexi packaging business was able to break even within months and sustain growth over the years. At Eicher Engineering Components, a division that had incurred losses for several years moved to sustained profitability and long-term expansion.

Looking Ahead

As businesses navigate increasing complexity, the need for clarity becomes more important. Investments in technology and processes will continue, but their impact will depend on how well they are aligned with the system’s constraint. The journey of Goldratt Bharat reflects an approach that prioritises outcomes over activity. By focusing on flow, improving cash velocity, and avoiding the reflex to cut costs through layoffs, it offers a different way to think about performance. For organisations seeking sustainable growth, the lesson is straightforward. Identify what is limiting you. Align around it. Improve it. The rest will follow.

Adv. Aaditya Bhatt, Advocate, Gujarat High Court | Founder, Bhatt & Joshi Associates, Ahmedabad | Senior Standing Counsel, Income Tax Department

New Delhi [India], May 6: India’s International Financial Services Centre at GIFT City, Gujarat, has been operational since 2015. In its first decade, it has attracted over 175 Fund Management Entities, facilitated the relocation of offshore funds, and built an exchange infrastructure that now trades derivatives, equities, and debt instruments in foreign currency — all within Indian sovereign territory but outside India’s domestic regulatory perimeter. Yet most commentary on GIFT City remains trapped in two registers: promotional material that reads like a brochure, or sceptical analysis that treats IFSC incentives as too good to be true. Neither register is useful. What is useful is a precise, provision-by-provision examination of what the law actually says — and what it means for the global asset management industry.

As an advocate practising at the Gujarat High Court and, serving as Senior Standing Counsel for the Income Tax Department, I have a professional interest in both sides of the tax architecture: the incentive framework that attracts capital, and the compliance framework that ensures those incentives are used within their intended boundaries. This article examines both.

The Twenty-Year Holiday: Section 147 of the Income-tax Act, 2025

The headline incentive is now enacted law. Following Presidential assent to the Finance Act 2026 on 30 March 2026, Section 147 of the Income-tax Act, 2025 provides IFSC units a 100% deduction on business income for any 20 consecutive assessment years out of a block of 25 years. After the holiday period, a concessional rate of 15% applies. Minimum Alternative Tax for IFSC units is 9% — roughly one-third of the standard 25% corporate tax rate, and well below the 15% mainland MAT. This is not a proposal or a budget announcement. It is law, effective 1 April 2026.

For a Fund Management Entity operating a Portfolio Management Service from GIFT City, this means every dollar of management fee, performance fee, and advisory fee collected in convertible foreign exchange is tax-free for two decades. The saving is substantial regardless of which baseline you choose. Against the US federal rate of 21%, a USD 10 million annual fee book saves approximately USD 2.1 million per year — USD 42 million over the holiday. Against the UK’s 25% rate, USD 50 million. And for a foreign company operating through a branch in India — which would otherwise face an effective Indian tax rate of approximately 36–38% (at the base rate of 35% effective from FY 2024-25, plus surcharge of 2–5% and 4% health and education cess) — the saving is approximately USD 3.7 million per year, or over USD 70 million over two decades. The GIFT City incentive does not merely match competing financial centres; on the arithmetic of enacted legislation, it exceeds them.

The TDS Problem — Solved: CBDT Notification 67/2025

Until June 2025, GIFT City FMEs faced a persistent cash-flow irritant: 10% tax deduction at source on every fee payment received, requiring annual refund claims with 12–18 month processing cycles. CBDT Notification No. 67/2025, dated 20 June 2025 and effective 1 July 2025, eliminated this entirely. FMEs — including PMS operators, AIFs, and mutual fund companies — now receive 100% of their fees gross, provided they furnish a statement-cum-declaration in the prescribed form to each fee payer. This is a compliance calendar item, not a structural burden. It aligns GIFT City’s cash-flow position with Singapore, Hong Kong, and Dublin.

The Provision Nobody Reads: Section 9A

Section 9A of the Income-tax Act is, in my assessment, the most commercially transformative provision in India’s IFSC framework — and the least discussed in asset management circles. It provides that fund management activity carried out through an eligible IFSC-based fund manager on behalf of an eligible offshore fund does not constitute a “business connection” in India for that offshore fund. The consequence: the offshore fund pays zero Indian tax, even though investment decisions are made from Indian soil.

Budget 2025 extended the Section 9A sunset to 31 March 2030 and relaxed several conditions for IFSC-based managers. The practical implication is striking. A GIFT City Principal Officer — the same individual who satisfies IFSCA’s substance requirements under Regulation 7(7) of the Fund Management Regulations 2025 for Indian PMS clients — can simultaneously make investment decisions for the firm’s offshore fund vehicles without those vehicles acquiring Indian tax liability. One office, one set of key managerial personnel, serving both Indian resident clients and global offshore portfolios. The “minimum viable” GIFT City operation that global managers reluctantly contemplate as a regulatory overhead is, properly structured, a regional fund management hub at zero tax.

I emphasise the caveat: Section 9A has specific conditions relating to fund corpus, investor diversification, and manager remuneration. These must be mapped with precision by qualified tax counsel. But the directional intent is unmistakable — India wants IFSC-based managers to manage global capital.

Transaction-Level Exemptions: The Compounding Effect

Beyond the entity-level tax holiday, GIFT City eliminates transaction-level friction that compounds across an actively managed portfolio. Securities Transaction Tax: nil. Commodities Transaction Tax: nil. Stamp duty: nil. GST on financial services: zero-rated as export of services. For a USD 500 million portfolio with 200% annual turnover, the STT saving alone — at the equity delivery rate of 0.1% — is approximately USD 1 million per year. These are not headline numbers, but for an operations team modelling total cost of ownership, they shift the calculus.

Non-resident investors benefit additionally from Section 10(4D), which exempts income of specified IFSC funds — including Category-III AIFs — from Indian tax to the extent attributable to non-resident unitholders. Section 10(4E), as amended by Finance Act 2025, extends this to OTC derivatives and offshore derivative instruments transacted through IFSC banking units. For portfolio managers whose strategies employ derivative overlays, this is a genuine expansion of the tax-efficient investment universe.

The Compliance Architecture: What the Incentive Framework Demands

Every incentive has a compliance condition. The conditions here are real and must not be minimised in any honest assessment.

First, the foreign-currency requirement: Section 80LA (now Section 147) mandates that the income must be received in convertible foreign exchange. All management fees must be invoiced and collected in USD, EUR, or GBP through IFSC Banking Units. Indian resident clients remitting under the Liberalised Remittance Scheme do so in foreign currency, so the condition is organically satisfied for PMS — but the banking and documentation architecture must be structured from Day 1.

Second, substance: IFSCA’s Fund Management Regulations 2025 require that the “proposal on the portfolio composition shall be initiated by a person who is based in the office of the FME in the IFSC.” This is not a formality. On 2 May 2025, IFSCA issued its first enforcement action on substance — a formal warning to an FME whose key managerial personnel were not physically present during unannounced surprise visits. The message is clear: GIFT City is not a brass-plate jurisdiction. If you claim the tax holiday, you must have real people making real decisions from a real office in GIFT SEZ.

Third, Section 9A conditions: the safe harbour is not a blank cheque. Fund corpus limits, investor diversification requirements, and remuneration thresholds must be individually mapped. A global manager who assumes Section 9A compliance based on a pitch deck rather than a provision-by-provision analysis is building on sand.

The Structural Argument

The distinction between a tax shelter and a tax architecture is not semantic. A shelter is a structure designed to avoid tax that would otherwise be payable, typically through treaty arbitrage or artificial arrangements. GIFT City is the opposite: it is a sovereign statutory framework — enacted by Parliament, gazetted by the Central Board of Direct Taxes, and enforced by the IFSCA — that creates genuine incentives for genuine operations. The incentives are large. The conditions are real. And the compliance infrastructure — from IFSCA’s unannounced inspections to the foreign-currency requirement to the substance test — is designed to ensure that only entities with real operations in GIFT City benefit.

For the global asset management industry, the strategic question is no longer whether GIFT City’s incentives are credible. They are enacted law. The question is whether global managers will evaluate GIFT City as a cost to bear for Indian market access — or as a platform to leverage for tax-efficient global fund management. The law supports the second reading. The numbers demand it.

About the Author: Advocate Aaditya Bhatt is the Senior Partner at Bhatt & Joshi Associates, a law firm established in 1978 and based in Ahmedabad. He practices at the Gujarat High Court and has served as Senior Standing Counsel for the Income Tax Department. He holds a B.E. from L.D. College of Engineering and an LL.B. from Sir L.A. Shah Law College. BJA’s practice spans tax litigation, corporate disputes, arbitration, banking law, admiralty law, GIFT City/IFSC advisory, white collar crimes amongst other areas of law..

Disclaimer: The views expressed are personal and do not represent the views of the Income Tax Department or any government authority. This article is for informational purposes and does not constitute legal or tax advice.

New Delhi [India], May 6: In a decisive assertion of India’s rising influence within the global luxury landscape, XII NOON has announced its arrival as a new sovereign name in ultra-luxury timekeeping, positioning itself not merely as a participant in the world of fine horology, but as a house intent on defining its own category.

Built on the philosophy of “Make with India for the World,” XII NOON brings together Swiss movement precision, Belgian craftsmanship, and culmination in Bharat, representing a distinctive expression of Indian authorship in the global ultra-luxury segment. The house is shaped by exclusivity, cultural depth, and an enduring sense of identity.

“This is not luxury conceived for reach; it is luxury conceived for recognition.”

Ownership Granted. Not Sold.

At the heart of XII NOON lies a philosophy that departs from conventional luxury retail structures. Rather than pursuing volume-led growth, the house operates through an invitation-led ownership framework in which acquisition is not openly transacted, but selectively extended.

This controlled access model preserves scarcity while elevating stature, reinforcing the principle that true luxury is not accessed by many, but recognized by few.

Within XII NOON, ownership is not transactional. It is positional.

A Curated House of Signature Creations

The house presents a portfolio that extends beyond timekeeping into objects of cultural permanence. Its signature creations include:

• Signature Edition — a refined women’s timepiece defined by elegance and individuality
• The Bharat Edition — a tribute to India’s sovereign identity and enduring heritage
• Burj Khalifa Edition — a global expression of architectural excellence
• Vajra Pen Collection — a symbolic extension of legacy beyond chronology

These are not products designed for circulation. They are objects designed for inheritance.

The Discipline of Rarity

Luxury, within the XII NOON framework, is not expressed through availability. It is expressed through restraint. Annual production is limited to 45 timepieces, reinforcing rarity, long-term value, and collectible prestige. Every piece is treated as a singular creation, aligned with the identity and stature of its owner.

This is exclusivity not as a feature, but as strategy.

Beyond Timekeeping: The Philosophy of Vajra

Extending beyond horology, XII NOON introduces the Vajra Pen Collection, translating the language of legacy into writing instruments. Rooted in cultural symbolism and permanence, Vajra is built on a singular belief:

“Not everything that defines legacy is worn. Some of it is written.”

India’s Assertion in Global Luxury

Founded by a 24-year-old global golfer with academic foundations from the London School of Economics and Harvard Business School, XII NOON reflects a rare synthesis of international exposure and sovereign Indian identity. The house stands at the intersection of heritage and modern authorship.

Its guiding philosophy — Reduced Elements. Increased Dominance. — defines a minimal yet commanding approach to ultra-luxury. As India’s voice within the global luxury economy continues to strengthen, XII NOON does not merely participate in the conversation.

For more details log onto www.xiinoon.in

XII NOON does not follow time

XII NOON defines it.

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New Delhi [India], May 5: Most gut health conversations revolve around yoghurt, fibre, or probiotics. Rarely do cranberries enter the picture. Yet, growing research suggests they may have a meaningful role to play in supporting a healthy gut.

Fruits and vegetables are essential for maintaining a balanced gut microbiome, which supports digestion, immunity, and overall well-being. Cranberries, in particular, offer a unique combination of fibre and naturally occurring plant compounds that can help nurture this internal ecosystem.

A natural boost from polyphenols

Cranberries are rich in polyphenols plant compounds known for their antioxidant properties. Emerging evidence suggests these compounds may also act in a prebiotic-like way, helping support the growth of beneficial gut bacteria and contributing to a more diverse microbiome.

Fibre that feeds the gut

Whether enjoyed as dried cranberries, juice, or sauce, cranberries provide dietary fibre that nourishes gut bacteria. As it produces short-chain fatty acids (SCFAs), which are widely associated with supporting gut function and overall health.

Encouraging a healthy balance

Some studies indicate that eating dried cranberries may support a more favourable balance of gut bacteria. This includes an increase in bacteria linked to positive health outcomes and a reduction in those associated with less favourable metabolic effects. While research is ongoing, these findings point towards cranberries playing a supportive role in gut health.

Supporting diversity from within

Dietary data from large population studies has identified cranberries as one of the foods linked to greater gut microbiota diversity a key marker of a healthy digestive system. A varied microbiome is often associated with better digestion and overall resilience.

There is also early-stage research suggesting cranberry compounds may help support the gut environment by encouraging beneficial bacteria and maintaining the integrity of the gut lining. While these findings are still being explored, they add to the growing interest in cranberries as part of a balanced diet.

With hundreds of studies conducted globally, cranberries are increasingly being recognised as more than just a festive ingredient. While more human research is needed, current insights suggest they can be a valuable addition to everyday eating habits.

In the broader conversation on gut health, cranberries deserve a place at the table—not as a cure-all, but as a simple, flavourful way to support overall well-being.

US Cranberries are available across major e-commerce platforms and retail stores in India in dried and juice forms.

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New Delhi [India], May 5: India’s foremost etiquette consultant and former Femina Miss India, Konkana Bakshi, is redefining post-pageant success — equipping titleholders with the professional poise, international social grace, and personal brand authority that transform a crown into a career.

Winning a beauty pageant is only the beginning. Once the sash is draped and the crown is placed, a titleholder steps into a world that demands far more than physical grace — it demands international etiquette, confident self-presentation, and a well-defined personal brand. Konkana Bakshi, one of India’s most distinguished image and etiquette consultants and a former Femina Miss India titleholder herself, is the woman that pageant organisations across India now turn to for precisely that transformation. 

Through her luxury finishing institution, Savoir Faire Académie, founded in Mumbai in 2013, Bakshi has designed a specialised curriculum that takes pageant winners through the nuances of royal protocol, business etiquette, social comportment, signature style development, and strategic self-branding — skills that are rarely taught but always noticed on the world stage.

“A crown is a symbol — but how you carry yourself once you wear it is the real statement. Etiquette is not about rules; it is about making every person in the room feel significant in your presence.” — Konkana Bakshi, Founder, Savoir Faire Académie

From Crown to Consultant: A Journey Rooted in Purpose

Bakshi’s credentials are as polished as the women she mentors. A winner of the Miss Elegance World 2008 title and the Miss India East 2009 pageant, she represented India on international stages, including Miss Elegance World and Chinese Miss World. It was during her travels across Europe — attending finishing schools in the United Kingdom and France — that she identified a glaring gap in the Indian professional and social landscape: the complete absence of world-class etiquette education tailored to Indian professionals, executives, and public figures.

Backed by internationally recognised credentials — accredited by the prestigious Emily Post Institute in Vermont, USA, as a Business Etiquette Consultant and by the London Image Institute as a licensed Image Consultant — Bakshi returned to India with a singular mission: to build India’s first bespoke luxury finishing school.

The Curriculum That Creates Crowned Professionals

Savoir Faire Académie’s pageant-winner programme is not a charm school in the conventional sense. It is a structured, results-oriented coaching engagement that covers royal etiquette and protocol, business and social etiquette, signature style and colour analysis, personal branding and self-presentation, fine dining and event comportment, cross-cultural communication, and media interaction skills.

What distinguishes Bakshi’s approach is its deeply personalised methodology. Sessions are designed around the individual — factoring in personality, lifestyle, career aspirations, and public responsibilities. Every titleholder walks away not just with etiquette knowledge, but with a distinct, internalised identity that holds up under the scrutiny of international stages, corporate environments, and media appearances.

Recognition, Reach & Real Impact

Savoir Faire Académie is located at the iconic Trident Hotel in Mumbai — itself a statement of premium positioning — and has trained professionals ranging from corporate leaders and entrepreneurs to royalty and public figures. Bakshi has also been appointed as Advisor to the Foundation for Health and Learning Empowerment (FHLE), where she leads youth empowerment and leadership development initiatives.

Her thought leadership extends to print as well. Her book The Art of Savoir Faire: Social Skills & Professional Grace is considered an essential guide for professionals navigating the often-overlooked intersection of etiquette, personal branding, and social intelligence in a globalised world.

Why Etiquette Training Matters for India’s Pageant Champions

India has long celebrated its beauty queens — from Sushmita Sen and Aishwarya Rai to Priyanka Chopra and Harnaaz Sandhu — but the pathway from pageant podium to sustained professional excellence requires a layer of preparation that goes beyond rehearsed answers and runway walks. As India’s pageant ecosystem matures and its titleholders increasingly represent the country in diplomatic, corporate, and philanthropic spheres, the need for expert etiquette and image coaching has never been more pressing.

Bakshi is not just filling a market gap — she is raising a standard. Her work demonstrates that the most powerful asset a pageant winner can carry is not a title, but the confidence, grace, and authentic presence to honour it long after the spotlight fades.

ABOUT KONKANA BAKSHI

Konkana Bakshi (born 1993) is the Founder and Director of Savoir Faire Académie, India’s premier luxury finishing school, established in Mumbai in 2013. The 32-year-old consultant and former Femina Miss India and winner of Miss Elegance World 2008, is accredited by the Emily Post Institute (USA) and the London Image Institute (UK). She is the author of The Art of Savoir Faire: Social Skills & Professional Grace and serves as Advisor to the Foundation for Health and Learning Empowerment (FHLE). She is based in Mumbai.

MEDIA CONTACT: Savoir Faire Académie | Trident Hotel, Nariman Point, Mumbai
 Website: www.savoirfaireacademie.in

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Chandigarh [India], May 5: Breaking new ground in the Indian literary landscape, author Chinmay Rathee has released Synapse Order Vol. 2, the latest installment in what is widely recognized as India’s first original light novel series.

Originating in Japan, the “light novel” format blends fast-paced prose with manga-style illustrations. While the genre has a massive global following, it has historically been dominated by Japanese creators. Rathee, an LL.M. student at Chandigarh University, is changing that narrative by building a localized entry into the genre from the ground up.

A New Chapter in Indian Publishing

Synapse Order first made waves in August 2024. Despite the rigors of studying blockchain and intellectual property law, Rathee developed a fully realized fictional universe, complete with:

• Original Mythology: A consistent, near-future world-building approach.
• Visual Storytelling: Integrated character sheets and illustrations.
• Global Appeal: A style that resonates with fans of anime and series like Sword Art Online.

The Story: Past and Present

While Vol. 1 followed the protagonist Arone Corvo, a man with supernatural healing abilities hunted by a shadowy security organization, Vol. 2 shifts gears. Structured as a prequel, it explores Corvo’s earlier years within the military forces of Emerald Pines.

The new volume is designed to be “non-linear,” functioning effectively as a standalone entry point for newcomers while providing deep emotional context for returning readers.

“It’s a story about someone who became strong on the outside long before he figured out what to do with everything raging on the inside,” the author notes, highlighting the series’ focus on balancing high-stakes action with psychological depth.

Availability

With Vol. 1 already boasting a 4.6-star rating on Amazon India, the release of Vol. 2 solidifies the series’ position as a pioneer in domestic publishing. Both volumes are currently available in paperback and digital formats via Amazon India.

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Mumbai (Maharashtra) [India], April 29: The Fashion Entrepreneur Fund (FEF), India’s first and only fashion-focused venture studio, is officially transforming the nation’s fashion ecosystem. By institutionalizing investment and providing structured mentorship to homegrown businesses and talents, FEF is bridging the critical gap between creative brilliance and commercial scalability.

Sanjay Nigam initiated the Fashion Entrepreneur fund, which recorded a massive response in its initial phase, obtaining over 10,000 plus application and witnessing a massive turnout from across the fashion industry.

Portfolio Brands Report Staggering Revenue Growth and Global Expansion MUMBAI, INDIA The Fashion Entrepreneur Fund (FEF), India’s first and only fashion-focused venture studio, is officially transforming the nation’s fashion ecosystem. By institutionalizing investment and providing structured mentorship to homegrown businesses and talents, FEF is bridging the critical gap between creative brilliance and commercial scalability.

FEF is built on the unparalleled foundation of power that moves industries. At its core is a league of names that don’t just participate in business, they shape it. With the backing of leaders like Akshay Kumar, Ravi Jaipuria, Karan Johar, Naveen Jindal, Vinod Dugar, Gaurav Dalmia, Manju Yagnik, and Sonali Dugar, FEF operates in a room most only aspire to enter. This is a platform where dreams are turned into reality. As a powerhouse fashion venture studio, FEF acts as an “ecosystem enabler,” championing the “Made in India” movement by spotlighting homegrown fashion brands and designers and providing them with the much-needed global stage. The fund’s portfolio has demonstrated explosive growth, with cumulative revenue of all these brands growing 2.7X since initial engagement with FEF.

Portfolio Success Highlights: FEF’s diverse portfolio showcases the scalability of Indian fashion across various segments:

•  Banana Club (Trends-Driven Menswear): Banana Club has crossed ₹105 Crore in net revenues in FY 2025-26, a milestone powered by three consecutive years of 2x growth built on a carefully executed omnichannel strategy. With a strong foundation at home and an ambitious global expansion now underway, the brand is stepping onto the world stage.
•  Love Kiki (Contemporary Style): Witnessed a remarkable 227.6% revenue growth in FY 2025-26. The brand expanded its offline presence to over 10 cities and began securing international B2B orders from Saudi Arabia.
•  House of Armuse (Bridal & Occasion Wear): Redefining Indian couture, this brand saw its Average Order Value (AOV) jump from ₹34k to ₹85k. They made a powerful entry into menswear, and delivered one of the most remarkable unit economics turnarounds in the space – transforming its cost structure and driving margins to a level that few brands at this scale have achieved.
•  Philocaly (Luxe Bespoke Menswear): Demonstrated strong market traction with a 1.7x revenue growth and doubled its Multi-Brand Outlet (MBO) count to six locations.
• Stylox (Denim-First Brand): Scaled its franchise network from 25 to 58 stores, turning net profit positive in Q4 FY 2026 under the endorsement of artist Sukhbir Singh.
• Linetribe (Experimental Silhouettes): Deploying a sustainable strategy of doubling their MBO presence from 6 to 12 outlets and effective use of social media, the unique silhouettes are being celebrated by top celebrities and fashion magazines.
•  DMO Dot (Luxury Footwear): Design Modern Originals redefine elegance, honoring the past while welcoming the future. Focusing on customer experience, they have scaled from zero to 7+ MBO stores while simultaneously acquiring 20,000+ customers from their website.
• Sustainable & Artisan Growth: Brands like Banana Labs (Kutch hand-block prints) and Vyakti India (plant-based leather) are leading the charge in ethical fashion. Vardi, which focuses on military heritage upcycling, has already opened an international pipeline with TJ Maxx.
•  Tech-First Ideas: Cloud Tailor, Heritage Bazaar, and Dopplr are the quiet architects of Indian fashion’s next chapter – tech-first platforms that have spent their foundational year building the industry connects, digital infrastructure, and operational backbone, and are now ready to scale.

A Movement for the Future. “At FEF, we set out to do something the industry has long needed but rarely executed—bring discipline, capital, and real mentorship under one roof for fashion entrepreneurs,” says Sanjay Nigam. “This isn’t passive investing. FEF is a hands-on venture studio we get in early, rolls up our sleeves, and helps build these brands from the ground up. With initiatives like ‘Pitch to Get Rich,’ we’re not just backing ideas; we’re building the pipelines, the distribution muscle, and the ecosystem required to make Indian fashion a serious, global investment category.”

 Register Now:

FEF has now opened its second round of investment. Register now to bring your fashion dreams to reality at: https://thefef.net/fef-registration.

About Fashion Entrepreneur Fund (FEF)

FEF is a venture studio dedicated to nurturing early-stage fashion and lifestyle brands. It provides a comprehensive support system, including capital, strategic marketing, mentorship, and retail partnerships, to help entrepreneurs turn their creative visions into sustainable, scalable businesses.

Hyderabad (Telangana) [India], May 5: As the first light of dawn broke over the 1,400-acre expanse of Kanha Shanti Vanam, a unique convergence of India’s digital future and spiritual past took place. At the heart of this gathering was Satyajit Majumder, a professional content creator and Cultural Ambassador of India from Kolkata. Known to millions as @thetwoinoneguy, Majumder joined over 6,000 enthusiasts for the Yoga Mahotsav 2026, an event marking the formal 50-day countdown to the International Day of Yoga (IDY).

The morning was defined by a breathtaking display of collective discipline as participants performed a synchronized Bhujangasana (Cobra Pose), officially entering the Asia Book of Records for the largest gathering executing the asana together. For Majumder—a Quality Champion award winner recognized by the Quality Council of India—the event was a masterclass in structured scale. Standing alongside Union Ministers G. Kishan Reddy and Prataprao Jadhav, Majumder represented a new era of ambassadors who blend professional excellence in fashion and luxury travel with a deep-rooted commitment to national wellness.

Addressing the assembly, Union Minister for Coal and Mines Shri G. Kishan Reddy described yoga as a “priceless gift to humanity” and a practical solution to modern challenges like stress and pollution. Reflecting on the stillness that settled over the massive crowd, Majumder remarked, “The silence in a hall of thousands is profound; it shows that when we align our breath, we align our collective national purpose.” His presence underscored the Ministry of Ayush’s Yoga 365 initiative, which seeks to move yoga from a symbolic annual observance into the daily fabric of preventive healthcare. By bridging the gap between digital influence and ancient tradition, Majumder is helping to ensure that India’s greatest gift to the world remains a sustainable pillar for the modern generation.

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Surat (Gujarat) [India], May 4: Surat experienced an evening of extraordinary scale and creative brilliance as Red & White Skill Education hosted ‘Fashion Show 2026’, setting a new benchmark for fashion-led showcases driven by emerging talent. The event seamlessly blended innovation, craftsmanship, and youthful energy, positioning itself among the largest fashion showcases not only in Gujarat but across India.

Held at Ramayan Farm, the event drew an impressive gathering of over 6,000 attendees, including students, parents, leading figures from the textile industry, fashion designers, corporate representatives, and professional models. The sheer scale and enthusiasm of the audience elevated the event into a landmark occasion for the city’s creative ecosystem.

Organised under the leadership of founders Hitesh Desai and Hasmukh Rafaliya, Red & White Skill Education, an institution authorised by the National Skill Development Corporation (NSDC), used this platform to provide fashion design students with national-level exposure. The highlight of the evening was the grand showcase of garments conceptualised and crafted by students, reflecting both technical proficiency and imaginative depth.

Professional models brought these creations to life on the runway, presenting each ensemble with finesse and confidence. The audience responded with overwhelming appreciation, acknowledging the originality and effort behind every design.

The event was further elevated by the presence of celebrity guests Bharat Singh Walia, Tina Ranka, and Mohit Rajput, whose participation added glamour and visibility to the occasion. Renowned fashion designers, including Manish Reshamwala, Sangeeta Choksi, Neeraj Vaidya, and Prachi Patel, also graced the event, lending industry credibility and reinforcing the significance of the platform.

A distinctive feature of ‘Fashion Show 2026’ was its ability to harmonise traditional aesthetics with contemporary design sensibilities, creating a compelling narrative of India’s evolving fashion identity.

Beyond the spectacle, the event served as a powerful catalyst for student empowerment, offering aspiring designers a stage to present their work at a scale rarely accessible in academic environments. It also reinforced Surat’s growing stature as a rising hub for fashion and design innovation.

‘Fashion Show 2026’ stands as a testament to what can be achieved when education, skill development, and creative ambition converge, leaving behind not just a memorable evening but a lasting source of inspiration for the next generation of designers.

Mumbai (Maharashtra) [India], May 4: Dosti Greater Thane marked a milestone that goes far beyond construction and infrastructure, the inauguration of its very own Ganesh Temple.

For the families who live here, this is more than just the addition of a place of worship. It is the beginning of a shared rhythm mornings that start with quiet prayers, evenings that bring people together, and festivals that fill the neighbourhood with warmth, light, and a sense of belonging. It is where children will learn traditions, where elders will find peace, and where everyday life is gently anchored in faith.

Moments like these shape what a community truly becomes. Not just a collection of homes, but a place where people feel rooted and connected not only by proximity, but by shared experiences and emotions.

Speaking on the occasion, Mr. Deepak Goradia, Chairman and Managing Director, Dosti Realty, said,

“The Ganesh Temple at Dosti Greater Thane holds a very special place in our journey, as it is the first temple we have constructed within any of our developments. We have always believed that a home is not just about physical spaces, but about the values, traditions, and sense of belonging that bring people together. With this temple, we hope to create a space where families can come together in faith, celebrate important moments, and build a deeper connection with the community around them.”

Adding to this, Mr. Anuj Goradia, Director, Dosti Realty, shared,

“For the families who will call Dosti Greater Thane home, the temple will become a part of their everyday lives in the most meaningful way. It will be where a child folds their hands before an exam, where parents pause to give thanks after a long day, and where festivals are not just celebrated, but felt together as a community. These are the moments that stay with you   the ones that turn a house into a home, and neighbours into an extended family.”

Set in Kalher, just 7 km from Lake Shore Thane, Dosti Greater Thane brings together this sense of belonging with the convenience of city living. Close to schools, offices, malls, and daily essentials, it offers families the familiarity of Thane, along with the comfort of a space they can call their own.

Spread across 125 acres, the development is envisioned as a self-sustained neighbourhood. With the upcoming Kalher Metro Station at its doorstep, connectivity becomes seamless, keeping residents well-linked to Thane and the wider MMR.

Over 70% open green spaces and landscaped zones, along with a master plan by Architect Hafeez Contractor, create an environment that feels expansive and breathable. A 1 lakh sq. ft. clubhouse, high-street retail, and planned schools ensure that life unfolds effortlessly within the community.

The thoughtfully designed 1 & 2 BHK homes are not just living spaces, but the setting for new beginnings where families grow, children dream bigger, and everyday life feels complete.

And just beyond these homes, opportunities take shape. With access to professional training through Gary Kirsten Cricket India and the Michael Phelps Swimming Centre, along with badminton, music, and dance academies, young residents are given the platform to discover their potential, build discipline, and grow with confidence.

Because at Dosti Greater Thane, life is not just about where you live, it’s about what you become, together.

About Dosti Realty

For over four decades, Dosti Realty has been a symbol of trust and excellence in real estate, transforming both locations and lives. Driven by a deep understanding of evolving customer needs, we have delivered 17 mn. sq. ft. across 143+ properties, shaping over 23,500 residences into homes where families thrive. Guided by our ethos, ‘Friends for Life’, we focus on thoughtful design, timeless architecture, and a seamless home-buying experience from regular construction updates to exceptional post-possession support. Through years of listening, learning, and innovating to meet the aspirations of homebuyers, we build more than just structures; we create spaces that foster connection, harmony, and a true sense of belonging. With over 21 mn sq. ft. of upcoming developments across the Mumbai Metropolitan Region and Pune, including residences, schools, commercial spaces, retail, and IT parks, we remain committed to trust, transparency, quality, and timely delivery, building brighter futures and nurturing communities for generations to come.

Visit: www.dostirealty.com 

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